Whanganui Reputation Management Strategy

Transcription

1 Whanganui Reputation Management Strategy 1 P age

2 Whanganui District Council Strategy Originator: Charlotte Almond, Group Manager Strategy and Development Contact person for enquiries: Charlotte Almond, Group Manager Strategy and Development Approved by: Council Date approved: 19 April 2016 Date by which a review should be carried out: Generally within 3 years time Hubble reference: P age

3 Table of Contents EXECUTIVE SUMMARY... 5 INTRODUCTION... 6 Why we need a strategy... 6 Where we are now our current image... 6 Where we want to be our aspirational image... 6 BACKGROUND AND ISSUES... 6 VISION AND OUTCOMES... 7 Vision statement... 7 Outcomes... 7 FOCUS AREAS AND STRATEGIES... 8 Leadership and collaboration... 8 Messages and audiences... 8 Content and channels... 8 Train communicators... 8 Global benchmarking... 8 Leadership and collaboration... 9 Strategic Goals... 9 Actions... 9 Measures... 9 Messages and Audiences... 9 Strategic Goals... 9 Actions... 9 Measures... 9 Content and channels Strategic Goals Actions Measures Train communicators Strategic Goals Actions Measures Global benchmarking Strategic Goals Actions Measures APPENDICES AND REFERENCES APPENDIX 1: REPUTATION MANAGEMENT FRAMEWORK APPENDIX 2: PUBLIC RELATIONS PLAN TEMPLATE APPENDIX 3: BACKGROUND INFORMATION P age

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5 Executive summary While research has highlighted some reputation issues that require addressing, significant work has already been undertaken over recent years to change the image of Whanganui. The Leading Edge vision sets the scene for what we want to be known for. This strategy articulates our vision for our reputation and communicates the strategies, actions and measures across five focus areas to achieve our vision. The five focus areas are: Leadership and collaboration Messages and audiences Content and channels Train communicators Global benchmarking The Public Relations Plan will support the delivery of this strategy. 5 P age

6 Introduction Why we need a strategy The purpose of this strategy is to provide a framework for managing Whanganui s reputation. This will enable leaders to make decisions that build and protect reputational capital and drive competitive advantage. Despite the many positive aspects about Whanganui that locals enjoy, research has shown that we suffer from less than ideal national perceptions as a place to live, do business and visit. From time to time issues arise within the community that receive national attention and negative publicity which reinforces any negative perceptions held. There is a need to shed the unfavourable perceptions associated with Whanganui and show locals, New Zealand and the world what a great place Whanganui is. It is also important to have a better understanding of how to manage negative or crisis situations. The overall aim is to stimulate economic growth by rebuilding Whanganui s image. Where we are now our current image Whanganui is not associated as being a preferred location to live according to our research. Our current image is of having a scenic river, affordable housing, rich culture and heritage and lack of traffic congestion. We are not seen as safe, having job opportunities or being innovative and a digital leader. This is despite being globally accredited as a Safe Community, a Smart 21 community and, in 2016, a Smart 7 community. This suggests that we are not making the most of telling our stories. Where we want to be our aspirational image We want to be known as being Leading Edge. We want to be associated as having the key qualities that influence people s choice of residential location: An overall good quality of life A safe community i.e. a low level of crime Quality healthcare available An affordable cost of living/affordable houses The ability to find a job Welcoming and friendly When promoting ourselves we need to ensure the key messages are authentic and what we are saying about Whanganui is based in fact. A good way of authenticating our messages is to seek and retain national or global benchmarks or awards. Background and issues Refer to Background Information, Appendix 3. 6 P age

7 Vision and outcomes Vision statement Whanganui has an excellent reputation People in other places wish they lived in Whanganui People in Whanganui feel lucky to live here Outcomes Community Outcomes Improved reputation Stakeholder collaboration Better plans and service delivery Continuous improvement Organisational Outcomes Organisation committed to reputation management Reputation management embedded in the organisational culture Increased capacity for staff to deliver through training opportunities 7 P age

8 Focus areas and strategies Five focus areas Leadership and collaboration Global benchmarks and awards Reputation Strategy Messages and audiences Training Content and channels Leadership and collaboration Develop and maintain a group of key partners, who share ideas, resources and enthusiasm for realising the vision. Messages and audiences Identify key messages and audiences for realising the vision. Content and channels Develop quality and effective content and deliver it through a variety of suitable 21 st century channels. Train communicators Ensure our communicators have the skills they need to enhance Whanganui s reputation. Global benchmarking Underpin stories and brand with evidence base of global benchmarks and awards programmes. 8 P age

9 Leadership and collaboration Develop and maintain a group of key partners who share ideas, resources and enthusiasm for realising the vision. Strategic Goals To develop and maintain strength based relationships with key people and organisations to maximise benefits of shared resources and co design solutions to significantly improve Whanganui s reputation. Actions Hold regular meetings to discuss key issues and opportunities as a group and to co design solutions that work across organisations and the community. Regularly meet with key individuals one on one to ensure reputation work is meeting cross sector needs. Measures Regular meetings are held and attended by key partners. Solutions are co designed and work across sectors, where appropriate. Regular meetings are held with relevant individuals to determine cross sector needs. Survey of key partners shows positive relationships built and benefits of shared resources are maximised. Messages and Audiences Identify key reputational messages and audiences for realising the vision. Strategic Goals Whanganui s clear key messages align with specific audiences and partners are able to use the key messages to create their own content. Actions A PR/Media plan is created that identifies key messages for improving Whanganui s reputation and is underpinned by existing communications review and reputation work. Messages and audiences are appropriate to Council and Whanganui and Partners. The PR/Media Plan identifies key audiences for given messages (for example, in terms of recruitment needs there are messages to attract skilled workers and sometimes there also needs to be messages that attract their families). Consult partners on key messages and audiences that will provide the maximum benefit in terms of improving Whanganui s reputation. Implement the findings/recommendations from the communications review that relate to this focus area. Measures PR/Media Plan developed and key partners support communication of key messages and audiences to provide maximum benefits. 9 P age

10 Content and channels Develop and maintain a variety of quality and effective content and channels for delivering key messages to appropriate audiences. Strategic Goals Whanganui s great content + stories contribute to and underpin its excellent reputation. Whanganui has access to excellent 21 st century communications channels. Actions A PR Plan is created that identifies quality content based on key messages and audiences; and content is developed. A PR Plan is created that identifies key channels for distributing content based on key messages and audiences. Implement the findings/recommendations from the communications review. Relationships with appropriate personnel at communications companies and within media are developed and maintained and content is delivered over a variety of channels. Measures PR/Media Plan developed, content is developed and shared among local stakeholders for use and distributed across a variety of channels. Train communicators Ensure Whanganui s key communicators have the skills they need to enhance Whanganui s reputation. Strategic Goals Communicators at Whanganui District Council and Whanganui and Partners are media trained to an appropriate level. Key Whanganui organisations have access to a quality media training programme that aligns with this strategy. Actions A media training programme is developed and implemented for Council and Whanganui and Partners that is aligned with the Whanganui PR Plan and Crisis Management Guidelines. A white label 1 media training programme is developed for (and in consultation with) Whanganui organisations that is aligned with the Whanganui PR Plan and Crisis Management Guidelines. Measures Media training programmes are developed for Whanganui District Council, Whanganui and Partners and other key Whanganui organisations. 11 White label means that there is no corporate logo on the programme and it can easily be used across a variety of organisations 10 P age

11 Global benchmarking Underpin stories and brand with evidence base of global benchmarks and awards programmes. Strategic Goals Whanganui s successes are measured against strong benchmarks, global where possible. Whanganui consistently works to an award winning level. Actions Agree on a series of benchmarks for Whanganui to strive for that align with Whanganui s key messages. Map New Zealand and international awards programmes and develop a plan that aligns Whanganui s reputation with relevant awards. Measures Whanganui is a finalist and winner of a number of key awards within programmes that align with Whanganui s key messages. Appendices and References Appendix 1: Reputation Management Framework Appendix 2: Public Relations Plan template Appendix 3: Background information 11 P age

12 Appendix 1: Reputation Management Framework People Practice Plans Performance Framework Staff Training Networks Elected member support Expertise/advice Website Social Media Collateral Print Media Broadcast Media Good news stories Brand identity and positioning PR Plan/key messages Communications Strategy Crisis management plan Risk management plan Organisational Outcomes Increased capacity for staff to deliver Embed Reputation Management in Organisational Culture Commits organisation to practice which is underpinned by culture Community Outcomes Improved Reputation Stakeholder collaboration Better plans and service delivery Audit/review Measure/survey Evaluate Continuous Improvement 12 P age

13 Appendix 2: Public Relations Plan template Executive summary Overall summary of the plan. Set the tone of the plan and who it applies to. Situation analysis Explain the current situation. Goals List the main overarching goals which should address the issues mentioned in the situation analysis. Objectives List the objectives which will support the achievement of the goals. Target audience Who is the target audience, where do they live? Target media and channels Types of media to be reached and specific websites, news sources, journalists etc. Key messages Identify the key messages. Strategies and tactics List the strategies and tactics. Media outreach List of media the PR plan will focus on building or improving relationships with and how they will help reach the target audience. 13 P age

14 Media releases Identify specific press releases associated with specific events or new ideas. Events What upcoming events will provide PR opportunities to get or key messages across? Speaking opportunities What are upcoming opportunities for speaking? Award opportunities What award opportunities are available for us to enter? Social media How will social media be used? Crisis planning and management Address the possibility of a crisis event related to public relations and how it will be handled. Possible scenarios can be discussed and the proper response protocol. Timeline Outline the period covered and all important relevant dates/calendar. Budget Outline budget for each item. Measurements How will success be measured and when that will occur. 14 P age

15 Appendix 3: Background Information Hubble reference: P age