Appendix MM: Communications Strategy 2017-2021 · 2019-06-12 · FIVE STRATEGIC PILLARS THAT INFLUENCE REPUTATION The objectives and actions outlined in this strategy are aligned

www.kempsey.nsw.gov.au

Communications Strategy

2017-2021

APPENDIX MMITEM 13.16

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STRATEGIC FRAMEWORK

Kempsey Shire Council, like most other Local Government organisations, faces the challenge of meeting the increasing expectations of its community and stakeholders in a complex operating environment and with limited resources. Ensuring that these challenges are met within a coordinated, professional and committed approach to corporate communications can achieve significant gains in raising levels of community awareness, building trust and increasing satisfaction. While Council currently delivers a broad range of internal and external communication, marketing and engagement activities this Strategy seeks to harness a more planned and measureable approach. Research with the community and the employees indicates that Council has a significant challenge with sharing information in a timely and effective manner. One of the key factors in successful corporate communication and reputation management is leadership that drives an ‘all of organisation’ approach. This Strategy outlines objectives and actions that are relevant across the organisation and not the sole responsibility of the small communications team. However, this Strategy does not encompass every occurrence of Council communicating with internal and external stakeholders and should be considered in conjunction with Council’s Economic Development Strategies incorporating programs for business targets, tourism support services and Customer Service operations. The objectives and actions outlined in this Strategy are aligned with five key pillars of successful reputation management, as this lies at the heart of building trust among multiple stakeholder groups. Integrated Planning and Reporting The Strategy is aligned with the vision outlined in the Macleay valley 2036 Community Strategic Plan:

We live in a community that provides opportunity to all, to prosper in an environment that supports wellbeing,

connectedness and access to the resources the community wants and needs.

Councillors established a number of objectives when evaluating their priorities for the four year Delivery Program 2017-2021. Objectives that are relevant to the Communications Strategy include:

• Improving customer satisfaction with Council service delivery • Building community partnerships • Providing leadership and good governance


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RESEARCH Community Satisfaction Survey Jetty Research conducted the Annual Community Satisfaction Survey in February 2017. Indicators from this research that impact the development of this Communications Strategy are:

1. Overall satisfaction with Council improved in 2017. Almost one third (31%) declared themselves satisfied against 27% dissatisfied and the balance neutral – a net satisfaction score of +4%. This is a significant improvement on 2016’s net satisfaction score of -8% and 2015’s -14%.

2. In regards to the way in which Council communicates its policies and activities with local residents, 22% indicated that they are satisfied with Council’s current methods of communications while 33% were dissatisfied (these were slight but not significant movements over previous years).

3. 46% of residents feel neutral about their satisfaction with the way Council communicates with them, indicating a significant opportunity to convert these residents towards satisfied ratings.

4. While face to face and telephone are still preferred methods of communication for many dealings between residents and Council there is significant representation for online methods of communication, particularly in the engagement and general information categories.

5. This table would appear to underrepresent the impact of social media, in context of the data regarding the reach of Council’s facebook page, with just over 4,000 ‘likes’ to the page and an average quarterly reach for content of 2,500 people.

6. Data showing respondents preference for methods of receiving information from Council shows some growth in social media and email tools, while a letter to home or business remains a clear preference, based on current experiences.

28%

46%

57%

57%

58%

23%

25%

24%

29%

34%

29%

23%

8%

6%

4%

12%

5%

9%

2%

8%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Provide feedback on important ortopical issues

General requests for information

Request Council to do something (e.g.fix a pothole)

Complete or lodging applications andforms

Make a payment

In your dealings with Council, how would you prefer to conduct the following?(n=420)

Face-to-face Phone Council Website/online Email letter or fax Social media


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Communicating With You – Your Say Macleay Survey 2016 This survey, conducted as part of the launch of Council’s online engagement portal, Your Say Macleay, provides a brief snapshot to consider in line with Community Survey. There were 99 visits to the page with 19 surveys completed. It should be noted that this survey was only provided online, so potential bias for electronic communication exists.

Results indicate: • 68% were somewhat informed about Council activities • 15% very informed • Topics of most significant interest:

- Flood event up-dates and emergency situations - Decisions of Council - Development Applications - Engagement opportunities - Community events

• Additional feedback – “Interest in meeting with Councillors and forming genuine

relationships”


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REFERENCE DOCUMENTS • Macleay Valley 2036 - Community Strategic Plan • Delivery Program 2017-2021 (draft) • Annual Customer Satisfaction Survey’s (2015-2017) • Media and Community Awareness and Engagement Policy

- Community Engagement Strategy - Councillor Communication - Social Media Guidelines - Corporate Style Guide

• Customer Service and Public Notification Policy

STAKEHOLDERS Internal

External

- Mayor and Councillors - Management - Staff, and by default families - Contractors

- Residents - Visitors - Community Groups - Businesses - State and Federal MPs - Government agencies and service

providers - Media - Local Government colleagues


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FIVE STRATEGIC PILLARS THAT INFLUENCE REPUTATION

The objectives and actions outlined in this strategy are aligned with five key pillars of successful organisational reputation management.

1. Engagement Community engagement and public participation is an important part of effective project planning, relationship building and decision making. It can involve formal and structured engagement related to Council decisions but equally, engagement is the ongoing and fluid information sharing and conversations Council have with the community and broader stakeholders. Benefits of effective stakeholder engagement:

• improving the relationship between Council and the community • enhancing community ownership of decisions • creating opportunities to draw on the skills and experience of community groups and

stakeholders outside the Council structure • building trust among the community in the power of forming partnerships with Council • evidence-based decision making through engaging with community and other

influencers


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2. Communications and Marketing The dedicated communications and marketing functions are driven by principles of public relations and entail using a range of tools and relationships to share information about Council’s activities and decisions with multiple audiences. Planned, professional communications and marketing can assist Council to build trust in the community and promote a positive professional image of Council. Benefits of effective communications and marketing:

• generates community support and involvement • improves customer satisfaction levels • promotes staff pride and productivity • provides a platform of trust and strength for crisis management • attracts residents and businesses to the area • helps people understand decision-making and funding • creates a trusted visual image

3. Customer Service Customer service requires taking care of customers needs by providing and delivering professional and high quality service and assistance at all stages of a customer’s interaction with Council. Effective customer service requires a high level of internal information sharing, awareness and commitment to the role all staff play in serving our customers. Benefits of effective customer service:

• improved customer interaction • consistency of work flow practices and therefore expectations from our customers • improved productivity and efficiency • staff pride and satisfaction • create positive customer experiences and perception

4. Leadership Local Government leaders, both Councillors and management, have an important role in civic leadership and advocacy. These roles are relevant to leadership outside of Council towards the community, but also within the organisation towards the broader staff. Effective civic leadership requires a commitment to appropriate and respectful exchange of information and a planned strategic approach to advocacy. Benefits of effective leadership:

• creation of a ‘One Council’ culture • improved productivity of the workforce and Council • increased emotional intelligence • growth in confidence in the organisation (internal and external) • improved innovation and creativity • create positive perception among external stakeholders


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5. Internal Communications Internal communications is closely related to the values of effective leadership. Effective internal communications requires a corporate commitment to creating an appropriate and relevant flow of information that ensures employees are well informed of organisational decision making and empowered to contribute their best. Staff who are informed and empowered become public relations advocates for Council in the wider community. Benefits of effective internal communications:

• increased productivity and commitment • staff retention due to understanding vision and decision making • improved satisfaction and wellbeing • a culture that values contributions and innovation of staff • improved organisational attractiveness to prospective employees

OBJECTIVES AND ACTION PLAN

Table Key Ref = Reference number

Com = Corporate Communications Team

LT = Leadership Team, made up of Managers and Directors

All = All internal stakeholders, including Councillors

Cr = Councillors

Cont. = Activity currently occurring and will continue

Short = Within 6-12 months

Med = Years 2-3 of the Delivery Program

Long = Year four or beyond of Delivery Program

$ = to be funded through existing staff time or budget allocated x is not currently funded


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ACTIONS: Ref. How Who When $

1.1.1

Review and update Council engagement policies to reflect an organisational-wide approach

Manex

Short

1.1.2

Develop an engagement toolkit to increase commitment and skill levels among staff

Manex/ Com

Short

1.1.3

Seek expressions of interest from staff to participate as engagement practitioners within the organisation and ensure they are trained in common principles and techniques

LT

Med

x

1.1.4

Highlight ‘learnings from engagement’ in staff newsletters to build a knowledge bank

Com

Short

1.2.1 Compile an annual organisational-wide events calendar, incorporating community events such as the Kempsey Show and Slim Dusty Festival, and identify opportunities for Council presence where multiple Council sections engage with the community

All

Cont./ Short

?

1.2.2

Develop a process where a variety of staff are encouraged to participate in a quarterly Council information and engagement stand at community markets

All

Short

?

1.2.3

Create a process and calendar for quarterly ‘Community Catch-ups’ in towns and villages involving Councillors and senior staff

Cr/ Manex

Short

1.3.1 Develop, revise and expand usage of online engagement tools such as the Your Say Macleay portal.

(? Structurereview)

Cont.

1.3.2

Use the advisory services of the Communications team to ensure direct engagement with stakeholders affected by Council decisions is accurate and appropriate

All Cont.

1.3.3

Use paid advertising, editorial and social media to promote opportunities for the community to have a say

Com Cont.

ENGAGEMENT OBJECTIVES:

1.1 Create an organisational culture that supports active and relevant engagement with stakeholders

1.2 Commit to a calendar of engagement activities

1.3 Use a variety of engagement mechanisms


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ACTIONS: Ref. How Who When $ 2.1.1

Review and update Councils Visual Style Guide to set standards for internal use and provision to external suppliers.

Com Short

2.1.2

Update templates for commonly used communications tools using The Visual Style Guide

Com Med

2.1.3

Create portable suite of branded display materials for engagement, markets, corporate and media events

Com

Short

2.1.4

Develop guidelines for KSC signage at public facilities, to be implemented as required in line with scheduled replacement

Com Med

2.1.5

Develop and maintain a corporate image library for use in corporate publications and advertising

Com Med

2.2.1

Approved media releases distributed to media contacts, published on KSC website and linked to social media

Com

Cont.

2.2.2

Where relevant, distribute content from media releases directly to sectors of the community using email contacts, community and school newsletters and mailouts

Com

Cont.

2.2.3

Adopt a ‘Council newsroom’ approach to social media - creating awareness of key messages, using video and interviews and not relying on traditional media coverage to spread messages

Com

Cont.

2.2.4

Review legislative print advertising requirements and develop a cost benefit matrix to reduce advertising spend

Manex/ LT/ Com

Short

2.2.5

Consider non-legislated advertising on a per-case basis and where appropriate use radio, social media and online advertising to reach stakeholders

Com

Short

2.2.6

Create a uniform email signature for all staff, with the option of an advertising tile to promote approved events, projects or corporate messages.

Com Short

2.2.7

Produce a four page quarterly Council updates newsletter to be inserted and mailed with rates notes, and also available through customer service, libraries and public facilities

Com Short / Med

COMMUNICATIONS AND MARKETING OBJECTIVES:

2.1 Build a positive brand image for council

2.2 Maximise efficiencies and reach by tailoring distribution of corporate messages

2.3 Build effective and appropriate relationships with stakeholders

2.4 Increase relevance and effectiveness of Council’s digital communications


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2.2.8

Utilise existing public signage, waste trucks, corporate fleet and billboard spaces to promote how to stay in touch with Council

Com Cont.

2.2.9

Investigate process and logistics of producing a monthly ‘Connect with Council’ program for Tank FM, utilising media releases, event profiles and interviews with Mayor and field staff.

Com / All

Med x

2.3.1

Undertake proactive relationship building with media, including reviewing new opportunities and staying aware of staff changes

Com

Cont.

2.3.2

Ensure Councillors and staff have access to media messages in a timely manner

Com

Cont.

2.3.3

Create a fortnightly “Public Eye” summary of media monitoring, online discussion and emerging issues. Circulate to Councillors, Manex and Leadership Team

Com

Short

2.4.1

Create a community e-newsletter summarising and linking to key media releases, Mayoral messages and events - distributed monthly, supported by social media campaigns to grow distribution database

Com

Short

2.4.2

Review the structure of Council’s website, conduct internal and external engagement to recommend a revised architecture for the information. May require external consultant.

Com/ Manex

Short / Med

2.4.3

Source add-on components that can be used to update the visual appeal of Council’s website

Com

Cont.

2.4.4

Align with the review of Corporate Business Systems to investigate purchasing and migrating to a Content Management System for Council’s website

Com. Med X


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Review 2017 Community Satisfaction Survey and develop an organisational-wide action plan to increase customer satisfaction from interactions with Council

Manex

Short / Med

x

3.1.2

Evaluate staff feedback from organisational-wide Customer Service training and develop mechanisms for ongoing dialogue leading to continuous improvement processes

Manex

Short

3.2.1

Review processes and implement systems to proactively advise Customer Service and Communications staff, as well as community and relevant stakeholders, of potential issues, changes and impacts of operations

Cust. Serv / Com

Short

3.2.2

Consider a Customer Management System in line with evaluation and implementation of new Corporate Business System software

Manex Med / Long

X

3.2.3

In emergency situations ensure accurate and approved information is communicated as a matter of urgency using a variety of digital, direct and media communication channels

Com Cont.

CUSTOMER SERVICE OBJECTIVES:

3.1 Prioritise delivery of high quality, consistent and efficient Customer Service throughout the organisation

3.2 Implement appropriate systems to facilitate continuous improvement in Customer Service


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Identify internal communication champions who review and develop continuous improvement guidelines for correspondence and external communication generated by Departments

Manex /Com

Short

4.1.2

Review the Plain English Guide developed in 2016 and update Council’s Written Style Guide

Manex/ Com

Short

4.2.1

Review the Councillor Communication procedure and establish a consistent process and workflow for answering Councillor questions and building a knowledge bank

Manex

Short

4.2.2

Ensure Councillors and senior staff are aware of the Media and Community Awareness and Engagement Policy, and identify potential training needs

Com

Short / Med

4.3.1

In line with Service Review outcomes, produce key services brochures that explain decision making and service levels expectations, particularly for roads and infrastructure maintenance services

Com/ All

Med

4.3.2

Include ‘bouquets’ and positive community feedback in the Staff E newsletter, with Managers encouraged to acknowledge achievements at a team level

Com / All

Cont.

LEADERSHIP OBJECTIVES:

4.1 Ensure external communication is accurate, relevant and professional

4.2 Establish and maintain Councillor and staff relationships based on respect and shared vision

4.3 Create greater awareness of Council’s services, activities, projects and achievements


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Conduct the annual employee survey and develop priority actions to influence continuous improvement

Manex / HR

Cont.

5.1.2

Review opportunities such as focus groups and learning and development evaluation to seek and analyse employee feedback

Manex / HR

Short

5.2.1

Review options to upgrade and improve relevance and staff usage of Council’s Intranet

Com / IT

Med.

5.2.2

Broaden reach of existing communications with fortnightly staff e-newsletter (printed for staff without email) linking to media releases, Mayoral message and GM message

Com

Short

5.2.3

All staff provided access to copies or links to the Annual Report–Part A

Com / Manex

Short

5.2.4

Commence a program of biannual GM Staff Presentations GM Short

5.2.5

Directors conduct a post Council meeting Departmental meeting to ensure consistent messaging and promote discussion

Manex Cont.

5.3.1

Include an overview of Council’s vision, mission and strategic KPIs in induction of new staff

All Cont.

5.3.2

Conduct internal engagement on annual Integrated Planning document suite

Manex/ Com

Short

5.3.3

Display materials depicting CSP / Organisational Values and relationship to KPIs in staff common rooms, facilities and on Intranet

Manex/ Com

Short

5.3.4

Promote community engagement opportunities to staff and encourage their participation and sharing to networks

Com Short

INTERNAL COMMUNICATIONS OBJECTIVES:

5.1 Create an internal culture that encourages and values communication between staff

5.2 Exchange relevant and timely information throughout the organisation

5.3 Engage staff in decision making and strategic direction


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MONITORING AND MEASUREMENT

A number of measures are in place to provide ad-hoc data and trends that will be used to retain the focus of Manex and broader staff on the Strategy outcomes. These include:

• In-house media monitoring and message evaluation • Social media insights • GM team monthly reporting • Project based participation levels and engagement results analysis from Your Say

Macleay • Google analytics capturing website traffic • Customer Service ‘hot topic’ phone call recording data

More formal measures of Strategy impact will be captured through annual assessment of the:

• Staff Survey • Annual Community Satisfaction Survey


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22 Tozer Street PO Box 3078

West Kempsey NSW 2440P. 02 6566 3200 F. 02 6566 3205

E. [email protected] www.kempsey.nsw.gov.au

KEMPSEY SHIRE COUNCIL


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Documents

Appendix MM: Communications Strategy 2017-2021 · 2019-06-12 · FIVE STRATEGIC PILLARS THAT INFLUENCE REPUTATION The objectives and actions outlined in this strategy are aligned