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APPENDIX A

New Communications Strategy and implementation Plan

Breckland Council

November 2014

Title pg

1. Background 2

2. The Strategy 3

3. Implementation plan 17

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1. Background

This paper:

• Makes the business case for Council investment in communications activity

• Sets out a new communications strategy for Breckland Council

• Proposes an action plan to support implementation of the new strategy

With the planned adoption in February 2015 of the council’s new corporate plan, it is

appropriate that steps be taken to ensure that all Council communications activity is

directed to support delivery of the plan, and to engage priority audiences with corporate

plan themes, actions and messages. The new communications strategy set out here is

designed to achieve that aim.

Today, digital and social media communication and information channels are, through

choice and some compulsion, fast becoming the main access channels to public and

private sector services. Channel shift of council communications activity will be a

precursor to a much broader channel shift programme.

Local and regional news media businesses are key players in our communities. Their

‘Digital First’ strategies are themselves driving the shift towards digital as the primary

news and information channel, while public demand for printed media continues to

decline. This shift in turn is pushing the council to new ways of working with the news

media so that we are in position to communicate Council and service information via the

media within the broad mix of communication channels.

Implementation of the new strategy will join up communication across the council and

ensure its integration with corporate and financial plans.

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Section Title page

The Business Case for Communications

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The Communications Strategy 7

1 Introduction 7

2 How to use this document 7

3 Objectives 8

4 Audiences 9

5 The communications path 10

6 Communication values 10

7 Using key messages 11

8 Measurement and evaluation 12

9 Communication channels 14

10 Do’s and don’ts 16

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Communications Strategy for Breckland Council December 2014

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The Business Case for Communications

1. In the past 15 years, a range of research projects amongst UK local communities about communications and engagement, have been commissioned from Ipsos MORI by Government, individual government departments and the Local Government Association. The research consistently found that:

a. Councils explaining what services they provide and what benefit they add to their communities, were better regarded by and have a higher reputation with residents

b. Councils were failing to gain credit from their communities due to the failure to

effectively communicate and market what it is they provide to residents

c. Residents spoke more positively about individual services provided by their Council, than about the Council itself

d. fewer than 10% of people said they knew a great deal about what their Council did

Whether a commercial organisation or public authority, the return on investment of time and money in customer engagement and communication is:

• increased awareness and valuing of the organisation

• higher customer satisfaction scores

• a more positive reputation for the organisation amongst key stakeholders

• more customers

• business success

As Ipsos MORI observed at the time, it was not by random chance the research found that Councils with the highest government performance scores were Councils with the highest ratings for keeping residents informed, and the highest numbers of employees likely to speak positively about them.

For Councils this could mean:

• more and more productive strategic partnerships – people want to work with us

• increased ability to attract external funders and deliver major projects – we are seen as a high reward/low risk organisation

• increases in demand for non-statutory services – people value the quality of what is being provided

• increased ability to attract and retain high quality staff – people want to work for a respected and successful Council

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The business case for digital and social media channels 1. 2014 quarter 1 Ofcom data reports:

• Proportion of UK adults with a smartphone 61% (51% Q1 2013)

• Proportion of UK adults with broadband (fixed & mobile) 77% (75% Q1 2013)

• Proportion using their mobile to access internet 57% (49% Q1 2013)

• 98% of adults under 35 yrs. now go online (2013)

• 91% of adults 45-54 yrs. now go online (2013)

• 42% of adults 65 plus now go online (2013) 2. These figures are increasing every quarter, with the largest increase in 2013 being adults

65+ going online which rose by more than 25% in the year. 3. With use of digital channels now the norm amongst significant proportions of the UK

population; for banking, shopping, bill paying, news, communication and social interaction, there is the opportunity for the Council to focus efforts and resources on digital channels for directly engaging with residents, partners and businesses for information provision, dissemination of news, marketing and advertising, and ultimately community conversations.

4. With declining hard copy circulation figures a constant, the return on investment of paid

for printed adverts is questionable, especially where practical alternatives now exist for promotion and marketing via social media which is where the increasing numbers of residents, businesses and partners are to be found.

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The Communications Strategy

1. Introduction This is the communication strategy for Breckland Council from July 2014 to May 2015. It sets out the principles underpinning all communication activity and the means by which that communication will take place. It provides an overall framework within which decisions about communication plans and resourcing are made. It will be unusual for major communication activity outside of this strategy and plan to be commissioned, given restrictions on resources and the need to devote them in support of the overall vision and objectives. By working within this framework, we will increase understanding of the Council as single and coherent organisation rather than a set of initiatives and services. The Council will speak with a single and more coherent voice. This strategy is a live document which will be reviewed regularly against strategic priorities to ensure that it stays relevant to the business.

2. How to use this document The strategy is for use by:

a) Corporate Management Team

b) Shared Management Team

c) Members

d) Communications Team

e) Managers responsible for teams of employees

f) Project managers for internal, partnership and service based projects

g) Staff

h) Partners

This document will sit alongside and inform the following:

1. The annual communication plan 2. Communication and news media protocols 3. Individual project and programme communication plans (template approach to be

produced based on Govt. MSP standards)

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It will be used in two ways: Proactively At the outset of any project or piece of work, this strategy will act as guide to:

• effective communication

• the principles underpinning all communication

• available channels for the communication By referring to this communications strategy at the outset of a project, and considering required communications process, teams at all levels will build in effective communications practice from the outset. They will also be able to draw on professional communications advice at an early stage when it can be most constructive in solving problems. Reactively When faced with a communication challenge, this strategy will provide a set of principles on which to build an appropriate tailored response. The strategy provides a framework to:

• aid decision making

• support priority setting and resource allocation

• guide responses to unexpected situations in ways that are consistent with the Council’s priorities and objectives

3. Objectives

It is essential that all communication activity is strategic, that is, communication which is designed to support delivery of priority objectives. Communication based on this guiding principle will deliver far greater value than simply informing in an unstructured way about everything that is happening, or which has already happened. The Council vision, priorities and values will be the foundation for all communications work.

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4. Audiences The audiences with whom we seek to communicate are those that will help us achieve our corporate objectives. Key audiences:

• residents across the whole of the districts; in rural areas, market towns and urban fringes

• people who work in the district

• people who visit the district

• town and parish councils

• partners, policy makers and decision makers who influence the lives of people in the community

Within these groups, we will pay particular attention to people in their roles as:

• staff

• members

• business leaders and decision makers

• business employees

• decision makers and leaders in voluntary organisations and groups

• employees and volunteers for voluntary organisations and groups

• decision makers and leaders working in central government and public services

• town and parish councillors We will also ensure that groups with specific needs are targeted and engaged by Council communications

• young people

• young people not in education, employment or training

• older people

• disabled people – those with physical, sensory, mental health & learning difficulties

• people with dementia/dementia friends

• members of the armed forces

• minority ethnic groups

• people with caring responsibility

• people with low levels of literacy and numeracy socially excluded groups faith communities

• people from disadvantaged areas

• troubled families

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5. The communication path All communications activity should plan for and take the audience on a path of informing, explaining, engaging and driving action. Each stage requires progressively more involvement from the target audience, and can add progressively more value to the achievement of the Council’s objectives. Note that each stage will also require progressively more resource for success. Inform: provide audiences with information which helps them understand what the Council is doing Explain: provide audiences with the reasons and evidence that underpin Council decisions and actions Engage: involve audiences in two way and matrix communication about issues that affect them – by being clear about the role they can play and the extent to which they can influence Council decisions and actions Drive action: encourage audiences to take specific actions in support of Council objectives

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6. Communication values

Communication activity will underpin the Council’s work by being: open, honest and consistent – The Council will issue communication which is both honest and genuine. All messages will be open, accurate and consistent. The expectations of each audience will be identified and managed to ensure that they are met as fully as possible. When a mistake is made the Council will own up and say what it is doing about it. clear and effective – Council messages are often seen as complex and technical. Clear language (plain, clear and simple) accompanied by clear and effective graphic design will be essential aids to effective communication - jargon will be avoided. The Council will talk about real outcomes to connect with its audience. Clearly and consistently branded – all communications will use the brand identity to promote a unified and consistent image of the Council. legitimate – All communications will be issued in accordance with the relevant legislation, national Codes of Practice, Council constitution and protocols and guidelines (as listed in the Introduction on page 3). accessible – The Council will aim to meet the required Government accessibility standards, and will look to conform to a minimum AA standard of the Web Content Accessibility Guidelines (WCAG) 2.0. In addition, when publishing information the Council will consider whether it should be provided in a specific format that is suitable for people with any form of disability or who are harder to reach using traditional methods of communication. Printed material will be accessible to all; training will be provided for staff as required (e.g. Alzheimer friendly communication etc.). The Council will actively promote diversity within its communications. Clear about the role and importance of partnership working – The Council will develop joint communications approaches and practices cost effective – Messages will be delivered in a cost effective way – to the right standard and be value for money

7. Key messages It is not possible, nor desirable, for the Council to attempt to set fixed corporate phrases to be repeated verbatim across all communications material. Such phrases are not appropriate for all forms of communication, nor in all circumstances, and their use can come across as inauthentic. The council’s key messages should run through all Council communication to ensure consistency and coherence across the organisation. While their precise language need not be followed to the letter, they will be the foundation for and bring consistency to all communication activity.

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8. Measurement and evaluation

The success or otherwise of this Communications Strategy needs to be measured and evaluated in order to drive continual improvement in communications. The success of the strategy will be evaluated and measured against the following outputs and outcomes:

Measure Type Means Who?

Inform and explain The extent to which the key messages set out in this strategy are reflected in media reports and third party commentary.

Output

Regular media analysis taking into account media reach and messages conveyed

Communications

The extent to which the key messages set out in this strategy are reflected in materials published by the Council itself.

Output

Analysis of materials published

Communications

The extent to which residents and other target audiences understand Council priorities.

Outcome

Surveys of residents, members, staff, survey of stakeholder organisations

Communications & HR

The extent to which staff and Councillors feel say they are kept informed about the work of the Council as a whole and the ways in which they can influence that work.

Outcome

Staff and member surveys & leavers feedback

Communications & HR

Resident satisfaction with the communication they receive from the Council and their opportunities to engage.

Outcome

Resident/customer surveys

Communications

Resident satisfaction with communications received from the Council and their opportunities to engage.

Outcome Residents/customer surveys

Communications

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Engaging

The number of people and organisations who enter into a positive dialogue with the Council.

Output Social media monitoring, consultation responses, complaints & compliments, FoI requests successfully addressed, partnerships established

Communications/Democratic Services/CMT/SMT

Driving action

The number of people who take positive action in response to Council communication and the extent of the impact of those actions.

Outcome Measure campaigns each year to give an overall picture of impact. This will be a largely qualitative measure that describes the extent to which communications has helped deliver Council priorities.

Communications

Individual communication campaigns will be evaluated against set campaign outcomes and

campaign by campaign measurement will follow the framework set out above.

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9. Communication Channels A wide range of communication channels are available whose use should be considered according to:

• target audience(s)

• messages to be conveyed

• objectives of the communication Some channels encourage dialogue and discussion, others are appropriate for one way broadcasting of information. The most cost effective method of delivering the message should always be used, although this should not detract from ensuring the message is effectively communicated, and understood by the target audience. The table below is an aid to deciding which channels will be most effective according to circumstances. The communications team can assist with knowledge and advice about which channels of communication are the most effective for different audiences.

Channel

Advantages/opportunities

Risks and mitigations

Personal phone, email, face to face contact and SMS text

Sometimes the simplest solution is the best. If you only need to engage with a handful of people, pick up the phone or go and see them. Particularly useful for discussing complex or sensitive information.

Not practical with large groups of people. Consistency of message can be lost if numerous conversations are taking place.

National media

Agenda setting outside and inside the area with significant reach.

Lots of the readership / viewership / listenership is wastage if a campaign only concerns local issues

Newsletters, leaflets, posters and other printed materials (e.g. stickers etc.)

Sends out messages the way the Council wants – to who it wants. E-newsletters are respected for internal communications

It demands effort from colleagues to maintain consistent and relevant output and is not as trusted as independent news coverage.

Web A website can be accessed by almost everyone, and is relatively inexpensive. First stop for many when seeking information. Can serve as a two way channel for

Search engine optimisation is crucial. Needs constant maintenance. Needs resource to keep up to date with forums, comments and responses

Social Media (Facebook, Twitter, Pinterest etc.)

Inexpensive with fast, growing and rapid acting audience. Two way communication and easy to use.

Difficult to control the message; not a medium for complex messages – protocols need to be followed strictly

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Local News Media

Local papers, radio, TV reach particular sections of the community and are generally trusted by them. Good for communicating straightforward/simple messages to specific audiences

The story must be newsworthy to warrant inclusion and the precise message conveyed cannot be guaranteed.

Advertising (social media and print)

Can be highly visible and effective. Enables us to design and set messages in our own words and images.

Relatively high costs mean that it is restricted by the budget. Ads not trusted as much as reported material.

Consultations Vital two way research tool demonstrating a desire to do something and allowing the community to have their say.

Counter-productive if not followed up with feedback. Over consulting leads to cynicism. Expectations need to be managed.

Newsletters, leaflets, posters and other printed materials (e.g. stickers etc.)

Targeted - Sends out messages as designed and constructed in ways the Council wants and to who it wants. Digital/pdf newsletters are increasingly used and valued for internal communications

Demands effort from colleagues to maintain consistent and relevant output and is not as trusted as independent news coverage.

Road shows Can provide access to the harder to reach groups. e.g. Youth. Can speak in detail and get feedback.

Quality of audience depends upon location and time of day. Can be time consuming for staff. Small audiences reached in one go.

Physical marketing materials (pens, memory sticks etc.)

Target audience will take with them if useful. Long term presence of message in front of audiences.

Easily disposed of and unlikely to be kept unless v. high value. Use sparingly with small audiences

Mixed/cross-over media (web/social media as pointers to content rich sources and vice versa)

Generates and guides increased use of digital channels; ensures appropriate use of hard copy and social media as short sign post to full information (policies, decisions etc.)Web/Twitter/FB links on all hard copy material. Web address given instead of phone numbers to support channel shift

May get ahead of audiences in use digital channels and so exclude or demotivate use. Avoid through early use of all channels and planned migration with customer research regular intervals

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10. Communication do’s and don’ts

Do Don’t

• Use plain language

• Plan for and use digital channels and

social media first

• Support channel shift through

signposting digital channels on all

communication – Twitter/ website and

Facebook

• Begin all communication planning

with what digital channels will be

used

• Plan your communication according

to the needs of each individual

audience

• Consult communication and ask for

help when needed

• Read the communication and media

protocols

• Weave the key messages into your

communication

• Start with a plan, then work out the

budget/resource needs

• Use jargon and abbreviations

• Default to using printed materials and

traditional channels

• Treat all audiences the same

• Forget the key messages

• Start with a budget that must be

spent

ends

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3. The implementation plan - communications strategy implementation

Activity

Recommendation Date/priority Accountability Frequency

Key messages

1. Develop and agree a concise set of key messages based upon Council vision, values and corporate and financial plans

2. Revise/update key messages annually in

line with agreed priorities 3. The agreed key messages to be

reflected in all communication activity in ways appropriate to each audience

March 15

CMT & Communications CMT & Communications Communications and senior team

Annual continuously

Internal communication

1. Define and agree the management approach for internal communication. CMT/SMT to agree, model and lead.

2. Publish regular Chief Executive emails to all staff/transition to CE blog as soon as technology allows

3. Hold regular (minimum quarterly) all staff Chief Executive briefings

4. Implement monthly Council-wide scheduled face to face manager-team briefings, overseen by CMT and managed by Communications:

o content based on the four P’s and key messages – people. policy, performance and points for action

Part of staff survey action plan In place In place April 2015

Communications CE CE Communications

Jan 15 Fortnightly three monthly monthly

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o core content from CMT/SMT o include upward feedback and

response from managers/SMT/CMT as required

5. Induction - review current induction arrangements for staff. Recommend changes required to ensure effective induction and on-going support

6. Staff newsletter – produce a monthly electronic newsletter for staff, with an editorial board, working to clear objectives and containing a mix of business and social information. Provide hard copies as required. Carry out, report and act on reader survey every six months

7. (As part of development of new customer care package) review and re-issue rules and standards for e mail communication covering language, style, brand, accessibility and signatures. Review and tighten rules on use of all staff emails to increase their value to staff and the attention they get.

Part of staff survey action plan In place January 2015 March 2015

HR Communications Communications Communications

monthly 6 monthly annual review

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8. Intranet – resource, develop and renew the intranet to be the prime source of business and social information for staff and members with effective maintenance and content management.

9. Conduct an annual survey of staff incorporating evaluation of internal communication and engagement. Communicate the findings together with actions

In progress (element of web transformation and channel shift) In place

Customer Services/Communications HR

Annual

Member communication

1. Ensure councillor communication needs

are met through regular review and

development, with emphasis on a regular

flow of information to and from council

partnerships

2. Ensure compliance with the Councillor

ward protocol, meeting standards for and

governing officer communication with

members about local ward issues

3. Review and update the Councillor/officer communication protocol defining role of members in news media work and response times

4. Produce and circulate to Councillors and officers a election communications protocol for pre-election periods

January 2015 May 2015 May 2015 Dec. 14

Democratic Services Democratic Services Portfolio holders/ Democratic Services/Communications Communications/Democratic services

quarterly Annual review Annual review Annual

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5. CE presentation and progress update to

all members on key developments and issues

In progress

Chief Executive

ad hoc – as and when required

External communication

1. Communication roles/responsibilities are defined and formalised in job descriptions for CMT/SMT and managers/supervisors

2. Communication training implemented for all managers and supervisors

3. The council’s key messages and the

agreed style of communication, are included/reflected in all external communication activity

4. CMT agree an annual communication plan for the Council, based on the corporate plan. The plan sets out annual communication and campaign priorities, resource allocations and a set of key national programmes/campaigns the Council will be part of/involved in

5. An annual communication event calendar/campaign schedule is published and maintained

6. Customer metrics and feedback is

systematically analysed by customer services and communications for incorporation within communications strategies, plans and actions

May 2015 Summer 2015 onwards from March 2015 March 2015 March 2015 April 15 start

HR HR Communications CMT/Communications Communications with service managers Customer Services

Annual review ongoing Ongoing Yearly Monthly updates Ongoing

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7. An updated branding plan is agreed and

implemented setting out how the corporate brand is to be used across all communication (including signage and boundary marking)

8. Accountabilities and required outcomes for work with news media are defined to deliver coverage of key council services and projects

9. A digital communication (SMART) plan is

produced to transition communication activity into online and social channels in line with community use of said channels

10. Integrated communication plans are a requirement for all programmes and projects – (incorporating built in evaluation measures)

11. A communication and media plan is

produced for pro-active communication of Cabinet work as the key decision making forum

April/May 2015 By January 2015 By January 2015 In place In progress

Communications Communications Communications digital resources Communications & senior team Communications

Annual review Ongoing March 15 Ongoing Ongoing

Partnerships Produce and implement an integrated communications plan for the partnership strategy to market the Council as an attractive partner regionally and nationally, building reputation within key networks and investing time and effort with priority audiences

tbc

Communications

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Resources

Review of and make recommendations for future financial, staffing and other organisation resources required for effective implementation of the strategy and action plan

Jan 2015

Shared communications lead

ends