COMMUNICATIONS STRATEGY

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "COMMUNICATIONS STRATEGY"

Transcription

1 NORTH EASTERN EDUCATION AND LIBRARY BOARD COMMUNICATIONS STRATEGY COMMUNICATION 1

2 CONTENTS Page Introduction 3 Rationale 4 Principles of Communication 6 Key Stakeholders 7 Key Messages 10 The Current Situation 11 Aims of the Communications Strategy 15 The Way Forward- Action Plans 16 Evaluation and Review 23 Final Draft 06/11/2008 2

3 1. INTRODUCTION 1.1 The Communications Strategy A strategy is a high level plan which seeks to manage resources and activities in order to better achieve corporate goals. The role of the communications strategy for the North Eastern Education and Library Board (NEELB) is to provide a fully integrated system which will ensure a framework and direction for communication. The strategy will also raise the level of efficiency and effectiveness of present communications in line with the Board s strategic goal to demonstrate continuous organisational improvement. This Communications Strategy endorses communications as a priority for the organisation and: Sets out the rationale for the importance of a Communications Strategy Outlines the current situation with regard to communication Addresses the Board s key stakeholders Proposes a series of aims for the future Gives a framework for action, recommending a programme of delivery spanning over two years Provides Action Plans over the period to complement the Corporate Plan and beyond Indicates the evaluation process to be carried out. 1.2 The Communications Strategy Group The Communications Strategy has been developed by the Communications Strategy Group. The group consists of eight nominated representatives from the departments within the Board: The Chief Executive s Department, Administration, Education, Finance and Library and Corporate Services. The representatives have brought a range of experience, knowledge and expertise to enable them to explore the issue of communication in detail. Consideration has been given to the definition of communication, the existing evidence of the context and the action required in order to implement the strategy. The strategy has been prepared following analysis of various surveys, consultations and discussions. Account was also taken of the Developing a Communications Strategy for the North Eastern Education and Library Board document produced on behalf of the five Education and Library Boards by Carmah Communications Ltd. Final Draft 06/11/2008 3

4 2. RATIONALE 2.1 Why do we need a Communications Strategy? The 21 st century is exemplified by communication of an unprecedented volume and variety and of a complexity that sometimes deflects, deforms or deletes the message we wish to communicate. The Communications Strategy aims to take a commensurate approach to getting the Board s message across. The organisation is engaged in communicating, both internally and externally. The Communications Strategy will focus and shape that engagement to ensure it more effectively supports the achievement of our Corporate Aims. The Board has a number of communication media in use and being developed in both printed and electronic forms. The Communications Strategy will provide the framework for coordinating the use and development of these media. One of our core activities as an organisation is to provide information. Doing so efficiently and effectively requires that there is an overarching Communications Strategy to provide a framework and rationale for all the activities and use of the media related to this core function. Provision of information should also take account of the necessity of including stakeholders. This involves interpretation/translation of information into the appropriate form for effective communication with those whose first language is not English, others such as speakers of Irish and Ulster Scots who are entitled to consideration under the European Charter on Minority Languages as well as communication skills relating to those who have disabilities of speech, sight, hearing or learning difficulties. Final Draft 06/11/2008 4

5 One of our core responsibilities as an organisation is to involve stakeholders in improving our policies and services. Discharging this responsibility requires developing appropriate forms of communication that allow for monitoring both output from the Board and response to such output. The Communications Strategy will support the development of this two-way conversation. One of our key strategic themes in the Corporate Plan is to broaden horizons: creating an informed community. The Communications Strategy will support this corporate goal. Every press release, consultation or other form of communication will provide information to the Board s publics and will be shaped to influence their perception of the Board as a provider of public services. The Board is also faced with the fresh challenge of Freedom of Information (FOI) legislation demanding a more managed approach to information and communication management. The Communications Strategy will form the framework within which FOI response is developed. Managing a crisis requires the management of communication and the Communications Strategy provides the context within which Crisis Communication can be managed. The Communications Strategy provides for optimum use and co-ordination of communication media in order to enable the Board to supply the information it must provide, communicate the message it wishes to convey at any particular time and to promote the Board as a high quality organisation. Final Draft 06/11/2008 5

6 3. PRINCIPLES OF COMMUNICATION The aim of communication is to create interest, inform, involve and invest in order to ensure that the right message gets to the right people at the right time using the most appropriate means. Communication is a two-way process of giving and receiving information through any number of channels. A simple process is where the message is sent by the sender to the receiver through channels, ensuring understanding through feedback. Whether communicating formally or informally, it is important to follow the basic principles to ensure that it is effective: Identify the audience Ensure that understanding and awareness of audience is taken into account Know the topic to be communicated. Ensure messages are clear. Know the purpose of that communication what is to be accomplished? Anticipate objections Achieve credibility with the audience Ensure communication is timely and that it is open, honest and frank Ensure the use of multiple communication techniques, if required Encourage feedback to ensure the message is understood Follow up with actions that support the communication Effective communication is the responsibility of all employees of the North Eastern Education and Library Board Final Draft 06/11/2008 6

7 4. KEY STAKEHOLDERS THE BOARD S TARGET AUDIENCES At any one time, the North Eastern Education and Library Board may communicate with a range of stakeholders. The NEELB has both internal and external publics. 4.1 The key stakeholder groups are: Internal: Board Members Board Staff full-time and part-time External: Key external stakeholders: The General Public Service stakeholders libraries, youth, schools, community Politicians MPs, Councillors Media Other external stakeholders: Employers / Industry Funding Bodies Non-English Speaking Clientele Partners CCEA, CCMS, ETI, NICIE, Health Boards, Policing Boards, etc Private sector for example: funding bodies, consultancy firms Public Sector bodies other ELBs; Government departments, etc. Final Draft 06/11/2008 7

8 Section 75 consultees Suppliers to the Board Trade Unions & Representatives Voluntary sector Voluntary Youth Workers 4.2 The forms of communication used: Internal: - Appraisals - Board s web pages - s - Inter-departmental meetings - Intranet - Letters / Memos / Circulars - Newsletters - Role of managers in communicating - Staff meetings - Staff Suggestion Scheme - Staff surveys - The Core Brief External: - Website - Noticeboards in public areas - Press Releases - Posters in public areas - Newsletters - Policy documents - Board Publications e.g: Annual Report Final Draft 06/11/2008 8

9 - Minutes of meetings - Interpretations/Translations - Participation in community festivals - Links with other organisations (and the review of these). For example, Health Boards, Policing Boards, Community groups. Final Draft 06/11/2008 9

10 5. KEY MESSAGES 5.1 The North Eastern Education and Library Board s key corporate messages To ensure that its communications efforts are focused on the needs of its stakeholders and that these communications are part of an open two-way process leading to mutual understanding and trust, the Board has identified and consulted on the key messages it wishes to share with those stakeholders. The seven most important corporate messages are: the Board contributes to the development of people, through promoting, providing and practising learning, and to the economic prosperity of the North Eastern area the Board is a listening and responsive organisation which is open in its dealings, fair in its actions and accountable to its stakeholders for its decisions the Board has a clear strategic vision and a set of principles and values which govern its operation as a responsible public service the Board is committed to meeting the expectations of the people in its area in a measurable way which highlights good practice, encourages innovation and celebrates achievement the Board believes in working on a basis of equality with its partners to realise its plans for the future the Board s employees act in a professional manner in all their dealings with those they serve the Board uses its limited resources wisely to maximise the benefits for all its customers. In communicating these key corporate messages, the Board will endeavour at all times to maintain a dialogue with its stakeholders so that the communication is a genuine interchange of ideas based on mutual respect and results in a fuller understanding of the issues by all parties. Final Draft 06/11/

11 6. THE CURRENT SITUATION The Board recognises the difficulties of establishing effective communication channels in an organisation that is both geographically and functionally diverse. The situation in the NEELB in 2005 regarding internal and external channels of communication is summarised as follows: 6.1 Internal Board documents and Publications The Board has published documents that outline the protocol to be adopted by staff when dealing with various audiences. These include: the Board s Services and Standards Booklet A Communications Booklet outlining how to deal effectively via: 1. telephone communication 2. personal callers 3. the media and Corporate Standards Written Materials Guidance Appraisal A staff appraisal process is well established within the Board. Results from the 2004 Staff Opinion Survey indicate that 88% of staff had a formal performance appraisal during the 2004 appraisal period. The process is presently undergoing review Staff Meetings Since 1996 a culture of staff meetings has been established within the Board. The 2004 Staff Opinion Survey indicated that 73% of staff are involved in staff meetings, with 14% of staff indicating that they are never involved in meetings and 12% of staff indicating that meetings happen sometimes. When asked about the frequency of meetings, staff indicate that meetings happen infrequently within the Board and that no systematic approach is in place. The results are shown in the table below: Final Draft 06/11/

12 Frequency of Meetings MONTHL Y NOT HEL D WHEN NECESSAR Y Final Draft 06/11/ QUARTERL Y TWICE YEARL Y YEARL Y DAIL Y 38% 22% 18% 13% 5% 3% 1% From December 2004 a Core Briefing mechanism has been introduced to attempt to provide a framework for staff meetings to take place and to facilitate upward communication Education News Education News is the Board s external newsletter and is circulated regularly to Board staff as well as schools, libraries and key opinion formers, including the media, a minimum of three times per year Intranet The Board s Intranet was launched in It is a useful mechanism for disseminating information to staff and for facilitating communication at all levels in the organisation. Presently it is not available to staff on the library network and on the ORACLE finance system. However, it is anticipated that an Extranet will be established in Over 400 Headquarters based staff and all staff in Library Headquarters and all Branch Libraries have access to . Since its inception it has become a highly favoured communication mechanism for staff Staff Opinion Survey The Board has used staff surveys as one method of identifying communication needs. Staff are consulted, on a bi-annual basis using the Staff Opinion Survey, on a variety of issues which include communication. This Survey is a useful tool to monitor the effectiveness of communication. The next Staff Opinion Survey is planned for Comments and Complaints A comments and complaints monitoring system has been established which records comments, complaints, and suggestions from internal and external audiences. The system is presently a manual system, operated section by section, but also incorporates such feedback received by means of the Board s Web-Site: Feedback on-line.

13 6.2 External Web-Site NEELB on-line is the Board s Web-site which contains a variety of information about Board services, publications, recruitment opportunities and contact details. During 2003 there were approximately 165,710 hits on the site, this represents an increase of over 50%, since The design of the site is presently under review Press releases The Board s Information Office provides press releases and briefings for the media, and informs them of events. This includes arranging radio, television interviews and contributing articles for 22 community and local newspapers, yielding some 37,000 column centimetres of positive coverage annually, as well as coverage on the Web Site. During 2003/ press releases were issued and 126 journalists briefed Education News Education News is the Board s external newsletter and is circulated to schools in the Board s area, other Boards and is made available in libraries Board Publications Various Board publications outlining information about corporate standards, Board services and contact details are made available in local offices, libraries and by means of the Board s web-site. These include: Consultation and Equality Impact Assessment Documents Best Value Reviews Internal Audit Reports ETI Inspection Reports Final Draft 06/11/

14 6.3 Where we are now The main issues emerging are: The review of the Staff Appraisal process The need for a systematic framework for staff meetings and the facilitation of upward communication Extension of facilities on-line to enable universal access for Board staff Continuation of staff opinion surveys and external stakeholder analysis Review of Board s website/intranet to provide up to date information Need to increase awareness of corporate issues Need for consistent approach to corporate standards Consideration of how to deal with adverse publicity Pro-active marketing of Board s services Final Draft 06/11/

15 7. AIMS OF THE COMMUNICATIONS STRATEGY The Communications Strategy has a number of aims, which are intended to move towards a consistent approach to communication. To achieve co-ordination of corporate communication activities in order to link communication to the Corporate Strategy and the Board s key business processes To increase the expression of satisfaction in relation to the nature of communications with all the Board s stakeholders To raise the public s awareness of the role of the Board as a provider of services and to raise the profile of the Board in the community To ensure that the right messages are delivered to the right people at the right time and using the most appropriate means To provide communication action plans To determine, through monitoring and evaluation, the success of the action taken with regard to the communications strategy Final Draft 06/11/

16 8. THE WAY FORWARD- ACTION PLANS 1

17 CORPORATE IDENTITY: ACTION PLAN OBJECTIVES ACTION TIMETABLE AND MONITORING RESPONS /2009 IBILITY To develop Hold regular team meetings On-going On-going On-going All strategies to with staff including discussion Surveys reflect Departments consult with of core brief. increase in relevant frequency of stakeholders meetings To establish mechanisms to enable the consistent and efficient delivery of messages to stakeholders Hold consultation exercises with all stakeholders including minority ethnic and special interest groups in order to streamline the process Consult with publics prior to development of strategies Develop and implement a Communications Policy Develop the role of the Subgroup of Corporate & Staff Group in overseeing mechanisms On-going monitoring by Equality Develop the use of key focus groups, when appropriate to consult on policies/ strategies Draft policy drawn up, screened and presented to Board members Meetings at least once per year to monitor implementation Updates to SMT On-going Corporate and Equality Begin consultation prior to development of next Corporate Plan- E.g. Focus Groups Monitor & review policy implementation Meetings at least once per year to monitor implementation Updates to SMT SMT and all Departments Sub-group of Corporate & Staff Group Line managers and staff Sub-group of Corporate & Staff Group SUCCESS CRITERIA Evidence of bottom up/top down communication reflected in minutes of meetings. Core brief feedback form used to monitor. Surveys reflect increased satisfaction in the number of meetings held % of response reflecting the opinion of minority and special interest groups Increased satisfaction rates Evidence exists in the 2006/09 Corporate Plan of wide consultation with all stakeholders Evidence of on-line comments Evidence of public opinion being considered in Board policy making Corporate Communications Strategy published Communications Policy published Surveys of stakeholders reflect 60% satisfaction with Board Meetings of Communications Group have been held at least once per year to review and evaluate the Strategy Minutes of SMT reflect updates from Communications Group SMT Final Draft 06/11/

18 To reinforce the fact that materials used for communication reflect the corporate identity of the Board To encourage and facilitate involvement of stakeholders in the corporate activities of the Board E.g. policy and planning Review Corporate Standards Booklet (for public) Ensure staff adhere to corporate standards Explore mechanisms to enable staff at all levels to have an active input to corporate and business planning Explore opportunities for a range of staff to participate in corporate training Explore mechanisms to raise the stakeholders awareness of the work of the Board Continue to review methods of internal and external consultation Awareness raising on Comms. Strategy, to include reference to corporate standards Make Corporate and Departmental Business Plans available on-line via Intranet Develop a timetable of corporate training, to include on-line access, seminars and workshops Review survey Review begins and updated draft produced On-going monitoring of approaches. E.g. monitoring of format of letters, memos, etc. by PAs responsible for Up-dated Corporate Committee To be communicated via Intranet/Extranet and Core Brief departments On-going All Departments On-going Progressing Corporate & Staff Group Carry out Stakeholder Survey All Departments and Corporate On-going On-going On-going Corporate Dev. Committee and Corporate All Departments Minutes of meetings reflect staff involvement in Corporate and Business planning Increased understanding by staff of corporate objectives Increased provision of corporate development courses More consistent access to training 80% of Staff Appraisal targets are met % of uptake from staff on courses % of positive feedback ( training evaluation) Increased participation of all stakeholders in consultation to 40% 60% response rate to Staff Opinion Survey 40% response rate to External surveys Final Draft 06/11/

19 INTERNAL COMMUNICATIONS: ACTION PLAN OBJECTIVES ACTION TIMETABLE AND MONITORING RESPONSI /2009 BILITY To establish Implement a Core Brief Feedback on On-going On-going and to All procedures to programme process highlight Departments encourage Corporate effective and Standards appropriate On-going On-going SMT and communication Department at all levels Heads To continue to monitor and develop internal communication mechanisms Continue to develop opportunities for staff to present key developments to appropriate Board committees Undertake bi-annual staff opinion surveys Address internal communications as part of Business Plans Review Staff Induction Procedures To follow up on the review of the Staff Suggestion Scheme Survey carried out and results analysed Business Plans discussed at team meetings Give guidance on new procedures Feedback from staff in relation to Staff Scheme Survey of Board Minutes Include reference to communication when drawing up Business Plans and Staff Appraisal targets Monitor by staff survey Business Plans to be up-loaded onto Intranet Suspended Corporate All Departments/ Heads of Sections Corporate & Staff Group Corporate & Staff Group Review Staff Appraisal Scheme Implementation Staff survey Corporate & Staff Group SUCCESS CRITERIA Minutes of meetings reflect use of core and team briefings Feedback forms completed and returned Evidence that presentations have raised awareness of Board business among Board members Rate of participation of staff has increased Evidence of increased satisfaction with communication- >70% >60% response rate to surveys Evidence of reference to internal communications in Business Plans Reference to communication as target in Staff Appraisal Practice reflects targets set New Staff Induction Programme implemented Staff suggestions followed up and implemented 75% of staff are aware of Scheme Revised Staff Appraisal Scheme implemented Final Draft 06/11/

20 COMMUNICATIONS WITH EXTERNAL STAKEHOLDERS: ACTION PLAN OBJECTIVES ACTION TIMETABLE AND MONITORING RESPONSI /2009 BILITY To continue to Establish mechanisms to gather On-going On-going Corporate monitor and perception data from external develop stakeholders external Continue to use surveys such as Corporate Com On-going On-going Corporate Dev. communication Annual School Survey, CIPFA, to review mechanisms to gather feedback from feedback on Corporate Dev. stakeholders Continue to develop the comments and complaints procedure Explore new means of surveying stakeholders Establish forms of communication suitable for stakeholders with specific requirements communication Review use of Complaints Champions Pilot on-line surveys Monitoring by Equality Monitoring of number of comments and complaints received and followed up On-going. Comments to go to SMT Comm. All Departments, Comments and Complaints Group, Complaints Champions Corporate All Departments Equality SUCCESS CRITERIA Stakeholder surveys carried out to gauge external perception Surveys reflect 80% satisfaction with communication Evidence that comments and complaints are used positively to develop and improve Board services Evidence of feedback sought from complainants Evidence of modifications to communication mechanisms Means of communication available and accessible to stakeholders with specific requirements Final Draft 06/11/

21 MEDIA RELATIONS/ MARKETING: ACTION PLAN OBJECTIVES ACTION TIMETABLE AND MONITORING RESPONSI /2009 BILITY To promote Avail of pro-active Monitor Information and defend the opportunities to use media such perceptions of the reputation of as radio or TV to make people Board as indicated the Board aware of the work of the Board in press articles, Marketing within its media workforce, stakeholders and beyond Provide training as appropriate on dealing with the media/handling the press Develop a protocol for responding to public criticism of Board policies etc. Raise awareness among all staff of the ability to report confidentially any concerns in relation to malpractice by their employer or fellow employee Agree protocol Distribute to Departments Raise profile with posters and leaflets On-going monitoring Corporate Committee Section Heads Monitor Information Review awareness levels and use of facility On-going. Is currently on Intranet Marketing Equality Internal Audit SUCCESS CRITERIA Increased media coverage of Board work Evidence of greater understanding on behalf of media and press personnel of the work of the Board Positive relationships established with press/media A number of key staff trained, representatives of all Board departments Clear protocol established High % satisfaction levels from journalists/media Raised level of awareness through 2007 Staff Opinion survey Numbers of reports made To communicate positive messages about the Board to key opinion formers Deliver skills training on positive promotion of the Board Corporate Committee Number of staff trained Final Draft 06/11/

22 To increase % of people who consider they are well informed about the Board Explore alternative media for communication of information such as the Annual Report. E.g. use of flyers, website Regularly updated central and departmental organisational charts Continue to put news items on the Intranet and Public website Review the format of Education News Monitor on-going production of flyers, websites Begin review of format Has been updated and is on-going All Departments SMT and Department Heads ICT Department Information Media Training Information Evidence of increased public awareness of the Board Increased % of people who indicate that they are satisfied with the way they are informed about the Board Evidence of regular news items on the Intranet and Public website An updated version of Education News produced Final Draft 06/11/

23 E COMMUNICATIONS: ACTION PLAN OBJECTIVES ACTION TIMETABLE AND MONITORING RESPONSI- 2006/7 2007/8 2008/09 BILITY To develop the Continue to develop the use of ICT Business Plan ICT Business On-going ICT Management use of e- the intranet 2006/07 Plan 2007/08 Services communication Provide facilities to On-going On-going On-going ICT Management to improve Board staff and promote the use Services internal and of external communication ICT alerts to publications, press releases, circulars and announcements/ Put in Publications Scheme Promote use of websites NEELB/ education support/ youth sites On-going On-going On-going ICT Management Services Website-editorial group On-going On-going On-going ICT Management Services SUCCESS CRITERIA Increased accessibility to Board policies via website Staff will be using as communication tool of choice Increased satisfaction in the levels of accessibility Increased number of publications on line Increased website hits statistics Develop the extranet Extend services which promote communications through the public website Further develop and refine the content of the Board s website Extend the extranet fully to youth, finance, and libraries Monitoring through stakeholder surveys Continue to develop the role of the website Editorial Group Review extranet provision On-going On-going On-going ICT Management Services ICT Management Services Website Editorial Group All Departments. Website Editorial Group Extranet in use number of users extended year on year Satisfaction survey of extranet users Website becomes dominant information source for stakeholders Website addresses promoted on NEELB documents Website is kept up to date Requests under FOI Act can be met through website as information will be published routinely. Monitor amount of Board information available on line On-going On-going All Departments Enquirers can access increased amount of Board information on-line Final Draft 06/11/

24 9. EVALUATION AND REVIEW Once the Communications Strategy has been implemented, it will be important to evaluate the strategy to ensure that the proposals suggested in the action plans are working. It is the responsibility of all managers to ensure that their staff is aware of, and follow the corporate communications standards. The Corporate Committee will meet regularly to evaluate the progress of the strategy and to process any changes to be implemented as a result of evaluation. The Committee will report its findings to the Senior Management Team. Other methods of evaluation to be used will include: Customer surveys Staff surveys Feedback e.g. Core Brief External validation In order to measure success, the objectives and actions set out in the strategy must be regularly reviewed. This can be achieved through internal and external stakeholder feedback. Success can also be demonstrated through improvements in satisfaction levels reported in surveys. Revisions to the strategy can be made as appropriate. It is anticipated that this strategy will cover the period and will be reviewed at the end of this period. 1

Communications Strategy

Communications Strategy Communications Strategy April 2009 March 2011 www.lincolnshire.gov.uk Introduction Since the launch of its Communications Strategy 2007-09, Lincolnshire County Council has made good progress in implementing

More information

Aneurin Bevan Health Board. Draft Communications and Engagement Framework

Aneurin Bevan Health Board. Draft Communications and Engagement Framework Aneurin Bevan Health Board Draft Communications and Engagement Framework Working with you for a healthier community, Caring for you when you need us, Aiming for excellence in all that we do Author: Head

More information

Let s talk Stevenage Borough Council Corporate Communications Strategy 2011 to 2014

Let s talk Stevenage Borough Council Corporate Communications Strategy 2011 to 2014 Let s talk Stevenage Borough Council Corporate Communications Strategy 2011 to 2014 2 Corporate Communications Strategy 2011-2014 Contents Let s Talk, Councillor Sharon Taylor, Leader of Stevenage Borough

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

Turning around morale and employee engagement within a dispersed construction business

Turning around morale and employee engagement within a dispersed construction business Turning around morale and employee engagement within a dispersed construction business Award Submission Contents Executive Summary 2 Situation Analysis 3 Goals and Objectives 4 Research 5 Target Publics

More information

Communications and Stakeholder Engagement Strategy

Communications and Stakeholder Engagement Strategy Communications and Stakeholder Engagement Strategy 1 Context Safer Better Care, The s Corporate Plan 2008 2010 outlines the role that the Authority will play in bringing about the necessary improvements

More information

North Yorkshire Fire & Rescue Service

North Yorkshire Fire & Rescue Service North Yorkshire Fire & Rescue Service Communications Strategy, 2015-18 1. Introduction & context North Yorkshire Fire & Rescue Service recognises the importance of effective external and internal communication.

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

NORTH YORKSHIRE COUNTY COUNCIL STANDARDS COMMITTEE. Standards Committee Communications Strategy

NORTH YORKSHIRE COUNTY COUNCIL STANDARDS COMMITTEE. Standards Committee Communications Strategy Appendix 1 NORTH YORKSHIRE COUNTY COUNCIL STANDARDS COMMITTEE Standards Committee Communications Strategy 1. INTRODUCTION 1.1 Purpose of the Strategy The purpose of the Communications Strategy is to promote

More information

Draft Communications Strategy

Draft Communications Strategy Draft Communications Strategy Strategic Outcome 20 February 2008 The objective of this communications strategy is to provide a clear and over-arching strategic direction for the council that will address

More information

INTRODUCTION DERBYSHIRE COUNTY COUNCIL - COMMUNICATIONS STRATEGY

INTRODUCTION DERBYSHIRE COUNTY COUNCIL - COMMUNICATIONS STRATEGY DERBYSHIRE COUNTY COUNCIL - COMMUNICATIONS STRATEGY INTRODUCTION Communication is at the heart of everything we do. Not only is it key to strengthening links with local people, service users, partner organisations

More information

Communications Strategy (Draft)

Communications Strategy (Draft) Communications Strategy (Draft) January 2011 March 2013 1 C O N T E N T S 1 Introduction 2 Vision, Values and Strategic Aims 3 Scope 4 Communications Principles 5 Branding and Corporate Identity 6 External

More information

2. Organisational Chart: (responsible to/accountable to/responsible for) Pay Band Band 7

2. Organisational Chart: (responsible to/accountable to/responsible for) Pay Band Band 7 JOB DESCRIPTION Job Title Communications Manager Pay Band Band 7 Base Employing organisation Department / Team Responsible to Accountable to Responsible For New Alderley Building, Victoria Road, Macclesfield

More information

Communication and Marketing Strategy 2012-2016

Communication and Marketing Strategy 2012-2016 Communication and Marketing Strategy 2012-2016 September 2012 1 Contents: Table of Contents 1. Aim of the Strategy... 3 2. Introduction... 3 3. Scope of the Communications and Marketing Strategy... 4 4.

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

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

Communications Plan. June 2008

Communications Plan. June 2008 Plan June 2008 1 HSE Plan June 2008 Communication aims for the HSE 1. Informed, trusted, authoritative source of information on health and social care matters 2. To have a positive, proactive, open and

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

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

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

NIFRS CORPORATE COMMUNICATIONS STRATEGY

NIFRS CORPORATE COMMUNICATIONS STRATEGY NIFRS CORPORATE COMMUNICATIONS STRATEGY 2015-2020 Prepared by: Corporate Communications Department CONTENTS 1. Introduction 2. Context & Background 2.1 Key Issues & Influences 3. Communication Objectives

More information

INFORMATION GOVERNANCE OPERATING POLICY & FRAMEWORK

INFORMATION GOVERNANCE OPERATING POLICY & FRAMEWORK INFORMATION GOVERNANCE OPERATING POLICY & FRAMEWORK Log / Control Sheet Responsible Officer: Chief Finance Officer Clinical Lead: Dr J Parker, Caldicott Guardian Author: Associate IG Specialist, Yorkshire

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

Corporate Communications Strategy

Corporate Communications Strategy County of Peterborough December 2013 County of Peterborough Energy Management Plan v2.0 (February, 2013) Page 1 of 12 Objective The purpose of this communication strategy is to ensure that communication

More information

West Midlands Police Job Description. Deputy Chief Constable

West Midlands Police Job Description. Deputy Chief Constable West Midlands Police Job Description Post title: Department: Corporate Communications Responsible to: Deputy Chief Constable Responsible for: All staff within the Corporate Communications Department Grade:

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

Communication Strategy

Communication Strategy Mid Devon District Council Communication Strategy Policy Number: CM 001 May 2015 Communication Strategy Version 1.1 May 2015 Page 1 Communication Strategy Version Control Sheet Title: Purpose: Owner: Communication

More information

Job Description. Director of Corporate Services. Staff: Head of Customer Services, Head of Libraries plus staff group of c.

Job Description. Director of Corporate Services. Staff: Head of Customer Services, Head of Libraries plus staff group of c. Job Description Job Title: Reports to: Assistant Director Customer Services Director of Corporate Services Staff: Head of Customer Services, Head of Libraries plus staff group of c. 200+ Budget: 11 million

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

Risk Management Policy and Process Guide

Risk Management Policy and Process Guide Risk Management Policy and Process Guide Status: pending Next review date: December 2015 Page 1 Information Reader Box Directorate Medical Nursing Patients & Information Commissioning Operations (including

More information

Ottawa Charter. Toolkit and Implementation Planning Guide

Ottawa Charter. Toolkit and Implementation Planning Guide Ottawa Charter Toolkit and Implementation Planning Guide Information required to support the Health Promotion Plan Introduction Priority Groups. Health Goal The aim of NCSP/BSA. Regional Community Profile

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

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg. Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1

More information

Communication Strategy

Communication Strategy Communication Strategy 2010-2012 Introduction 3 Our Aims 4 Our Principles 5 Our Audiences 5 Current Communications Channels 6 Communications Action Plan 2010-2012 8 Further Guidance 13 2 Introduction...we

More information

Investors in People 2013 - Communications Plan. Introduction What is IiP?

Investors in People 2013 - Communications Plan. Introduction What is IiP? Investors in People 2013 - Communications Plan Introduction What is IiP? Investors in People specialises in transforming business performance through our employees. It is designed to help the Council achieve

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

CODE OF CORPORATE GOVERNANCE

CODE OF CORPORATE GOVERNANCE CODE OF CORPORATE GOVERNANCE JANUARY 2004 Contents 1. Introduction to Corporate Governance...1 2. Community Focus...3 3. Service Delivery Arrangements...5 4. Structures & Processes...6 5. Risk Management

More information

HEFCW Welsh Language Scheme 2010 4 th Annual Compliance Report

HEFCW Welsh Language Scheme 2010 4 th Annual Compliance Report Welsh Language Scheme 2010 4 th Annual Compliance Report Covering the period December 2013 to November 2014 Welsh Language Scheme: finalised November 2010 1 Overview 1. It is s opinion that our external

More information

Annual Governance Statement 2013/14

Annual Governance Statement 2013/14 31 Annual Governance Statement 2013/14 1. SCOPE OF RESPONSIBILITY ESPO is responsible for ensuring that its business is conducted in accordance with the law and proper standards, and that public money

More information

NEWSTEAD WOOD SCHOOL Avebury Road, Orpington, Kent BR6 9SA

NEWSTEAD WOOD SCHOOL Avebury Road, Orpington, Kent BR6 9SA NEWSTEAD WOOD SCHOOL Avebury Road, Orpington, Kent BR6 9SA Communications Policy July 2015 Review Body: FGB Leadership Group Responsibility: Headteacher Type of Policy: Non-Statutory Review Period: Annually

More information

CORPORATE COMMUNICATIONS STRATEGY 2016/19

CORPORATE COMMUNICATIONS STRATEGY 2016/19 CORPORATE COMMUNICATIONS STRATEGY 2016/19 1. INTRODUCTION Good communications are the mainstay of any successful organisation and local government is no exception to the rule. Research shows that communication

More information

Communication indicators

Communication indicators Communication indicators 1. Introduction The guidance below starts by defining the scope of the communications function and goes on to identify the requirement of a modern, value for money communications

More information

DRAKENSTEIN MUNICIPALITY

DRAKENSTEIN MUNICIPALITY DRAKENSTEIN MUNICIPALITY COMMUNICATIONS POLICY Communications Policy of Drakenstein Municipality Policy Objective The purpose of this policy is to ensure that communications across Drakenstein Municipality

More information

Northern Ireland Environment Agency Corporate Social Responsibility

Northern Ireland Environment Agency Corporate Social Responsibility Northern Ireland Environment Agency Corporate Social Responsibility September 2011 Introduction This document has been prepared by the Northern Ireland Environment Agency (NIEA) in line with general NICS

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

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

That the report from Executive Support for the month of June 2012 be received and noted.

That the report from Executive Support for the month of June 2012 be received and noted. 3 GOVERNANCE COMMITTEE 15 AUGUST 2012 1 EXECUTIVE SUPPORT MONTHLY REPORT FOR JUNE 2012 Peter Tabulo:jel :1/3/37-30: # 3324518 RECOMMENDATION: That the report from Executive Support for the month of June

More information

Stratford on Avon District Council. The Human Resources Strategy

Stratford on Avon District Council. The Human Resources Strategy Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource

More information

abcdef NISRA CORPORATE PLAN 2012-2015

abcdef NISRA CORPORATE PLAN 2012-2015 abcdef NISRA CORPORATE PLAN 2012-2015 Contents CONTENTS... 2 INTRODUCTION... 3 THE ORGANISATION... 4 V VISION,, A AIMS,, FUNCTION AND PRINCIPLES OF PURPOSE... 6 NISRA S S STRATEGIC THEMES AND MILESTONES

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

Vale of Glamorgan. Overview Report: Review of HR and Workforce Planning. November 2011

Vale of Glamorgan. Overview Report: Review of HR and Workforce Planning. November 2011 Vale of Glamorgan Overview Report: Review of HR and Workforce Planning November 2011 Content 1 Introduction 1 2. Review Findings 3 3. The Way Forward 17 2012 Grant Thornton UK LLP. All rights reserved.

More information

HEANTUN HOUSING ASSOCIATION LTD

HEANTUN HOUSING ASSOCIATION LTD Job Title Responsible to Purpose of Job Key Tasks Training and additional duties Head of Business Systems & Skills Director of Corporate Resources (DCR) To ensure that the business systems of the Group

More information

South Downs National Park Authority. Local Code of Corporate Governance. Version 1.01

South Downs National Park Authority. Local Code of Corporate Governance. Version 1.01 South Downs National Park Authority Local Code of Corporate Governance Version 1.01 Review Date April 2015 Responsibility Director of Corporate Services Last updated June 2014 Date approved June 2014 Approved

More information

Focusing on the purpose of the authority and on outcomes for the community and creating and implementing a vision for the local area

Focusing on the purpose of the authority and on outcomes for the community and creating and implementing a vision for the local area CODE OF CORPORATE GOVERNANCE INTRODUCTION Corporate Governance is a term used to describe how organisations direct and control what they do. As well as systems and processes this includes cultures and

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

Children, Schools and Families Directorate

Children, Schools and Families Directorate 1. JOB TITLE Job Title: Service Support Officer Reports to: Business & Development Manager Service: Grade: Children, Schools and Families Directorate SP8 2. JOB PURPOSE The Service Support Officer (SSO)

More information

Marketing and Communications Strategy. Warwickshire County Council

Marketing and Communications Strategy. Warwickshire County Council Marketing and Communications Strategy Warwickshire County Council 2014-2018 Foreword demonstrable value integrated corporate function customers at heart The marketing and communications team sets the strategic

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

How councils work: an improvement series for councillors and officers. Managing performance: are you getting it right?

How councils work: an improvement series for councillors and officers. Managing performance: are you getting it right? How councils work: an improvement series for councillors and officers Managing performance: are you getting it right? Prepared for the Accounts Commission October 2012 The Accounts Commission The Accounts

More information

Communications & Change Impact Plan

Communications & Change Impact Plan Communications & Change Impact Plan Description Description Sponsor Manager Lee Robinson Louise Payne Reshaping services Title Date 25.10.13 Version 0.2 Change management programme to implement five year

More information

Manage our corporate governance practices effectively and efficiently ensuring Country Care service and supports are person centred

Manage our corporate governance practices effectively and efficiently ensuring Country Care service and supports are person centred Introduction Country Care s Customer Service Charter represents our vision and values and sets out what our service users can expect from Country Care when they select us to provide their service. Country

More information

VISION FOR LEARNING AND DEVELOPMENT

VISION FOR LEARNING AND DEVELOPMENT VISION FOR LEARNING AND DEVELOPMENT As a Council we will strive for excellence in our approach to developing our employees. We will: Value our employees and their impact on Cardiff Council s ability to

More information

Gateway review guidebook. for project owners and review teams

Gateway review guidebook. for project owners and review teams Gateway review guidebook for project owners and review teams The State of Queensland (Queensland Treasury and Trade) 2013. First published by the Queensland Government, Department of Infrastructure and

More information

GRIEVANCE AND MONITORING POLICY DOCUMENT

GRIEVANCE AND MONITORING POLICY DOCUMENT GRIEVANCE AND MONITORING POLICY DOCUMENT DEVELOPED BY THE SUPPORT AGENCY NETWORK AND THE FAMILY RESOURCE CENTRE NATIONAL FORUM May 2006 CONTENTS 1. Purpose of document 2. Dealing with difficulties 3. Role

More information

Application of King III Corporate Governance Principles

Application of King III Corporate Governance Principles APPLICATION of KING III CORPORATE GOVERNANCE PRINCIPLES 2013 Application of Corporate Governance Principles This table is a useful reference to each of the principles and how, in broad terms, they have

More information

General Guidance on the National Standards for Safer Better Healthcare

General Guidance on the National Standards for Safer Better Healthcare General Guidance on the National Standards for Safer Better Healthcare September 2012 About the Health Information and Quality Authority The (HIQA) is the independent Authority established to drive continuous

More information

Systems Approach Workbook Communications Tools: Developing a Communications Plan

Systems Approach Workbook Communications Tools: Developing a Communications Plan Systems Approach Workbook Communications Tools: Developing a Communications Plan Why a Communications Plan? Improving the quality, accessibility and range of services and supports for substance use in

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

Planning Services. Customer focus strategy 2011. westlothian.gov.uk

Planning Services. Customer focus strategy 2011. westlothian.gov.uk Planning Services Customer focus strategy 2011 westlothian.gov.uk 1 Contents Introduction 3 Customer care 4 Planning Services Customer Care Standards 6 Equal opportunities 8 Customer confidentiality 8

More information

Communications strategy

Communications strategy Communications strategy 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

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

CORPORATE PERFORMANCE MANAGEMENT GUIDELINE

CORPORATE PERFORMANCE MANAGEMENT GUIDELINE -001 CORPORATE PERFORMANCE MANAGEMENT GUIDELINE -001 TABLE OF CONTENTS 1 Introduction... 3 1.1 Scope... 3 1.2 Purpose... 3 2 Performance Management Framework Overview... 4 3 Performance Management Framework...

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

JOB DESCRIPTION. 2. Organisation chart. Individual Giving. Support Care Manager. Legacy. Direct Marketing Manager. Manager. Data Marketing Executive

JOB DESCRIPTION. 2. Organisation chart. Individual Giving. Support Care Manager. Legacy. Direct Marketing Manager. Manager. Data Marketing Executive JOB DESCRIPTION Job title: Direct Marketing Reports to: Head of Individual Giving Responsible for: Staff: 1 member of staff, Direct Marketing Executive Hours: 37.5 hours/week. Location: The post will be

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

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

Gloucestershire Hospitals

Gloucestershire Hospitals TRUST POLICY WEB PUBLISHING POLICY Any hard copy of this document is only assured to be accurate on the date printed. The most up to date version is available on the Trust Policy Site. All document profile

More information

JOB DESCRIPTION. Development. Head of Development. 22,440 pro rata. The Haven Wolverhampton

JOB DESCRIPTION. Development. Head of Development. 22,440 pro rata. The Haven Wolverhampton JOB DESCPTON Job Title: Public elations and Marketing Officer Date: June 2015 Department: Line Manager: Grade/Pay Scale Location: Status: Development Head of Development 22,440 pro rata The Haven Wolverhampton

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

Application of King III Corporate Governance Principles

Application of King III Corporate Governance Principles Application of Corporate Governance Principles Application of Corporate Governance Principles This table is a useful reference to each of the principles and how, in broad terms, they have been applied

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

TORFAEN COUNTY BOROUGH COUNCIL: CODE OF CORPORATE GOVERNANCE

TORFAEN COUNTY BOROUGH COUNCIL: CODE OF CORPORATE GOVERNANCE Introduction 1. This Code sets out Torfaen County Borough Council s approach to achieving and maintaining good corporate governance. It follows guidance produced by the Chartered Institute of Public Finance

More information

PGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications

PGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications PGCert/PGDip/MA Education PGDip/Masters in Teaching and Learning (MTL) Programme Specifications Faculty of Education, Law and Social Sciences School of Education December 2011 Programme Specification PG

More information

DMU Internal Communications Plan January 2012

DMU Internal Communications Plan January 2012 DMU Internal Communications Plan January 2012 Introduction De Montfort University (DMU) has recently introduced an internal communications (IC) function to provide consistent, regular and robust communications

More information

City of Guelph. Communications. A journey towards communications excellence.

City of Guelph. Communications. A journey towards communications excellence. City of Guelph Communications Plan A journey towards communications excellence. A common foundation; public relations defined Public relations is the strategic management of relationships between an organization

More information

PASSENGER RELATIONS PLAN

PASSENGER RELATIONS PLAN LAST UPDATED: 1 SEPTEMBER 2015, version 1.0 FOR REVIEW: 1 SEPTEMBER 2016 Customer service is an integral part of the Transdev NSW business; as part of our commitment to customers, we have developed this

More information

CONCORDAT IMPLEMENTATION

CONCORDAT IMPLEMENTATION CONCORDAT IMPLEMENTATION UNIVERSITY OF ABERDEEN HR EXCELLENCE IN RESEARCH AWARD TWO YEAR INTERNAL REVIEW PROGRESS REPORT. The University of Aberdeen received the HR Excellence Award for Excellence in December

More information

The Corporate Select Committee is asked to note the attached report.

The Corporate Select Committee is asked to note the attached report. CORPORATE SELECT COMMITTEE RISK MANAGEMENT Report Author: Peter Grimshaw Internal Audit Manager Executive Member: Councillor John Faulkner Agenda Item 12 13 September 2005 1. PURPOSE This is a regular

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

Marketing, Recruitment and Admissions. Marketing Strategy 2013-2015

Marketing, Recruitment and Admissions. Marketing Strategy 2013-2015 Marketing, Recruitment and Admissions Marketing Strategy 2013-2015 November 2013 The Marketing Strategy is created cooperatively by the Department s marketing managers and exists to advance the University

More information

Bluewater District School Board ADMINISTRATIVE PROCEDURE AP 1603-D Board Page 1. Communications Trustee/Administration

Bluewater District School Board ADMINISTRATIVE PROCEDURE AP 1603-D Board Page 1. Communications Trustee/Administration Board Page 1 Policy Title Communications Trustee/Administration Date of Issue May 17, 2011 Related Policy BP 1604-D, BP 1603-D Revision Dates May 2, 2012; June 10, 2015 Related Forms Review Date Originator

More information

National Standards for Safer Better Healthcare

National Standards for Safer Better Healthcare National Standards for Safer Better Healthcare June 2012 About the Health Information and Quality Authority The (HIQA) is the independent Authority established to drive continuous improvement in Ireland

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

LOCAL GOVERNMENT REFORM REVISED COMMUNICATIONS STRATEGY & ACTION PLAN

LOCAL GOVERNMENT REFORM REVISED COMMUNICATIONS STRATEGY & ACTION PLAN LOCAL GOVERNMENT REFORM REVISED COMMUNICATIONS STRATEGY & ACTION PLAN Communications Working Group March 2013 Contents Page 1. Mission statement 1 2. Introduction 1 3. Objectives 1 4. Roles and responsibilities

More information

Complaints Management Policy

Complaints Management Policy Complaints Management Policy Effective date This policy will take effect from 15 March 2012. This document has an information security classification of PUBLIC. The State of Queensland (Department of Transport

More information

MUSEUM VICTORIA ONLINE STRATEGY

MUSEUM VICTORIA ONLINE STRATEGY MUSEUM VICTORIA ONLINE STRATEGY November 2007 VISION A dynamic online presence that integrates and coordinates knowledge sharing, discoverability and access. BACKGROUND Museum Victoria s online presence

More information

Information Governance Strategy & Policy

Information Governance Strategy & Policy Information Governance Strategy & Policy March 2014 CONTENT Page 1 Introduction 1 2 Strategic Aims 1 3 Policy 2 4 Responsibilities 3 5 Information Governance Reporting Structure 4 6 Managing Information

More information

OFFICE FOR HARMONIZATION IN THE INTERNAL MARKET (TRADEMARKS AND DESIGNS) Quality Management Department. The Quality Management System Manual

OFFICE FOR HARMONIZATION IN THE INTERNAL MARKET (TRADEMARKS AND DESIGNS) Quality Management Department. The Quality Management System Manual The Quality Management System Manual TABLE OF CONTENTS 1. MESSAGE FROM THE PRESIDENT OF THE OFFICE (THE OHIM QUALITY POLICY)... 3 2. INTRODUCTION... 4 2.1 MISSION OF THE OFFICE FOR HARMONIZATION IN THE

More information

northern ireland social care council The Standards for Practice Learning for the Degree in Social Work

northern ireland social care council The Standards for Practice Learning for the Degree in Social Work northern ireland social care council The Standards for Practice Learning for the Degree in Social Work Revised June 2009 Author: NISCC Produced by: Northern Ireland Social Care Council 7th Floor, Millennium

More information

Solihull Metropolitan Borough Council. Local Code of Corporate Governance

Solihull Metropolitan Borough Council. Local Code of Corporate Governance Solihull Metropolitan Borough Council Local Code of Corporate Governance Approved by: Governance Committee 15 th March 2011 Refreshed: March 2013, June 2014 INTRODUCTION LOCAL CODE OF CORPORATE GOVERNANCE

More information