Communications strategy

Transcription

1 Communications strategy

2 1. Summary This strategy sets out how Tandridge District Council will keep all stakeholders informed and involved, while maintaining its reputation as an efficient, well-run, receptive authority. (A list of stakeholders is attached at Appendix A). It identifies the Council s strategic aims, communication objectives and key messages, as well as the policies the Council follows. These are achieved through a detailed action plan which is reviewed annually. By developing effective external and internal communications stakeholders will have a vested interest in contributing to the future and success of the organisation. The strategy covers our approach to external and internal communications and is supported by the: Publicity and media protocol. Consultation policy. Internal communications policy. It also sits within the framework of the Community Strategy, the Council s Corporate Strategy and Mission statement: Tandridge District Council is committed to working in partnership with our community and other agencies to provide efficient services and enhance the quality of life of all the people in the area. 2. Introduction Organisations get the reputation they deserve. You have to work hard to get and keep a good reputation. This involves proactive communications. Research shows that there is a strong link between satisfaction with local councils and how informed residents feel. People's perceptions of the Council will depend on the level of contact they have and the quality and experience of that contact. Much of that contact is verbal or written communication. Keeping staff informed and involved is also key to providing high quality services. Staff who understand what the organisation is trying to achieve and are committed to delivering the best possible service can only enhance the image of the Council. The Council has a responsibility to keep its stakeholders informed and be accountable. This is recognised in the following key objective. Ensure that Tandridge is a focused, well-managed and responsive Council with high performance attainment against locally agreed Key Performance Indicators and effective communication and consultation with residents and businesses.

3 3. Strategic aims External To use communications to enhance the reputation of Tandridge as an efficient and responsive authority and to earn understanding and support for the organisation s aims and objectives. To communicate with stakeholders about the Council s decisions, policies, plans and services. To ensure all stakeholders are encouraged to give their views through consultation and take these into account when forming decisions and shaping services. To ensure services are accessible to all. To promote partnership working. Internal To keep staff informed and involved using a variety of communication methods. To inform, involve and consult staff and listen to their feedback. 4. Communications objectives External To raise awareness and understanding among stakeholders about objectives, policies and services. To provide clear, accurate and accessible information and advice in the most cost effective way. To use the most appropriate method of communication. To improve and encourage two way communication between the Council and its stakeholders. To consult widely and inclusively, listen to feedback and use it to inform our policies. To encourage local debate on the quality and level of services. To maintain a strong corporate identity. To promote partnership working as an alternative way of providing services. Internal To establish and maintain effective channels of internal communication. To ensure staff understand and support the priorities and direction of the Council and have the chance to contribute. To promote identity with and commitment to the council. To encourage team working and a sense of belonging.

4 5. Key messages The Council must give coherent and consistent messages in all its communications. These are linked to the Council s key objectives and the Community Strategy: Delivering efficient services, which meet your needs and offer value for money. Being a focused, well-managed and responsive organisation, which sets targets to assess service performance. Listening to you, valuing your views and taking your comments and suggestions seriously. Caring for and protecting the environment on behalf of the community. Supporting and encouraging businesses and the rural economy. Working with other authorities to enhance and improve services. In addition we are working in partnership to: Reduce crime and disorder. Improve traffic congestion, roads and public transport. Promote healthy living. Improve the vitality and viability of our town centres. 6. Communication policies 6.1 Corporate identity To clarify the role of the Council through branding and use of the Tandridge logo. Corporate identity is very important. An effective visual identity links all the services, works and other activities for which an organisation is responsible, contributes to an organisation s reputation and creates a perception of the organisation, its aims and values. 6.2 Corporate communications To co-ordinate a corporate standard for all Council publications. All corporate communications represent an image of the Council and its reputation. It is important that the quality and standard of these is high, especially when it may be the only direct contact the Council has with its stakeholders to promote services and initiatives. 6.3 E-communications To co-ordinate a corporate standard for all e-communications such as , the website and intranet. The website and intranet are increasingly important communication methods. It is vital that information is up to date and that all services are accessible online. s must also be responded to within the corporate standard. 6.4 Media relations To co-ordinate media handling, including responding to press enquiries, writing and issuing press releases, monitoring press coverage and providing a regular press cuttings service.

5 To identify and implement publicity opportunities for Council services and activities, including promoting the official duties of the Chairman of the Council. The press is a significant source of information not only for local people, but also for staff. The impact of positive media coverage cannot be underestimated. The Council has a good working relationship with the local press and takes a proactive approach to identifying positive news opportunities. 6.5 Consultation To use consultation to contribute to the strategic planning of Council services and objectives. All councils have to continuously improve the way they work. This involves asking stakeholders about all the services we provide, to find out if the quality, quantity, or value for money could be improved. 6.6 Customer care To provide a consistent response and experience for customers contracting the Council whatever communication channel is used. All members of staff who come into contact with the public should see themselves as the Council's representative, its public face, whether this involves face-to-face, verbal or written communication. They must be given appropriate training and encouragement to carry out this role. 6.7 Partnership working To support and promote the partnership work the Council is involved in. To find economies of scale and to share skills, the Council works in partnership to deliver services. These must be jointly promoted. 6.8 Internal communications To develop effective channels of internal communication and raise awareness of Council policies and activities. Effective internal communications encourages staff to have a vested interest in contributing to the future and success of the Council. Achievements and good news should be actively sought and widely shared. 7. Action plan External and internal action plans are updated annually. These are developed from the strategic objectives and include annual or on-going actions. Each action has a lead officer responsible for its completion.

6 8. Evaluation The Action Plan is used as a checklist to ensure all activities have been carried out during the year. Evaluation also includes the Place Survey carried out every two years and the Communications Survey carried out every four years, to see if methods of communication have improved and are working properly. Apart from finding out attitudes they indicate whether the right messages are getting to the target audiences. Letters, telephone calls, suggestions, complaints and press coverage are all ways of monitoring the quality of communication. All leaflets are regularly reviewed to make sure they are still relevant, as well as consistent with the Council's aims and corporate identity. 9. Conclusion Good communication is fundamental to the success of the Council. More than ever we are required to consult and involve stakeholders to provide services which meet their needs. Internal and external audiences who are aware of and involved in all activities, decisions and change will feel they have played a part in taking the Council forward and contributing to its success. They will be more interested in the future of the Council, because they will believe it is their future too. Communication cannot be left to chance. A planned, consistent and proactive approach will lead to better informed target audiences and a more effective, responsive organisation. Author: Communications Manager, Giuseppina Valenza Last updated: July 2009

7 Appendix A Stakeholders The Council's stakeholders are: Internal Councillors Staff Union Staff conference External Businesses Central government Health authorities Media (local, national and trade) MP & MEP Neighbouring authorities Parish councils Emergency services Residents Residents associations Suppliers Visitors Voluntary organisations Hard to reach groups