Communications Strategy

Size: px
Start display at page:

Download "Communications Strategy"

Transcription

1 Communications Strategy Classification: Internal/Stakeholder

2 1. Introduction Good communication is central to the perception of City Property (Glasgow) LLP and our credibility. It is at the core of everything we do and is essential to the current success of the organisation while also having a strong role to play in our future. Aligned with the organisations Business Plan, this strategy provides a framework on how we are going to manage and monitor our communication activities over the next three years. By undertaking a planned and sustained approach in support of our strategic objectives, this strategy will ensure we continue to demonstrate our commitment to clear and consistent communications that meet the needs of all our stakeholders. 1

3 2. Strategic direction of City Property (Glasgow) LLP Our fundamental goal is to manage our business through the property market s cycle; adjusting key investment and development activities ahead of changing conditions to maximise return and minimise risk. The proposed programme of activities as detailed in the Business Plan for 2014/2015 to 2017/2018 are designed to drive both City Property (Glasgow) LLP and City Property Glasgow (Investments) LLP (both hereafter referred to as the LLP ) towards achieving this goal. Key strategic objectives for 2014 to 2017 Our strategic objectives are a response to the transitional nature of the property market and the broader financial challenges we face. 1. To increase the profitability of the LLP, thereby delivering sustainable long-term returns to the Council. 2. Maximise the returns from the Investment Portfolio 3. Maximise disposal performance, thereby delivering long-term sustainability. 4. Ensure high levels of customer satisfaction 5. Attract, develop, retain and motivate high performance individuals 6. Continually improve performance 2

4 3. Role of Communications A culture of good communication is the responsibility of everyone within the LLP. It is essential that we communicate in a professional and well-informed manner with anyone who comes into contact with the organisation, using a clear and consistent message that is appropriate to the audience s needs. Role of the Information & Communications Officer The Information and Communications Officer will review, support, maintain and manage electronic, manual communications and information effectively within the organisation and externally with partner services. Responsible for, in conjunction with the Head of Operations, setting and articulating the direction of the LLP s information and communication function, ensuring that management practices and approaches are up to date, and in line with industry standards. Role of management Communication is at the core of the organisation, and is a key task particularly for everyone who has a responsibility for the supervision and management of staff. The LLP aims to create and maintain an internal culture in which staff are able to raise ideas and suggestions. Managers must wherever possible provide swift and full answers, and to respond positively and constructively to ideas for improvement. Responsibility for the implementation of effective staff communications resides with the Senior Management team with support from the Information & Communications Officer. Role of the LLP s staff Staff are the day-to-day ambassadors of the organisation and the services we provide. There is a wealth of expertise, ideas, enthusiasm and potential contribution within the LLP, at all levels and across all functions which should be deployed effectively in the improvement and development of services All staff have a prime responsibility for good operational communications and for ensuring their line manager knows their views and ideas while asking for relevant information if they are not receiving it. 3

5 4. Our target audience The LLP has a number of internal and external audiences that need to be kept informed, listened to and with whom we should have regular dialogue. Different audiences need varying levels of engagement that is determined by their significance in helping to achieve the strategic objectives as identified in the current Business Plan. Internal All staff The LLP s Board External Glasgow City Council GCC ALEO s Political Representatives Tenants Local Strategic Partnerships The business community Public Media Tenant associations Trade associations Partner organisations 4

6 5. Communications Strategy Objectives This strategy intends to build upon and strengthen our current approach to communicating with staff and all our stakeholders. We need to be transparent and accountable to our stakeholders in all that we do. The LLP brand and reputation will only be strengthened by delivering the right messages and creating the right impression verbally, in writing and visually. Our Principles of Communication To comply with the vision, values and objectives of the organisation, our communications will work to the following principles: Open, honest and accurate Accessible to all appropriate stakeholders Clear and user-friendly Consistent and relevant messages Timely and current High quality Cost-effective Monitored and reviewed regularly Internal Corporate Communications Internal communications are targeted at all staff groups. Specific communication plans and messages will be produced for all key developments and major projects. These are aligned with the Communications Strategy and appropriate business/organisational plans. Objectives; To deliver management and operational information to staff ensuring they are well informed and know where to go to find information. To ensure staff are aware of the challenges facing the LLP, the strategic objectives of the organisation and understand their contribution to achieving these. To improve staff engagement by supporting a culture of open and honest two-way communication that ensures staff have channels through which they can voice their opinions and have greater involvement in decision-making. To build staff morale. 5

7 External Corporate Communications External communications will be developed to effectively promote the LLP and communicate messages about our work, our role and the services we provide to all stakeholders. A consistent message and brand is essential throughout the organisation and our aim is to give the right information, to the right people, at the right time, through the right channels. Objectives; To increase public and stakeholder understanding of the LLP and positively influence their opinions of our organisation. To continue to build trust in the organisation by stakeholders and to enhance and defend the LLPs reputation. To maintain a consistent and positive profile and visual identity. To support the marketing of our services for income generation purposes. To actively encourage stakeholders to provide feedback on their experience and to use this to continuously improve the quality of our services. Support Partnership Projects that benefit the LLP both strategically, in terms of providing a well-balanced service and operationally in terms of pooling resources. 6

8 6. Strategic implementation Internal Communications The following methods of internal communications will be used to effectively and efficiently keep staff at all levels up-to-date with what is happening within the LLP and encourage feedback. Written Newsletter City Property Matters This staff newsletter will be published quarterly to include staff news, features on individual departments, behind the news features, and general stories on matters of interest for all. Staff will contribute to encourage a sense of ownership. Summary Business Plan Communicated to all staff so that everyone is aware of the strategic direction of the organisation and what is required by each team to achieve our objectives. Employee handbook An updated handbook will be made available containing information about all company policies and procedures. E-Communications All staff have an account and it can be used to rapidly disseminate messages and information. Guidelines for the correct use of are included in the information security policy. Urgent messages may be ed to staff, but this should be limited to avoid over-exposure to . A select group of people throughout the organisation should have access the all staff facility. E:bulletin To communicate information on policy decisions, the reasons behind them and future events should be shared and made available in support of corporate excellence. Online surveys that allow staff to initiate new ideas. Social media (online communities or networks) as a means of improving communication to support traditional methods. Intranet The Intranet could be a key communications tool within the organisation and the LLP will explore how the website can be developed to incorporate this. It will be a place where information, policies, guidelines and meeting documentation can be stored. Updates, news, magazines, annual reports, business plans, board minutes, the team brief, newspaper cutting summaries and updates about news affecting the organisation can appear on the service. 7

9 Meetings Team briefings All staff should be able to participate at least once a month in a two-way team briefing on relevant issues concerning the organisation. This will ensure that everyone receives information first-hand from their manager, and have the opportunity to ask questions and to raise issues. Staff induction process updated and to possibly incorporate video presentations. Managing Director Q&A sessions if a particular issue demands. Informing staff about unexpected or adverse stories in the media There is a need for a recognised communication method to deal with unexpected or adverse stories about the LLP likely to appear in the media. Phone as well as will be used to rapidly communicate messages about information likely to appear in the press. Awards and Recognition Staff recognition awards held annually to recognise and celebrate achievements. Team building / corporate events; designed to encourage staff participation and to build morale. PR Group Chaired by the Information and Communications Officer, each team will have a representative acting as a liaison between the group and their team. This will afford the opportunity to bring information that could be communicated to our stakeholders, both internally and externally, through a variety of mediums including; staff e:bulletins, newsletters, local press, website and social media. Ensure City Property (Glasgow) LLP have in house the skill set required to achieve the overall 8

10 External Communications To effectively promote the LLP and communicate messages about our work, our role and the services we provide to all stakeholders. A consistent message and brand is essential throughout the organisation and our aim is to give the right information, to the right people, at the right time, through the right channels. Written Newsletter A Newsletter will be produced and issued twice a year. The newsletter will contain relevant news and developments, and will also highlight any key challenges facing the organisation. It will also contain general human-interest stories, such as profiles on staff members and news about successes staff have achieved, as well as information about major projects. It will be produced in the most cost-effective way and issued as an e-communication, to those registered online and identified as key stakeholders. Annual report and other publications A user-friendly style will be adopted for the Annual Report and other documents to ensure they effectively convey our achievements and planned developments to a wide audience. Summary Business Plan Communicated to key stakeholders identifying the strategic direction of the LLP and our future plans. E Communications Website The Information & Communications Officer is responsible for maintaining the external website and ensuring it is both up to date and consistent with other messages. The website, located at receives approximately 5,500 visits per month and around 90% of traffic is from the UK. The website raises awareness of the organisation and promotes property available for sale and lease while gathering market intelligence. APPS, QR Codes New technologies to be explored and adopted to improve our communications. Social Media Promote services & interact with stakeholders through twitter & linkedin. Discussion groups and forums on topics of interest to stakeholders to be developed. signature Acts as an electronic business card. Design to be clear and consistent throughout the organisation. 9

11 Informing external stakeholders Councillors The possibility of a newsletter / e:bulletin published quarterly will be explored. The Information & Communications Officer will liaise with the Members Liaison Officer in all elected member communications and media issues. Glasgow City Council Various Committees Regular meetings between representatives of the LLP and local Council will ensure good understanding of the issues facing the organisation and the direction we are taking. GCC & ALEO PR meetings Attended monthly by the Information & Communications Officer. These meetings offer the opportunity to develop relationships with GCC & ALEO PR departments and allows for the coordination of communication activities. Stakeholder information - written and, where appropriate, multi-media. The Information & Communications Officer will work closely with each team within the LLP to develop communications as and when required. Other stakeholders / partnership working The Information & Communications Officer will liaise with external stakeholders as appropriate to work in partnership on issues which affect the LLP. Corporate identity Guidance will be made available on corporate style for both internal and external publications. The Information & Communications Officer will liaise with each team to ensure standards are met. Brand identity will be consistent across all mediums including; corporate stationary, tenant guides, property schedules and s. Contact with the media The media are a valuable vehicle for carrying good news stories to enhance the reputation of the LLP, by promoting and celebrating our successes and achievements, as well as that of our partners. A regular supply of pro-active news releases will be issued on behalf of the LLP each month. The media will also be monitored and appropriate action taken if stories appear damaging to the organisations reputation. The power of the media should never be underestimated and it is essential that all contact with the media should be made through or referred to the Information & Communications Officer or Senior Management Team. Tenant Engagement Over the next three years we will broaden our approach to enable more in depth and meaningful feedback from stakeholders, particularly commercial tenants. 10

12 7. Evaluation This strategy and the methods of communication used to implement it will require ongoing evaluation to ensure they continue to meet the needs of the organisation. The techniques for measuring the effectiveness of this strategy will be qualitative (such as feedback from individuals or through focus groups) and quantitative (such as the number of media releases issued). Valid key performance indicators can be output-based, impact-based and outcome-based. Evaluation of internal communications include: The volume and type of internal communication material issued. Feedback on communications through staff surveys, conversations and input from PR group. The measurable outcome/response/action taken following the communication of specific messages such as changes to a procedure or completing an e-learning module. Information on intranet usage. Evaluation of external communications include: The volume and type of external communication material issued. Media monitoring, the rating of coverage (positive, negative or neutral) and its Advertising Value Equivalent - the equivalent cost of buying space devoted to editorial content. Information on website usage. Tenant surveys. Analysis of complaint letters and comments. Reports and feedback from partners. Interactive surveys/polls on the website. 11

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

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

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

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

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

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

Communications Strategy

Communications Strategy Communications Communications July 2013 Version 1.1 1 Communications River Clyde Homes Vision Our vision is to provide quality, affordable homes, in neighbourhoods we can be proud of and to deliver excellent

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

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

COMMUNICATION POLICY. Adopted by the Board of Directors on 6 March 2008 NORDIC INVESTMENT BANK

COMMUNICATION POLICY. Adopted by the Board of Directors on 6 March 2008 NORDIC INVESTMENT BANK COMMUNICATION POLICY Adopted by the Board of Directors on 6 March 2008 NORDIC INVESTMENT BANK Communication policy 1. Purpose... 3 2. Goals... 3 3. Guiding principles... 3 4. Target groups... 4 5. Messages...

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

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

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

JOB DESCRIPTION. Work Unit: Responsible To: Corporate and Governance Corporate Information Manager

JOB DESCRIPTION. Work Unit: Responsible To: Corporate and Governance Corporate Information Manager JOB DESCRIPTION Job Title: Work Unit: Responsible To: Position Purpose: Pay range: Team Leader Customer Services Corporate and Governance Corporate Information Manager This job exists to: Provide friendly,

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

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

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

Brand Development and Management Enabling Strategy

Brand Development and Management Enabling Strategy Brand Development and Management Enabling Strategy Table of Contents 1. Purpose... 2 Enabling Strategy... 2 2. Scope... 2 Overall aims... 2 Specific objectives... 2 3. Strategy... 2 Initiatives and actions...

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

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

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

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

stakeholder communications

stakeholder communications stakeholder communications t h e t o o l k i t Stakeholder engagement plans cannot work without stakeholder communications. Every time you engage or communicate with stakeholders, there are implications

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

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

Internal Communication and Engagement Manager (part-time)

Internal Communication and Engagement Manager (part-time) Internal Communication and Engagement Manager (part-time) Main purpose of job To develop and manage internal communication and engagement programmes to support Alzheimer s Society projects, activities

More information

Communications Strategy

Communications Strategy Communications Strategy As adopted by Council on 21 September 2010 Contents 1 Overview... 3 1.1 Vision... 4 1.2 Core Communication Values... 4 2 Strategic Alignment... 5 3 Communication Process... 6 4

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

City with a Voice STRATEGIC COMMUNICATION PLAN

City with a Voice STRATEGIC COMMUNICATION PLAN STRATEGIC COMMUNICATION PLAN Our City s Vision, Mission, Values Vision A growing, world-class community bringing talent, technology and a great northern lifestyle together. Mission We provide excellent

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

To liaise with other MSS departments and lead on the creative direction for their projects.

To liaise with other MSS departments and lead on the creative direction for their projects. Job Title: Location: Reports to: Creative Services Manager MS National Centre, London Head of Marketing and Brand Introduction to MS Society The MS Society is the UK s leading MS charity. Since 1953, we

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

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1 The integrated leadership system ILS support tools Leadership pathway: Individual profile Executive Level 1 profile Shapes strategic thinking Achieves results Cultivates productive working relationships

More information

The Trust Company Group Position Description

The Trust Company Group Position Description The Trust Company Group Position Description Position Title Reports to Business Unit Location Marketing & Communications Manager Head of Marketing (the Acting Head of Marketing in the interim) Marketing

More information

January 2016. Communications Manager: Information for Candidates

January 2016. Communications Manager: Information for Candidates January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The

More information

the role of the head of internal audit in public service organisations 2010

the role of the head of internal audit in public service organisations 2010 the role of the head of internal audit in public service organisations 2010 CIPFA Statement on the role of the Head of Internal Audit in public service organisations The Head of Internal Audit in a public

More information

TGA key performance indicators and reporting measures

TGA key performance indicators and reporting measures TGA key indicators and reporting measures Regulator Performance Framework Version 1.0, May 2015 About the Therapeutic Goods Administration (TGA) The Therapeutic Goods Administration (TGA) is part of the

More information

QUALITY MANAGEMENT POLICY & PROCEDURES

QUALITY MANAGEMENT POLICY & PROCEDURES QUALITY MANAGEMENT POLICY & PROCEDURES Policy Statement Cotleigh Engineering Co. Limited specialises in the recruitment of engineering & technical personnel in the oil & energy, rail, civil engineering,

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

Program 7 Customer Focus. Council will be a customer focused organisation that is "Dedicated to Customers: Everyone. Everywhere.

Program 7 Customer Focus. Council will be a customer focused organisation that is Dedicated to Customers: Everyone. Everywhere. Customer Focus Program Goal Council will be a customer focused organisation that is "Dedicated to Customers: Everyone. Everywhere. Every time" Program Description As an enabling program, Customer Focus

More information

Good practice Public Service Communications Unit Communications Function Review 2009

Good practice Public Service Communications Unit Communications Function Review 2009 Final text: 06/04/10 Good practice Public Service Unit Function Review 2009 Purpose The purpose of this paper is to outline recommendations on good practice communications unit models and guidelines for

More information

NSPCC JOB DESCRIPTION. Database Training and Support Manager. (Grade 5 - Senior Business Support Officer)

NSPCC JOB DESCRIPTION. Database Training and Support Manager. (Grade 5 - Senior Business Support Officer) NSPCC JOB DESCRIPTION Job Title: Database Training and Support Manager (Grade 5 - Senior Business Support Officer) Function: Department: Supporter Services and Database Administration Supporter Experience

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

Membership Management and Engagement Strategy 2014-17

Membership Management and Engagement Strategy 2014-17 Membership Management and Engagement Strategy 2014-17 communicating engaging representing Contents Introduction 3 What is membership? 4 Defining the membership community 5 Engaging members and the public

More information

Position description. Marketing & Member Relationship. Classification

Position description. Marketing & Member Relationship. Classification Position description Position title Division Business Business unit Classification Responsible for Campaign Manager Online Insurance Product & Sales Marketing & Member Relationship D Planning, development

More information

D123 Communications Plan DISTRICT 123 COMMUNICATIONS PLAN. Prepared by: Ben Grey Director of Technology and Communications

D123 Communications Plan DISTRICT 123 COMMUNICATIONS PLAN. Prepared by: Ben Grey Director of Technology and Communications DISTRICT 123 COMMUNICATIONS PLAN Prepared by: Ben Grey Director of Technology and Communications Presented to the Board of Education December 13, 2010 1 PURPOSE D123 Communications Plan The purpose of

More information

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of Job

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

Job Description. University of Bristol students creating a world class student life for themselves

Job Description. University of Bristol students creating a world class student life for themselves Job Description Job title: Purpose of the post: Website and Digital Coordinator The Bristol SU Marketing & Communications department is responsible for high quality communications of Bristol SU s activities

More information

Employee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach

Employee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach 1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed

More information

Perspectives. Employee voice. Releasing voice for sustainable business success

Perspectives. Employee voice. Releasing voice for sustainable business success Perspectives Employee voice Releasing voice for sustainable business success Empower, listen to, and act on employee voice through meaningful surveys to help kick start the UK economy. 2 Releasing voice

More information

NHS FIFE RECORDS MANAGEMENT COMPETENCIES FRAMEWORK V1.0, July 2013

NHS FIFE RECORDS MANAGEMENT COMPETENCIES FRAMEWORK V1.0, July 2013 NHS FIFE RECORDS MANAGEMENT COMPETENCIES FRAMEWORK V1.0, July 2013 Background This Framework describes the key knowledge and skills required by the Public Records Project Manager in NHS Fife and will be

More information

Role Description Director, Customer Experience

Role Description Director, Customer Experience Role Description Director, Customer Experience Classification/Grade/Band Band 1 Senior Executive Work Level Standards ANZSCO Code PCAT Code Date of Approval Work Contribution Stream: Service/Operational

More information

Marketing and Communications Manager. 1028 Heslerton Road, Dunsandel, Canterbury

Marketing and Communications Manager. 1028 Heslerton Road, Dunsandel, Canterbury Position Reports to Brand Manager Marketing and Communications Manager Company Synlait Milk Ltd Date: December 2012 Location 1028 Heslerton Road, Dunsandel, Canterbury Purpose To be Synlait Milk s brand

More information

Whanganui Reputation Management Strategy

Whanganui Reputation Management Strategy Whanganui Reputation Management Strategy 1 P age Whanganui District Council Strategy Originator: Charlotte Almond, Group Manager Strategy and Development Contact person for enquiries: Charlotte Almond,

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

Health Consumers Council - Strategic Plan 2013-2015

Health Consumers Council - Strategic Plan 2013-2015 Health Consumers Council - Strategic Plan 2013-2015 Vision: Western Australian health consumers achieve the best possible outcomes from WA s public and private health services. HCC works to support the

More information

National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013

National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services Copyright statement All material is provided under a Creative Commons Attribution-NonCommercial-

More information

Maria College Communications Policy

Maria College Communications Policy Maria College Communications Policy The Office of Maria College s Marketing and Communications (Maria Marcom) is responsible for telling the college s story and upholding its image and reputation, as expressed

More information

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile APS6

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile APS6 The integrated leadership system ILS support tools Leadership pathway: Individual profile APS6 APS 6 profile Supports strategic direction Achieves results Supports productive working relationships Displays

More information

SCHEDULE A JOB DESCRIPTION

SCHEDULE A JOB DESCRIPTION SCHEDULE A JOB DESCRIPTION Job Title: Work Unit: Responsible To: Responsible For: Position Purpose: Financial Delegated Authority: Pay Range: Assets & Business Efficiency Coordinator Corporate and Governance

More information

Job description Customer Care Team Leader (Engagement)

Job description Customer Care Team Leader (Engagement) Job description Customer Care Team Leader (Engagement) Main purpose of job The Customer Care Team Leader will manage the day to day running of the internal Customer Care engagement team, ensuring it provides

More information

Communication and Engagement Strategy 2014 2017. Final Version 30 th June 2014

Communication and Engagement Strategy 2014 2017. Final Version 30 th June 2014 Communication and Engagement Strategy 2014 2017 Final Version 30 th June 2014 Contents Introduction 4 Strategic Objectives and Role of Communications 6 Communications now and by 2017 7 Communications and

More information

Relationship Manager (Banking) Assessment Plan

Relationship Manager (Banking) Assessment Plan Relationship Manager (Banking) Assessment Plan ST0184/AP03 1. Introduction and Overview The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It

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

The Social Media Best Practice Guide

The Social Media Best Practice Guide The Social Media Best Practice Guide A Xander Marketing Guide T: 03302232770 E: hello@xandermarketing.com W: www.xandermarketing.com Social Media Marketing Introduction With an ever increasing number of

More information

Business Continuity Management

Business Continuity Management Business Continuity Management Policy Statement & Strategy July 2009 Basildon District Council Business Continuity Management Policy Statement The Council is committed to ensuring robust and effective

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

Editor and Co-ordinator: Key Correspondents Programme

Editor and Co-ordinator: Key Correspondents Programme Job Description and Person Specification Job description: Alliance Mission: Media Manager We are an innovative alliance of nationally based, independent, civil society organisations (our Linking Organisations

More information

Service Quality Standards (SQSs) and Criteria

Service Quality Standards (SQSs) and Criteria Service Quality Standards (SQSs) and Criteria Principle 1 : Provision of Information The purpose and objectives of the service should be clearly defined and its mode of operations transparent for the benefit

More information

Wingecarribee Shire Council. Communications Strategy 2014

Wingecarribee Shire Council. Communications Strategy 2014 Wingecarribee Shire Council Communications Strategy 2014 PAGE 1 Wingecarribee Shire Council Communications Strategy 2014 01/ INTRODUCTION 02/ STRATEGIC FRAMEWORK 03/ BACKGROUND 04/ ORGANISATIONAL LINKS

More information

These guidelines can help you in taking the first step and adopt a sustainability policy as well as plan your further sustainability communication.

These guidelines can help you in taking the first step and adopt a sustainability policy as well as plan your further sustainability communication. SUSTAINABILITY POLICY AND COMMUNICATION GUIDELINES Why communicate about sustainability? IFU encourages all our investments to be transparent and informative about business and sustainability performance

More information

Role Profile. Leasehold Co-ordinator (LSE) - Career Ladder: Customer Services. - Level: Level 4. - Function: Leasehold

Role Profile. Leasehold Co-ordinator (LSE) - Career Ladder: Customer Services. - Level: Level 4. - Function: Leasehold Role Profile Role Title: Directorate: Department: Team: Leasehold Co-ordinator (LSE) Resident Services Local Services Regional Role Identifiers: - Career Ladder: Customer Services - Level: Level 4 - Function:

More information

Making a positive difference for energy consumers. Competency Framework Band C

Making a positive difference for energy consumers. Competency Framework Band C Making a positive difference for energy consumers Competency Framework 2 Competency framework Indicators of behaviours Strategic Cluster Setting Direction 1. Seeing the Big Picture Seeing the big picture

More information

Trust Communications Strategy a discussion draft

Trust Communications Strategy a discussion draft ITEM: 09/005 Doc : 4 MEETING: TITLE: Trust Board 21 st January 200 Trust Communications Strategy a discussion draft SUMMARY: This discussion paper lays out a revised draft communications strategy for the

More information

Job Description. Job Title Media Manager Function PR & Corporate Communications Reporting to Director of PR & Corporate Direct Reports Media Officer

Job Description. Job Title Media Manager Function PR & Corporate Communications Reporting to Director of PR & Corporate Direct Reports Media Officer Job Description Job Title Media Manager Function PR & Corporate Reporting to Director of PR & Corporate Direct Reports Media Officer Working Hours Standard 35 hours per week Normally working Mon Fri 9:30

More information

POSITION PROFILE Public Relations Officer. Position Summary. Position Statement. Corporate Vision. Constructive Culture COMMUNICATIONS UNIT

POSITION PROFILE Public Relations Officer. Position Summary. Position Statement. Corporate Vision. Constructive Culture COMMUNICATIONS UNIT Position Summary Position Title: Business unit: COMMUNICATIONS UNIT Division : GOVERNANCE Classification : LEVEL 3 to 4 Status : ONGOING Position Statement The is responsible for the planning and staging

More information

Work Profile. Overview of Program

Work Profile. Overview of Program Work Profile Position Title: Marketing Coordinator Position Number: Responsible To: Council Program: Classification Level: Team Leader- Strategic Marketing Marketing & Creative Services L4 Overview of

More information

Court Service Communication Strategy 2003-2006

Court Service Communication Strategy 2003-2006 Court Service Communication Strategy 2003-2006 0 A Communication Strategy for the Northern Ireland Court Service Contents Page Introduction 2 The Need 2 Theme 3 Purpose 4 Objectives 4 Baseline Measurement

More information

MANDARIN ORIENTAL HOTEL GROUP REPORT SUMMARY

MANDARIN ORIENTAL HOTEL GROUP REPORT SUMMARY MANDARIN ORIENTAL HOTEL GROUP REPORT SUMMARY THE COMPANY Established in Hong Kong in 1963. Mandarin Oriental Hotel Group is an international hotel investment and management group operating ten hotels in

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

Health and Safety Policy and Procedures

Health and Safety Policy and Procedures Health and Safety Policy and Procedures Health & Safety Policy & Procedures Contents s REVISION AND AMENDMENT RECORD : Summary of Change Whole Policy 4.0 05 Nov 08 Complete re-issue Whole Policy 4.1 10

More information

SLAC Communications Strategy

SLAC Communications Strategy SLAC Communications Strategy Farnaz Khadem Agenda Vision Where we stand today Key communications pillars Strategic Priorities Benchmarking/data gathering Measurement Timeline Vision To create a world-class

More information

Texas System of Care Social Marketing Plan

Texas System of Care Social Marketing Plan Attachment B Texas System of Care Social Marketing Plan Overview Texas made an early commitment to the system of care approach and has made steady progress over the past 15 years. In the communities where

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

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

Supporting effective teamwork

Supporting effective teamwork Supporting effective teamwork A checklist for evaluating team performance CHAPTER 26 : HATCHED Margaret Kilvington and Will Allen Summary Teams can be instruments for achieving changes in culture and practice

More information

MASTER S COURSES FASHION & LUXURY BRAND MANAGEMENT

MASTER S COURSES FASHION & LUXURY BRAND MANAGEMENT MASTER S COURSES FASHION & LUXURY BRAND MANAGEMENT postgraduate programmes master s course fashion & luxury brand management 02 Brief Descriptive Summary Over the past 80 years Istituto Marangoni has grown

More information

Dementia Friends Digital & Marketing Executive

Dementia Friends Digital & Marketing Executive Job Description Job title: Location: Dementia Friends Digital & Marketing Executive Tower Hill - London Main purpose of job Operational support for Dementia Friends digital marketing activity, including

More information

Communications Policy

Communications Policy [insert organisation name/logo] Communications Policy Document Status: Draft or Final Date Issued: [date] Lead Author: [name and position] Approved by: [insert organisation name] Board of Directors on

More information

JOB DESCRIPTION. Communications and Development Manager. 35 hour week

JOB DESCRIPTION. Communications and Development Manager. 35 hour week A progressive 21 st century addiction charity JOB DESCRIPTION ROLE TITLE: Marketing Officer COMPETENCY LEVEL: Officer PRIMARY BASE: Manchester City Centre ACCOUNTABLE TO: Communications and Development

More information

ONE YEAR COURSES FASHION IMAGE & STYLING INTENSIVE

ONE YEAR COURSES FASHION IMAGE & STYLING INTENSIVE ONE YEAR COURSES FASHION IMAGE & STYLING INTENSIVE undergraduate programmes one year course fashion image & styling intensive 02 Brief descriptive summary Over the past 80 years Istituto Marangoni has

More information

Digital Marketing Specialist

Digital Marketing Specialist v Digital Marketing Specialist Our Vision To be the best company our employees ever work for, the best bank our customers ever do business with and the best investment for our shareholder. Our Mission

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

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

2015 UCISA Award for Excellence Entry

2015 UCISA Award for Excellence Entry Institution Name: University of Leeds Originating Department: IT Contact Name (and email address): John Grannan j.k.grannan@leeds.ac.uk, Sally Bogg, s.l.bogg@leeds.ac.uk Project Title: IT Help Desk Continual

More information

The Public Sector Guide to Social Media Strategy and Policy

The Public Sector Guide to Social Media Strategy and Policy The Public Sector Guide to Social Media Strategy and Policy Use social media with confidence. This guide contains practical steps that will help public sector agencies, organizations and departments develop

More information

COMMUNICATIONS STRATEGY

COMMUNICATIONS STRATEGY NORTH EASTERN EDUCATION AND LIBRARY BOARD COMMUNICATIONS STRATEGY COMMUNICATION 1 CONTENTS Page Introduction 3 Rationale 4 Principles of Communication 6 Key Stakeholders 7 Key Messages 10 The Current Situation

More information