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Gladstone Regional Council External Communication Strategy, 2015-18
Prepared by Gladstone Regional Council Communications & Marketing Section May 2015
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Contents 2. OVERVIEW: ........................................................................................................................ 3
3. LINKS TO OTHER DOCUMENTS ...................................................................................... 3
4. PURPOSE OF THE STRATEGY: ....................................................................................... 4
5. THE OBJECTIVES OF THE STRATEGY: .......................................................................... 5
6. WHAT WILL THE STRATEGY ACHIEVE? ......................................................................... 6
7. GLADSTONE’S DEMOGRAPHICS AND ITS IMPACT ON THE STRATEGY: .................. 6
8. EVALUATING COUNCIL'S EXISTING TOOLKIT (GRC EXTERNAL COMMUNICATIONS STRATEGY 2012-14) ............................................................................................................. 7
9. TOOLKIT REVIEW DISCUSSION .................................................................................... 12
10. BENCHMARKING AGAINST OTHER COUNCILS ......................................................... 12
10.1 Social Media: ............................................................................................................. 12
10.2 Hard copy newsletters ............................................................................................... 13
10.3 Online newsletters ..................................................................................................... 13
10.4 Newspaper inserts ..................................................................................................... 14
10.5 Newspaper advertisements ....................................................................................... 14
10.6 Television broadcasts ................................................................................................ 14
10.7 Corporate website ..................................................................................................... 14
11. FURTHER ANALYSIS .................................................................................................... 15
11.1 Transition to Social Media ......................................................................................... 15
11.1.1 Facebook ................................................................................................................ 15
11.1.2 Twitter ..................................................................................................................... 16
11.1.3 YouTube ................................................................................................................. 16
11.1.4 Instagram ............................................................................................................... 17
11.2 Council Connection Newsletter ................................................................................. 17
11.3 eConnect electronic newsletter ................................................................................. 17
11.4 Regular newspaper advertisement ............................................................................ 17
11.5 Broadcast Media ....................................................................................................... 18
11.6 Council Connect Television News ............................................................................. 18
11.8 Corporate website ..................................................................................................... 18
12. TOOLKIT INCLUSION .................................................................................................... 18
12.1 Council apps .............................................................................................................. 18
13. THE COMMUNICATION TOOLKIT 2015-2018 ............................................................. 20
14 THE COMMUNICATION PLAN 2015-18 ......................................................................... 26
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1. EXECUTIVE SUMMARY:
This strategy outlines Gladstone Regional Council’s communication priorities for the next three years. It analyses the effectiveness of the communication practices and the tools used during the life of the GRC 2012-14 External Communication Strategy via benchmarking against other local governments, internal and external customer feedback, anecdotes and formal surveys.
The timing of the review reflects Council’s desire to stay abreast of changing technologies and practices to ensure its communications activities and techniques meet community and organisational needs in a cost-effective and efficient manner.
This plan is particularly important so the Council can:
Consider the financial implications of implementing, maintaining and enhancing communications with its community;
Consider implications of emerging technologies on staff, the budget, long-term financial plan and other internal stakeholders;
Put systems in place to ensure Council officers can provide timely and meaningful responses to feedback, questions and customer requests that are received;
Measure and evaluate the ways Council communicates with stakeholders and look for opportunities for improvement;
Ensure Council strives to meet its objective of being "The best local government in Queensland";
Ensure Council embraces every opportunity to enhance its reputation and positions itself to manage in a climate of increasing community scrutiny; and
To provide clarity to elected members and staff as to the respective roles each plays in communicating with residents.
2. OVERVIEW: It is important that Gladstone Regional Council provides the opportunity for open communication with residents on a wide range of issues. Open communication supports Council's Corporate Plan Strategy 4.1.1 to "Genuinely Engage All Stakeholders". Doing this allows Council to make more informed decisions, plan for the future and have a clearer indication of what residents reasonably want and expect from Council. For a range of reasons, including societal change and an acceptance of a general maturation of democracy in Australia, residents today expect more from governments at all tiers. Thus, this plan provides Council with the tools and technologies to support all engagement initiatives so it can better communicate with residents.
3. LINKS TO OTHER DOCUMENTS Underpinning this strategy are several important policies, including Council’s:
Social Media Policy (P2013/17);
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Media Attribution Protocol (P-1.01.01); Community Engagement Policy and Strategy (P-2.00.02); and Customer Service Charter.
4. PURPOSE OF THE STRATEGY: This strategy is necessary to ensure Council actively embraces opportunities to engage with the community more effectively and efficiently; in a planned and financially responsible way.
Trends which have led to the strategy’s development include:
An increasing number of people are embracing digital media and other online forms to obtain information;
Social media is no longer a medium for adolescents and young people; Online technologies allow for more two-way conversations, rather than just informing
people in one-way conversations; Current generations like to receive their messages electronically and more
spontaneously. People are constantly logging on during the day to see what is happening;
Newspapers are transitioning toward more online content and are experiencing circulation declines as people increasingly seek out quickly accessed information in non-traditional forms;
Cost per benefit of advertising in traditional media is diluted by the proliferation of competing advertising opportunities brought about by digitalisation and online alternatives;
Online platforms tend to be immediate, providing opportunities to rapidly respond to issues or community concerns;
Social media allows Council to target a broad market, including youth, who do not tend to use traditional forms of communication, such as hardcopy newsletters;
Council’s Customer Satisfaction Survey (2014) identified that Council's overall mean customer service and communication is above the LGAQ provincial average, but Council's consultation rating with the community had dropped marginally below the LGAQ provincial average. Thus, a key focus of communication between now and 2018 will be to encourage and support the engagement efforts of Council departments;
Council’s website remains as a key communication vehicle for Council with more than 357,000 sessions by 172,450 users and 877,225 page views in the past year; and
Residents rate Facebook, CouncilConnection newsletter and the eConnect newsletter as their preferred Council communication tools (GRC Communications Survey, February 2015).
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5. THE OBJECTIVES OF THE STRATEGY: AIM HOW THIS WILL BE ACHIEVED To ensure that Gladstone Regional Council is consistently delivering the right message.
By working with Councillors and the Executive Team to ensure Council is issuing timely messages on projects, events, happenings and Council decisions. The majority of the messages will be developed by the staff in the Council’s Communication & Marketing Section to ensure the messages are consistent, but freedom will be afforded to facility and project coordinators to utilise communication tools in accordance with Council’s policies.
That messages are being delivered to the right audience in the most accessible format.
By taking into account latest data which shows the demographics of the Gladstone Region community and ensuring that all publications are available, on request, in a range of formats through communication methods accessible by the widest possible portion of residents across the region.
That this message is given in the most cost-effective, responsible and publicly accountable way.
By scrutinising costs and using those that provide best value and distribution for money on all communications.
To ensure the community, Councillors and staff are informed of all decisions, policies, programs, events and issues in a timely, accurate and consistent manner.
By ensuring the communications staff stay abreast of all Council decisions, policies, events and happenings, and share those with the community. The communication and marketing team will use best practice in local government methodologies to ensure all sectors of the community are included in this process.
That emerging Gladstone Regional Council news and issues are managed in a timely, accurate and appropriate manner.
By ensuring the community and media are given timely responses to their feedback. This will be done through the communications team in consultation with the appropriate business unit and Mayor or delegate to ensure information is conveyed in a way that can be easily understood and is accurate.
That Council's corporate reputation (image, brand and reputation) is enhanced.
By promoting use of the Corporate Identity Manual in all communication material generated by the organisation and its facilities; by promoting good customer service through the section's varied activities; and, responding to requests in a timely manner.
That an increased awareness about the role of the Council is developed.
By generating consistent messages, highlighting achievements and using a range of tools and mediums such as Mayoral speeches and forewords; prompt and relevant media relations; the corporate web site; social media; branding items; publications; project communications and customer service.
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6. WHAT WILL THE STRATEGY ACHIEVE? Through all methods of communication, the strategy will send the message that Gladstone Regional Council:
Represents the whole region; Strives to be 'the best' regional Council in Queensland; Is efficient and effective; Listens to the community when developing policy and programs; Serves the community within its means; Works with the community when implementing policies and programs; and, Provides and maintains a thriving, inclusive and sustainable community.
The strategy will lead to more feedback being given to Councillors and Council officers, ensuring better use of finances, resources and decision-making processes. It will also enable the Council to engage a different and wider audience without alienating the existing engaged audience. Thus, it will allow Council to engage better with residents and consider wider views and opinions when making important decisions.
7. GLADSTONE’S DEMOGRAPHICS AND ITS IMPACT ON THE STRATEGY:
The Gladstone Region is extremely diverse so communication and engagement activities must be tailored to the intended audience if they are to be successful.
The rural areas of the region comprise an older demographic than the higher population areas of Gladstone City and towns within a 25km radius;
Half the population of the region lives in Gladstone City; 85 per cent within a 25km radius of Gladstone City; and 15 per cent in the outlying areas, making it challenging to ensure equal distribution of communications across the entire region. Targeted communication is the answer to providing equity across the region;
A significant number of Gladstone Region residents have young families and are unable to attend community meetings, so alternatives must be provided to them so they have opportunities to have input into Council decisions;
Busy people are tending to seek out online communication services to do business.
8. EVALUATING COUNCIL'S EXISTING TOOLKIT (GRC EXTERNAL COMMUNICATIONS STRATEGY 2012-14)
Tool Description How effective have they been to date? Findings for Strategy 2015-18 Advertising Council advertises
principally in The Observer, Gladstone News and The Coastal Rag newspapers, and to a lesser extent in the Boyne Valley District News, HotFM/SeaFM and 4CC radio, plus some occasional targeted television advertising.
Some advertising is required by legislation. Other forms of advertising have been effective but are generally more expensive than the alternatives now available due to online platforms. Many of the traditional media forms are Gladstone-centric so should be used sparingly as a complementary tool to communication plans rather than as a sole use tool, especially if the promotional target is sited outside Gladstone City, Boyne Island and Tannum Sands and Calliope.
Strive to reduce spending on traditional mass media (radio, television and print).
Focus on integrated communication planning to take advantage of alternative lower cost communication tools and maximise penetration.
Use traditional media for targeted communications planning, especially in instances where events and activities focus on a community or series of communities in close proximity (i.e - Coastal Rag for events happening at Agnes Water or Seventeen Seventy).
Avoid spending on all media-generated advertising features as they are more expensive and not content-driven advertising options.
Banners and feather flags
Promotional items advertising Council facilities, locations and events.
Good methods of promoting the role of Council in the community and highlighting key events and activities.
Continue to consider in integrated communication planning but ensure there is consideration as to their storage and future management.
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Community Noticeboards
Noticeboards are located at Mt Larcom, Baffle Creek, Lowmead, Agnes Water, Calliope, Many Peaks and Turkey Beach. These are used to promote Council events and programs and items of interest. They are used by the community when not promoting Council activities.
Good method of value-adding to the marketing and communication of events and activities, particularly in the wider spread, smaller communities. Has generated key community contacts through management agreements and enhanced sharing of information among communities and between Council and its communities.
These are key to regional communications, especially in the smaller communities in which they are located. These will be used when Council is conducting activities or events in those communities, or when it wants to issue information that relates to residents in those communities.
Conventional mail
Letters sent for project updates as needed or to address specific issues (roadworks, bridge repairs etc).
A traditional, but sound way of reaching specific audiences. More expensive and resource-intensive option.
Continue to use for project or communications where residents' lives or livelihoods are going to be significantly affected by Council activities.
Council Connection community newsletter
Issued every second month (6 times a year) to all households in the Gladstone Region via Australia Post. 16 pages A4, colour.
Has proved an effective way of getting complete Council messages to residents and assisting Council departments in promoting their activities and initiatives. It is the only communication vehicle that goes to every household in the region and is more cost-effective in reaching intended audience than mass communications via multiple media. Negatives are that its quality can be perceived as being expensive; its glossy finish is difficult to read for those with poor eyesight; and the timing of stories is an issue due to the time between production and publication. Survey results in February 2015 show it is well
Continue to produce 6 x bi-monthly publications per year and deliver by Australia Post to all households in the region.
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accepted and sought after as a principal Council information tool.
Council Mayoral newspaper column
Community Advocate Newspaper column
Free and adds another opportunity to get Council messages to the community. Limited circulation. The messages are also being published on the web as the ‘Mayoral Minute’.
Continue to provide while Community Advocate supports this initiative.
Council TV News
News item aired after the national and local news on Seven Queensland, Rockhampton.
Effective but time-consuming and lead time too great. Costs outweighed benefits so this was discontinued at the end of the 2013-14 financial year.
Cancelled in 2014. There are no future plans to re-commence this due to lead time and cost.
Emails Sent to registered stakeholders for projects or for interest groups. Commonly used by Council facilities.
Quick and effective way of reaching target audiences and enabling residents to converse with Councillors and Council officers, especially for those living in remote locations.
Create a list of email respondents who are willing to help disseminate Council communicaitons.
Create project specific email stakeholder groups on a needs basis.
Continue to update the Gladstone Marina email stakeholder list once a year or as requests are received.
Forewords and Mayoral introductions
Introductions to publications, mainly newspapers, from the Mayor.
These positively reflect the Mayor and Council’s standing in the community and help raise the profile of Council within the community.
Continue to provide as requested as these contribute to enhancing Council's reputation via consistency in messaging.
Interviews Interviews arranged between media representatives and Mayor, Portfolio Councillors or staff (according to Media Attribution Protocol).
Have played a major role in raising the profile of Council events and activities and Councillors and their roles.
Continue to organise interviews as requested.
Marketing material
Flyers, posters, brochures etc to promote Council
Frequently mentioned by customers when seeking further information about Council
Continue to provide but also seek opportunities for facilities and offices
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activities and events activities. These are key to successful promotional campaigns.
to assist in the printing of material that will be distributed in their area due to the cessation of the internal mail system.
Place on website for residents to download.
Media releases
Inform the media about Council-related events, activities, decisions and initiatives
Good acceptance and use by local and, at times, state and national media. Local daily newspaper tends to brief down many of the releases but they are generally read. These are often downloaded directly from the website by the community as well which has helped in increasing community awareness of Council news and activities. Council consistently produces about 40 media releases per month.
Continue to produce as part of integrated communication planning.
Seek alternative communication tools if requests relate to activities occurring within a 24 hour timeframe.
Meetings Either targeting a specific group or segments of the community to discuss important issues or plans for projects.
These have worked well when planned and staged to address specific needs and audiences. Community meetings are not encouraged generally to ensure that all residents have equal opportunity to have their say in an environment free from vocal majorities.
Use on occasions where feedback is sought.
Do not use to address situations where residents have expressed dissatisfaction.
Media alerts Issued to raise the media’s attention to an event which may be of interest to them to cover.
Well accepted and attended, depending on the event and its location.
Use to alert the media of upcoming activities, news and events, including road closure information.
Phone calls More than 200 calls per day are received by Council’s customer service centre and internal staff.
A traditional but sound way of communicating with people.
Continue taking and making phone calls to communicate with residents.
Press conferences/ briefings
These are used generally for openings or launches of activities or initiatives where there is likely to be
Always attended by the media. Use sparingly for significant events, such as park openings, project launches and milestone events.
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strong press interest. Speeches Produced for the Mayor for
activities, events and launches.
These have proved a good way of raising the profile of Council, the Mayor and the Councillors.
Continue to support speeches for the Mayor as they assist with building Council's reputation and ensure consistency in communication.
Website Updated regularly by more than 60 authorised staff. One of the three principal communication devices for Council.
The site regularly receives positive feedback. Customer service and other staff use it regularly to gain information about Council. Cost-effective way of communicating. In the 2014-15 financial year, there were 877,225 page views.
Continue to develop new website with a focus on ensuring information is easily accessible by all residents.
Implement new uploading and management process to ensure consistency in corporate style and branding.
Specific newsletters
DCCHS Check Up, GEC marketing material and Facebook/email updates
Effective way of engaging target groups. Facility communications will continue according to their respective plans, thus contributing to enhancing Council's reputation and engagement with the community.
Project or site specific Facebook pages
Gladstone Regional Council, GECC, Gladstone Regional Libraries, GRAGM, Tondoon Botanic Gardens, Gladstone Region Youth.
Effective way of engaging target groups and getting Council services, facilities and project-specific information to the community.
Continue to progress Facebook to maximise reach and efficiency in the distribution of Council information.
Twitter Gladstone Regional Council Twitter
Small but active following, mainly of males aged 25-34 years. Instant news for followers and nil cost to operate, so complementary to the overall communications toolkit.
Continue to grow Twitter organically as a supporting communication tool.
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9. TOOLKIT REVIEW DISCUSSION All but the Council TV News Bulletin that was trialled in 2013-14 have proven valuable and will be maintained, with a focus on using mainstream print media only for Council activities that are whole-of-region or centred on the larger population areas in which their circulation base is the greatest.
Integrated communication offers Council the best option for maximising reach to the community. By using a mix of tools, Council ensures that targeted audiences have multiple opportunities to access Council information in a format that suits their needs and lifestyles.
Website and Communication Surveys conducted in late 2014 and February 2015 respectively show that most residents are accessing one or more of Council’s three electronic communications tools – Council’s website, Facebook and eConnect newsletter – but some rural residents still have unreliable connections to the internet so rely on their hardcopy Council Connection newsletter to source their information.
The hard copy newsletter also allows Council to reduce its overall advertising spend by guaranteeing reach to all households without the need to advertise in the other mediums that would be required to reach as many residents as possible.
The Communication Survey of February 2015 also showed that more than 70 per cent of respondents valued Council Connection hardcopy newsletter and supported Council spending of up to 50c per edition by six editions per annum.
Social media has embedded itself as one of the top three communication devices for Council. As a result, Council will continue to invest in the development of existing social media tools such as Facebook, Twitter, Instagram, YouTube and Linkedin as they all offer cost savings while maximising the availability of information for residents.
The use of social media as an engagement tool will be explored further during the term of this strategy to encourage more two-way communication and collaboration between Council and residents.
10. BENCHMARKING AGAINST OTHER COUNCILS Benchmarking research via telephone conversations with six other regional Queensland Councils (Gympie, Fraser Coast, Bundaberg, Central Highlands, Rockhampton and Mackay) was conducted late in 2014 and early in 2015 by Council’s Communications & Marketing staff. This research focused specifically on the communication tools these Councils were using and looking at employing in the future, especially in relation to online platforms. An outline of these findings follows:
10.1 Social Media:
A benchmarking exercise conducted in February 2015 against six Queensland Councils shows that there is an increasing acceptance of social media as a key communication tool in regional Queensland areas, with the largest growth in following
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at Central Highlands and Gladstone local government areas. The most common use of social media is to promote Council events, but all Councils are keen to use the immediacy Facebook provides to engage with residents. All Councils agreed that social media provided opportunities to engage with traditionally 'hard to reach' segments of the community including youth, people with disabilities, seniors and busy families. Gladstone Regional Council's acceptance of social media has been extremely successful, highlighted by positive feedback and significant growth during the approach and passing of Tropical Cyclone Marcia in February 2015.
10.2 Hard copy newsletters
There was previously a trend away from hard copy newsletters among Councils due to the lead time and costs associated with their distribution across larger local government areas. However, there is a distinct trend towards producing newsletters that are mailed to households. The following outlines the status of newsletter production and distribution at each of these Councils:
Gympie: Producing a 4-page, A4 sized newsletter bi-monthly (each two months) and distributing to all households via Australia Post;
Fraser Coast: Ceased newsletter due to cost and replaced with a two page advertisement in a local newspaper but ceased that due to cost.
Bundaberg: Producing a fortnightly A4 sized, 8-page newsletter and distributing to all households via Australia Post;
Rockhampton: Is considering re-launching divisional newsletters;
Mackay: Not producing a hard copy newsletter, opting to spend on electronic media; and
Central Highlands: Has temporarily ceased its newsletter and evaluating ways of producing this in-house, rather than outsourcing, to reduce costs.
Additionally, in a first for Queensland Local Government, Gladstone Regional Council entered into a shared service agreement trial with a neighbouring Council to produce its bi-monthly newsletter, of which the second eight page publication reached mailboxes throughout that shire in the first week of May, 2015. This initiative has the potential to generate an income stream to offset some Communication & Marketing Section costs if the neighbouring Council continues this after the trial is reviewed.
10.3 Online newsletters
Five of the six Councils surveyed have an electronic newsletter of varying degrees of technicality, with Rockhampton currently using email to distribute information. All other councils are using a recognised electronic newsletter format that captures data and manages subscriptions. The subscription uptake at all councils is consistent with Gladstone Regional Council, except Fraser Coast which has several thousand
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subscribers for theirs. Coincidentally, Fraser Coast's uptake of Facebook is low, which may have something to do with the age demographics of the region but further investigation was not undertaken as it was not considered relevant to this report. While low, Gladstone Regional Council's eConnect newsletter's uptake rate is in line with other Councils but there will be a concerted effort to increase this exponentially during the term of this strategy.
10.4 Newspaper inserts Gladstone Regional Council is the only Council of those surveyed that regularly use newspaper inserts to distribute information. Council does this in The Coastal Rag at Agnes Water for activities relating to Discovery Coast residents. A two-sided, colour flyer insert offers the benefit of being noticed as it is loose and contrasts to the black and white publication and the cost is very attractive. This strategy provides for the continuation of this practice. There are also opportunities to use The Observer as a vehicle to distribute leaflets and these will be explored during community planning exercises for different projects and initiatives.
10.5 Newspaper advertisements All Councils utilise local newspaper advertisements as part of the communications and marketing strategies. The trend, however, is consistent with Gladstone Regional Council to embrace more diverse and often cheaper options for communication to ensure a wider audience is reached than just the larger population centres in which they tend to circulate. Gladstone Regional Council's experience with newspaper advertising is that it is effective for raising awareness of events and initiatives in the larger population area of the region of Gladstone, Boyne-Tannum and Calliope, but not so effective in outlying areas, particularly in the southern parts of the region where major regional newspapers compete for limited circulation. Alternative communication tools will continue to be used in those centres.
10.6 Television broadcasts Out of the six Councils benchmarked, Mackay is broadcasting a fortnightly TV/info commercial on a preferred television station. One other is keen to pursue this option but is awaiting to see the outcome of their pending budget. Mackay has found that it provides more opportunity to reach a broader audience in a method that was highly regarded or valued. In Gladstone Regional Council's case, the cost, time to prepare and produce and lead time are considered inhibitors.
10.7 Corporate website Each of the six Councils has a corporate website as its principal communication tool. Gladstone Regional Council is currently reviewing tenders to redevelop the website into a more resident-focused version in the coming months. This redevelopment is essential to Gladstone Regional Council being able to provide residents with a mobile-friendly website that has functionality that includes further online customer service or self-service options, translation tools and text-to-talk functionality in multiple languages.
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11. FURTHER ANALYSIS
11.1 Transition to Social Media Council has met all GRC External Communications Strategy 2012-14 goals relating to the transition to social media. Significant was the fact Council successfully transitioned its existing disaster management Facebook page to the Corporate Facebook page in late 2013 and grew its fan base by 88.2%. As of 30 April 2015, Council's Facebook page had 6590 Likes and had recorded 6.2 million impressions by 1.9 million users between 1 December 2013 and 30 April 2015. (Impressions are the number of times a post from Council's Facebook page is displayed, whether the post is clicked or not).
Additionally, Councill’s Social Media management and use of Facebook apps have been the subject of much discussion in other local governments in the past year and as a result, the Gladstone Communications and Marketing Section team has provided guidance to these on the development of a social media policy, user guidelines, record keeping and apps.
Attendance by one of council's communications advisors at a national conference on social media early in 2014 supported the notion that Gladstone Regional Council is still leading the way in social media management and systems. Several councils in Queensland and interstate have sought assistance and information on GRC processes and policies to guide their implementation or management of social media in the past year.
11.1.1 Facebook
In the 15 months since the GRC Disaster Management Page was renamed to the current Gladstone Regional Council Page, fans have increased by 2300, bringing the total to 5416 (as at February 15, 2015). A total of 196 people have 'unliked' the page. A content breakdown of the page is as follows:
4.2 million impressions have been made by 1.4 million users 2.3 million impressions were organic, 1.8 million were viral and
100,200 impressions were paid 72 per cent of fans are female and 28 per cent male Our largest target audience is females aged between 25-34 years We've made significant impressions in the United Kingdom (14,200),
New Zealand (9300), the United States of America (6800) and the Philippines (4000)
Our average post reaches 1300 people Our highest performing organic post was issued on December 8,
2014, advising residents that BOM had issued a Severe Weather Warning for our region, reaching 14,408 people
Weather/disaster management posts had a total reach of 244,283 throughout 2014
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On average, our job vacancy posts reach 2000 people per post and have been seen 92,061 times since commencement on December 6, 2013
We've posted 506 photos, 476 statuses, 224 links and 18 videos.
As a comparison to similar Queensland Councils at the time of this review, Gladstone Regional Council rated third highest in the number of likes per capita of population, as follows:
11.1.2 Twitter
@GladRegCnl has gained 218 followers since inception. Some interesting Twitter stati 11
11.1.2 Twitter
@GladRegCnl has gained 218 followers since inception. Some interesting Twitter statistics are as follows: 60 per cent of our followers are male; Men aged 25-34 years are the leading force among our followers; We've issued 842 tweets which include 213 plain text, 615 links to
pages and 28 photo links; Our tweets have generated 8000 clicks; and We've been mentioned 107 times and retweeted 94 times.
11.1.3 YouTube
Videos have been viewed 3,403 times collectively; Six playlists have been created - 'Facilities', 'Corporate Information',
'Events', 'Draft Planning Scheme', 'Popular uploads' and 'TV News Bulletin'; and
Our most watched video is the 'SUNfest 2014 Flash Mob Dancin' with 840 views.
Local Government Area No. Facebook Likes
Percentage of Population*
Bundaberg Regional Council 10,279 10.51%
Central Highlands Regional Council 2893 9.10%
Gladstone Regional Council 5418 8.69%
Rockhampton Regional Council 6556 7.46%
Mackay Regional Council 7860 6.49%
Townsville City Council 6760 3.55%
Cairns Regional Council 5410 3.17%
Fraser Coast Regional Council 2418 2.33%
*Population figures based on Office of Economic and Statistical Research Population and Dwelling Profile as at 30 June 2011.
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11.1.4 Instagram 113 followers
Given the success of social media implementation, this strategy provides for the retention of these channels and the exploration of further opportunities to grow and develop other emerging technologies during its term.
11.2 Council Connection Newsletter
The Communications Survey of February 2015 shows that Council Connection remains a key communication tool. It was produced via six bi-monthly editions in 2014/15. It is also the only communication vehicle that circulates to all households across the 10,000sq km of the Gladstone Region, making it useful in instances when Council needs to get information about regional projects, events, meetings and activities to the entire region. This negates the need for paid advertising in the multiple alternative communication vehicles that would be required to achieve the same result.
Discussions with other regional Councils revealed the newsletter costs and lead time were challenging but all valued their inclusion in a communications toolkit. Gladstone Regional Council has trialled the production and distribution of a neighbouring Council's publication in March-April and June-July with success. There is potential to enter into contractual shared service arrangements with the neighbouring Council and also other Councils in the future. These will be explored during the life of this strategy.
11.3 eConnect electronic newsletter Council’s eConnect electronic newsletter has had organic growth to 336 subscribers but many more view it via Council’s website. This is considered a potential growth tool for Council as an increasing number of people opt to receive it. The Communications Survey of February 2015 revealed some residents are not aware of how to subscribe to eConnect, so Council's Communications & Marketing Section will promote it in isolation in the future, rather than as one of a raft of ‘Connect With Us’ tools. Councillors will also be encouraged to ask residents attending CouncillorConnect visits to sign up for the newsletter . This communication tool will be reviewed annually and developed according to review findings.
11.4 Regular newspaper advertisement This option is high cost when considering the “cost to circulation/benefit” ratio. It also has the potential to further isolate residents from the southern parts of the region if published in the preferred The Observer newspaper as it has a low circulation there. Similarly, The Bundaberg News-Mail also has low circulation in the southern parts of the region and extremely limited circulation in the greater Gladstone area. There is also consideration that advertising in a paid publication will limit access for some residents, especially those on pensions or on a low income as they will have to pay for the newspaper to receive Council information. Under this plan, general advertising
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of events and initiatives will continue on the same “needs basis” as for the past two years.
11.5 Broadcast Media Council’s Communication Survey indicates that HotFM/SeaFM is the most popular station in the region with 4CC attracting a lesser but loyal following of mainly over 35s. Both these stations will be considered for internal client activities throughout the year, based on their demographical reach.
11.6 Council Connect Television News In recognising that television news offers immediacy and appeals to a wide audience, Council introduced a monthly Community News Bulletin on Seven Queensland for the 2013-14 financial year. It was well received by the community and aided in lifting the profile of Council as a proactive communicator. It was discontinued in July 2014 as its cost per benefit was deemed incongruent and the funds were re-directed into other communication priorities. There are no plans to re-introduce this segment in the future.
11.8 Corporate website Gladstone Regional Council's corporate website serves as a key communication tool with 877,225 page views during 357,085 sessions by 172,450 users in the 12 months to 16 February 2015. This is slightly lower than the previous 12 months, mainly due to interest in severe flood events the previous year. Coincidentally, the advent of Cyclone Marcia on 20 Feburary 2015 returned the annual figures to a slightly higher figure that the preceding 12 months, but these will be captured in the next review. The website is currently the subject of redevelopment with a launch date due early in the new financial year. Annual costs to maintain the website with a service provider will be known once quotes are assessed and a contractor awarded. This should occur in May 2015.
12. TOOLKIT INCLUSION
12.1 Council apps Mobile technology usage is rapidly increasing and Council's website statistics alone show that 50 per cent of all web viewers are now accessing the website via mobile technology. Council's Communications & Marketing Section has considered securing mobile applications (apps) in the past but cost has been restrictive. There now exists some more affordable options that offer the potential for Council to provide key information via initial download on to the device for later recall. This will allow residents to download the app from the internet and then access the information at any time, regardless of whether their current location has internet or not. Communications & Marketing envisage the app will contain the key Council information regularly sought by customers. Cost is anticipated to be $10,000 in the
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first year and then approximately $7500 each year afterwards, which is significantly less than the cost of developing a new native app.
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13. THE COMMUNICATION TOOLKIT 2015-2018 After considering past experiences, successes and pitfalls, the following tools will form Council's Communication Toolkit for the next three years. This plan is not considered to be static as successful communications is achieved when Council tests and considers opportunities to use new communication devices and technologies as they arise. Thus, it is envisaged that some of these items will be superseded or replaced with alternatives during the term of the strategy.
The Toolkit Level of Public Impact
(IAP2 Spectrum)
Communication Tool
Description
When will we use this?
When?
Info
rm
Co
nsu
lt
Par
tici
pat
e
New
Facebook Purpose to principally inform residents of Council news, activities, decisions and events and allow two-way interaction via comments and “Likes” to posts.
When decisions are made by Council at meetings, especially those relating to high profile or high impacting development applications or decisions.
To advise residents of events or upcoming Council-run activities.
To provide summaries of available news items. To inform residents of projects and to provide project
updates. To advise residents of dangerous road conditions and
emergency information, plus warnings and advice generated in emergencies from the Call Centre.
To advise residents of consultations or to invite comment on ideas or initiatives.
Ong
oing
New
Twitter Microblogging facility to mobile devices to reach mass market instantly via mobile technology. Small snippets of information will be generated to residents to either direct them to other information or to advise them.
To advise of Council decisions at meetings. To advise residents of incidents, disasters or pending
threats. To advise of road condition report updates To advise of issues raised by the Call Centre (emergencies,
, burst water mains etc). To advise of event information. To advise of any other Council-run activity.
Ong
oing
21
New
eConnect electronic newsletter
Electronic newsletter issued by email to an engaged audience, with residents subscribing to receive it to their email inboxes fortnightly.
To advise of Council decisions, events, activities and initiatives
To provide natural disaster preparedness advice to residents
To inform residents of activities at Council facilities To advertise employment opportunities To provide an alternative medium for residents to access
Council information
Ong
oing
Ch
ang
ed
Council Connection Newsletter
Issued bi-monthly to all households in the Gladstone Region via Australia Post. 16 pages A4, colour, non-recycled paper. Published in February, April, June, August, October and December.
To advise of Council decisions at meetings. To notify residents of emergency action in the lead up to
particular seasons, eg cyclone, fire, wet weather. To inform residents of projects and to provide project
updates. To advise of upcoming project works and of any possible
disruptions to residents/motorists. To deliver event information and details on Council-run
activities. To advise residents of consultations or to invite comment on
ideas or initiatives. To assist Council departments to distribute general
information to residents.
Bi-m
onth
ly
Exi
stin
g
Media releases Stories written in news format to inform media about Council-related events, activities, decisions and initiatives.
When decisions are made by Council at meetings. To advise residents of events or upcoming Council-run
activities. To inform residents of projects and to provide project
updates. To advise residents of dangerous road conditions and
emergency information, plus warnings and advice generated in emergencies from the Call Centre.
To advise residents of consultations or to invite comment on ideas or initiatives.
To assist departments to deliver information to residents in response to occurring circumstances.
To notify residents of upcoming Council payments required e.g. rates, animal registration, water notices.
To promote Council initiatives and services.
Ong
oing
Exi
stin
g Press
conferences/briefings
Press gatherings are called. These are used for some openings or launches of activities or initiatives where there is likely to be strong press interest.
To inform residents of projects or provide project updates on high profile or high impact issues.
To launch activities, initiatives or mark an official opening/completion of a project.
As
need
ed
22
Exi
stin
g
Media alerts Email alerts raising the media’s attention to an event or urgent closures and activities which may be of interest to them to cover.
To advise of upcoming interview/photograph opportunities for ministerial visits, tours, openings, delegations.
Informing of upcoming Council-run events such as announcements of winners etc.
Detailing procedures to follow for receiving media kits arranged for particular projects, e.g. - airport terminal opening, Budget.
As
need
ed
Exi
stin
g
Speeches Written for the Mayor for openings, major civic functions and events, and conferences.
To deliver as a civic responsibility e.g. - Budget speech. At official opening ceremonies or to mark the completion of
a major Council project. As an official representative of the city e.g. Anzac Day,
Australia Day. Community commemorative events. Major community initiatives.
As
need
ed
Exi
stin
g Forewords Mayoral introductions to seasonal
newspaper productions and special event publications, plus welcomes for conference material.
By Mayoral request. For major publications.
As
need
ed
Exi
stin
g Interviews Interviews arranged between media
representatives and portfolio Councillors or staff (according to Media Attribution Protocol).
When contact is made by media requesting an interview.
As
need
ed
Exi
stin
g Meetings* Either targeting a specific group or
segments of the community to discuss important issues or plans for projects.
Project discussions. Emergency situations. Occasions where engagement activities warrant
consultation with specific groups and audiences. Ong
oing
23
Exi
stin
g
Gladstone Regional Council website
Council website. A key communication device for Council. Can be used to consult with the community through web forms and blogs.
To provide media releases on current news items. To notify residents of emergency situations, road updates,
flood reports. To inform residents of projects and to provide project
updates. To advise of upcoming project works. To deliver event information, full activity programs and
details on Council-run activities. To advise residents of consultations or to invite comment on
ideas or initiatives. To provide Council service information to the community. To consult with the community through web forms, survey
and blogs.
Ong
oing
Exi
stin
g
Community Noticeboards
Noticeboards are located at Mt Larcom, Baffle Creek, Lowmead, Agnes Water, Calliope, Turkey Beach and Many Peaks. These are used to promote Council events and programs and items of interest. They are used by the community when not promoting Council activities. There are two types of noticeboards being used: the type used by schools and lockable display cases.
To deliver event information and details on Council-run activities.
To advise residents of consultations occurring in their area. To notify residents of emergency situations. To encourage community networking.
Ong
oing
Exi
stin
g
Banners* Feather flags and other promotional banners used at events and in facilities to promote Council events and activities.
To deliver general Council information. To promote upcoming events occurring at Council locations. To promote Council’s attendance at events. To enhance Council’s identity.
Ong
oing
Exi
stin
g
Conventional mail*
Letters sent for project updates as needed or to address specific issues (sewer overflows in certain areas etc).
To keep residents informed about project works. To notify of any possible public disruptions. To allow for information to be disseminated first-hand. To advise residents of any relevant preparations required as
works proceed. To advise residents of consultations or to invite comment on
ideas or initiatives. To deliver information to areas otherwise difficult to access. When a blanket coverage of an area is required.
Ong
oing
24
Exi
stin
g
Emails* Sent to registered stakeholder for project or for interest groups. Commonly used by Council facilities.
To keep residents informed about project works. To notify of any possible public disruptions. To allow for information to be disseminated first-hand. To advise residents of upcoming Council-run events. To advise residents of consultations or to invite comment on
ideas or initiatives. When specific information affects particular stakeholders.
Ong
oing
Exi
stin
g
Phone calls* A total of 269 phone calls per day have been received by Council’s customer service and individual staff each day. This does not take into account outgoing calls by staff.
To arrange and coordinate interviews and venues as required.
In response to specific requests of the department. To clarify a customer service request. As part of the approvals process for following up public
nominations. e.g.- Australia Day awards.
Ong
oing
Exi
stin
g
Advertising* Traditional and digital advertising in The Observer, Gladstone News, Boyne Valley District News, HotFM/SeaFM, 4CC and Seven Queensland are the preferred traditional mediums for Council. Council will also look for opportunities to advertise on other mediums as part of communication planning, such as Facebook.
To inform residents of projects, disruptions through public notices.
To highlight upcoming Council-run events. To advise residents of consultation periods for specific
projects. As a promotion for award nominations. e.g. - Australia Day. To distribute general departmental information. e.g. -
responsible pet ownership.
Ong
oing
Exi
stin
g
Council column Mayoral column published weekly for free in the Community Advocate newspaper.
To provide information on Council related projects and general departmental information.
To draw attention to public consultations or invite comment on ideas or initiatives.
To highlight project works and milestones. As a way to congratulate others for particular
awards/achievements. To provide a widespread message to the community.
Ong
oing
Exi
stin
g
Marketing material*
Flyers, posters, brochures etc to promote Council activities and events
To highlight general departmental information. Provide in-depth evaluation or break down of issues. e.g.
water usage, rates. To highlight upcoming Council-run events and programs. To inform of impending community consultations. As informative fact sheets.
Ong
oing
25
* These are not exclusively performed by the Communications & Marketing unit. They are tools recommended on occasions by the unit to other departments and are used or recommended on a case by case basis.
Exi
stin
g
Specific newsletters*
DCCHS Check Up, GEC marketing material and Facebook/email updates
To provide information on Council-run events and programs. Offer general information to the public. To draw attention to public consultations or invite comment
on ideas or initiatives. To highlight relevant project works and project updates.
Ong
oing
Exi
stin
g
Project or site specific Facebook pages*
DCCHS, youth x 2, libraries, GEC, art gallery and museum, FFF program, Healthy Active Gladstone Region, Tondoon Botanic Gardens, BITS redevelopment. Two-way pages.
To offer specialised information for the relevant facility on Council-run events and programs.
Provide information on public consultations or invite comment on ideas or initiatives.
Highlight general information about upcoming activities. To inform of projects and provide project updates. To ascertain specific feedback on particular subjects. To highlight related competitions, exhibitions, displays.
Ong
oing
26
14 THE COMMUNICATION PLAN 2015-18
Communication Strategy 2015-18 Work Plan
14.1 Social Media Status
Target
Action
Start Date
Responsibility
Budget N
ot s
tart
ed
Und
er w
ay
Com
plet
ed
14.1.1. Ensure policies, guidelines and protocols are up-to-date.
(a) Review the Social Media Policy and Corporate Standards
Due 19 November 2015
Coordinator
(b) Review Community Engagement Policy and Corporate Standards
Due 18 March 2016 Coordinator
(c) Review Media Attribution Protocol Due 31 March 2016 Coordinator 14.1.2. Staff preparation and training to produce a high level social media platform.
(a) Train staff responsible for maintaining corporate social media channels (including Call Centre staff)
Due 1 Aug and 1 Feb annually
Comms team
(b) Ensure existing social media coordinators (facilities/project page administrators) are aware of protocols and policies
Annually on 1 March Comms team
14.1.3. Maintaining current social media sites.
(a) Review Council's social media and develop action plans to address any identified issues
Monthly on 1st business day
Digital Media Officer
(b) Make contact with officers managing social media at Council facilities and Call Centre to resolve any issues and provide advice on how to maximise reach through their communications
Annually on 1 March Digital Media Officer
(c) Archiving social media posts and records Monthly Digital Media Officer
(d) Maintain Twitter Ongoing Comms team
(e) Retain Sprout Social or alternative contract to manage social media
October 2015 Digital Media Officer $70 p.m per user
27
14.1.4. Promote social media presence effectively to attract a larger audience.
(a) Promote social media through existing communication channels, including existing Facebook pages of sites/projects, Councillors and limited paid advertising
Ongoing Comms team $2500 p.a.
14.2 eConnect newsletter
Status
Target
Action
Timeline
Responsibility
Budget
Not
S
tart
ed
Und
er
way
com
plet
ed
14.2.1. Grow subscription to eNewsletter
(a) Review contract for eConnect newsletter and ensure it continues to meet objectives
7 June 2015 Digital Media Officer $500 p.a.
(b) Promote eConnect to residents as a key communication tool
Ongoing Comms team $1000 p.a.
(c) Review eConnect newsletter and develop according to findings
1 July annually Comms team
14.3 Council Connection
Status
Target
Action
Timeline
Responsibility
Budget N
ot S
tart
ed
Und
er w
ay
com
plet
ed
14.3.1. Produce six bi-monthly Council Connection newsletters that
(a) Secure contracts to produce and distribute 16 page, 90gsm, stapled, A4 newsletter on non-recycled paper (bi-monthly) (28,500 copies)
February annually. Completed for 2015.
Coordinator
(a) Review Council Connection newsletter and develop according to community and Council needs
November 2016. Review 2015 completed.
Coordinator
28
meet community and Council expectations
(d) Modify existing Council Connection according to feedback of the February 2015 communications survey and February and March 2015 briefing sessions with Councillors.
April-May edition 2015
Comms team
29
14.4 Disaster Management Communications
Status
Target
Action
Timeline
Responsibility
Budget
Not
S
tart
ed
Und
er
way
com
plet
ed
13.4.1. Develop and implement a Council Disaster Management Strategy
(a) Develop a Disaster Management Communications Strategy to Council for consideration
Annually in October Comms team $14,000 p.a.
14.5 Corporate Website
Status
Target
Action
Timeline
Responsibility
Budget
Not
S
tart
ed
Und
er w
ay
com
plet
ed
13.5.1. Develop and maintain a new corporate website
(a) Release website tender through LG Tender March 2015 Comms team
(b) Appoint a tender for new corporate website March 2015 Comms team $500
(c) Launch corporate website May 2015 Comms team
(d) Report to Council on future website plans and budget requirements in subsequent years
April 2015 Comms team
30
14.6 Shared Services Target Action Timeline Responsibility Budget
Not
Sta
rted
Und
er w
ay
com
plet
ed
13.6.1. Continue to explore opportunities to share services with other councils
(a) Progress the trial with Banana Shire Council to produce its hard copy newsletter
March-May 2015 Comms team Nil. Income generating
(b) Explore other avenues for shared services Ongoing Comms team, Manager, Director
Nil.
14.7 Corporate app
13.7.1 Implement a corporate app
(a) Secure and develop a native corporate app to provide Council information to residents via mobile technology in any location
June 2016 Comms team $10,000
