JULY 2016
Foreword by the Secretary General Communication, in one form or another, runs through all of our work and activities. Communicating effectively is our goal, regardless of level or role in the organisation. Working to explain our work and get our message across, both internally and externally, will support us in achieving this Strategy s objectives and demonstrating our core values in all that we do and say. The key objective of this first Communications Strategy is communicating change in how the Department will continue to develop and improve all aspects of our communications. We all recognise the need for continuing improvement, particularly in explaining what we do and why, and engaging meaningfully with all staff, customers and the public. This Strategy is a core element of our new culture and values, and builds on recent improvements and developments. It reflects the views of staff, the media and other stakeholders on what more needs to be done and done better. In setting out this, we are making a firm commitment to value effective communications in, and by, the Department. We want to place communications, effective listening and engagement at the heart of everything we do. Doing this better will help us live the values we have committed to and support our mission of working for a safer, fairer Ireland. Noel Waters Secretary General 2
1 Objectives and Goals This Strategy, supported by a framework of actions, sets out a roadmap for meeting our communications objectives over the period 2016 to 2018. The Strategy will deliver the following key objectives: Communicating more effectively the work of our Ministers and the Department to our stakeholders, the media, and the public; Being proactive in our engagement with our partner organisations, the media, and the public, and listening to external views and ideas; Communicating more effectively within the Department and across Government; Increasing public understanding of the role and work of the Department; Helping to strengthen our Corporate Governance arrangements by being more open, accountable, and transparent; Building a strong and consistent voice and identity for the Department; and Identifying key communication tools, including new opportunities to communicate more effectively both internally and externally. Living the values of the Department s Culture Charter will be central to achieving the objectives of the Strategy. To link this strategy directly to our values, a communications goal is associated with each of our core values (see Table 1). 3
Table 1 Culture and Values Charter and Communications Strategic Goals Culture Values Open Public services delivered to a high standard Proactive Professional and supportive Empowered and accountable Leading collaboratively Trusting and respectful Communications Strategic Goals 1. Create a more accessible and proactive communications culture within the Department, with other Government departments, external stakeholders, the media and the public. 2. Put the public interest at the heart of our communications and use effective communications to support an excellent service to the Minister, the Government and the public. 3. Engage proactively with staff, external stakeholders and the media in communicating the work, priorities and objectives of the Minister and Department, listening and responding to their needs in a positive manner. 4. Build a strong and consistent voice and identity for the Department as an organisation that is valued as being effective, accountable, trustworthy and professional. 5. Train and support staff to communicate confidently and effectively in carrying out the work of the Department. 6. Support a strong leadership and innovation culture by promoting effective stakeholder and staff engagement, consultation and collaboration. 7. Foster a working environment that listens and seeks to understand the needs of staff, external stakeholders, the media and the public. 4
2 Preparing the Strategy A number of important contextual factors have been taken into account in preparing this Communications Strategy and in shaping its direction and objectives. These are: The Department s Strategy Statement 2015-2017; The Department's Culture and Values Charter; The findings of consultation and engagement with staff at all levels of the Department; The findings of the consultation process with our external stakeholders including the Department s agencies, groups representing civil society and other Government Departments; A number of critical reviews that underscored the need for more effective communications practices and structures in the Department; Consultation with members of the media and ongoing monitoring of media reporting; and Good practice drawn from communications strategies published by other Government Departments, including justice departments in other jurisdictions. The Strategy aims to build on the key communications-related initiatives over the past 18 months. These include: Launch of Our Culture and Values Charter; Launch of the new www.justice.ie website, including real-time replies to all Parliamentary Questions; Detailed consultation process with all staff on the desired future culture of the organisation; 5
Department of Justice and Equality Establishment of a staff Communications Network, with representatives from across the Department, providing a forum for discussing communications initiatives, embedding best practices and a common approach to resolving communication issues; Appointment of a Head of Communications at Principal Officer level; Establishment of inaugural Horizon Groups and Behavioural Economics initiative; Consistent dissemination of information to staff; Publication of an annual Strategic Plan and twice yearly progress report. Active participation in a wide range of cross public service initiatives under the One Civil Service banner; Launch of internal Portal which informs staff on a broad range of topical matters relating to the Department; Successful participation in Civil Service Excellence and Innovation Awards 2015; Lunch and Learn sessions and Town Hall meetings on a range of topical issues; Inaugural Open Policy Debate on the proposed Criminal Justice Inspectorate; Publication of the Department s FOI Publication Scheme; Publication of non-personal FOI requests on a quarterly basis; Expanded and consistent use of social media; The inaugural Justice and Equality Sector Annual Conference in January 2016 for senior leaders and managers across the Department and agencies; Developing a business case for a new Justice & Equality Hub to facilitate closer cooperation between justice and equality sector organisations and with other stakeholders, and promote the development of data driven policy; Publication of the Department s Governance Framework. 6
3 Actions underpinning the Strategy The actions to give effect to the Strategy s seven communications goals (See Table 1 above) are set out in an Action Framework under the following headings: Communications within the Department of Justice and Equality; Media relations; Access to information and customer service; Communicating the work of our Ministers and the Department; and Engaging, consulting and listening to our external stakeholders. The Action Framework is as comprehensive as possible, comprising both specific initiatives and broader thematic actions. It does not, however, try to include all communications actions that may be progressed over the period of the Strategy. Strategies in other areas such as Human Resources, Customer Service and Data Management will also include actions with a communications focus. Equally, actions included in this Strategy may also feature in other strategies and plans. The actions underpinning the strategy and the key 2016 milestones and activities are set out in the tables beneath. Milestones and targets for subsequent years will be identified as the implementation of the Strategy progresses and the impact of actions is measured against the objectives and goals. Where necessary in response to emerging needs and developments further actions will be identified and progressed. See also section four on evaluation and review. 7
3.1 Communications within the Department of Justice and Equality Embed the consistent practice of team meetings at all levels of the organisation, underpinned by a formal communication to staff on the engagement, commitment and information they can expect to receive. Continued emphasis on the internal portal page as a key internal communications channel. Implement enhancements to the layout of the portal page including cross organisation collaboration features. Continue to broaden message content and frequency. Continue to develop the role and reach of the Department s Communications Network in promoting the importance of effective communications and in driving the implementation of this strategy. Continue to provide informal briefings and learning opportunities for staff such as Town Hall meetings, road shows, lunch and learn sessions and guest lectures on topical issues at the Department's Dublin and regional offices. Communication to staff Q3 Refresh portal layout Q4 Set out and agree the Terms of Reference for the network Q3 Finalise 2017 programme Q4 8
Regular publication of newsletters and information bulletins to keep staff informed of key developments and issues of interest from the wider justice and equality sector, including: the Weekly News Roundup summarising key news stories; the staff newsletter published quarterly; twice yearly bulletin on the implementation of the Department s Programme for Change; corporate information for discussion at team meetings. Development of the Justice & Equality data and information sharing Hub to position the Department at the centre of cross sector collaboration. Use the Hub to develop data driven policy, deliver readily accessible data to staff, management and service users of the organisation. The Hub will also support cross Departmental work and allow for engagement with external organisations and third parties such as accredited researchers. Use of digital display screens in the Department s main offices as a means to provide real-time and tailored information to staff and visitors. More effective use of staff notice boards and other display stands to communicate key messages such as the Culture Charter. Ongoing publication of Weekly News Roundup, staff newsletter and Programme for Change bulletin. Circulation of relevant corporate information as required. Launch of first version of the Hub Q3 Further development of the Hub will be ongoing thereafter. Initial phase of digital signage rollout Q3 9
Promote the importance of staff engagement, and the sharing of information, knowledge and expertise. Achieve this through: greater use of cross-functional teams such as the Change Team, and Horizon Groups exploring the potential impact of longer term societal, technological and other changes on the sector; promoting opportunities for staff suggestions; and a Behavioural Economics initiative. Promote greater awareness and participation in the Civil Service Excellence and Innovation Awards and recognition of staff achievements. Support staff in carrying out their work more effectively by continuing to implement ICT systems enhancing the flow and management of information. Actively participate with the Office of the Government Chief Information Officer (OGCIO) in a leadership role as part of the Civil Service wide Build to Share programme. Engagement with OGCIO on the strategic deployment of central Government systems. Ongoing. Promotion and participation in Civil Service awards Q3 to Q4 Host Department event to mark participation in the awards Q4 Ongoing. Complete rollout of esubmissions and correspondence management database. 10
Assist staff in being aware of and understanding governance, accountability and other obligations by documenting and communicating policies and procedures such as the Department s Governance Framework, FOI, Data Protection obligations and the Minister and Secretary General Decision and Record Keeping Policy published in early 2016. Ongoing. 11
3.2 Media relations Develop and maintain positive and professional relations with the media, in particular the specialist correspondents, by being proactive, accessible and responsive in our engagement with the media. Maintain ongoing relations with the specialist correspondents. Provide ongoing feedback opportunities for the media. Engage proactively with the media, through the Press and Communications Office, to ensure the Ministers and Department s message, as well as responses to media queries, are communicated in an effective, timely and consistent manner. Establish an informal justice and equality sector Press Officer Forum to share information and good practice on media relations. Identify opportunities for formal media briefings by relevant Department officials on technical or operational issues, or other matters where it is appropriate for officials to act as official Department spokespersons. Ongoing monitoring of timeliness of responses to media queries and accuracy of media reports. Host inaugural forum meeting Q3 Ongoing provision of media training to nominated officials. 12
3.3 Access to information and customer service Identify opportunities for proactive publication of information including statistical data and information under the Freedom of Information Model Publication Scheme and to deliver on requirements of Open Data Government decisions. Continue to develop and enhance the www.justice.ie website as a user focused, accessible and data rich gateway to information on the Department and wider justice and equality sector. Develop the new website of the Irish Naturalisation and Immigration Service to provide easy to access, up to date information and a better user experience for applicants. Promote among staff the importance of using Plain English and identify training needs. Greater publication of data and information on website Ongoing. Suite of data analysis programmes has been identified and is being trialled to assist internal and external publication of data. Finalise proposals for future website developments. Review of website to be undertaken in Q1 2017. Refresh of content on INIS website Q4 Communicate Plain English principles to staff Q3-4 Identify training needs Q3-4 13
Continue to develop the Irish language version of the Department s website, including publication of Statutory Instruments containing the translated rules of court. Work to ensure all Department supported websites conform to Web Content Accessibility Guidelines, with content written in Plain English. Development of the Irish site ongoing. Publication of Statutory Instruments Q4. All new websites developed in 2016 to conform to accessibility requirements. Communicate clearly our Customer Service Charter and Action Plan to our customers and staff. Customer Service Action Plan and Charter are available on our website. Charter to be displayed in reception area of our buildings - Q3 Incorporate communications skills into customer service training for frontline staff. Keep all application forms etc on our websites under review with a view to identifying enhancements that will improve how we engage with service users. Identify training requirements Q4 Ongoing. 14
3.4 Communicating the work of our Ministers and the Department Continue to resource the Press and Communications Office with the skills, knowledge and equipment to be a Communications Centre of Excellence, leading the Department s communication activities with the assistance of the Communications Network. Identify additional Press and Communications Office training needs Q4 Develop tailored communications plans and key messages on significant issues relating to the Ministers and Department s work, including public awareness campaigns where appropriate. Finalise Irish Refugee Protection Programme Communications Strategy Q4 Plans prepared on other significant issues as required. Develop our online reach by expanding and more effective use of social media, as well as ongoing development of the Department s websites. Further social media training for Press and Communications Office staff as necessary. 15
Host a communications development opportunity for staff. Host communications seminar Q4 Proactive use of industry standard communications techniques such as infographics and informational videos to communicate more effectively the work of the Department. Identify opportunities as part of communications plans. Develop school-age programmes to provide an opportunity for students to gain a greater insight and understanding of the justice and equality sector. Proposals for a week-long Transition Year Programme developed Q4 Develop staff guidance manuals and templates on, for example, preparing press releases, event management, organising events and information campaigns. Communicate guidance documents to staff Q3 16
3.5 Engaging, consulting and listening to our external stakeholders Embed a consistent Department wide approach, based on good practice principles, to engaging, consulting and listening to our external stakeholders, including the public, civil society, our agencies, the Oireachtas, other Government Departments, in particular in the area of policy development. Host regular Open Policy Debates and roundtable sessions involving NGOs, practitioners, academics and experts in developing and debating policy options. Contribute to building a strong identity for the Department as a professional organisation by being consistent in the: design and presentation of official reports and publications; use of our logo; use of email signatures; design of Department supported websites; and management of Departmental events. Host an annual conference for leaders and senior managers in the justice and equality sector to share experiences and to deepen partnerships and cooperation within the Justice and Equality family Communicate good practice principles to staff Q4 Finalise programme of Open Policy Debates for the remainder of 2016 and 2017 Q4 Ongoing work during 2016. Progress to be reviewed in Q1 of 2017 with a view to full completion of the action by end 2017. Finalise preparations for January 2017 annual conference Q4 17
4 Evaluation and review As the Department s communications capabilities continue to be developed, we will keep the objectives and goals of this Strategy under regular review. Our communications activities should remain flexible and responsive to developing requirements and supportive of the overall mission of the Department. The impact of the Strategy will be evaluated annually. We will use the findings of the annual Civil Service Staff Engagement Survey, the annual engagement process with stakeholders to measure progress on culture change, feedback from the media, and other feedback opportunities to evaluate progress. The implementation of the measures set out in the Action Framework will be monitored on an ongoing basis with an overall progress report included in the annual evaluation report. The report will also include an updated action plan setting key targets and milestones for the year ahead. In addition to regular updates to the Department s Management Board on the implementation of the Strategy, the Board will be presented with the annual evaluation report. 18
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