Value for Money and Policy Review Communication Strategy 2007
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VFM and Policy Review of the Houses of the Oireachtas Communications Strategy Value for Money and Policy Review Communication Strategy 2007-2009 with due regard to the current Communications Strategy 2010-2012 Athbhreithniú Luach ar Airgead agus Athbhreithniú Beartais. Straitéis Chumarsáide Page | 0 VFM and Policy Review of the Houses of the Oireachtas Communications Strategy Lightly redacted of information that may be considered to be commercially sensitive and where its disclosure may prejudice the outcome of current or imminent contractual or other tendering procedures. Page | 1 VFM and Policy Review of the Houses of the Oireachtas Communications Strategy Chapter 1: Executive Summary, including Recommendations. ................ 4 Summary Recommendations .......................................................................................... 11 Chapter 2: Introduction ............................................................................... 16 Overall Objective of the Review .................................................................................. 17 Terms of Reference ...................................................................................................... 17 Steering Committee ...................................................................................................... 18 Evaluation Framework ................................................................................................. 19 Chapter 3: Objectives and Validity ............................................................ 24 Conclusions ................................................................................................................... 28 Recommendations........................................................................................................ 29 Chapter 4: Inputs ......................................................................................... 30 Conclusions ................................................................................................................... 41 Recommendations........................................................................................................ 41 Chapter 5: Education Programme ............................................................. 44 Conclusions ..........................................................................................................69 Recommendations........................................................................................................ 70 Chapter 6: Media/Press Office.................................................................... 73 Conclusions ................................................................................................................. 103 Recommendations............................................................................................................ Chapter 7: Marketing and Information ..................................................... 107 Conclusions ................................................................................................................. 128 Recommendations...................................................................................................... 129 Chapter 8: Effectiveness .......................................................................... 131 Conclusions ................................................................................................................. 139 Recommendations...................................................................................................... 141 Chapter 9: Potential Future Performance Indicators ............................. 143 Performance Indicators .............................................................................................. 143 Recommendations...................................................................................................... 146 APPENDICES ............................................................................................. 147 Page | 2 VFM and Policy Review of the Houses of the Oireachtas Communications Strategy Page | 3 VFM and Policy Review of the Houses of the Oireachtas Communications Strategy Chapter 1: Executive Summary, including recommendations. Overall Evaluation Statement 1.1 The implementation of the Communications Strategy and Plan 2007-2009 and the achievement of stated strategy outcomes scored highly in some areas, relatively poorly in others. Efficiency improvements were implemented during the period of the strategy. Introduction 1.2 This reports presents the findings of the VFM & Policy Review of the Communications Strategy 2007-2009, with due regard to the current Communications Strategy 2010-2012. The implementation of the Communications Strategy and Plan 2007-2009 did not effectively get underway until 2008 when the Head of Communication and the Press Liaison Officers were recruited and Service staff were assigned to the Communications Unit. Accordingly, the implementation of three year Communications Plan continued into 2010. For this reason the review includes a full analysis of 2010. 1.3 The main objective of the VFM and Policy Review of the Communications Strategy is: to determine that Communications Strategy 2007-2009 objectives were achieved; to determine that the Communications Strategy 2007-2009 was delivered in the most economic, efficient, and effective way; and to inform future policy decisions and organisation approaches to the development and implementation of a Communications Strategy for the Houses of the Oireachtas. VFM Test 1: Rationale, Objectives, Relevance o What are the objectives of the Communications Strategy? o Is there a valid rationale for undertaking the Strategy? o Is the Communications Strategy compatible with the Commission‟s strategic goals and wider public service initiatives? What are the objectives of the Strategy? 1.4 The strategy objectives of the Oireachtas Communications Strategies are clearly specified. 1.5 There is a clear set of objectives identified for the Commission‟s Communications Strategies for 2007-2009 and 2010-2012. The Communications Strategy for 2007-2009 focused on the overarching goal of transforming the public perception and understanding of the role of the Houses and its Members. The current Communications Strategy 2010-2012 focuses on a new high-level objective of a more fundamental use of communications to build confidence in the Houses and its Members. 1.6 The need to realise savings, to maximise impact and to provide customer centric services are key objectives that are to be achieved when delivering the current Communications Strategy for the Houses of the Oireachtas, in the context of the Croke Park Agreement and Page | 4 VFM and Policy Review of the Houses of the Oireachtas Communications Strategy public service reform initiatives. Communications Strategy activities have been scaled back since 2010 and reorganised to meet these objectives. Is there a valid rationale for having a Communications Strategy? Is the Communications Strategy compatible with the Commission’s strategic goals? 1.7 Communicating information in respect of parliament is an essential element of parliamentary democracy. The public have a right to be informed of the work of their parliament and to have access to information about the work of the Houses of the Oireachtas and its Members. 1.8 The Communications Strategy objectives are consistent with the Houses of the Oireachtas Commission‟s stated strategic priorities. 1.9 The stated rationale of the Communications Strategy 2007- 2009 was to support the key strategic objective of the Commission‟s Strategy Plan 2005-2006 „to improve public perception and understanding of the Houses of the Oireachtas and its Members‟. 1.10 The Commission‟s Strategic Plan for 2007-2009 had „promoting parliament‟ as a key objective. 1.11 Although „promoting parliament‟ is no longer a stated key objective of the current Strategic Plan for the Commission, the Communications Strategy is compatible with the right of the public to be informed of the work of their parliament and the Mission Statement of the Commission „to serve the democratic interests of our main stakeholders, the Irish people, by serving parliament through: enabling the Houses, their Committees and their Members to do their parliamentary business, and meeting Members‟ needs as public representatives in the conduct of parliamentary business.‟ 1.12 The Communications Strategy is also compatible with the Commission‟s vision to have „a World-Class Parliamentary Service‟. International Parliaments and Assemblies examined as part of this review have strategies in place to increase citizens‟ understanding of the work of parliament and/or to increase citizen engagement and participation with the democratic process. 1.13 The Strategy objectives of improving public understanding of the work of the Houses and of promoting parliament are also valid in supporting public accountability and openness of parliament. Page | 5 VFM and Policy Review of the Houses of the Oireachtas Communications Strategy VFM Test 2: Effectiveness Is the Communications Strategy achieving its objectives? High Level Strategy Objective 1.14 External factors that are outside the control of the Communications Unit make it difficult and at times impossible to isolate, measure and evaluate the direct impact that the Communications Strategy 2007-2009 has made to its high level strategy objectives and to the Commission‟s vision to have a world class parliamentary service. 1.15 The stated actions and targets underpinning