AGREED FINAL Communications Strategy 2005-PUBLIC COMMENT D–

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Communications Strategy 2005-2008 Naomi Walker Communications Manager Tel: [phone] Website: www.lancspa.gov.uk PO Box 653 www.zone4youth.co.uk PRESTON Email: [e-mail] Lancashire [e-mail] PR2 2WB CONTENTS Page 1. VISION…………………………………………………………………………………….……… 1 2. INTRODUCTION………………………………………………............................................... 1 3. WHY DO WE NEED A COMMUNICATIONS STRATEGY?……………………………..… 1 4. COMMUNICATIONS AUDIT 2 4.1 External ……..…………………………………………………………………………... 2 4.2 Media Relations……………………...………………………………………………….. 2 4.3 E-Communication………………………………………………………… 2 4.4 Face-to-Face…………………………………………………………………………….. 3 4.5 Internal…………………………………………………………………………………. 3 5. RESPONSIBILITY FOR THE COMMUNICATIONS STRATEGY………….……………… 3 5.1 Members…………………………………………………………. 3 5.2 Communications Team…………………………………………………………………. 4 5.3 Governance Team………………………………………………………………………. 5 5.4 External Relations Committee, Partnership Forum and the Consultation and 5 Community Engagement Working Group……………………………………………. 5.5 Head of Constabulary Communications and Divisional Marketing Managers…… 5 5.6 All Officers……………………………………………………………………………….. 6 6. CORPORATE PLAN……………………………………………………………………………. 6 7. AIMS OF THE STRATEGY…………………………………………………………………….. 6 8. PRINCIPLES UNDERLYING THIS STRATEGY……………………………………………. 7 9. OUR AUDIENCE…………………………………… 7 9.1 Our ...

Sujets

• management
• managers

Informations

• Publié par: Musor
• Nombre de lectures: 24
• Langue: English

Extrait

PO Box 653 PRESTON Lancashire PR2 2WB

 

 

 

 

 

    Communications Strategy 2005-2008

 

Naomi Walker Communications Manager Tel: [phone] Website: www.lancspa.gov.uk                   www.zone4youth.co.uk    Email: [e-mail]               [e-mail]   

 

  CONTENTS   1. 2. 3. 4.           5.             6. 7. 8. 9.         10. 11. 12. 13. 14. 15.  

 

VISION .  INTRODUCTION ...............................................  WHY DO WE NEED A COMMUNICATIONS STRATEGY? .. COMMUNICATIONS AUDIT 4.1 External ..... 4.2 Media Relations..... 4.3 E-Communication 4.4 Face-to-Face.. 4.5 Internal. RESPONSIBILITY FOR THE COMMUNICATIONS STRATEGY . 5.1 Members. 5.2 Communications Team. 5.3 Governance Team. 5.4 External Relations Committee, Partnership Forum and the Consultation and Community Engagement Working Group. 5.5 Head of Constabulary Communications and Divisional Marketing Managers 5.6 All Officers.. CORPORATE PLAN .  AIMS OF THE STRATEGY ..  PRINCIPLES UNDERLYING THIS STRATEGY .  OUR AUDIENCE   9.1 Our Market .. 9.2 Key Audiences.. 9.3 Communicating to hard to reach groups. 9.4 Accessibility of marketing material. COMMUNICATING KEY MESSAGES ..   CHANNELS OF COMMUNICATION .   PARTNERSHIP WORKING .   CORPORATE CONSISTENCY ...   SUCCESS FACTORS ..   MONITORING, EVALUATION AND REVIEW .  

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    1.         2.    

  3.    

Vision To deliver high standards of communication and information provision through regular communication with local residents, decision makers, stakeholders and our partners.

To ensure that the provision is accessible, open and transparent while enabling the Authority to provide information which informs our decisions, policies, plans and activities while promoting a clear understanding of the Authoritys role, aims and objectives. Introduction 2.1. Effective communications are vital in keeping the public informed and ensuring that the Authority remains accountable. The Authority needs to build upon its current communication practices and ensure that our communications are both effective while delivering a consistent set of messages which underpin and reinforce the corporate brand of the Authority.   2.2. This strategy provides a framework for communication across the Authority which is driven by our corporate priorities as set out in our corporate plan and reflected in our yearly business plan. The key aims of the strategy will establish channels of communication which will create a positive, informed and recognisable profile for the Authority. This communications strategy will support the Authority in the delivery of the Consultation strategy, the Marketing strategy, Corporate Plan and the yearly Business plan. The communications strategy will provide a strategic direction for the delivery of the Authoritys communications. Why do we need a Communications Strategy? 3.1. Effective and appropriate communication is key to ensuring that Lancashire residents and our partners are informed of what we do; know how to contact the Authority, be aware of how to take part in consultation via various avenues and be part of planning, prioritising and monitoring both our and the Constabularys policing services. Additionally, well used communication can be an important tool for improving the quality and cost effectiveness of our activities and, by keeping us in touch with Lancashire communities for enhancing local democracy.   3.2. Guidance from the Audit Commission  indicates the importance of communication. The guidance states that there should be  good intelligence gathering and community consultation mechanisms, which take account of different interests and perspectives and are used to inform priority setting . It also states that public bodies  should provide feedback to those involved and be more efficient at getting input from service users and acting on it. The authorities priorities should respond to both national and local priorities, and these should be effectively communicated internally and externally   .   3.3. This strategy sets out our approach to communication, its role in the organisation and how activities can be used effectively to inform decisions and improve performance.

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Communications Audit The Authority currently uses a range of different tools to communicate its activities these are: 4.1. EXTERNAL 4.1.1. Newsbeat joint Authority/constabulary newspaper   Newsbeat is published twice a year and distributed to households in Lancashire. It is one of the most important tools for the Authority in communicating with residents of the county. It provides information on Authority and constabulary services, events, initiatives, decisions and consultation exercises. 4.1.2. Publicity and information leaflets These include promotional material, strategy documents and statutory information to inform the public and our partners about our activities. 4.1.3. Agendas, reports and minutes Papers are issued for meetings of the Authority which can be attended by the public.   4.1.4. Branding   Branding is an important element. It helps people recognise the Authority and frequently sets the style of our communication. Its success depends on:   4.1.4.1. Key messages being consistent and having a high profile.   4.1.4.2. All published and electronic material being easily recognisable as originally from the Authority in terms of visual identity and content.   4.1.4.3. Using only one logo to reflect our corporate identity. 4.2. MEDIA RELATIONS   4.2.1. Media releases and feature material     Produced or originated corporately or in conjunction with the Constabulary. 4.2.2. Advertising Produced for information, promotional and recruitment purposes and to meet statutory requirements (e.g. public notices). 4.3. E COMMUNICATION 4.3.1. Websites  

    4.        

       

The Authority has two websites with one specifically aimed at young people. The sites provide information on the Authority and its services, including partnership working and information on other public service providers. It also provides on-line surveys, comment facilities and consultation. Publicity, reports, consultation feedback and media releases also appear on the website. 4.4. FACE TO FACE 4.4.1. Consultation exercises, focus groups, regular meetings, questionnaires etc These gather information and views from various groups and sections of the community. They are also used for communicating and discussing local issues, performance management and scrutiny and for directing and informing service development and delivery. 4.4.2. Road shows and similar events   They are undertaken corporately to raise awareness of the Authoritys remit. 4.5. INTERNAL 4.5.1. Internal communications The Authority communicates internally using a variety of methods including e- mails, intranet, meetings, memos, briefings, corporate events and news bulletins. 4.5.2. Links to other strategic plans, documents and priorities   4.5.2.1. This strategy sets out our key communication aims, principles and audiences. It is important that it is seen as an over-arching document on the subject. All communication in our other strategies should follow these key principles so that the relevant plans exist within a co-ordinated framework.   4.5.2.2. There are significant and strategic documents which focus on our communication with local people - ultimately to inform and obtain local views which help us develop policing objectives and priorities for the Authority and Constabulary.   4.5.2.3. These include the Consultation Strategy, Marketing Strategy, Corporate Plan and yearly business plan. Responsibility For The Communications Strategy Everyone has a role to play in delivery of this strategy. 5.1. MEMBERS 5.1.1. Members should be seen as ambassadors for the Authority, as they have a number of important roles in relation to communication within the Authority.  

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5.1.2. Communication with audiences in Lancashire supports members decision making roles, by providing detailed information about peoples views of the Authority, services or a policing policy. This means members need to be kept informed throughout the communication /consultation process  from being aware of any activity being undertaken and the objectives behind it through to being fully briefed on the results and findings. 5.1.3. As Members they engage in the communication process by feeding back the views and opinions of the Authority and that of individuals, local groups, partnerships and representative groups.   5.1.4. Members may want to commission communication on behalf of the community and provide a useful human mechanism for feeding back results and the decisions made from them.   5.1.5. Members also have a scrutiny role in terms of monitoring the effectiveness and appropriateness of communication activities and they will use results of communication activity to monitor our performance.   5.1.6. Guidance has been produced which sets out the media protocol for members and members will be asked to adhere to this protocol. Members should also expect that they will receive timely information from officers. 5.2. COMMUNICATIONS TEAM 5.2.1. The team will be responsible for driving the communications strategy by actively and demonstrably applying its principles to all aspects of their work. They will ensure that decisions are communicated to the public and our partners as necessary.   5.2.2. The team will build upon and establish channels to ensure that everyone has an ability to express their views and opinions. 5.2.3. The Communication Team will: 5.2.3.1. Lead on implementing the communications strategy and action plans   5.2.3.2. Report to the External relations committee about progress in delivering the Communications Strategy   5.2.3.3. Write and edit communications material as needed   5.2.3.4. Work with other staff from partner agencies when producing joint communications material   5.2.3.5. Manage the production and distribution of the Authoritys communications materials   5.2.3.6. Ensure that communications materials are accessible to all, including minority ethnic groups and people with disabilities   5.2.4. There is a need to ensure that the Communications Team is advised of key issues, which may involve the team in future planning of communication

 

   

 

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