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