Communications Strategy

Size: px
Start display at page:

Download "Communications Strategy"

Transcription

1 Communications Communications July 2013 Version 1.1 1

2 Communications River Clyde Homes Vision Our vision is to provide quality, affordable homes, in neighbourhoods we can be proud of and to deliver excellent services that make a real difference for our customers. River Clyde Homes Values CARES Customer first, performance driven Acting with integrity, being professional Respect for each other, our partners and our environment Embrace innovation, challenge expectations Spend our money wisely River Clyde Homes Objectives Excellent customer experience Sustainable homes and places Improved energy efficiency and reduced fuel poverty An efficiency company A growing company Safer and better supported customers Diverse, committed & empowered workforce 2

3 Communications Version Control Author Version Date Changes made / Comments Keith Moore Draft July 2013 Final July 2013 Agreed by Board 3

4 Communications 4

5 Communications Contents 1. Introduction Background to Context Plan and Priority of Implementation Action Plans

6 Communications 1 Introduction Purpose of this strategy 1.1 Communication is a key function for River Clyde Homes and one that has been identified as a priority for improvement by customers, the workforce and partners. How we communicate has a big impact on the perception of the organisation. It is crucial our communication is regular, clear and consistent. This strategy will provide a framework to assist communications both internally and externally. Whilst the Communications and media protocols were updated in October 2012, this strategy aims to be more actionled than was the case previously. 1.2 The strategy recognises that communication is a two-way process and that everyone within River Clyde Homes has a responsibility to communicate in an appropriate manner. 1.3 River Clyde Homes acknowledges that customers are at the heart of all its activities. We will maximise opportunities to gain customer insight, encourage feedback. We will be responsive to that feedback and communicate clearly all changes and improvements to service provision as a result by appropriate means. 1.4 The strategy aims to: Ensure all internal and external communications are effective; Provide successful mechanisms for two way communication; Provide guidance to staff on methods and style of communication; Develop a framework to enable targets to be set and the quality of communication to be measured; Ensure information about River Clyde Homes (RCH) is open and accessible; Ensure that all barriers to communications are identified and broken down allowing easy access to all our information and our services for customers, staff and partners. 6

7 Communications Impact of strategy 1.5 Once implemented, this strategy will, in a step-by-step way, improve communications for customers, staff and partners leading to increased levels of satisfaction as to how, what and when we communicate. 1.6 Communications activities should have a very clear impact on all stakeholders. We will target our communications appropriately and ensure that any barriers are identified and removed. Communications should be: Clearly defined Easy to access Easy to understand Available to all customers, staff and partners Cost effective 1.7 Customers, staff and partners should be able to identify the impact their comments and suggestions have on the services provided by River Clyde Homes. 1.8 There will be costs attached to improving our communications activities. These should be contained within current budgets although there is an expectation that for communications technology based activities, extra monies may be required. Links to organisational Vision, Values and Business Plan objectives 1.9 This strategy will provide the direction, capacity and plan for the company to deliver more effective communication of its vision, values and strategic objectives and will help to confirm progress in achieving our Business Plan outcomes This strategy will contribute towards the delivery of our Steps To Excellence change programme; in particular the Count Me In customer involvement initiative and the Right Person, Right Place, Right Time organisational restructure Communications will play a major part in achieving our objective of placing customers at the heart of everything we do ; the development of a customer led Communications Panel will help to ensure customers directly influence our communication plans and activities in the future and will help to make sure our communication is effective and relevant. 7

8 Communications 2 Background Current Approach 2.1 The previous Communications was approved by the Board in October 2012 and does not reflect the considerable change currently underway at River Clyde Homes. In contrast the new strategy has been directly shaped by current key priorities and plans such as the Steps to Excellence change programme. Achievements 2.2 It is too early to measure the success of the strategy; this will be undertaken over the coming year in a number of ways including the use of customer and staff satisfaction surveys; feedback from customer and partners at key events; direct feedback from the customer led Communications panel, and the staff equivalent working group; as well as achievement of other key wider organisational outcomes. 8

9 Communications 3 Context National and Local Drivers 3.1 National Drivers: There will always be outside influences which will affect the business of the association and therefore the communications activities. The communications function must be able to embrace and respond to changes, for example, in, government legislation, economic pressures, changes to the regulatory framework and developments in best practice in other housing associations. New technologies, or channel shifting, have an impact on customer expectations on how they access information and how they communicate with the association. We must be prepared to respond to these changes and, where necessary, amend policies and actions. Effective communications enhance our reputation within the sector and can influence policy at a national level. 3.2 Local Drivers: In addition there are a number of local drivers which will impact upon the communications strategy. River Clyde Homes works in close partnership with Inverclyde Council, Police Scotland, Fire Scotland, NHS Argyll and Clyde and with many key local partners in Inverclyde Alliance. The development of joint plans and strategies will require communication activities. However there is always the possibility that one organisation changing a procedure will place a new financial burden upon or increase the responsibilities of the association. These and similar changes could potentially impact upon our business and delivery plans. Our relationship with our partners and the local media, in particular, is critical. It is important that we build confidence and trust to improve the perception of River Clyde Homes so we can work with partners to positively promote Inverclyde as a place to work, rest and play through our housing offer. 9

10 Communications 4 Plan and Priority 4.1 When considering how to tackle the communications challenges facing River Clyde Homes it is appropriate to consider the short term, medium and long term direction in order to break down the strategy into manageable and achievable goals. However, in this instance, with the exception of the full redevelopment of the web and intranet sites, this is a one-year, short term plan. Medium and long term communication plans will be developed following the conclusion of the Steps to Excellence change programme and the resultant normalisation of the organisation; this is likely to be in 12 month s time. 4.2 Over the next 12 months the Communications will have two distinct strands: Internal communications; External communications Both strands will seek to improve the effectiveness of communications, its impact and satisfaction with communication. Throughout the strategy will be the need to achieve and demonstrate good value for money. Our internal strategy will: Ensure action is taken to highlight good practice amongst staff and to celebrate where staff have gone that extra mile for the benefit of customers; Ensure ease of access for all staff, whether working in an office or out-ofoffice, to all River Clyde Homes communications; Ensure that our staff can act consistently, effectively and appropriately in line with the values outlined in The River Clyde Way. Our external strategy will: Promote and develop the new River Clyde Homes family of brands OneCall ; HomeFact ; PropertyCare ; ExtraCare, etc ; Communicate and promote access to our services to our customers and partners; 10

11 Communications Develop stronger relationships with our customers by demonstrating how we are listening to them, particularly through our You Said, We Did campaign and involve customers in our key communications activities; Raise awareness and better understanding of the role River Clyde Homes plays in developing communities in Inverclyde; Build upon the already strong relationships with the local & national media and trade magazine outlets; Develop the website to ensure that there is greater and improved information that is updated regularly and provides greater interaction for customers with effective access and to ensure that any barriers are removed; 3.2 While the Communications will be led by the Communications Manager, all our employees need to show a commitment to effective communication with our customers, stakeholders and with each other. This is one of the commitments of The River Clyde Way, which all employees signed up at the 2013 Staff Conference. 3.3 We will ensure our communications are: Open and honest; Clear and easily understood; Timely, up-to-date and trustworthy; Written in plain English, without jargon; Available in formats that suit customers needs and Able to adapt to take account of customer feedback. 3.4 A Media Protocol was agreed by Board at the end of This will be reviewed and made available to staff. 11

12 Communications 5 Implementation 5.1 The SMT, the and all operational teams will have collective responsibility for delivering the strategy and action plan. 5.2 The action plan contained within this strategy will be monitored as part of the performance management framework and reported to the Senior Management Team on a monthly basis and the Board on a bi-monthly basis. Monitoring will be carried out against defined milestones and any reported on an exception basis. 5.3 The strategy will be reviewed quarterly by the customer led Communications Panel and the internal staff Communications Working Group. 5.4 This will be refreshed as a part of the annual business planning process; this will ensure that customer, staff and partner feedback is captured and used to keep the strategy and action plan current and relevant.. 12

13 Communications 6 Action Plans Outcome To provide excellent customer experience Business plan priority Actions Lead Date by Links to other strategies A new website Website to be partially redeveloped by October 2013: ICT Project Manager / October 2013 Business Transformation Front page to be completely redesigned to facilitate easier access to information on current Customer Access and Feedback initiatives and activities. The pages behind will be developed in Equalities association with the new teams as they develop and complete their SIP s. The focus will shift from passive information to more active usage to encourage customers to access services via the web, up to date performance information and forward notification of events and activities. Work on a completely revamped website will begin in association with ICT in January 2014 with a new site, including significant improvements to e-serve options launched by April E-serve options to be developed to include access to rent accounts, improved payment options, ASB reporting, repairs reporting etc ICT Project Manager / April 2014 Business Transformation Customer Access and Feedback Value for Money 13

14 Communications Customer Hubs Raise awareness and maximise usage of the new customer hubs in Greenock and Port Glasgow; produce information for the hubs including opening hours / services offer and standards etc; ensure consistency of branding on every aspect of the customer hubs from interior design, to signage, leaflets and staff uniforms etc; ensure there are no barriers to access to services at the customer hubs including EA compliance, hearing loops, translation services and private interview facilities. Head of Customer Excellence / November 2013 Customer Access & Feedback Equalities Customer Communications Up Close magazine to be redesigned with the Communications Panel and to contain regular features to underline the change agenda such as a regular You Said, We Did feature. Explore the opportunities presented by social networking technology One off bespoke communications to promote key messages and/or campaigns such as welfare reform or ASB Publication dates: June, September and December 2013 and March Customer Involvement Business Transformation Improved Customer Information You said, we did Campaign A new suite of service leaflets to be produced in conjunction with service managers once new standards are approved. Focus through regular communications on capturing examples where customer comments have resulted in a change in the way we deliver services. Where a customer is agreeable, we will speak to them about their suggested changes and report outcomes via Up Close magazine, web site, media campaigns etc. with service managers and service managers October 2013 From July 2013 Places Safe and Independent Living Customer Access & Feedback Customer Involvement 14

15 Communications Making a difference Campaign Communicate and publicise our intention to make a difference in Inverclyde by confirming on a consistent and regular basis how customer involvement and customer led scrutiny has made a difference to service quality and value for money. / Executive and Governance Support Manager From September 2013 Customer Involvement Value for Money To Be The Best Campaign Communicate and publicise our intentions to be the best in the sector; major internal communications initiative required starting autumn SMT / Communications Manager / OD Manager From November 2013 and ongoing Organisational Development Count Me In Campaign. Maximise awareness of the new opportunities for customer involvement and influence; and for customer led scrutiny of services planning and delivery. / Executive and Governance Support Manager From July 2013 Customer Involvement Customer Access and Feedback Places Outcome To provide sustainable homes and places Business plan priority Actions Lead Date by Links to other strategies River Clyde Homes Community Stars Campaign and Event Develop a customer awards initiative and celebration; launch the campaign in January March 2014 Customer Involvement Places Effective communication of neighbourhood planning events and activities Support neighbourhood planning activities and events; ensure wide publication of events, agendas, minutes, action plans; develop area specific information including awareness of agreed neighbourhood plans; provide mechanisms for reporting on progress in Neighbourhood Planning and Delivery Manager / To commence September 2013 Places 15

16 Communications delivery of the plans. Embed River Clyde Homes community commitment and engagement; develop themed campaigns to develop enhanced community awareness of service priorities such as ASB; sensitive allocations; handypersons; Winning In Neighbourhoods etc Maximise awareness across Inverclyde of investment plans and activities particularly SHQS works i.e. Spending 1m a month on our homes campaign Provide communications support to all customer involvement and engagement initiatives via principal communications mechanisms; promote all RCH initiatives through press and media outlets including local and national media as well as trade publications; target of four news releases a month; support awards and accolades through communications activities ensuring awareness both internally and externally. Organise two customer focussed carnival style events each year; one spring/summer and one in the autumn. Produce regular press releases; scheme openings / completions stories, involving customers and local councillors; producing scheme banners and signs; involving local schools and TARA s in awareness raising initiatives / Executive and Governance Support Manager / service managers Neighbourhood Planning and Delivery Manager; From November From September 2013 Customer Involvement Customer Access and Feedback Places Green Equalities Places Green Business Development Outcome To become an efficient company Business plan priority Actions Lead Date by Links to other strategies Maximise participation in Customer Satisfaction Survey Encourage maximum customer feedback; ensure wide communication of results; confirm actions in response to the feedback and results SMT / Communications Manager September 2013 Customer Access & Feedback Regular performance reporting and benchmarking comparisons to customers and partners Ensure widespread and regular reporting of performance and benchmarked information to customers and partners via website; Up Close magazine; RCH Matters etc; include plans to improve SMT / Finance and Incomes Manager / From September Customer Access & Feedback Value for Money 16

17 Communications Produce Annual Accounts and Customer Impact Assessments Maximise partner support for communication activities and events Promote Choice Based Lettings value for money and efficiencies. Design and publish annual accounts for financial year 2012/13 and 2013/14; launch first ever Customer Impact Assessment for 2013/14 with the Communications Panel Encourage partner financial contributions towards relevant events and activities; develop advertising in Up Close ; seek partner sponsorship of key events, campaigns and activities. Support the CBL Project Plan; ensure the effective communication of the new lettings scheme and the marketing of void properties. SMT / Finance and Incomes Manager / / Communications Panel SMT / Communications Manager Lettings Manager / August 2013 / August 2014 From September 2013 and ongoing From January 2014 Places Statutory requirement Customer Involvement Value for Money Business Development Places Outcome To become a growing company Business plan priority Actions Lead Date by Links to other strategies Re-enforce our Corporate Identity: ; letters; written communications; signage etc Ensure that all s, written communications, letters etc contain standard requirements and predefined information such as awards and accolades.. September 2013 Customer Access & Feedback Business Development Promote and market our non social housing services offer: leasehold management / factoring services; repairs and maintenance; personalised services etc Design and implement a number of bespoke marketing campaigns to promote interest in our non social housing services offers; to maximise take up and develop new sources of income. Business Growth Manager / April 2014 onwards Business Development 17

18 Communications Outcome Safer and better supported customers Business plan priority Actions Lead Date by Links to other strategies Produce Repairs Handbook; Customer Handbook April 2014 Customer Access and Feedback Support achievement of 80% customer profile information Complete and publish new Repairs Handbook; and same for Customer Handbook confirming a range of service standards and the River Clyde Way; publish in a range of formats including youtube, the website; printed versions; poster versions. Ensure maximum customer profiling through a getting to Know You campaign; include door to door calling / outbound calling via the contact centre; bespoke letters and surveys; on-line feedback / Head of Customer Excellence / PropertyCare Manager Head of Business Transformation / October 2014 Places Safe and Independent Places Awareness of new One Call service as a 3 rd party reporting centre for hate crime and domestic violence Promote One Call as a 3 rd party reporting centre via local media; website and Up Close magazine; ensure partner awareness One Call Manager / Respect and Responsibility Manager / October 2014 Safe and Independent Places Ensure awareness of welfare reform impacts; including sources of advice and support for our customers Ensure awareness of welfare reform impacts via the website; Up Close magazine; RCH Matters; staff briefings; work with partners; bespoke letters from teams; and at the new customer hubs via posters and TV screens SMT / Communications Manager From July 2013 Safe and Independent Places Value for Money Outcome Diverse, committed & empowered workforce Business plan priority Actions Lead Date by Links to other strategies Promote awareness and Support participation in new staff awards OD Manager / September 2013 OD participation in new RCH scheme via RCH Matters staff magazine, 18

19 Communications Staff Awards Scheme team briefings and the intranet Develop and support staff intranet Develop an interim phase 1 intranet, web based Staff Zone ; phase 2 to be outlook based intranet to contain policies / procedures / strategies / guides / RCH Matters / Ask the Chief facility etc OD Manager / Phase 1: July 2014 Phase 2: April 2014 OD Business Transformation Establish a communications working group for RCH Matters Monthly publication of staff newsletter; cross team / Directorate input and ownership; focus for monthly team meetings in line with published Management Arrangements / Communications Working Group November 2013 OD Establish and support Ask The Chief facility Develop an on-line method of anonymous staff queries and questions to the CEO; answers posted on the intranet. From July 2013 Organisational Development Establish and support Team RCH Staff Briefings Initiate Team RCH briefings across all teams; bi-monthly and involving all staff; particular focus on the Steps To Excellence change programme and River Clyde Way. Employee of the Month to be confirmed at the briefings, CEO / Executive and Governance Support Manager / SMT and service managers From July 2013 Organisational Development Communications Protocol Review the protocol to ensure it meets current requirements; ensure all staff are provided with a copy of the finalised document. November 2013 Organisational Development Establish annual Staff Awards event and celebration Support and promote annual staff event to promote performance, customer care, going the extra mile and best practice. OD Manager / SMT / December 2013 Organisational Development 19

1.4. Ensuring people and communities know and understand these issues can help build trust and confidence in the Council and improve our reputation.

1.4. Ensuring people and communities know and understand these issues can help build trust and confidence in the Council and improve our reputation. Draft Communications Strategy -2018 1. Introduction and context 1.1. In the challenging and changing environment of local government, it s really important that regular, reliable and accurate information

More information

Communications Strategy 2015-16

Communications Strategy 2015-16 Communications Strategy 2015-16 Communication leads to community, that is, to understanding, intimacy and mutual valuing [Rollo May, 1909-1994, American Psychologist] Introduction The WWM CRC is a provider

More information

Mole Valley District Council Corporate Communications Strategy 2002-2005

Mole Valley District Council Corporate Communications Strategy 2002-2005 Mole Valley District Council Corporate Communications Strategy 2002-2005 CONTENTS Content Section 1: Introduction Section 2: Stakeholders Section 3: Objectives Section 4: Targets Section 5: Principles

More information

Housing Association Regulatory Assessment

Housing Association Regulatory Assessment Welsh Government Housing Directorate - Regulation Housing Association Regulatory Assessment Melin Homes Limited Registration number: L110 Date of publication: 20 December 2013 Welsh Government Housing

More information

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 NWAS Communication and Engagement Strategy 2013-2015 Page: 1 Of 16 Recommended by Executive Management Team Communities Committee Approved by Board of Directors

More information

Consultation and Engagement Strategy

Consultation and Engagement Strategy Consultation and Engagement Strategy Contents: 1. Introduction 2 2. Purpose 3 3. Aims and Objectives 4 4. Key principles 5 5. Delivery of the Strategy 6 6. Action Plan 2011-12 7 Appendix 1 Understanding

More information

Communications Strategy

Communications Strategy Communications Strategy 2014-2017 Classification: Internal/Stakeholder 1. Introduction Good communication is central to the perception of City Property (Glasgow) LLP and our credibility. It is at the core

More information

The City of Edinburgh Council Business plan 2015 18. A thriving, sustainable capital city

The City of Edinburgh Council Business plan 2015 18. A thriving, sustainable capital city The City of Edinburgh Council Business plan 2015 18 A thriving, sustainable capital city Introduction This business plan sets out the strategic direction and priorities for the City of Edinburgh Council

More information

Chesterfield Borough Council. Internal Communications Strategy. April 2014 - April 2017.

Chesterfield Borough Council. Internal Communications Strategy. April 2014 - April 2017. Appendix 1 Chesterfield Borough Council Internal Communications Strategy April 2014 - April 2017. Section 1: Introduction 1.1 Chesterfield Borough Council s single biggest asset is its employees. 1.2 It

More information

TRANSPORT FOR LONDON CORPORATE PANEL

TRANSPORT FOR LONDON CORPORATE PANEL AGENDA ITEM 4 TRANSPORT FOR LONDON CORPORATE PANEL SUBJECT: EMPLOYEE ENGAGEMENT DATE: 17 NOVEMBER 2009 1 PURPOSE AND DECISION REQUIRED 1.1 The purpose of this report is to advise the Panel on TfL s approach

More information

Northwards Housing s Communications Strategy 2014-16

Northwards Housing s Communications Strategy 2014-16 Northwards Housing s Communications Strategy 2014-16 Executive Summary 1. The purpose of this strategy is to ensure a fully integrated approach to communications; one which is aligned with Northwards business

More information

Corporate objectives. Communications strategy. Digital marketing and inclusion strategy

Corporate objectives. Communications strategy. Digital marketing and inclusion strategy marketing and inclusion strategy 2014-2019 (draft) Introduction Corporate objectives Communications strategy marketing and inclusion strategy This digital marketing and inclusion strategy is a supplementary

More information

Copeland Borough Council. Communications Strategy 2006/7

Copeland Borough Council. Communications Strategy 2006/7 Copeland Borough Council Communications Strategy 2006/7 CONTENTS Introduction: Why Communicate? - external communications - internal communications The Purpose; - what is a communications strategy? - what

More information

Communications strategy refresh. January 2012. 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc

Communications strategy refresh. January 2012. 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc Communications strategy refresh January 2012 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc Contents 1. Introduction p 3 a. SNH: corporate aims and objectives b. SNH and communications

More information

REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE

REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE Report to Personnel Committee 26 September 2012 Agenda Item: 6 REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE INVESTORS IN PEOPLE RE-ACCREDITATION Purpose of the Report 1. The purpose

More information

YOUR SERVICES YOUR SAY

YOUR SERVICES YOUR SAY YOUR SERVICES YOUR SAY LGBT PEOPLE S EXPERIENCES OF PUBLIC SERVICES IN SCOTLAND PUBLIC SECTOR CONSULTATION REPORT AND RECOMMENDATIONS FOREWORD In 2014 for the first time in Scotland, we published a detailed

More information

COMMUNICATIONS & ENGAGEMENT PLAN

COMMUNICATIONS & ENGAGEMENT PLAN COMMUNICATIONS & ENGAGEMENT PLAN 2016-2018 Creating A better environment Creating a better environment contents 1 General...3 1.1 Introduction 1.2 Internal Stakeholders 1.3 External Stakeholders 1.4 Organisational

More information

Communications Manager

Communications Manager Job details Job title: Communications Manager Responsible to: Head of Communications Responsible for: Posts in the Communications Location: Liverpool with travel across all locations Overview of the role

More information

Internal Communications Strategy

Internal Communications Strategy Internal Communications Strategy 2011 2013 Alison Cummins Communications Manager January 2011 INTRODUCTION 3 AIMS AND OBJECTIVES 5 EVALUATION OF THE INTERNAL COMMUNICATIONS STRATEGY 2007-2009 6 TARGETS

More information

ARB's overarching goals The Board has identified two objectives from the Act which underpin all of our work:

ARB's overarching goals The Board has identified two objectives from the Act which underpin all of our work: Architects Registration Board Communications Strategy Introduction Effective communication is key to the work of the Architects Registration Board (ARB), enabling the organisation to build and maintain

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

Job Description. To lead and effectively manage the Empty Homes team which is responsible for:

Job Description. To lead and effectively manage the Empty Homes team which is responsible for: Job Description Post Title Post Number Service Area / Department SDU Accountable to (Line Manager) Responsible for (Direct Reports Post Title) Empty Homes Manager RT01008 Leasehold and Lettings Housing

More information

Customer Service Strategy

Customer Service Strategy Customer Service Strategy Gateshead Council Customer Services your bridge to council services. Foreword The Local Government Context Customer service the national context Customer expectations are continually

More information

Case study: developing an internal communications and engagement strategy

Case study: developing an internal communications and engagement strategy Case study: developing an internal communications and engagement strategy Writing an internal communications and engagement strategy that works isn t easy, but essential if you re going to focus on achieving

More information

Equal Partners Strategy Summary

Equal Partners Strategy Summary Equal Partners Strategy Summary Informing Consulting Listening Involving Empowering For further information please contact: Sue Eato, Associate Director of Service User and Carer Involvement sue.eato@covwarkpt.nhs.uk

More information

West Dunbartonshire Council s Employee Recognition Framework

West Dunbartonshire Council s Employee Recognition Framework West Dunbartonshire Council s Employee Recognition Framework CONTENTS 1 Introduction page 3 2 Overview of the framework page 3 3 Communicating and promoting success page 4 4 WDC Annual Employee Recognition

More information

EVERYONE COUNTS STRATEGY

EVERYONE COUNTS STRATEGY EVERYONE COUNTS STRATEGY Introduction The aim of the Equality and Diversity Strategy is to ensure that Great Places Housing Group promotes equality, tackles discrimination, values diversity, and continues

More information

COMMUNICATIONS STRATEGY 2014-2018

COMMUNICATIONS STRATEGY 2014-2018 COMMUNICATIONS STRATEGY 2014-2018 1. INTRODUCTION Communications is at the core of everything the Council does. This strategy outlines how we will plan and manage our communications activities over the

More information

The Highland Council

The Highland Council The Highland Council Communities and Partnerships Committee 9 June 2016 Corporate Communications Strategy Update Report by Corporate Communications Manager Summary Agenda Item Report No 7 CP 13/16 A 2

More information

Planning & Building Standards. Draft Customer Engagement Strategy August 2015

Planning & Building Standards. Draft Customer Engagement Strategy August 2015 Draft Customer Engagement Strategy August 2015 1. Introduction 1. Who are our customers? 2. What is engagement? 2. Consulting with our customers 7. Communicating with our customers 9. Planning information

More information

1. An overview of local authority communications p3. 2. New National Reputation Project p3. 3. Key aims of the Corporate Communications Strategy p4

1. An overview of local authority communications p3. 2. New National Reputation Project p3. 3. Key aims of the Corporate Communications Strategy p4 Corporate Communications Strategy 2010-2015 Contents 1. An overview of local authority communications p3 2. New National Reputation Project p3 3. Key aims of the Corporate Communications Strategy p4 4.

More information

Table of Contents. Introduction 3. Strategic Alignment 4. Principles of Good Communication 5. Benefits of Good Communication 6

Table of Contents. Introduction 3. Strategic Alignment 4. Principles of Good Communication 5. Benefits of Good Communication 6 1 Table of Contents Introduction 3 Strategic Alignment 4 Principles of Good Communication 5 Benefits of Good Communication 6 Audiences & Stakeholders 7 Key Themes 8 External Communication 9 Media 11 Reputation

More information

Tenant Satisfaction Survey 2012 Action Plan October 2012

Tenant Satisfaction Survey 2012 Action Plan October 2012 Tenant Satisfaction Survey 2012 Action Plan October 2012 In addition to the (ongoing) actions set out in the Action Plan response to last year s Tenant Satisfaction Survey (TSS 2011) we have identified

More information

The post holder will be guided by general polices and regulations, but will need to establish the way in which these should be interpreted.

The post holder will be guided by general polices and regulations, but will need to establish the way in which these should be interpreted. JOB DESCRIPTION Job Title: Membership and Events Manager Band: 7 Hours: 37.5 Location: Elms, Tatchbury Mount Accountable to: Head of Strategic Relationship Management 1. MAIN PURPOSE OF JOB The post holder

More information

Board report for 31 May 06 Item 8

Board report for 31 May 06 Item 8 Board report for 31 May 06 Item 8 DRAFT Internal communications strategy Contents 1. Executive Summary 2. Introduction 3. Background 4. The vision for communications 5. Strategic objectives 6. Early priorities

More information

NHS 24 COMMUNICATIONS STRATEGY 2006-2009

NHS 24 COMMUNICATIONS STRATEGY 2006-2009 NHS 24 COMMUNICATIONS STRATEGY 2006-2009 November 2006 1 1.0 Aim The aim of the NHS 24 communications strategy is to set out the rationale, approach and actions which will be employed to develop the way

More information

Corporate Governance Service Business Plan 2011-2016. Modernising Services

Corporate Governance Service Business Plan 2011-2016. Modernising Services Corporate Governance Service Business Plan 2011-2016 Modernising Services Index 1. Executive Summary 3 2. Vision and Strategy 4 3. Service Overview 3.1 What Services do we and Will we Deliver? 5 3.2 How

More information

Job Description. Director of Fundraising and Marketing

Job Description. Director of Fundraising and Marketing Job Title: Brand Manager Salary and Pay Band: Band F, Level 2 Hours: Job Holder: Team (Directorate/ Nation): Location: Manager: 35 hours per week Vacant Fundraising and Marketing, MS National Centre North

More information

Allerdale Borough Council s internal communications strategy and action plan

Allerdale Borough Council s internal communications strategy and action plan Allerdale Borough Council s internal communications strategy and action plan 1. Introduction Research shows the importance of good internal communications with Councils that spend time keeping their staff

More information

Government Communication Professional Competency Framework

Government Communication Professional Competency Framework Government Communication Professional Competency Framework April 2013 Introduction Every day, government communicators deliver great work which supports communities and helps citizens understand their

More information

Wiltshire Council s Behaviours framework

Wiltshire Council s Behaviours framework Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council

More information

Employee Communications Strategy 2000-2003

Employee Communications Strategy 2000-2003 Agenda Item 10 Executive 25 August 2000 Report of the Chief Officer (Organisational Development) Employee Communications Strategy 2000-2003 Executive Summary Good employee communications will raise the

More information

PROPOSAL TO DEVELOP AN EMPLOYEE ENGAGEMENT PROGRAMME

PROPOSAL TO DEVELOP AN EMPLOYEE ENGAGEMENT PROGRAMME PROPOSAL TO DEVELOP AN EMPLOYEE ENGAGEMENT PROGRAMME DEFINITIONS OF ENGAGEMENT The concept of employee engagement has received growing interest recently, with a range of research into what engagement is

More information

Councillor Roger Bayliss 01530 411055 roger.bayliss@nwleicestershire.gov.uk. Director of Housing 01530 454819 glyn.jones@nwleicestershire.gov.

Councillor Roger Bayliss 01530 411055 roger.bayliss@nwleicestershire.gov.uk. Director of Housing 01530 454819 glyn.jones@nwleicestershire.gov. NORTH WEST LEICESTERSHIRE DISTRICT COUNCIL POLICY DEVELOPMENT GROUP 1 JULY 2015 Title of report DRAFT VALUE FOR MONEY STRATEGY FOR THE HOUSING SERVICE Councillor Roger Bayliss 01530 411055 roger.bayliss@nwleicestershire.gov.uk

More information

HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK

HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK July 2013 1 P age Contents Page 1.0 Definition 3 2.0 Context 3 3.0 Purpose and aim of the policy 4 4.0 Policy Statement 4 5.0 Framework for Performance Management

More information

Our Shared Vision for Independent Living in Scotland

Our Shared Vision for Independent Living in Scotland Jim Elder-Woodward, OBE Independent Chair, Scottish Independent Li Cllr Peter Johnston COSLA Spokesperson for Health and Well- Our Shared Vision for Independent Living in Scotland Alex Neil Cabinet Secretary

More information

DELIVERING OUR STRATEGY

DELIVERING OUR STRATEGY www.lawsociety.org.uk DELIVERING OUR STRATEGY Our three year plan 2015 2018 >2 > Delivering our strategy Catherine Dixon Chief executive Foreword Welcome to our three year business plan which sets out

More information

Director of Asset Management and Repairs

Director of Asset Management and Repairs Job details Job title: Director of Asset Management Responsible to: Executive Director of Property Responsible for: Location: Overview of the role The overall purpose of the Director of Asset Management

More information

Derbyshire County Council Performance and Improvement Framework. January 2012

Derbyshire County Council Performance and Improvement Framework. January 2012 Derbyshire County Council Performance and Improvement Framework January 2012 Contents 1. Introduction 3 2. About the framework 4 3. Planning 7 5. Monitoring Performance 8 6. Challenge and Review 11 7.

More information

SUBJECT: Talent Management Strategy 2016 2020. Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation)

SUBJECT: Talent Management Strategy 2016 2020. Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation) REPORT FOR DECISION DECISION OF: CABINET DATE: 13 APRIL 2016 SUBJECT: Talent Management Strategy 2016 2020 REPORT FROM: Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation) CONTACT

More information

Wales Procurement Policy Statement

Wales Procurement Policy Statement Wales Procurement Policy Statement In December 2012 I launched the Wales Procurement Policy Statement (WPPS) setting out the principles by which I expect public sector procurement to be delivered in Wales.

More information

Customer Management Strategy (2014-2017)

Customer Management Strategy (2014-2017) Customer Management Strategy (2014-2017) Version 1.1 Page 1 Foreword As technology improves, the demand for Council services to be available online and accessible 24/7 will increase as our customers choose

More information

CHANGE MANAGEMENT PLAN

CHANGE MANAGEMENT PLAN Appendix 10 Blaby District Council Housing Stock Transfer CHANGE MANAGEMENT PLAN 1 Change Management Plan Introduction As part of the decision making process to pursue transfer, the Blaby District Council

More information

Customer Services Team Leader. Recruitment Pack

Customer Services Team Leader. Recruitment Pack Customer Services Team Leader Recruitment Pack SECTION 1 June 2016 Customer Services Team Leader Thank you for your interest in this position. This is a new role which has arisen following a recent restructure

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

Corporate business plan

Corporate business plan Corporate business plan April 2016 March 2017 Corporate business plan 1 Chairman s foreword by Philip Graf I am delighted to write the foreword to our corporate business plan for the period April 2016

More information

A Changing Commission: How it affects you - Issue 1

A Changing Commission: How it affects you - Issue 1 A Changing Commission: How it affects you - Issue 1 Contents Overview... 3 Change Programme... 4 Introduction... 4 Reviewing how we regulate and engage... 4 What are the key changes... 5 What does it mean

More information

Driving & Vehicle Licensing Agency: Communications Capability Review

Driving & Vehicle Licensing Agency: Communications Capability Review Driving & Vehicle Licensing Agency: Communications Capability Review August 2014 1 Background to the review 1. The Communication Capability Review of the Driver and Vehicle Licensing Agency (DVLA) is one

More information

Appendix 1: Performance Management Guidance

Appendix 1: Performance Management Guidance Appendix 1: Performance Management Guidance The approach to Performance Management as outlined in the Strategy is to be rolled out principally by Heads of Service as part of mainstream service management.

More information

Customer Service Strategy 2010-2013

Customer Service Strategy 2010-2013 Service Strategy 2010-2013 Introduction Our vision for customer service is: Oxfordshire County Council aims to deliver excellent customer service by putting our customers at the heart of everything we

More information

Annual Governance Statement

Annual Governance Statement Annual Governance Statement 2014/15 1 Fareham Borough Council Civic Offices, Civic Way, Fareham PO16 7AZ Scope of Responsibility Fareham Borough Council is responsible for ensuring that its business is

More information

The Audit of Best Value and Community Planning The City of Edinburgh Council. Best Value audit 2016

The Audit of Best Value and Community Planning The City of Edinburgh Council. Best Value audit 2016 The Audit of Best Value and Community Planning The City of Edinburgh Council Best Value audit 2016 Report from the Controller of Audit February 2016 The Accounts Commission The Accounts Commission is the

More information

Internal Communication Strategy

Internal Communication Strategy Internal Communication Strategy 1. Introduction 1.1 The Public Services Ombudsman for Wales recognises in the Strategic Plan the importance of being a good employer and is committed to providing a positive

More information

Tenure and Tenancy management. Issue 06 Board approved: February 2015. Responsibility: Operations/C&SH Review Date: February 2017

Tenure and Tenancy management. Issue 06 Board approved: February 2015. Responsibility: Operations/C&SH Review Date: February 2017 Operational Manual Tenure and Tenancy management Corporate Policy Issue 06 Board approved: February 2015 Responsibility: Operations/C&SH Review Date: February 2017 1. INTRODUCTION Hightown provides a range

More information

Connect Renfrewshire

Connect Renfrewshire How the council will use its information and technology assets to achieve successful change Contents Strategy Context 2 Digital Delivery and Citizen Engagement 4 Operational Excellence and Transformation

More information

Job Grade: Band 5. Job Reference Number:

Job Grade: Band 5. Job Reference Number: Job Title: Business Analyst Job Grade: Band 5 Directorate: Job Reference Number: People and Transformation P01216 The Role: This is a challenging role working with and across all services to support the

More information

Risk Management Strategy and Policy. The policy provides the framework for the management and control of risk within the GOC

Risk Management Strategy and Policy. The policy provides the framework for the management and control of risk within the GOC Annex 1 TITLE VERSION Version 2 Risk Management Strategy and Policy SUMMARY The policy provides the framework for the management and control of risk within the GOC DATE CREATED January 2013 REVIEW DATE

More information

Rent Arrears Recovery Policy

Rent Arrears Recovery Policy Rent Arrears Recovery Policy 2013-16 July 2013 Version 1.0 Version Control Policy Author Version Number Date Status Comments Finance and Incomes Manager Draft 1.0 24 July 2013 New Approval Body Effective

More information

The Trust. Tenancy Management Policy. Neighbourhood Team. Draft: Final. Effective Date: February 2015. Affected Teams: All

The Trust. Tenancy Management Policy. Neighbourhood Team. Draft: Final. Effective Date: February 2015. Affected Teams: All The Trust Tenancy Management Policy Neighbourhood Team Draft: Final Effective Date: February 2015 Affected Teams: All Peaks & Plains Tenancy Management Policy February 2015 Page 1 of 12 TABLE OF CONTENTS

More information

NORTH STRATHCLYDE COMMUNITY JUSTICE AUTHORITY

NORTH STRATHCLYDE COMMUNITY JUSTICE AUTHORITY NORTH STRATHCLYDE COMMUNITY JUSTICE AUTHORITY CRIMINAL JUSTICE SOCIAL WORK SERVICES TRAINING STRATEGY 2008-2011 1.00. Policy Context The North Strathclyde Community Justice Authority joint area plan for

More information

River Clyde Homes: Officer Service Desk Analyst

River Clyde Homes: Officer Service Desk Analyst Job Role: Officer Service Desk Analyst Directorate: Business Support Role reports to: ICT Manager Roles Reporting to this role: N/A Total number of team members within team: 5 Grade: River Clyde Homes

More information

Introduction. Page 2 of 11

Introduction. Page 2 of 11 Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation

More information

Environment Sustainability and Highways

Environment Sustainability and Highways Job Title: Marketing Intelligence Officer Job Grade: Band 4 Directorate: Environment Sustainability and Highways Job Reference Number: P01851 The Role The Marketing Intelligence Officer will: Devise intelligence

More information

Nottingham City Homes

Nottingham City Homes Nottingham City Homes Internal Communications Strategy 2012 2015 1. Introduction 1.1 Our Corporate Plan for 2012-15 sets out our commitment to creating homes and places where people want to live. Achieving

More information

Appendix 10: Improving the customer experience

Appendix 10: Improving the customer experience Appendix 10: Improving the customer experience Scottish Water is committed to delivering leading customer service to all of our customers. This means we deliver the following activities: We will ensure

More information

Birmingham South Central Governing Body Cover Sheet

Birmingham South Central Governing Body Cover Sheet 3 rd July 2013 Enc No. 16 Birmingham South Central Governing Body Cover Sheet Date: 3 July 2013 Report title Presented by Prepared by Business Resilience Capability Scale David Morris David Morris For

More information

Health and Care Research Wales Communications Strategy

Health and Care Research Wales Communications Strategy Health and Care Research Wales Date: April 2016 Version: 1 Authors: Cheryl Lee, Communications Manager Summary: This document sets out a for Health and Care Research Wales. It covers internal communications

More information

2013/2014 Business & Community Engagement Plan

2013/2014 Business & Community Engagement Plan 2013/2014 Business & Community Engagement Plan Bringing business and community together Introduction This Business and Community Engagement Plan (BCEP) highlights the ways in which HiB and its stakeholders

More information

North Ayrshire Council. Performance Management Strategy

North Ayrshire Council. Performance Management Strategy North Ayrshire Council Performance Management Strategy February 2015 Contents 1. Foreword... 3 2. Introduction... 3 3. What is performance management?... 4 3.1 Why is it important to North Ayrshire Council?...

More information

7 Directorate Performance Managers. 7 Performance Reporting and Data Quality Officer. 8 Responsible Officers

7 Directorate Performance Managers. 7 Performance Reporting and Data Quality Officer. 8 Responsible Officers Contents Page 1 Introduction 2 2 Objectives of the Strategy 2 3 Data Quality Standards 3 4 The National Indicator Set 3 5 Structure of this Strategy 3 5.1 Awareness 4 5.2 Definitions 4 5.3 Recording 4

More information

MANAGEMENT SYSTEMS CERTIFICATION FROM AUTOMOTIVE SPECIALISTS

MANAGEMENT SYSTEMS CERTIFICATION FROM AUTOMOTIVE SPECIALISTS MANAGEMENT SYSTEMS CERTIFICATION FROM AUTOMOTIVE SPECIALISTS VCA - Delivering a Safer Environment VCA - Delivering a Safer Environment 1 Contents Pg 2 Formal Certification Burden or Benefit? 3 Why VCA?

More information

CORPORATE PLAN 2012-13 2013-14 2014-15

CORPORATE PLAN 2012-13 2013-14 2014-15 CORPORATE PLAN 2012-13 2013-14 2014-15 V0.3 170412 1 1. Introduction This Corporate Plan identifies the main strategic challenges facing the Agency over the next three years, and sets out its key performance

More information

Communications Strategy and Department Work Plan 2016-2017

Communications Strategy and Department Work Plan 2016-2017 Council, 22 March 2016 Communications Strategy and Department Work Plan 2016-2017 Executive summary and recommendations Introduction The Communications Strategy, which was approved by Council in March

More information

DIGITAL ACCESS STRATEGY 2013-16

DIGITAL ACCESS STRATEGY 2013-16 DIGITAL ACCESS STRATEGY 2013-16 Approved by Board Approved Date 4 June 2013 Version no. 1 Review Date Page 1 of 12 1 Introduction 1.1 Day to day life for many people, both in work and at home, is being

More information

National Contact Management Strategy

National Contact Management Strategy National Contact Management Strategy 2012 NCMS 2012 NOT PROTECTIVELY MARKED 4 National Contact Management Strategy (NCMS) This document has been produced by the Association of Chief Police Officers (ACPO)

More information

Asset Management Strategy (2013-2017) Doing things Differently A New Approach for a sustainable future

Asset Management Strategy (2013-2017) Doing things Differently A New Approach for a sustainable future Asset Management Strategy (2013-2017) A New Approach for a sustainable future Contents Introduction... 2 The Asset Management Vision, Policy Statement & Strategic Themes... 5 Part B The Asset Management

More information

AGENDA ITEM 5 AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY

AGENDA ITEM 5 AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY Report by the Head of Roads Ayrshire Roads Alliance PURPOSE OF REPORT 1. The purpose of this report

More information

Housing & Community Care Services

Housing & Community Care Services Housing & Community Care Services Neighbourhood Services Strategy 2012/13 Contents 1. Introduction 2. Legislation 3. Consultation 4. Our Vision 5. Our Strategy 6. The customer/landlord relationship 7 Neighbourhood

More information

Corporate Risk Management Policy

Corporate Risk Management Policy Corporate Risk Management Policy Managing the Risk and Realising the Opportunity www.reading.gov.uk Risk Management is Good Management Page 1 of 19 Contents 1. Our Risk Management Vision 3 2. Introduction

More information

A Review of the Integration of Brokerage Services in the South West

A Review of the Integration of Brokerage Services in the South West A Review of the Integration of Brokerage Services in the South West EXECUTIVE SUMMARY This report presents the findings of the research study, A Review of the Integration of Brokerage Services in the South

More information

Communications Strategy 2013-16

Communications Strategy 2013-16 Communications Strategy 2013-16 Background The Probation Board (PBNI), established as a publicly appointed Board in 1982, is an executive Non-Departmental Public Body of the Department of Justice. It plays

More information

North Cumbria University Hospitals NHS Trust. Communication and Engagement Strategy 2011-2014

North Cumbria University Hospitals NHS Trust. Communication and Engagement Strategy 2011-2014 North Cumbria University Hospitals NHS Trust Communication and Engagement Strategy 2011-2014 1 Contents 1. Executive Summary 2. Introduction 3. Situation Analysis 4. Communication and Engagement Objectives

More information

Human Resources & Facilities Services. Service Delivery Plan 2014/15. Overview of the Human Resources Service

Human Resources & Facilities Services. Service Delivery Plan 2014/15. Overview of the Human Resources Service Human Resources & Facilities Services Service Delivery Plan 2014/15 Overview of the Human Resources Service The role of the HR Service is to support the Council in achieving its corporate objectives, priorities

More information

Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation

Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation Research and Innovation Strategy: delivering a flexible workforce receptive to research and innovation Contents List of Abbreviations 3 Executive Summary 4 Introduction 5 Aims of the Strategy 8 Objectives

More information

Job information pack Senior HR Manager

Job information pack Senior HR Manager Job information pack Senior HR Manager THANK YOU FOR YOUR INTEREST IN PANCREATIC CANCER UK It is a pleasure to know that you are interested in working with us. Please find enclosed further information

More information

Quality Assessment Framework Core Service Objectives

Quality Assessment Framework Core Service Objectives Quality Assessment Framework Core Service Objectives NIHE Supporting People Contents C1.1 Assessment and Support Planning...3 C1.2 Security, Health and Safety..11 C1.3 Safeguarding and Protection from

More information

Approaches to Consultation and Engagement by Welsh Local Authorities during the Budget-Setting Process. Good Practice Examples 2014-15

Approaches to Consultation and Engagement by Welsh Local Authorities during the Budget-Setting Process. Good Practice Examples 2014-15 Approaches to Consultation and Engagement by Welsh Local Authorities during the Budget-Setting Process Good Practice Examples 2014-15 Table of Contents Introduction... 3 Engagement... 4 Case Study 1: Carmarthenshire

More information

Corporate Communications Strategy

Corporate Communications Strategy Corporate Communications Strategy March 2011 TABLE OF CONTENTS TOPIC PAGE # Objective 3 Background 3 Target Groups 3 Core Components 3 1. Internal Communications 4 2. External Communications 5 3. Social

More information

Commissioning Strategy

Commissioning Strategy Commissioning Strategy This Commissioning Strategy sets out the mechanics of how Orkney Alcohol and Drugs Partnership (ADP) will implement its strategic aims as outlined in the ADP Strategy. Ensuring that

More information

MARKETING AND CORPORATE COMMUNICATION STRATEGY 2011-2014

MARKETING AND CORPORATE COMMUNICATION STRATEGY 2011-2014 MARKETING AND CORPORATE COMMUNICATION STRATEGY 2011-2014 Author: George Hotchkiss, Assistant Principal, Enterprise & Organisational Development Impact Assessment Date: 2 September 2010 Date: August 2011

More information