COMMUNICATIONS AND PUBLIC RELATIONS STRATEGY 2003 - 2006

 

 

September 2003

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CONTENTS

 

1.    INTRODUCTION

 

2.    KEY ISSUES

 

3.    STRATEGY FOR INTERNAL AND EXTERNAL COMMUNICATONS

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

COMMUNICATIONS AND PR STRATEGY

 

1. INTRODUCTION

 

This document sets out the communications and public relations strategy for the Isle of Wight Council. The strategy is a three year framework for the period 2003 – 2005 / 06. Alongside the strategy will be a series of Annual Action Plans setting out the in-year priorities during the strategy period.

 

As a unitary authority, the council needs to communicate effectively with a wide range of audiences including customers, staff and the public. The strategy has been developed to ensure that all communication is clear and focused, and that key audiences understand the council’s strategic objectives and how these are being achieved.

 

The recent CPA assessment of the council as ‘fair’ offers significant scope for improvement.  Communications is a key element in creating a good or excellent authority.

 

1.1  AIMS

 

 The Communications and PR Strategy aims to:

 

 

1.2  IMPLEMENTATION

 

Day to day implementation of the strategy will be the responsibility of theCommunications and PR team.  Effective communication should be a key priority for Directors and Heads of Service, and the responsibility of every council employee and elected member. 

 

A Communications Action Plan has also been developed to make sure the strategy is implemented and evaluated.

 

 

 

 

 

 

 

 

2. KEY ISSUES

 

The key communication issues facing the council include:

 

·        improving co-ordination and focus

·        developing and implementing clear communication standards

·        setting a strategic direction

·        sending clear messages about the organisation’s vision and achievements

·        ensuring widespread commitment to a more focused, corporate approach

 

Communications need to be co-ordinated to ensure that resources are used effectively and the council is recognised and promoted as one organisation with clear messages.

 

2.1 COMMUNICATION METHODS

 

There is a range of communication methods for delivering key messages to target audiences including:

 

Face to face – includes meetings, briefings and presentations

The media – includes press releases, statements, telephone and face to face

Advertising and promotion – includes recruitment, official notices and consultation / information.

Publications – a wide range of publications is produced, from tourism guides to council tax information 

Public Relations - includes submitting articles on council initiatives and achievements and attending conferences and exhibitions

Electronic media – Internet and Intranet sites. Electronic communication is expanding significantly and the Government agenda is for all council services to be available online by 2005.

Wight Insight – six issues a year

Corporate events –includes a council presence at the Garlic Festival, County Show and Cowes Week. 

Chairman’s and leader’s events –regular meetings, lunches and other events

 Verbal communication – as key ambassadors for the council, it is vital that staff maintain high customer care standards.

   

2.2 INTERNAL COMMUNICATIONS

 

 

 

 

 

 

2.3 EXTERNAL COMMUNICATIONS

 

 

 

 

 

2.4  MEDIA MANAGEMENT

 

·        There is a need for more effective news management and better anticipation of news items emerging through committee and management structures. The local media reports on many council meetings without influence from within the organisation.

 

·        Information is initiated from a range of sources within the council. This needs to be planned and co-ordinated to ensure that key messages are delivered.

 

·        Key staff and members should be trained in media skills to promote consistent messages and positive publicity.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

3. STRATEGY FOR IMPROVING INTERNAL AND EXTERNAL COMMUNICATIONS

 

3.1 COMMUNICATION OBJECTIVES

 

The strategic communications aims are to:

 

 

3.2 KEY MESSAGES

 

The mission of the council is to ‘Improve island Life’. The six corporate objectives and what we are doing to achieve them are the key messages that need to be communicated effectively and consistently.

 

 Other supporting messages are that we:

 

 

3.3 KEY PRINCIPLES

 

All communication between the council and its audiences should:

 

 

 

3.4 INTERNAL COMMUNICATIONS

 

Effective internal communication is essential if an organisation is to achieve its corporate objectives. If staff understand the vision, aims and objectives of the council and the context they work in, they will develop loyalty and pride in their work.

 

a) Team Briefing

Monthly Team briefings will be introduced to replace the current In Touch newsletter.  However, there will be regular e-mailed updates from the chief executive officer on issues and projects not covered by Team Brief. These will also be accessible through the Intranet.

 

The content for Team Brief will include key messages from the Directors Group and other corporate information. The brief will be sent to Heads of Service for cascading to all staff within a defined timescale – three to four working days.  The content will aim to be concise and clear, with face to face contact where possible.

 

b) Key Communicators

Each Directorate will designate a Key Communicator to ensure the Communications and PR Strategy is implemented.

 

The role of the Key Communicator includes:

 

·        ensuring all aspects of the strategy are implemented within the Directorate

·        liaison with Directorate staff who have communication requirements

·        ensuring that all communication needs are identified and  forwarded to Communications and PR

·        informing Communications and PR about opportunities to publicise the Directorate’s work

·        responsibility for identifying important issues in committee agendas or papers, or other issues likely to be of media interest, and developing an action plan if necessary

·        contributing to ideas for the staff newsletter and promoting involvement in social events including lunchtime presentations and debates

·        responsibility for updating the Directorate’s web and Intranet pages

·        co-ordination of responses to media enquiries within the Directorate, in liaison with the Communications and PR team

·        keeping notice boards updated

 

Key Communicators will be members of a Corporate Communications Group chaired by the Head of Corporate Policy and Communication, with meetings held every quarter.

 

The Web Editor will be a member of the group to ensure that communication is consistent across all media

 

c) Internal publications

This includes Contact and Bulletin. We will review the content and design of both in October 2003.

 

d) Intranet

The Intranet is becoming an increasingly useful way to communicate and offers potential for development including more graphics an area for members

 

e) Developing an integrated communication, graphic design and printing service

Communications and PR aims to provide an integrated communication, graphic design and printing service.  This includes advice on effective communication, public relations, advertising, publicity material, media relations graphic design support and printing.

 

Graphic design staff are currently located in other departments and this will be reviewed with the aim of providing an integrated corporate service with common standards.  

 

All printing requirements across the council will be overseen by the council’s Print Department, whether this is done in-house or sourced externally.

 

f) Style Guide

A Style Guide will be developed to ensure the consistent use of the logo and corporate identity.  All publications, electronic and visual communications must comply with the council’s design standards. This includes ‘refreshing’ the council’s present logo to provide a clearer and more modern image.

 

The Style Guide will be introduced in phases, with the first guidelines on stationery and publications in January 2004, followed by signage, livery and other visual communications by April 2004.

 

g) Electronic templates

Electronic templates for letters, faxes, presentation slides and memos will be developed (with the help of the IT department) to ensure there are consistent standards throughout the council. Compliance will be monitored through regular communication audits.

 

h) Plain English

If we want people to understand our policies and services we must make them clear, understandable and accessible to all. 

 

We will promote the use of plain English and customer-friendly writing in all written communication, including letters, committee agendas, reports and papers, the Intranet and web site, publicity material, published reports. 

 

This will need a corporate training programme but we will also produce a handbook for staff on using plain English.

  

i) Communicating with members

Effective communication with members promotes better understanding and helps the decision- making process, as well as building good relationships between members and officers.  Media training will be provided for Portfolio holders and other members.

 

We will develop a members' area on the Intranet and offer a consistent corporate design for newsletters sent out by members, to include the council’s key messages and standard logo, font and colour.

 

j) Noticeboards

Key Communicators will be responsible for ensuring that notice boards in their directorates are kept updated, including details of staff events and Healthy Workforce updates.

 

k) Staff events / Healthy Workforce

Social activities and other staff events are a good way of encouraging communication across organisational barriers.

 

 We will continue to publicise Healthy Workforce events in Contact and promote staff events and presentations to enable better understanding of each department’s work.

 

We will also develop a volunteer scheme for staff to become involved in community activities.

 

3.5 EXTERNAL COMMUNICATIONS

 

a) PR Calendar

We will produce a quarterly calendar of key council events to inform the communications and PR work, including the Chairman’s and Leader’s events. Information from the monthly discussion at Directors Group will also be included to ensure key messages are updated on a regular basis.

 

b) Wight Insight

Produced by the Publications team, the flagship publication provides information about the council in an interesting and informative way.  Ideas for the content are generated internally, with a fair spread of articles across all departments.

 

Regular consultation through the Citizens Panel has shown the magazine is recognised and appreciated by its target audience. The Publications team continuously reviews the style, content and costs of print and distribution. To generate additional income, new sponsors and advertisers will be actively sought.

 

There are currently six issues each year – one every two months published on the third Friday in April, June, August, October, December and February. The publication schedule will be more widely advertised internally and externally.

 

From August 2003 we will refresh the concept and design by linking articles to the council’s corporate objectives in each issue.

 

Wight Insight is an area where we control the messages and should continue to build on the strong branding to develop the magazine as a key communication tool.

 

c) Web site

In the last few years there has been a significant increase in electronic communication, including e-mail and the Internet.  Plans for the future include installing broadcast cameras in the council chamber and committee rooms to enable wider access to council meetings, and the development of video and audio clips.  

 

The IT department is responsible for the content and design of the council’s web site and Intranet. The web site has recently been re-launched with a new look and revised content. The award-winning site is another showcase for council services and attracts widespread interest.

 

Communications and PR will work with the web team to develop a more balanced ‘news’ section to reflect the local media outlets and assist in the future design and development of the site.  The Web Editor will be a member of the Key Communicators group to ensure that all opportunities for communication are maximised.

 

d) Corporate campaigns

Campaigns are a good way of highlighting specific issues to raise public awareness. We will organise at least two high profile campaigns a year.

 

e) Logo

The council’s logo is almost 10 years old and needs refreshing. The first phase of the Style Guide, for printed material and stationery, will be developed in January 2004.

 

Changes will allow for the continued use of the original logo to reduce the costs involved.

 

f) Articles for publication

Directors and senior managers are expected to submit articles for publication to the local, national and trade press. This helps to raise the profile of the council and gains recognition for new initiatives and innovative projects. We will aim to achieve one published article a month in the national or trade press.

 

Communications and PR will issue press releases on key appointments and coordinate articles for publication.

 

g) Awards

Entering the council and its departments for awards raises the profile of the organisation, provides positive media coverage and boosts staff morale.  We will submit entries for all relevant awards as this increases the likelihood of success. Coordinated through the Corporate Communications Group, we will aim to submit at least one entry for an award every month.

 

All successful awards will be reported to Communications and PR to maximise publicity.

 

h) Corporate events

The council is represented at key local events such as the annual Garlic Festival, County Show and Cowes Week. This is an important way to raise awareness of the council’s work, engage with the public and promote partnership arrangements.

 

To ensure a more consistent corporate image at these and other events, several lightweight and portable display systems will be purchased.  With a design that promotes the council’s corporate objective, the display will be available for use by members and departments. Bookings will be organised through Communications and PR.

 

 i) Equality issues

Council publications will be made available in different formats, either on request or in line with national legislation to promote social inclusion and access to services.  A comprehensive taping service for Wight Insight has recently been introduced in partnership with the Isle of Wight Society for the Blind.

 

The Communication and PR team will advise on a range of communication issues, including translation into other languages, taping or Braille.

 

j) Partnership arrangements

The council has many partnership arrangements to ensure delivery of the corporate objectives, for example the Local Strategic Partnership (Island Futures).

 

We will work with partners to develop plans to ensure communication requirements are defined and met.  All joint press releases will include the council’s logo.

 

k) A to Z of services

There is no printed directory of council services although some information is available on the web site. We will produce an A to Z of council services for the public and a range of other stakeholders.

 

 A ‘mini’ directory will also be included in a future issue of Wight Insight.

 

3.6 MEDIA MANAGEMENT

 

All Directors, Heads of Service, Portfolio holders and chairs of select committees will receive media training. Training will be arranged for managers and other staff likely to be interviewed by the media. The sessions will be practical and details of the training recorded and kept on file by HR.

 

a) Promoting good news

 

For many local people, a key source of information about the council is the weekly County Press with a readership estimated at 94% of the population. 

It is not possible to attend every committee meeting but we will take a more proactive approach by identifying newsworthy items and attending Executive briefings to highlight key issues.

 

A new addition to the local media, Solent TV is keen to be more involved with the council and we will work with them to ensure good local coverage of positive news stories.

 

The Beacons are well-read community magazines and we will use the Key Communicators group to provide local ‘good news’ stories for these publications.

 

b) Spokespeople

We will arrange for key staff and members to take part in the regular Isle of Wight Radio lunchtime phone in on topics including planning and highways where there is a significant amount of local interest.  These sessions will be held once every six weeks to provide advice and guidance on a range of issues.

 

We will develop a list of ‘experts’ on various issues or policy areas to enable an authoritative response to national or local issues.

 

c) Media events

Informal events for senior staff and members to meet with representatives of the local media are a good way of fostering positive relationships. We will arrange at least one ‘Meet the Media’ event every year.

 

Regular meetings with local editors are also a useful way of influencing media coverage and gaining more balanced and positive coverage of council news.

 

d) Media Relations Policy

The Media Relations Policy will be updated to take account of recent changes in staff and structure.

 

The revised policy will state clearly that staff must not have direct contact with the media without authorisation from Communications and PR. Members should report all media contact to Communications and PR to enable a consistent approach to issues. There will be clearly identified member contacts in order that media organisations, members and officers are aware which members are available for comments, and on which issues, on behalf of the council.

 

 

e) Media training

In line with recommendations on media training, only managers and staff who have received training will be authorised to act as council spokespeople. Media training will be mandatory for all Directors, Heads of Service, other managers with regular press contact, the Executive and Select Committee Chairs.

 

Authorisation to speak to the media on behalf of the council will be limited to this smaller core of officers and members who are media trained, briefed and keep themselves updated on corporate as well as service specific issues.

 

 f) Press releases

To promote the council’s achievements in a more co-ordinated way, the Communications team will aim to ‘theme’ press releases based on the six corporate objectives as well as exploiting all opportunities to deliver the council’s key messages.

 

Individual officers must get ‘sign off’ from any other departments involved before submitting draft press releases – this will be included in the Media Relations Policy.

 

g) Media contact

It is important to develop good working relationships with the local media. The Communications and PR Manager will meet regularly with local editors to build on and improve current relationships.

 

3.7. GREAT ACCESS TO GREAT SERVICES (GAGS)

 

The development of the Great Access to Great Services (GAGS) project will have a significant communications dimension. This includes communicating with staff and key stakeholders on the aims and vision of the project and gaining ownership for the proposed changes.

 

The initiative will impact on communications at all levels. The Communications and PR Strategy will be used as a basis for all internal and external communication, including co-ordinating the distribution of messages through established council publications and newsletters.

 

3.8     DELIVERING THE STRATEGY

 

A Communications and PR Action Plan has been developed to deliver the strategy. This will be updated and evaluated each year.