Purpose of Report
1. To share
the draft Joint Communications and Engagement Strategy and invite
members to comment on it.
Strategic Objectives
2. The
strategy will underpin and contribute to all corporate priorities but particularly
Working in an open and inclusive way (Vale) and Openness and
accountability (South).
Background
1. The
councils need a communications strategy to govern their
communications and ensure consistent and tailored messaging reach
its diverse audiences.
2. The
strategy also covers engagement as the councils’ Public
Engagement Charter needed reviewing and given the natural synergy
between communications and engagement it was an opportunity to
bring the work streams together and reflect the service’s
structure.
3. A
comprehensive Communications and Engagement Strategy that is
embedded successfully across the councils will improve customer
satisfaction, community engagement and the councils’
reputations locally and nationally.
4.
The strategy will:
·
set out the councils’
approach for communicating and engaging with its
audiences
·
describe how we will improve
our communications with all sectors and groups in our communities
using appropriate channels and methods
·
help deliver the councils’ corporate priorities
·
establish that good communication is everyone’s
responsibility
·
raise awareness of the councils’ leadership role in
addressing district wide issues and delivering better outcomes for
its communities
·
demonstrate the councils’ commitment to fully inform and
listen to its audiences
·
set the standards for good communications and engagement.
5.
The strategy identifies several
areas we need to strengthen over the life of it, based on feedback
received, learning from best practice and spotting opportunities
for continuous improvement. We will produce annual action plans to
achieve these.
6.
Evaluation
will play an important part in ensuring the communications and
engagement strategy is both delivered and effective, we’ll do
this through:
·
Establishing an annual action plan
·
Reviewing
progress and outcomes on a quarterly basis
·
Evaluating
media coverage and direct engagement through our social media
channels
·
Evaluating
website analytics
7.
We will
regularly evaluate the impact of our messaging to learn and adapt
on an ongoing basis.
8.
The
strategy and associated action plans will be live documents and
will be updated as necessary to ensure they remain relevant and up
to date.
Climate and ecological impact implications
10. There are no direct climate and
ecologic implications arising from the strategy. It will
raise awareness of the councils’ work to tackle the climate
emergency and demonstrate they are leading by example in these
areas.
Financial Implications
11. There are no direct financial
implications arising from this strategy. Any budget required for
projects included in the annual action plans will be identified and
considered through the councils’ project management framework
and as part of budget setting.
Legal Implications
12. There are no direct legal
implications arising from this strategy. It has been
developed in line with the Government’s Code of Practice on
Local Authority Publicity. Any legal implications arising
from any projects included in the annual action plan will be
considered through the councils’ project management
framework.
Risks
13. There are risks to the
councils’ reputations and customer satisfaction if the
strategy is not implemented effectively.
Other Implications
14. None
Conclusion
9. A comprehensive Communications and
Engagement Strategy that is embedded successfully across the
councils will improve customer satisfaction, community engagement
and the council’s reputations locally and nationally.
We would therefore welcome members’ feedback on the
draft,
Background Papers
·
