PART 1
BROMLEY CIVIC CENTRE, STOCKWELL CLOSE, BROMLEY BRI 3UH
TELEPHONE: 020 8464 3333 CONTACT: Graham Walton EXTENSION: 7743 [email protected]
DIRECT LINE: 020 8461 7743 FAX: 020 8290 0608 DATE: 2 February 2010
EXECUTIVE AND RESOURCES POLICY DEVELOPMENT AND SCRUTINY COMMITTEE
Meeting to be held on Wednesday, 10th February, 2010
Attached is the report marked ‘To Follow’ on the agenda.
7. REPORT OF THE COMMUNICATIONS WORKING GROUP (Pages 3 - 202)
Copies of the documents referred to above can be obtained from http://sharepoint.bromley.gov.uk
This page is intentionally left blank Agenda Item 7
Report No. London Borough of Bromley Agenda LDCS10029 Item No. 7 PART 1 - PUBLIC
Decision Maker: Executive and Resources PDS Committee
Date: 10 th February 2010 Decision T ype: Non-Urgent Non-Executive Non-Key
Title : REPORT OF THE COMMUNICATIONS WORKING GROUP
Contact Officer: Sheila Bennett, Assistant Director, Democratic and Customer Services Tel: 020 8313 4484 E-mail: [email protected]
Chief Officer: Mark Bowen, Director of Legal, Democratic and Customer Services
Ward: N/A
1. Reason for report
1.1 At its meeting on 5th May 2009, the Committee established a Working Group to examine the Council’s Communications. The Working Group has now concluded, and its report has been published.
______
2. RECOMMENDATION(S)
2.1 The Committee is invited to endorse the report of the Communications Working Group and to refer it to the Executive.
1 Page 3 Corporate Policy
1. Policy Status: Existing policy.
2. BBB Priority: Excellent Council. ______
Financial
1. Cost of proposal: Estimated cost Outline/ estimated costs for recommendations are included in the Working Group's report.
2. Ongoing costs: Recurring cost.
3. Budget head/performance centre: Costs potentially impact on a number of budgets.
4. Total current budget for this head: £1.2-1.7m (estimated spend on communications activity across the Council.)
5. Source of funding: N/A ______
Staff
1. Number of staff (current and additional): N/A
2. If from existing staff resources, number of staff hours: N/A ______
Legal
1. Legal Requirement: Statutory requirement.
2. Call-in: Call-in is not applicable. This report does not involve an executive decision. ______
Customer Impact
1. Estimated number of users/beneficiaries (current and projected): All residents and businesses across the borough are affected by the Council's communications, as are visitors and staff. ______
Ward Councillor Views
1. Have Ward Councillors been asked for comments? No.
2. Summary of Ward Councillors comments: N/A
2 Page 4 3. COMMENTARY
3.1 The Communications Working Group was set up by this Committee on 5th May 2009, comprising Councillors Nicholas Bennett (Chairman), Simon Fawthrop, David McBride, Peter Morgan, George Taylor and Stephen Wells. (Councillors Fawthrop and McBride subsequently left the Working Group). The overall terms of reference were –
“To examine the communications policy of the Council, in particular the nature, cost and means of delivery.”
3.2 The Working Group has met on a regular basis and has interviewed a number of expert witnesses, both internal and external.
3.3 The Working Group’s report has been printed as a separate document. Subject to the Committee’s endorsement, Members are recommended to refer the report to the Executive for consideration and formal response.
4. FINANCIAL IMPLICATIONS
4.1 Outline/estimated costings for proposals have been included in the report.
Non -Applicable Sections: Legal/Personnel Background Documents: (Access via Contact Officer)
3 Page 5 This page is intentionally left blank
Page 6
'Receiving you loud and clear' - improving our communications to and from residents
…notice boards... email... local newspapers. .. consultation... public meetings ...letters... leaflets Customer Contact Centre... Residents Update... press releases... webcam... telephone... public notices...website...sustainability exhibition vehicle...streetvehicle...street banners...Borough BriefinBriefing...enquiryg...enquiry reception desks... AA----ZZ Guide... Councillor Feedback... on line payment ...... notice boards ...email... local newspapers......
Report of the Communications Working Group of the Executive and Resources Policy Development and Scrutiny Committee
February 2010
Page 7 This page is intentionally left blank
Page 8 Index
1. Preface Page
2. Working Group membership and acknowledgements Page
3. Section 1 - Introduction Page
4 Section 2 - Background Page
5. Section 3 – Bromley Communications – present position Page
6. Section 4 – The Key Challenges Page
7. Section 5 – Findings and Conclusions Page
8. Section 6 - Summary of Recommendations with outline Page costings
Appendix A: Fundamental Service Review template Appendix B: Communications Strategy Appendix C Statutory requirements Appendix D Posts with a communications element across the Council Appendix E Communications responsibilities across the Council Appendix F Template Schools News release Appendix G Model Communications Planner for Schools Appendix H Analysis of news releases issued Appendix I Council Media Protocols Appendix J Major project communications plan Appendix k Council Magazine options
Page 9 This page is intentionally left blank
Page 10
Page 11 This page is intentionally left blank
Page 12 Acknowledgements
The Communications Working Group was set up on 5 th May 2009, comprising Councillors Nicholas Bennett (Chairman), Simon Fawthrop, David McBride, Peter Morgan, George Taylor and Stephen Wells. (Councillors Fawthrop and McBride subsequently left the Working Group).
The Working Group would to thank Sheila Bennett (Assistant Director, Democratic and Customer Services), Maria O’Donnell (Head of Finance, Corporate Services) and Philippa Stone (Scrutiny Co-ordinator) for their assistance in the preparation of the report.
We would also like to thank the following who provided oral or written submissions to the Working Group.
Council
Cllr Julian Benington – Portfolio Holder, Renewal and Recreation Sheila Bennett - Assistant Director, Democratic and Customer Services Mark Bowen – Director of Legal, Democratic and Customer Services Cllr Stephen Carr - Leader of the Council Susie Clark – Corporate Communications Team Nigel Davies – Director of Environmental Services Amanda Day – Corporate Communications Team Emma Dedier - Communications Manager, Corporate Communications Team Marc Hume - Director of Renewal and Recreation Mark Lemon - Head of Design Studio Doug Patterson - Chief Executive Maria O’Donnell – Head of Finance, Corporate Services Rudi Richter - Corporate Communications Team Andrew Rogers - Communications Adviser, Environmental Services Department Cllr William Huntingdon-Thresher – Chairman, Environmental Services PDS Cllr Colin Smith – Portfolio Holder, Environment
Media
Richard Firth – Editor, News Shopper
Organisations
Disability Voice Bromley Downe Residents’ Association West Wickham Residents’ Association
Page 13 Other local authorities
Steve Mayner Head of Corporate Affairs London Borough of Wandsworth Peter Morris, Marketing and Communications Director, L.B.Ealing
Partners
Steve O’Brien - Bromley Police Kieran Osborne – Head Teacher Hayes School Simon Robbins - Chief Executive Bromley PCT
Individual members of the public
Barbara Barnett D Goodier James Halsey Natalie Hughes Dianne Jennings Jane Morley David O’Daly C Rose Jon Standing P Witter
Page 14 1 Introduction
1.1 The Communications Working Group was established by the Executive and Resources PDS Committee at its meeting on 5th May 2009; this followed an earlier Member/officer working party established in December 2008.
1.2 The Working Group is the third such group to look at the Council’s communications in the past decade.
1.3 Much of the Council’s communications is well presented and of a good standard. Surveys show that residents are reasonably content with the way the Council communicates; however there is no room for complacency as the challenges outlined in Section 4 of our report indicate.
1.4 Although our report concentrates on the Council’s external communications we acknowledge the importance of good two way communications with our staff, who work hard to serve the residents of the Borough.
1.5 The Working Group decided that its approach should be to take evidence from as wide a cross section as possible of those involved in council communications; not only staff and councillors but from the public, our partners, the media and other local authorities. We have endeavoured to produce a fair but honest report and where there are criticisms of current operations they are made in a spirit of openness aimed at improving the way we communicate with our many audiences.
1.6 Communication is vital to all that we do as a Council. Every one of us who serves the Council either as an employee or as a councillor is an ambassador for the Council. How we respond to our fellow citizens in different roles has an impact on the perception of the Council as an organisation. We have, however, had to limit our remit by focussing largely on communications in its narrowest and more traditionally understood sense whilst being aware of the wider concept of communications through the customer service which we provide. We have also sought to try and future-proof our proposals by anticipating some of the technological, cultural and commercial changes which may occur over the next few years.
1.7 As far as possible we have costed our proposals in outline and acknowledge that some of them will depend on additional investment; but at the same time we believe that some of our other recommendations will result in savings which can be reallocated.
Page 15 2 Background
2.1 Scope of the Review
i. Starting from a zero base budget to assess what communications the Council needed to undertake to fulfil its statutory obligations, business requirements, and local residents' requirements; and to review this against current provision to recommend the best ways to undertake the tasks required in an effective and cost-effective way; (A copy of the Fundamental Service Review template is at Appendix A)
II) that the model template produced for the libraries review be circulated to all members of the Working Group;
iii) that the focus to be on external communications activities undertaken and materials produced; internal communications may be the subject of a separate review by the PDS, except in so far as it affected resources available for external work;
iv) that the review would look at all aspects of external communication by the Council including, media, leaflets, customer services, web based information etc.
2.1.1 As part of the review the Working Group;
• Took evidence from a wide range of communications specialists both at Bromley Council and in other London boroughs;
• Took oral or written evidence from the Leader, Chief Executive, Director of Environmental Services and Director of Renewal and Recreation;
• Interviewed Sheila Bennett, Assistant Director of Democratic and Customer Services about the Council’s Customer Contact Centre;
• Heard evidence from the Editor of the News Shopper, as the principal local newspaper;
• Looked at all the publications produced by the different departments over the previous twelve months and looked at all press releases issued during March - May 2009;
Page 16 • Examined research findings relating to communications including that undertaken on behalf of the Council or the Local Government Association (LGA);
• Discussed views on effective communications with Bromley residents with key partners such as the Police and Primary Care Trust;
• Examined 2008/9 data on Design Studio jobs, including their charges;
• Looked at the statutory requirements for communications which local councils have to meet or work within;
• Researched current national or local broadband and internet penetration rates;
• Invited written representations from local groups, residents associations, members of the public and other interested parties.
2.2 Why yet another report on communications?
2.2.1 Despite the previous reports in 2001 (Jenkins, Edelman), 2006 (Mellor) 2007 (Review of Mellor) it was felt that a further report was needed as there continued to be Member concern that the Council’s communications were not as effective as they might be.
2.2.3 The Council must always strive to improve particularly in an area which is central to all that the Council does, particularly important in view not only of the rapid development of new technology but also because of our fundamental belief in a Member led council which seeks at all times to get value for money.
2.2.4 A joint officer/member working group was established in December 2008 but after several meetings it was felt that it would be sensible for officers to concentrate on establishing a Communications Strategy as one of a suite of eight ‘foundation’ strategies together with Corporate Operating Principles (COP). The current Member Working Group was therefore established in May 2009.
2.2.5 The Working Group has had the benefit of reviewing the Foundation Strategy which was published in June 2009 (Appendix B) and with one exception is content with the Strategy. (See Recommendation 3). We have also examined the related strategies – in particular that for Customer Focus.
Page 17 2.3 The 2007 Communications Review
2.3.1 The Review chaired by Cllr Russell Mellor looked at the report which his Working Group had published in 2006 which had made 19 recommendations. Only 3 had been progressed.
2.3.2 In the light of the above the Working Group felt that a fresh ‘blank sheet’ approach was required.
2.4 The Statutory position
2.4.1 It is clear that without even the moral imperative of democratic accountability there are clear statutory requirements on local authorities to communicate to residents and others on a wide range of matters. These are set out in a note prepared by Mark Bowen, Director of Legal and Democratic Services at Appendix C to this review.
2.4.2 The different duties can be summarised as follows;
2.4.3 Information requirements in pursuit of democratic duties;
Ø ie: elections, meetings of the Council, Members allowances, standards investigations;
2.4.4 Information about residents’ duties;
Ø ie: local bylaws
2.4.5 Information about activities undertaken by the Council;
Ø ie: highways work
2.4.6 Information about charges;
Ø ie; council tax, fees
2.4.7 Information regarding consultation;
Ø planning applications,
2.4.8 Other information about services;
Ø education/school functions, complaints, freedom of information requests.
Page 18 2.5 The importance of good communications
What is communication?
“Act of imparting news; information given; social dealings; access”
The Concise Oxford Dictionary
2.5.1 Bromley Council has four main communication roles;
§ Information § Transaction § Consultation § Influence
“... in those councils rated as relatively poor communicators, residents’ satisfaction with the council was consistently lower than might be expected, given their overall satisfaction with the area as a place to live. And in many cases, good performance on service delivery wasn’t matched by satisfaction ratings. In other words, many councils have a better story than the one they are telling. We’re not talking about ‘spin’, but open and honest two-way communications with residents”
(The Business Case for Communications, ODPM, 2004)
2.5.2 The importance of good communications has long been recognised by the Council.
2.5.3 The 2003 Communications Strategy observed;
“...it is the prime driver of resident’s satisfaction. It is easy to give lip service to the importance of good communication. It is more difficult to incorporate communication thinking in every project and activity of Bromley Council. Good communicating ought to be understood as an intrinsic part of our service delivery, not as an add-on or as another competing task. At the same time, communication cannot substitute or compensate for flaws in service delivery”
2.5.4 Warren Buffet, former Chairman and CEO of Berkshire Hathaway observed;
“It takes 20 years to build a good reputation and 5 minutes to ruin it”.
(Something Gerald Ratner learnt to his, and his company’s, cost).
2.5.5 The Local Government Association’s Reputation Campaign put the question bluntly;
Page 19 “Local Government plays a huge role in people’s lives... so why is it that public satisfaction with council services is improving but the public perception of Councils is not?”
2.5.6 Their research discovered that;
• Just 1% of people would talk highly of their council unprompted • Only 5% know a great deal about what their council does
(LGA The Reputation Campaign May 2009)
2.5.7 Put in even more stark political terms
“Councils are great at putting their name to the stuff that people hate – from council tax bills and court summons for parking tickets and ‘no ball games’ signs. Too often , councils are less good at attaching their names to the more popular services they provide - from park maintenance and leisure centres and recycling – the services that so many of your residents use and enjoy”
(LGA A Councillors Guide to getting the credit in residents’ eyes 2008)
2.6 Audiences
2.6.1 The second question is to whom are we communicating?
2.6.2 The Communications Strategy identifies 9 audiences;-
§ Residents (taking account of life stage, ethnicity etc) § Service users § Councillors § Staff § Business community § Partners (LSOP members, other public service agencies, contractors etc) § The media § Visitors § Government
We do not dissent from the strategy’s objective that communications will need to target specific groups depending on the message.
2.6.3 Why we communicate
2.6.4 In summary we believe that there are four clear reasons why we must communicate;
Ø The Council is the only democratically elected body for the Borough and there is a clear moral and legal duty to report back to those who
Page 20 elect the representatives to run the borough on their behalf and to account to residents for the way their taxes are spent;
Ø The Council and other partners provide vital services to residents and visitors and must ensure that information about them and how they might be used is available in clear, easy to understand language and that it provides a range of different ways in which the services can be accessed;
Ø Before the Council takes important decisions affecting the way the Borough’s services and environment are managed it must consult residents;
Ø The Council has a duty to promote the Borough and this includes a duty to provide leadership both in representing the interests of the residents as a whole to government and by encouraging those civic ideals which help to improve the quality of life for residents through the promotion for instance of recycling etc.
Page 21 3. Bromley Communications – present position
3.1 Structure and organisation
3.1.1 Central Communications Team
3.1.1.1 Currently Bromley has a semi-devolved communication structure. Some departments have ‘communications lead officers’. The Central communications team in the Chief Executive’s Department has four communications officers, six hours a week clerical support and a manager. The responsibilities of the Central team are allocated on a portfolio (rather than a departmental) basis. The Environmental Services Department has its own communications officer who is not a member of the Central Team. (Appendices D and E give full details).
3.1.1.2The key responsibilities of the Central Team are;
• Communications planning and support for 5 of the 6 portfolios, including devising and delivering communications plans, attending call-overs and Portfolio Holder/decision-making meetings;
• Support for corporate communications initiative both internal and external e.g: Comprehensive Performance Assessment, Investors in People, local priorities, public meetings, election media management and results service etc;
• Advice to Chief Officers/departments on media relations, publications, internal communications, advertising and sponsorship etc;
• Emergency/crisis Communications support;
• Production of corporate publications including; Borough Briefing, Update, the A-Z Guide to Council Services externally; In Touch, Inform and Doug’s Page internally; as well as providing content for/advising on format of the council tax leaflet; Annual Report and Statement of Accounts and other publications;
• Day to day media management – responding to enquires, generating news releases, pitching stories, organising press briefings/photo shoots etc;
• Ongoing internal communications – Managers’ briefings, staff road shows, core brief desk drops, emails from the Chief Executive/Leader etc; (The primary means of communications is In Touch which provides council wide
Page 22 briefing to staff on issues beyond more departmental issues or messages; the hard copy version of In Touch is being scaled down from 3,000 to 500 copies, in favour of putting the publication largely online. However there are staff (for instance home care staff) who do not have access to a computer). (Minutes of 2 nd Meeting of the Working Group 28 th May 2009))
• Providing a lead on Council visual images – house stationery, new vehicle livery etc
• Liaising with Information Officers on Freedom of Information requests to manage any resulting media coverage;
(Note to Member/Officer Communications Working Group 24 th February 2009)
3.1.1.3 The team members are allocated portfolio areas - in some cases (especially Public Protection and Safety) this includes a significant amount of partnership work) and each member of the team, in addition to their day to day work, covers for other team members in their absence. The mix of proactive to reactive work is estimated as 1/3:2/3 overall, though every day is different. Examples of proactive work include sustained campaigns of releases/briefings, etc to promote investment in schools, supplemented by personal contact to 'sell the story in' to local press contacts; and also work in arranging feature coverage rather than relying on news release work alone.
(Minutes of 2 nd Meeting of the Working Group 28 th May 2009)
3.1.1.4.Areas handled included news release generation, 'selling in' stories to local or specialist press contacts (e.g. a Trading Standards feature to the Extra); assisting service staff on generating publications; events and exhibition organisation; direct communication with targeted groups (e.g. on Homeseekers, groups such as staff, providers and landlords); and generating online material. There were some aspects of the work built around major campaigns, e.g. Transforming Social Care, which would involve a mix of disciplines, and planned activities over a significant time period. Part of the role was also looking ahead and second-guessing for potential risks.
(Minutes of 3 rd Meeting of the Working Group 11 th June 2009)
Page 23 3.1.1.5 The Building a Better Bromley messages are the starting point for any material produced through the corporate team; for example the Adults and Community Services (ACS) core messages are;
Ø supporting independence; Ø value for money and customer involvement, which were included within any promotional initiatives;
Whilst Community safety messages focussed on: Ø reassurance about the area being a safe place to live Ø coupled with information on positive actions being taken by Safer Bromley partners to tackle areas of concern.
(Minutes of 3 rd Meeting of the Working Group 11 th June 2009)
3.1.1.6 The Public Protection and Safety portfolio in particular requires a lot of partnership working, which varies between different organisations and individuals, and also depended on dovetailing with other local partners' communications arrangements.
(Minutes of 3 rd Meeting of the Working Group 11 th June 2009)
3.1.1.7 Emma Dedier, the Council’s Communication Manager, told the Working Group that;
“The main role of the team is to protect and promote the reputation of the Council and keep residents informed and engaged in the work of the Council”
The team is organised so that “no one member of staff is the press lead officer...it was felt it was more productive and efficient to have a multi-skilled central team who could deliver integrated communications programmes for their portfolio area”.
The team adapted to the varying styles of the Portfolio Holders and individuals had different views relating to publicity and how often they wanted to meet (their communications officer). In 2008 the Leader and Executive had requested that more press briefings be undertaken. The Team had tried to respond to this with varying degrees of success as some briefings attracted more press interest than others. Key to all the team’s work is clarity of message from the top of the organisation”.
(Minutes of 5 th Meeting of the Working Group 25 th June 2009)
3.1.1.8 Andrew Rogers in the Environmental Services Department (ESD)
“Felt that the objectives of communications were to get a Council message across about what we do and why, although the Council's reputation was ultimately built on whether it kept its service 'promises'.” (Minutes 4 th Meeting of Working Group 18 th June 2009)
Page 24 3.1.2 The Environmental Services Department (ESD)
3.1.2.1 The Environment Department runs its own stand alone communications operation.
3.1.2.2 The Director in his submission to us said that;
“Communications is addressed as a core issue in our service planning. The focus for this is the Environmental Portfolio Plan where the communications section highlights the key messages for the year. At an operational level this is supplemented by a detailed Communications Plan for the year which is agreed and then monitored by my Departmental Management Team. The communications plan is produced in accordance with portfolio priorities by the Environmental Services Communications Advisor, guided by the Senior Strategy Development Officer who is responsible for the Portfolio Plan. All divisions are required to contribute to the communications plan, and resolution is sought for any conflicts over priorities or resources before the plan is brought to DMT for approval.”
(Submission from Nigel Davies Director of Environmental Services 11 th June 2009)
3.1.2.3 Andrew Rogers, the officer responsible for day to day communications in the Department told us;
Ø He was line managed within the department, rather than being linked with the central communications team;
Ø His previous post had been within the department so he had an established knowledge of a number of the services within it;
Ø His post had been created some years ago because the central team had been smaller at that time (only 2 officers in total) and the department had wanted to be able to devote more time to communications work than the central team could spare;
Ø He estimated he spent 70% of his time on communications work, with other team colleagues putting another 10-20% of their time in to support him;
Ø He felt that his position within the department made getting to know colleague's work in detail easier, to enable him to build close working relationships and trust, although he did feel that it was the quality of relationship that enabled success, rather than simply organisational structure;
Ø He spoke to the portfolio holder almost daily, and had frequent contact with the Director, although he did not sit on the Departmental Management Team;
Ø He had little contact with the PDS Chairman, with a focus being on Council decisions made, rather than the scrutiny process;
Page 25
Ø He tried to ensure he was involved at the earliest stages of major initiatives, in order to help shape the communications to complement the service. An example was the food waste trials, where he had been involved in the project group from the start, and had participated in all levels of communications, from publications to letters, as well as in assessing potential risk areas;
Ø Contacts with the central team were not necessarily close every day, but there was a good working relationship, with calls passed between them to ensure the right person dealt with specific press enquiries. He felt that he had a service depth of knowledge from where he sat, whereas the corporate team had a wider view of Council services because of their arrangements to cover each other's areas when they were otherwise engaged or away;
Ø It was comparatively easier to work with colleagues in one department which corresponded to a single portfolio, than for portfolios where key people were split between site or departments, as for example, for someone covering Adult and Community Services issues.
3.1.2.4 The department used various communications channels, including waste and recycling news (distributed once or twice a year, with distribution costs met from within the waste contract) {NB. This is now called Environment Matters from December 2009 }, a promotional vehicle to spread information on waste and recycling via events, and departmentally controlled poster sites on highways. He did not see all publications that went out from the department, although he encouraged colleagues to seek his advice and input.
3.1.2.5 Press releases numbers from the department are dropping, as the distribution of, and space in local papers to run editorial, declines. Around 50 press releases per annum are issued.
3.1.2.6 The Waldo webcam had been a successful and well-used initiative, originating from residents' ideas, which he had been involved in implementing. The department used the Contact Centre's corporate proactive emails prior to holiday periods to inform residents about waste collection variations, to reduce avoidable contact. The department’s reliance on print media is dropping, for example shifting from a glossy post-awards brochure for the Bromley Environment Awards to putting video clips online instead.
(Minutes 4 th Meeting of Working Group 18 th June 2009)
Page 26 3.2 Finance
3.2.1 The central communications team felt that their budget was very low, and portfolio communications budget heads non-existent; most activity is project or departmentally funded. The Fundamental Service Review (Appendix A ) shows that spending on communications which can be directly identified is in the order of £1.4-1.7m, to which should be added the costs of officer time spent drafting and checking publications, running events, etc. Total communications expenditure across the Council is likely to be in the region £3-4m.
3.3 Publications
3.3.1 The central team is not directly responsible for commissioning most of the departmental publications, nor for clearing them, although in many cases (but not all) they are consulted at some point for advice on either copy or presentation;
3.3.2 The central team is responsible for producing Update , which provides information for community and residents’ groups and in at least in one area, the Residents' Association newsletter editor has phased its newsletter publication to fit in with the receipt of Update .
(Minutes of 2 nd Meeting of the Working Group 28 th May 2009)
3.3.3 The corporate team assisted portfolio service colleagues with many of their publications but were not, in the main, directly responsible for commissioning them;
3.3.4 The process of planning or deciding to undertake a publication rested with the service department It was the department which decided the purpose, audience, distribution method, quality and appearance of any publication. If the corporate team felt a publication was not the right method they would provide that advice, but they did not ultimately decide on, or clear, all publications
3.3.5 Almost all publications spend was through departmental budgets, with central money limited other than the regular commitment to Borough Briefing.
3.3.6 It is hard to estimate the proportion of DIY work, as the specialist staff do not necessarily see publications.
(Minutes of 3 rd Meeting of the Working Group 11 th June 2009)
Page 27 3.3.7 'DIY' publications were often only spotted after they had been issued. Not only might they be sub-standard in design, but also had the drawback that they were often then not put up on the website in an accessible way (if at all). Whilst departments might undertake these because they felt they were lower cost, in fact this involves the Council in a double-spend, because it was paying for the Design Studio, and then again for the staff time in doing DIY work or going to outside printers. If external designers were used there was a further additional cost whilst an internal resource was being maintained.
(Minutes 4 th Meeting of Working Group 18 th June 2009)
3.3.8 Review of publications
3.3.8.1Members of the Working Group reviewed a range of publications produced by council departments in the period from May 2008 to May 2009. Publications could be categorised as follows;
§ Booklets about places in the Borough; § Leaflets announcing events; § Leaflets about services offered by the council; § Leaflets about safety issues (including crime prevention); § Documents about council policy and strategy; § Local history publications for sale by libraries and bookshops; § Leaflets about matters out for consultation; § Annual Information leaflets matters such as school admissions, refuse collections etc; § Six monthly recycling news to all addresses; § Statutory annual council tax demand; § Planning notices for affixing to sites.
3.3.9 We looked at the Design Studio and outsourced printing orders which disclosed that for instance 1000 copies of the Phoenix Annual Report were produced, that the print run for the ‘Darwin management and nomination document’ appeared be 8000, and that ‘Street Friends’ had tablecloths and plastic bags printed.
3.4 The Design Studio
3.4.1 The Design Studio currently is the responsibility of the Environmental Services Department.
Page 28 3.4.2 The prime services of the Design Studio are: • Design of printed publications – the core service • Exhibition design • Banners and signage
3.4.3 Its customers are mainly internal to the Council. An analysis of jobs in the nine months from June 2008 to March 2009 shows the following proportions:
Internal work 517 96% External work 23 4% Total 620 100%
3.4.4 The last full financial year – April 2008 to March 2009 shows that in cash terms the split was:
Internal work 96.41% External work 3.59
3.4.5 Most of the “external” charges are made to partner organisations.The Studio has a 4.58 FTE establishment. Currently in post are a Senior Graphic Designer (21 hours), 3 Graphic Designers (2 full-time and one 15 hours), the full-time Office Manager, and a temporary designer (21 hours). The Studio reports to the Office Resources Manager, who in turn reports to the Head of Strategy Development and Services. The use of agency staff reflects the need for a buffer to contain any income shortfall whilst still meeting service demands. It is felt by Environmental Services that these staffing levels, and the flexibility afforded by the use of some temporary staff, are appropriate.
3.4.6 The budget figures for the Design Studio are:
2008/09 2009/10
Employees costs £199,500 £182,400
Supplies and £ 52,520 £ 39,760 Services
3.4.7 It is expected that 5% of the work would be external and 95% internal
3.4.8 The service was subject to Member scrutiny in 2006 as part of a wider communications review. This review expressed several concerns about Council publications, particularly the lack of a unified brand image, attributed in part to the use of external designers. The Review went on to identify several advantages of an in-house design service: • knowledge of corporate design standards and “house” styles;
• understanding corporate priorities, allowing staff to produce sympathetic design concepts;
Page 29
• accessibility through its on-site location and knowledge of customers;
• speed of turnaround and delivery, and ability to prioritise work.
3.4.9 It was recognised that the service could not be made truly commercial as it was required to give priority to internal customers, and there are strict legal constraints on the extent to which external income can be sought.
3.4.10 Currently the service operates on a “charging“ basis whereby internal and external customers are charged on the basis of staff time spent on their work.
3.4.11 It does need to be recognised however that the charging system may deter some potential customers who instead attempt to design items themselves to conserve their budgets. However, this can only be considered a genuine efficiency saving if satisfactory design standards are met, and the value of the staff time taken on “self-service” design does not exceed what the cost of hiring the Design Studio to do the work would have been.
3.4.12 Similarly the use of external design consultants to produce materials on an exceptional basis also needs some controls, for example to ensure that the Council’s corporate design standards are met.
3.4.13 Concern about the Council’s corporate image has been a recurrent theme in reviews, but for the Design Studio to “police” this on their own is beyond their remit. A previous review suggested that the Corporate Communications team should revise the Council’s current design manual which the Design Studio could then use as authoritative guidance on corporate design standards, referring any matters of apparent non-compliance to Corporate Communications for a decision or further action.
(Submission by Mark Lemon to Working Group 16 th June 2009)
3.5 Schools
3.5.1 Whilst schools largely did their own news releases (generally on non- controversial issues) the corporate team are available either to advise on more complex or contentious issues, or in some cases will get involved in direct news management. Tailored guidance notes have been in place for schools for some time, and although no formal training sessions are run, 1:1 coaching on specific issues or incidents is provided where necessary.
(Minutes 2 nd Meeting of Working Group 28 th May 2009)
• “The primary means of communication with schools is electronically via the CYP Intranet, which is based on the London Grid for Learning (run by a consortium of London boroughs and also providing access to curriculum materials). The Council issues approximately 200 circulars each year, which are approved by the relevant Assistant Director and the
Page 30 Director personally, and follow the national categorisation scheme. There is also a rolling’ Latest News’ section for shorter and lower profile items of guidance or information.
• We provide support to schools as required, should they need assistance with their own communication with the media, parents etc. Rudi Richter and his team frequently provide advice to schools when organising official openings etc and to facilitate contact with the local press. Generally, local press coverage of schools is very positive and most schools are adept at exploiting this way of promoting their achievements”.
(Submission from CYP Department)
3.5.2 Examples of the template provided to schools for news releases is attached at Appendix F and the Model Communications Planner for Schools at Appendix G.
3.6 Media
3.6.1 Currently Bromley has two local newspapers which cover most of the Borough – The Bromley Times, owned by the Archant Group, and the News Shopper owned by Newsquest Group. A third Borough-wide paper, The Bromley Extra, ceased publication in 2008. A small free newspaper is delivered in Biggin Hill and parts of the surrounding area. There are various free London newspapers, the main ones being the Evening Standard and Metro. There are no on-air broadcast community radio stations although Raven Sound provides ‘on line’ programming. Local television news is provided by the BBC and ITV on a London wide basis.
3.6.2 The corporate team uses news releases or articles to promote the Building a Better Bromley (BBB) objectives and we were told of a story about a successful learner with disabilities which had been used to illustrate the work to encouraging independent living. In general the themes of BBB are introduced into stories by references in quotes, where they were more likely to be used. All releases are cleared by a senior or chief officer and the relevant portfolio holder.
3.6.3 A significant part of the team's work is to bring different groups of staff together to put out coordinated material or messages and the work with the cross-departmental business support group was cited as an example
3.6.4 We were told that some projects have “highly complex mixes of communications within them” - e.g. Station Road in Orpington. Whilst some was media related, much was about more direct resident and stakeholder work, involving public meetings, exhibitions, web content, etc. In many cases they were sustained over a long period, with the communications lead playing an important role in coordinating activities.
Page 31 3.6.5 Following the Farnborough air crash on March 30 th 2009 the team was active in protecting/advising residents on media intrusion, whilst other staff dealt with media calls and enquiries centrally. The Council has a statutory obligation to assist in return to normality, and sensitive/robust communications played an important role in this. It was also pointed out that this type of incident has a long 'tail' of less prominent activity, which still required careful monitoring and communications input. There are regular emergency exercises, involving the corporate communications staff working as a team.
3.6.6 Most press enquiries tend to be local, although there is periodic contact from national or specialist publications (e.g. TES) often for issues covering all areas such as exam results, largely in quasi-survey form. Overall local paper relationships were considered to be good (or excellent), although personal relationships/trust could vary between individual journalists (and there was a swift turnover). The reduced competition through the demise of the Extra was perceived to have potentially lessened the pressure on remaining publications to maintain high and thorough reporting standards.
3.6.7 More stories appeared in online editions of local newspapers than the print version
(Minutes of 2 nd Meeting of the Working Group 28 th May 2009)
3.6.8 There was some effort to get articles into specialist publications, for example the Municipal Journal article on brokerage work in Bromley, to establish the Council's reputation within specialist/professional circles. Most press enquiries tended to be local, and there had been little response from central London focussed publications like the Standard, as Bromley was too peripheral geographically to be of strong interest to them or the majority of their readership.
(Minutes of 3 rd Meeting of the Working Group 11 th June 2009)
3.6.9 Emma Dedier told us that;
“The team has daily interaction with local media and worked hard on media planning. In addition to planned media activity as part of existing communications programmes the team looked ahead on a monthly basis to identify emerging good news stories, time sensitivity or not of those stories, how to stage them so as not compete and to balance out any anticipated negative coverage”
3.6.10 We learnt that press releases were sometimes issued by employees who were not communications officers. When employees were given this role they were provided with training and the press release tended to be basic, non-
Page 32 controversial, template and were not cleared by the central communications team.
(Minutes of 5 th Meeting of the Working Group 25 th June 2009)
3.7 Review of press releases
3.7.1 A review of the press releases issued and posted on the Council website between March 1 st and May 21 st 2009 (Appendix H) shows that there were 40 releases, in which councillors were mentioned in 29. A quarter were about Children and Young People, whilst 2 concerned services for the elderly or handicapped. 5 reported on successful prosecutions for benefit fraud. The Safer Bromley Partnership was active in producing 7 of the releases. A rough categorisation shows that 8 were giving information about events; half gave news of an event which had happened whilst most of the rest could be described as PR stories promoting actions the council was taking like the expenditure of additional money on services.
3.8 The News Shopper
3.8.1 The Working Group took evidence from Richard Firth, News Shopper Editor to the meeting. Mr Firth has been editor of the News Shopper since April 2008, following extensive local newspaper experience elsewhere in the country.
3.8.2 The current circulation of the News Shopper is just under 300,000 in all 4 editions. For economic reasons the circulation of the Bromley edition was reduced in 2008 and is now approximately 90,000. Over the summer months, 8,000 additional free copies had been made available at various outlets in the area. Around 5,000 copies of the News Shopper are sold across 52 outlets in Bromley.
3.8.3 The vast majority of the stories on the paper’s website were published in the paper; however stories from the website were tailored for the paper, usually with changes to the human interest angle of stories.
§ 95% of advertising revenue is from the newspaper and 5% from the website. § A new development for them was the publication of video stories online.
3.8.4 He felt that the Council is good at providing press releases around newsworthy stories. He did suggest that the Council should aim to release as many stories as possible with an element of people, faces and human interest. Anonymous stories were not always trusted by the public and stories with a personal touch would be popular.
Page 33
3.8.5 Bromley is the most proactive Council that the News Shopper works with. Reporters were able to speak to staff on a one-to-one basis. The main focus for reporters was the Council's Central Communications Team. However, the publication also had a good relationship with other individuals such as Councillor Colin Smith. Mr Firth highlighted the importance of Portfolio Holders or other councillors making themselves readily available to reporters in order for stories to be successfully followed through.
(Minutes 6 th Meeting of the Working Group 2 nd July 2009)
3.9 Media Training
3.9.1 The corporate team ran media training programmes some years ago (largely focused on specific types of incident) but not in recent times because of budgetary pressures. However, the corporate team were available to brief officers or councillors facing sensitive or broadcast media interviews, and all had appropriate experience to do so.
(Minutes of 2 nd Meeting of the Working Group 28 th May 2009)
3.10 Website
3.10.1 Bromley has had a corporate website since the mid 1990s. In addition to the corporate (Bromley.gov) site the Council has a series of other sites and online systems, e.g. planning, linked in to it. When the website appears to be down, it is usually one of the ‘tagged on’ sites that is faulty. The main site has an ‘up-time’ well in excess of 99%.
3.10.2 The website is designed primarily in a ‘narrow screen format’ to correspond with what is believed the majority of its customers still use, and had on the day we looked at 55 active links on the home page. This does give plenty of quick links but results in a crowded page. The main navigation bar complies to a local government common format. The appearance might be described as functional rather than attractive.
3.10.3 As one of its accessibility features it has a facility to listen (Browsealoud) is described as;
“a free tool that speech enables website content. It offers a practical website access service to people with reading difficulties and those who find it easier to listen to, rather than read the content of our website.
Page 34 It assists in the navigation of our website for the following sections of the population:
§ Those with literacy and reading difficulties § Those where English is not the first language § People with Dyslexia § Those with mild visual impairment”
3.10.4 There is a free translation link on the Bromley website, and the facility to change font sizes on the pages. In common with other public sector sites, it has certain requirements to meet accessibility standards, which can affect the way in which information is presented on screen.
3.10.5 The site offers a number of transaction opportunities (to view items such as planning applications, book appointments, report problems or pay for certain services, and is used by the public to provide feedback on services, although this does not extend to open ‘discussion forums’ as yet. The site is also increasingly used to undertake online consultation – for example, feedback has been gathered on Biggin Hill swimming pool, the Council’s constitution, etc.
3.11 Customer Contact Centre
3.11.1 Although we have largely focused our review on ‘communications’ in its narrower sense, as we observe in our introduction to this report;
“every one of us who serves the Council either as an employee or as a councillor is an ambassador for the Council, how we respond to our fellow citizens in different roles has an impact on the perception of the Council as an organization” .
3.11.2 We did therefore ask Sheila Bennett, Assistant Director Democratic and Customer Services to brief us about the work of her staff.
3.11.3 The Customer Contact Centre (CCC) currently has 36.89 fte staff, which is supplemented from time to time by temporary staff to cover peaks of demand. It handles not only initial telephone contact for these services, but also email to the generic service mail boxes, letters and other correspondence, and in some cases such as parking it handles administering and issuing permits, blue badges, etc.
3.11.4 It received over 746, 000 calls during 2008/9, of which nearly 565,000 were switchboard calls. The CCC handled over 23,600 emails in the same period, and recorded around 14,000 face to face contacts. It issued over 5000 parking permits, nearly 5,000 blue badges and around 2,000 books of visitor vouchers.
Page 35 3.11.5 The Customer Contact Centre covers
• The Council’s switchboard • The main Civic Centre enquiry desk • Waste and refuse services • Some Street services (further migrating in during Spring 2010) • Parking (residential and business permits, blue badges and general parking enquiries) • Social care initial referrals for adult and older people’s services, and for children with disabilities plus OT referrals for both the Council and PCT • Education information enquiries • Electoral services • Recruitment fulfilment (such as sending out job packs) • Environmental health services such as pest control, noise and nuisance issues, etc • General enquiries
3.11.6 Calls are recorded and kept for 3 months.
3.11.7 Staff in the contact centre are multi-skilled across a number of different services, but tend to specialize in one or two areas of the Council’s operations. The system is designed to route calls to the most specialized person on duty.
(Minutes of 5 th Meeting Working Group 25 th June 2009)
3.11.8 Although the contact centre is able to categories calls by type it does not have the facility to analyse all complaint calls in sufficient detail to enable detailed statistical reports which can pinpoint individual areas of concern. However, the CCC holds regular meetings with client services where they feedback on any issues which are emerging at the frontline, and any suggestions CCC staff have for solving these problems, in order to identify areas for further action or improvement; and data pulled off the Customer Relationship Management (CRM) system gives services the ability to look at deeper analysis of issues as required either on an individual or broader basis.
3.11.9 The CCC collects contact data for callers, and as part of this makes efforts to promote on-line service facilities for the future. Email and mobile numbers collected are used to undertake proactive corporate mailings Examples are regular scheduled mailings to provide information on any Council opening time changes prior to Bank Holidays, and more recently, an email highlighting the website information on the impact on services sent out during the January 2010 period of sustained snow disruption.
3.12 Monitoring and Evaluation
3.12.1 Monitoring of news is currently undertaken by the corporate communications team using Google alerts, and some retrospective departmentally funded monitoring services for major issues; externally purchased wire services are not currently used because of cost. Press clippings are kept centrally, and can
Page 36 be called on for reference but are not widely circulated as there is not the admin support to so do. All Chief Officers have access to local newspapers (and some national ones) and local papers are also put into the Members Room.
3.12.2 The Council’s news releases are posted up onto the website, and there is a link to these on the councillor team site, as there are to news feeds from both local and specialist local government press.
3.12.3 Evaluation of success includes measuring hit rates of news in local publications but also needs to include measuring how perceptions can be changed or influenced (e.g. Crystal Palace protesters being branded as 'squatters' rather than 'eco-warriors');
3.12.4 It is difficult to measure stories that were 'killed' or 'turned' but it is accepted that this is a vital part of the team's role.
3.12.5 The central team keep track of press enquiries through a shared logging system, which enables consistent lines to be taken and issues fielded for colleagues who are absent or otherwise occupied. (Minutes 2 nd Meeting of Working Group 28 th May 2009)
3.12.6 Andrew Rogers evaluates the success of what is done by the Environmental Services Department by percentage take-up of press releases and also, for ones which called for action, by the response it generates within the service.
(Minutes 4 th Meeting of Working Group 18 th June 2009)
3.12.7 The effectiveness of Council communication was also measured through responses to residents’ surveys e.g.; the former BVPI survey, the Council’s own General Satisfaction Survey and more recently the Place Survey. Every communications plan contains a section for evaluation which could specify inputs and outcomes for measurement.
“It has”, said Emma Dedier, “become more challenging to measure outcomes as the Council no longer has a residents’ panel and the ability to successfully measure outcomes is dependent on resourcing”.
(Minutes 5 th Meeting of Working Group 25 th June 2009)
3.13 Communicating with people with disabilities
3.13.1 The Working Group was interested in how information was provided to people with visual impairment
Page 37 3.13.2 Under Section 49A General Duties of the Disability Discrimination Act 2005 – (!) ‘Every public authority shall in carrying out its functions have due regard to (f) the need to encourage participation by disabled people in public life.
3.13.3 We were told that;
“There is no specific policy covering these issues. Targeted communications tended to be advised on/dealt with at a service level. With information provided in a range of format when appropriate to the message and audience. Government advice surrounding this issue states that information in an alternate format need not be provided upfront but should be made available on request”
(Minutes of 5 th Meeting of the Working Group 25 th June 2009)
3.13.4 Cllr William Huntingdon-Thresher in his submission to the Review said that he had recently met members of the visually impaired community and that;
“they have great difficulty in accessing council communications, In particular where they rely on the local press they only received a very abridged version. Typically since the majority of the visually impaired are elderly the articles provided are largely targeted at those likely to be of interest to the elderly – home helps etc. Those relevant to the working and active visually impaired person are generally missing”.
(Submission by Cllr William Huntingdon-Thresher 22 nd June 2009)
3.13.5 In order to comply with the Disability Discrimination Act Disability Voice Bromley (DVB) argued in their submission that;
“Bromley needs to communicate with disabled people in a meaningful and inclusive way. Making sure that disabled have access to good information is as important as providing quality services....
We appreciate the work done in the past to make information more accessible. For example the establishment of the Disability Helpline run by Bromley Social Services Direct (BSSD). Whilst the recent review of the helpline was favourable, we feel that there is an issue of lack of awareness of the service that needs to be addressed.
It is imperative that good practice principles are applied across all departments and are a major consideration in the production of every document aimed at the public.”
(Submission by Joanna Frizelle on behalf of Disability Voice Bromley July 2009)
3.13.6 The Council does have a Communication Manual issued in August 2005 which gives excellent guidance for staff for communicating with adults with a disability or sensory impairment. How widely available and well it is used is not something we have investigated.
Page 38 3.14 Partnership Communications
3.14.1 Developing fully effective working and joint planning had taken some time, and required constant maintenance; and there was still an innate potential for some tensions between partners on specific issues. Some projects had been controversial such as;
Ø the town centre banners highlighting the consequences of youth drinking (part of an otherwise award-winning campaign) Ø an initiative some years ago on domestic violence aimed at male users of sports centres.
3.14.2 With regard to the Safer Bromley Partnership a Partnership Communications Group had been formed which met on a monthly basis. Leaflets had been issued to inform residents about the work of the Partnership. ‘Community TV’ had been recent established with TV screens in high footfall areas such as bus stops, railway stations and some branches of McDonalds. Information relating to crime prevention, fire safety and other Partnership related matters would be provided on a loop. The system has been procured for a year and there would be 24 hour access to the control and edit suite in order for the system to immediately react to incidents such as a missing child.
(Minutes of 5 th Meeting of Working Group 25 th June 2009)
3.14.3 We took evidence from several of our partners.
3.15 Police
3.15.1 Steve O’Brien from Bromley Police told us that he was a member of the Senior Management Team and that he had direct line management for the press officer. Bromley Police shared the same communications brief as the other London boroughs within the Metropolitan Police.
3.15.2 Amongst the duties of the press officer was a daily review via the internet of mentions of the police in the press. Press cuttings were circulated on a weekly basis. In the event of a serious incident (such as the Farnborough air crash) the press officer would accompany the Borough Commander to the scene and manage the press on site, restricting access to the scene and, where appropriate, victim’s families. For major incidents the Area Press Office would decide what was released to the press. For more low key incidents, such as police raids, the press officer would attend in order to gather information for press releases.
Page 39 3.15.3 The Borough commander and the Press Officer would liaise on a daily basis and they would discuss issues to manage potential risks. The success of the press officer was measured by the number of positive stories reported in the press.
(Minutes of 5 th Meeting of Working Group 25 th June 2009)
3.15.4 Safer Neighbourhood Teams are expected to deliver a regular leaflet in their ward and the Metropolitan Police publishes and distributes a leaflet to every household in London on a six monthly basis.
(Submission from Steve O’Brien 29 th June 2009)
3.16 The PCT
3.16.1 The PCT told the Working Group that it co-operated with the Council in a number of areas including;
3.16.2 The Change4Life component of the ‘Outdoor’ Bromley event on 12 th September 2009;
3.16.3 Joint working on the communications planning and execution to support collaborative management of the Swine Flu pandemic and reciprocal use of corporate websites for this and other issues of major public interest.
3.16.4 Ongoing day to day liaison on proactive and reactive media handling on issues of common interest.
Under the aegis of the LSP – work was undertaken in 2008 on the development of a borough wide public engagement strategy connected to ‘Bromley 2020’. We feel we need to revisit this and revive the momentum. We believe there is now, particularly in relation to the development of joint commissioning, an even greater need and potential for closer working on public, service user and carer involvement.
In terms of information giving (rather than engagement); the Bromley Council website in general works well. Like us, due to a general lack of affinity in Bromley with mainstream London media, we know that there is a reliance on one remaining newspaper with significant circulation; a situation not of your choosing, or ours but one which we have to accommodate and plan for.
.....With regard to the possible demise of the local printed press; we would be open to exploring together what potential there might be for a joint printed publication for Bromley residents on a periodic basis”
(Submission from Simon Robbins Chief Executive Bromley PCT 20 th June 2009)
Page 40 3.17 Communications in two other London Boroughs
3.17.1 The Working Group looked at the communications operation in two other London Boroughs – Ealing and Wandsworth.
Ealing
3.17.3 Peter Morris, Marketing and Communications Director gave evidence via a conference call.
3.17.4 Ealing had decided to centralise its communications team in order to improve effectiveness. Around six months after putting the corporate team in place it commissioned an independent benchmarking exercise to test its performance and guide further fine tuning of structure and approaches.
3.17.5 The Marketing and Communications Team objectives are;
• To present what the Council does, how well they are doing it, and improvement plans • To help Council services achieve their objectives • To build customer satisfaction and the Council’s reputation • To maximise cost-effectiveness
3.17.6 The three key messages which set out the Council’s priorities were;
• Cleaner Streets • Safer Communities • Value for Money.
3.17.8 The corporate team has 25 members
• Media Relations • Publications • Website/intranet • Marketing • Design and Print • Location filming
3.17.9 They also have 2 posts working explicitly on Building Schools for the Future and Every Child Matters communications (funded by the respective services but based within the central team) and are in the process of recruiting to a post to lead the Council’s response to Freedom Of Information enquiries.
Page 41 3.17.10The Marketing and Communications Director is not a member of the Corporate Board but he is invited to attend meetings when necessary and is kept informed of emerging issues. Members of the Communications Team are also assigned to “portfolios” that match the responsibilities of key Cabinet posts and the Leader of the Council holds the Portfolio for the Marketing & Communications service.
3.17.11Almost all the Council's communications are released through the Central Communications Team. A small number of DIY communications are distributed and these were assessed on a case-by-case basis. The Communications Director felt on balance that centralisation had more advantages than disadvantages
3.18 Internal Communications
3.18.1 Internal communications have been developed along the same lines as external communications. The messages were identical to the external ones and were communicated in diverse ways including;
• Desk drops • Monthly Magazine; • Weekly emailed bulletin • Intranet; • Payslips; • Email briefings; • Displays; • Screen savers and mouse mats.
3.19 External Communications
3.19.1 These include the following;
• Advertising (press, bus shelters, cinema) • Banners – on lamp posts and council buildings • Websites (main Council site plus specific campaign sites) • A-Z of services • Council tax booklet • Media Relations • Displays • Vehicle livery • Monthly A4 Magazine ‘ Around Ealing’ • Roadshows • Direct mail
Page 42 • “Your Ealing” annual report of progress against priorities and plans for the year ahead
3.20 Local press
3.20.1 He thought that the closure of local media across the country was mainly due to the economic situation and not the increased use of Council magazines and publications.
3.21 Council Magazine
3.21.1As the circulation and readership of local print media has declined, the Council's Central Communications Team has become increasingly proactive. A deliberate decision has been taken to enhance the Council's communication in other ways, and as part of this the residents' magazine has been developed further.
3.21.2 Distribution of the magazine was increased from quarterly to monthly in 2006. The magazine is distributed to around 137,000 homes and businesses using a door-to-door distribution agency. Each issue has between 32 and 46 pages and the whole operation is managed and run in-house. The overall annual cost of the magazine is £400,000 but attracted advertising income of £300,000. The majority of the income (circa 75%) derived through the magazine came from other departments within the Council, who bought space in order to communicate messages to residents. The remainder was from partners such as the Police and PCT (who were offered the same advertising space rates as Council services) and external advertisers (who are charged a higher rate).
3.21.3The magazine's impact is measured by a variety of means. A research and consultation operation situated within the Chief Executive's Team commissions an annual resident's survey which includes questions related to the Council's publication and other communications issues. In addition, comment is sought on an ongoing basis. Other measures of the impact used are take-up of things promoted through the publication.
3.22. Ward Forums
3.22.1 Ward Forums have been established to replace Area Committees covering larger areas, and have significantly higher public attendance. These Ward Forum meetings are led by Ward Members and the Central Communications Team supports these by producing promotional material prior to meetings such as regular newsletters that are delivered door to door.
Page 43 3.22.2The publicity budget is £65,000 per year which provides for at least 2 newsletters a year in each of the 23 wards and postcards reminding people of forthcoming meetings. Each Ward Forum has been allocated a budget of £40,000 to spend on projects as it sees fit.
3.23 Major campaigns
3.23.1The Council has recently started a new "Ealing Altogether Better" initiative, focussed on responding to the 'place shaping' agenda. This has involved a major advertising and PR campaign and a new website independent of the Council's main website. The whole campaign is designed to appeal to the heart more than the head, using a very visual approach to remind residents about the many great aspects that make the borough an excellent place.
(Minutes 6 th Meeting of Working Group 2 nd July 2009)
3.24 Finance
• £1.6 million gross budget for central team (including staff) • £300,000 advertising income • £170,000 filming fees income • £20,000 PR consultancy income • £140,000 savings from new design/commissioning approach • 50% reduction in local press advertising rates negotiated (worth £150,000 per year to the Council as a whole)
3.25 Website
3.25.1 Ealing's website looks tidy however the technology behind the website has limitations such as it being unable to support additional media such as video clips.
3.25.2 Despite this, by careful focus on the key messages the Council wants to communicate and those things users most want, the percentage of people stating it is their main source of Council information has trebled in the last year.
Wandsworth
3.26.1 Steve Mayner, Head of Communications gave evidence and submitted a background note for the benefit of the Working Group.
3.27 Communications organisation
Page 44 3.27.1 The central team has 21 members of staff in a variety of disciplines including press, marketing, public affairs, design and print. The central team covers all areas of work, with no specialisms by service or portfolio. The core media team is 2 communications people, a publicity/marketing officer and 2 part-time public affairs and marketing manager together with a Head of Communications.
3.27.2 The 7 council departments do not have their own publicity teams although some may have someone they call a marketing or publicity officer. This is both a strength (less fragmentation) and a weakness (missed opportunities). This could lead to fragmentation of message, and a lack of the ability corporately to prioritise between stories, which could lead to suboptimal press coverage if they were competing with each other.
“Whatever the medium - magazine, media, website etc – it’s the co-ordination of messages and issues that sets the agenda. This comes from the centre – principally the Leader’s Group and Chief Executive. We run a lot of campaigns as surveys show these register with residents and translate into higher satisfaction scores.
3.27.3 Recent campaigns include;
• Aircraft noise • Post office closures • Business rates increase • Hidden homes • Dog microchipping • Transport improvements etc”
(Submission by Steve Mayner, Head of Communications 18 th June 2009)
3.27.4 As part of this process Wandsworth has a communications grid which they use to ensure that they are covering all the council’s core objectives and key issues.
3.27.5 Cabinet members do not see all publications prior to issue, and nor do all Chief Officers.
3.27.6 The Head of Communications has a close (often daily) liaison with the Chief Executive and the Leader to provide advice, generate communications plans and bring forward story ideas. There is a strong political emphasis on maintaining brand image, and all publications have to be produced through the design team (for audit and brand protection purposes).
“The central control gives us a strong grip on corporate identity”.
Page 45 3.27.7 The Head of Communications sees all Cabinet reports in advance to enable him to input advice and thoughts. He and his team handle all corporate publications and key campaigns but the team does not clear all publications, although the head of design studio might draw their attention to any that he feels are in need of corporate overview or input.
3.28 Media
3.28.1 There were until 2008 two local papers; the Wandsworth Guardian a free sheet (70k circulation, but missing many properties, especially blocks of flats and estates) and the paid for Wandsworth Borough News which has now ceased publication.
3.28.2 Around 700 new releases are issued annually and they receive around 2500 press enquiries per year. Part of the role of the Communications Team is to look ahead and spot stories which might damage the Council’s reputation.
“We also keep up a non-stop flood of positive news stories – at least one new story every working day – even though we have a declining local media we can still get these picked up on the web and in other places”
3.29 Finance and control
3.29.1 The total spend is £2.6m of which £1m is print outwork.
3.29.2 Most budgets are in departments and not necessarily identified under a publicity code; although the strict requirement for publications to go through the design team means that most spending of that nature can be accounted for through that route. The briefing form required for commissioning design work leads staff through the steps required to think through a publication's objectives, quality, print run, etc.
3.29.3 The design studio is a DSO (Direct Service Organisation) and is frequently market tested; there had never been any discussion about outsourcing communications advice.
3.29.4 Council publicity concentrates on decisions made and resultant Council policy, which means that scrutiny activity, is rarely featured. The Leader and portfolio holders are the only councillors generally given any significant external profile, because of their direct accountability for services.
Page 46 3.30 Publications
3.30.1 Wandsworth publishes a magazine ten times a year. It focuses on ‘positive lifestyle type’ stories, and service information, with minimal overtly political content, and few pictures featuring Council figures. Whilst the Leader sees it before publication and portfolio holders see pieces relevant to their area they do not exert any editorial control. 80% of the readership see it as fair and balanced, and team keeps strictly within legal guidelines on publicity.
3.30.2 Wandsworth took a conscious decision in 2005 to increase the publication of their newspaper. Increase frequency, attract advertising and turn it into a magazine with a circulation of 140,000. The gross cost in 2009 for 10 issues a year £260,000 of which £174,000 is met by advertising. The net cost is 3p a copy.
3.30.3.Because it has been established for some time, it is attractive to advertisers, and the advertisements are kept to 'high end' concerns, to match the image the publication is trying to project about the area, possibly at the cost of holding income down.
“Advertising is ‘hand picked’ to reflect key messages – so yes to smart new developments and NHS services – no to car dealers and pizza take-aways”
Getting to this position has been a long-term process however.
3.30.4 Local research shows that information delivered through the door is valued (especially the A-Z of services). The Council uses London Letterbox Ltd to distribute to all households, and Council publications are the only ones guaranteed to go to all residents.
“We knew the council magazine was highly regarded - but were surprised that everyday publications like the ‘contact the council guide’ and the ‘complaints guide’ delivered through the door were equally important to residents”.
3.30.5 The web version of the magazine records very few viewings.
3.30.6 Local ward newsletters are produced once a year and ward meetings are held every other year.
3.30.7 It is felt that the magazine reduces only slightly the number of leaflets produced, but it does keep print runs down.
Page 47 3.31 Partnership
3.31.1 Over the past year Wandsworth has worked much more closely on the LSP agenda – making sure this chimes with their own agenda without undermining it.
3.32 New technology
3.32.2 Whilst website ratings are good, and the site is currently being upgraded, Wandsworth does not see itself as cutting edge. Some daily news alerts are provided.
3.32.3 Experiments are underway with various social media techniques, although these tend to focus on campaign initiatives (e.g. a video booth for one in Tooting, which is a one-off, but might be used again where engagement with young people is a target objective).
Wandsworth does not webcast meetings as it is felt there is not likely to be sufficient interest.
3.33 Monitoring/evaluation
3.33.1 Evaluation of success is based on survey results, which show (in common with elsewhere) that there was a strong link between people feeling well informed and overall satisfaction.
3.34 Conclusions
3.34.1 Mr Mayner felt that success in communicatijng effectively with their various audiences and projecting a positive Council image depended on:
Ø Corporate control of messages Ø Proactive approach to issues and campaigns Ø Good quality publicity material of all types Ø Rigorous approach to corporate identity and branding issues Ø Strong management of reputation and monitoring of risk Ø Regular and frequent communication with residents Ø Regular surveys to inform communications activity
(Minutes 4 th Meeting of Working Group 18 th June 2009)
Page 48 4 The Key Challenges
4.1 Changes in channels of communication
• Declining local and national newspaper readership; • Closure of more than 70 local newspapers in 2008 (including one in Bromley); • More services delivered through the corporate Customer Contact Centre • New technology – the impact and opportunities
4.2 Audience and response
• Growing population of residents who are difficult to reach because; English is not their first language They are young and mobile; • Ageing population; • Limited responses to consultation except for matters of immediate local interest like planning applications and road schemes; • Declining number of people prepared to attend public meetings; • Growing culture of active citizens with rights and entitlements
4.3 Messages
• Internet is encouraging more individual, choice based opportunities; • Partnership working still in its infancy as far residents are concerned • Work of Non-cabinet councillors goes largely unreported • Our work is often reactive rather than proactive
4.4 Quality
• Variable quality of literature across the council; • Too many DIY publications lacking house style; • Website is not ‘state of the art’ • Concerns from residents about lack of response from some staff or services
4.5 Structure/organisation
• Lack of clear information about the spend on communications and publicity; • Lack of evaluation of impact of communications; • Communications support uneven across Council • Devolved structure impinges on corporate image and messages
Page 49
4.6 Where do residents get their information about the Council from and how effective a source is it?
4.6.1 The top 3 most frequently used sources of information about the Council are free local newspapers (59% use), leaflets delivered to your door (56%) and the Council’s website (52%).
4.6.2 The biggest change has been for the Council’s website, which has jumped 25 percentage points since 2005. Also up is the Handy Guide (up 7 percentage points to 27% compared to the A-Z, but distribution in the summer should have ensured an increase), and word of mouth (up 8 percentage points to 46%). Down are leaflets delivered to your door (down 16 percentage points to 56%), leaflets delivered with local newspapers (down 13 percentage points to 45%), free local newspapers (down 9 percentage points to 59%), libraries (down 8 percentage points to 33%) and GPs’ surgeries (down 6 percentage points to 24%).
4.6.3 The most useful source of information is now considered to be the website (29%), well up on 2005 (16%). Free local papers come in second at 23%. All other sources are well behind these two.
4.6.4 In the face of falling distribution of the News Shopper, readership of Borough Briefing has held up (46% say they read at least sometimes, against 42% in 2005 – not a statistically significant difference).
4.6.5 Recall of Waste and Recycling News is high (54%) considering it had been 11 months since a copy had been distributed, with 89% claiming to have read at least some of it).
4.6.6 Recall of receiving the Council Tax leaflet is also relatively high at 58% (very similar to the 57% in 2005).
4.6.7 Recall of receiving the Handy Guide is lower than might be expected (3%), given that it was distributed in the summer – a very similar proportion (35%) had said they received the A-Z, which had not been sent out for some time. This may reflect difficulties in distribution.
4.6.8 All three of these publications are deemed effective as a way of communicating by those who receive/read: 96% of those reading at least some of W&RN, 91% of those who remember receiving the Handy Guide, and 84% of those reading Borough Briefing at least sometimes, rate these as effective.
4.6.9 As use of the internet has become more widespread, people feel comfortable doing more things through the Council’s website. While 70% of people (ie including internet non-users) say they would be happy to obtain information from the website, very similar to the 67% recorded in 2005, 41% would now
Page 50 be happy to place an order for things requiring payment, up from 35%, and 43% would be happy to pay by card, up from 30%).
(Bromley Council Communications/Customer Access Survey 2009)
4.6.10 The Bromley ‘Place’ survey undertaken in October 2008, which looked at people’s picture of the area and public services overall, rather than just the Council, found;
• About a third of residents feel informed about public services, near the bottom for London Boroughs; • Bromley is below the Outer London average in terms of feeling able to influence decisions affecting their local area; • People feel more informed about the Council than local public services in general.
(Bromley in 2008/9 Findings of the Place Survey conducted by MORI)
4.7 What do residents want?
4.7.1 Other information they say they would like is mostly about the area they live in/what’s going on (11%), followed by bin collection/recycling/waste disposal/green issues (7%), and details of services/facilities available (5%).
4.7.2 When asked how the Council could improve communications, the most commonly mentioned thoughts are more use of the internet/e-mail (12%), personalised/regular newsletters/leaflets (11%) and making sure that residents get the leaflets and publications which are produced (9%).
(Bromley Council Communications/Customer Access Survey 2009)
4.8 Changes in channels of communication
4.8.1 Declining local and national newspaper readership;
4.8.2 Free local newspaper distribution is patchy and has fallen considerably since 2005, when 83% had said they received the News Shopper (now 70%). The Bromley Borough News/Biggin Hill News has also gone down (from 24% saying they get it to 17%). Only the Bromley Times has risen (up from 15% to 28%) though it was a relatively new addition to the free papers in 2005. A quarter (25%) say they don’t actually get any free papers at all, and this is much worse for those living in blocks of flats (49%), those who are either private or social tenants (43%), and those living in the South or west of the borough (35%).
4.8.3 Different papers have different geographic profiles. Overall the News Shopper reaches 70% of households, but given that only 75% get a free paper of any sort, it is clear that most people (if they are receiving free papers) are receiving the News Shopper plus perhaps one of the others. This differs a bit by area. News Shopper is strongest in Central wards (81% receive there) and
Page 51 weakest in the South (53%). The Times is also strongest in Central (40%) and is weakest in the South (16%) and West (13%). The Bromley Borough News has its heartland in the South (35%) but is almost non-existent in the West (4%).
4.8.4 Different papers have different geographic profiles. Overall the News Shopper reaches 70% of households, but given that only 75% get a free paper of any sort, it is clear that most people (if they are receiving free papers) are receiving the News Shopper plus perhaps one of the others. This differs a bit by area. News Shopper is strongest in Central wards (81% receive there) and weakest in the South (53%). The Times is also strongest in Central (40%) and is weakest in the South (16%) and West (13%). The Bromley Borough News has its heartland in the South (35%) but is almost non-existent in the West (4%).
4.8.5 While it would be expected that the News Shopper to be the widest read paper given that it has the widest distribution, in terms of the proportion of recipients who actually read, the News Shopper outperforms the rest (70% receive, with 63% reading).
(Bromley Council Communications/Customer Access Survey 2009)
4.9 Closure of more than 70 local newspapers in 2008 including one in Bromley;
4.9.1 Andrew Keen in article entitled “ British papers take note and begin to think the unthinkable” reports that it was likely that entire American cities will lose their papers as they are replaced by digital news networks.
(Independent Online 10 th June 2009)
4.9.2 In 2005 there were four local newspapers, three of which were borough wide. One of them, The Bromley Extra, ceased publication in 2008. As noted in Section 3 for economic reasons the circulation of the Bromley edition was reduced in 2008 and is now approximately 90,000.
4.10 Customer Contact Centre
4.10.1 The research report ‘ Getting the Message’ found that those calling the Council received an excellent service from those answering the phone .
‘ A small number of people use the Council website to get information, but the website does not seem to be taking much of the switchboard workload at the moment’.
This suggests a perverse incentive to use the switchboard.
Page 52 4.10.2 However, it is worth noting that the most recent (2009) customer access consultation, quoted above, has seen a significant surge in website use, and view of it as a key way to gain information on Council services
4.11 New technology – the impact and opportunities
4.11.1 One of the challenges facing all organisations has been rapid growth of new technology and the changes in the way it is delivered.
4.11.2 As internet penetration spreads and use increases so the opportunity for tailored information and consultation grows. Addressing the right information to the right audience, whether defined by locality, interest etc will become of great importance in ensuring good communications.
4.11.3 Access to the internet is up – now 82% v 75% in 2005. Among those with access, access and usage at home is almost universal (82% have access overall, 80% have access at home, and 78% use it there). Of those using at home 98% have broadband. 38% also use the internet at work, 6% at school/college, and 30% from a mobile device such as a phone or laptop.
By 2020 assume it will be technologically possible to hold referenda on all council decisions. Political opponents and opponents of politics will be crying for you to do so in the name of democracy”
(“Involving and engaging local people; creating a vibrant local democracy” Bromley Policy Outlook Event 2008)
(Bromley Council Communications/Customer Access Survey 2009)
4.11.4 Digital TV access in London was 75%. Adults under 70 who had a degree or equivalent qualification were most likely to have access to the internet at home, at 93%. Those individuals who had no formal qualifications were least likely to have a connection at home, at 56%. Men are more likely to use it (75% as against 66% for women). Although people 16-24 were most likely to use the internet each day (77%) first time the majority of adults over 65 used the internet every day or almost every day (54%). The key activities for nearly all age groups was sending/receiving emails (87%) followed by finding information about goods and service (84%).
(Office for National Statistics Internet Access 2008)
4.11.5 In line with this, awareness of the Council’s website has risen from 70% in 2005 to 79%, and usage has risen from 32% to 52%. Frequency of visiting has also increased, but not dramatically (65% of those ever visiting say they have done so at least 3 or 4 times in the last year, v 58% in 2005).
(Bromley Council Communications/Customer Access Survey 2009)
Page 53 4.11.6 The growth of new technology has been exponential and the forecasts for the next few years are difficult to grasp in their enormity.
4.11.7 With the internet, cable and satellite most households now have access to more information than entire governments had access to just twenty years ago, and they can search through it far more quickly than an entire department of filing clerks could have in the past.
4.11.8 By 2015 it is predicted that if the development storage capability continues at its present pace then everything which has ever been printed or broadcast will be available on a single iPod. As television, computers and telephones converge it will not be long before all three have combined into one machine in the sitting room and a miniature version is in every pocket and handbag.
4.11.9 Unlikely the old media which was in the hands of a few, the expansion of the internet and the growth of the blog means that the ‘many to many’ technology means that everyone is capable of becoming an editor and of publishing their views on an equal playing field with large organisations.
4.11.10 Knowledge is power and the empowerment is already transforming society. Bloggers have published information which has led to ministerial resignations and on a different level patients arrive at the doctor having researched their symptoms.
4.11.12 Governments have reacted slowly. Many forms are downloadable and can filed over the web. This is most basic reaction to new technology; doing an old thing in a new way. As choice expands so the demand for individualised services expands. Those who use Amazon know that the system notes the purchases and makes suggestions which might appeal to that consumer. As the costs of digital communication shrink and the onset of internet TV the range of niche programming expands. Already some local authorities are broadcasting information of interest to their residents via cable TV and the web.
4.11.13 Increasingly people compare public services with the treatment they receive from commercial companies. If they can arrange their holidays, travel, and insurance on the web or talk directly to a call centre or visit a one stop shop, they expect the same from public services.
4.11.14 Increasingly the citizen expects to be able to have the information he or she needs at a click of the button. In the US the Federal Funding Transparency and Accountability Act was passed in 2006. Now US citizens can in the words of President Bush, “Google their tax dollars”
Page 54 4.11.15 Social networks enable people with a common interest to meet remotely and share opinions, music etc. The old ways of asking for residents’ views by leaflet or by public meetings at set timeswill, in the not too distant future, seem archaic.
4.11.16 As costs fall, the keypad is replaced by the touch screen and the generation who never used a computer at work are replaced by a retired population of silver surfers; so the requirement for all organisations to transform their services and their communications will grow. The new technology will demand a cultural shift equal to that which transformed Victorian society with the coming of the railway and later the internal combustion engine.
4.12 Audience and response
4.12.1 Growing population of residents who are difficult to reach because;
Ø English is not their first language; Ø They are young and mobile;
4.12.2 In the 2001 Census it was reported that over 90% of the Borough’s population was born in the UK. However since then mid year estimates show a decline in that figure and an increase in people for whom English is not their mother tongue. The need for translation assistance is already recognised by the Council.
“18-30 age group especially disengaged, feels patronised, hasn’t time to get involved”
(“Involving and engaging local people; creating a vibrant local democracy” Bromley Policy Outlook Event 2008)
4.12.3 All public bodies face a difficulty in reaching younger people. Surveys show that their interest in public affairs is lower than amongst older people. The internet therefore plays a greater role in their access to information about the Council than other groups.
4.12.4 The result of focus group work with a representative set of individuals from different parts of the Borough noted that the diversity of the borough in terms of ethnicity, income and the split between rural and urban communities;
“creates significant difficulties for communication, not least because affinity and identification with the borough as a whole is not strong”
(Getting the Message 2008)
Page 55 4.13 Ageing population
4.13.1 Bromley has a substantial population of people over 65 and internet access, although growing, is, not surprisingly; lower than in the younger age groups. Although now some years out of date, only 37% of those over 60+ compared with 89% of those under 60 had access at that time.
(Bromley Customer Access Report 2005)
4.13.2 There will clearly always be a need to communicate in ‘low tech’ ways with those who have not or do not wish to access the internet.
4.14 Consultation produces a limited response except matters of immediate local interest like planning applications and road schemes
4.14.1 Despite the best endeavours of the Council public consultation, with the exception of planning and traffic matters, produces limited response. The consultation on the future constitution of the Council (admittedly a slightly esoteric matter) produced only 106 replies, although it should be noted that this was in excess of most other London Boroughs, many of whom were able to call on a far greater infrastructure to promote the consultation, e.g. prominent items in their own publications.
“People are not willing to engage ‘constantly’, only where it is relevant”
“Council regarded as being a bit distant re policy but approachable re services”
(“Involving and engaging local people; creating a vibrant local democracy” Bromley Policy Outlook Event 2008)
4.14.2 It will be essential to look at the way consultation is conducted.
4.14.3 Concerns about the way which the Council consults were mentioned by a number of the respondents to the Working Group’s call for evidence.
4.14.4 A local businesswoman commented that a consultation meeting on a parking zone only included local residents;
“businesses were not consulted and neither were commuters. A policy based only on the views of one party is not likely to represent a balance of interests”.
She also noted that;
“The Bromley website has not kept up to date as the scheme has developed”
and that
Page 56 “No apparent effort has been made to inform commuters that the cost of their commuting is about to rise by £14 a week, and that they will have to allow at least 5 minutes longer in the morning to walk to a parking meter to obtain a ticket and walk back to the car to display it”
(Submission by Dianne Jennings 10 th June 2009)
“We recently had a consultation about improving local traffic flow to help speed up the bus service. The exercise was segmented into several separate consultations, so none of the residents living in the individual sections of road on the bus route got the overall picture. You would have got a much better result if you had treated us as grown ups. Your consultants have reported that you only consult with residents of properties immediately affected. If you are talking about traffic flow, this is counter-intuitive. You also failed to consult properties in culs-de-sac feeding into the road in question”
...on consultation with parks users generally, why not publicise your consultation in the parks themselves – that is where you will find park users. Just a notice or two might do the trick”.
(Submission by Jane Morley 12 th June 2009)
“Consultation and involvement needs to be more meaningful and needs to show how people’s contributions actually makes a difference Concentrate efforts on the issues/projects where there are real options to chose from and people views change things. People can easily get cheesed off and not bother responding if they see that their views make no difference”.
(Submission from Joanna Frizelle July 2009)
4.14.5 The frustration is shared by Members of the Council;
“In many changes to road layout etc. We undertake something which is called ‘consultation’. In reality we poll resident views and depending on the strength of feeling and council officer specialist advice we arrive at a conclusion discussed in public at a council meeting. Many residents have commented this is not a consultation, there is no feedback or other discussion, it is not even a local vote since officer specialist advice, or other legal constraints can override the vote. Can we change the words?
Can we change the mechanism? Could an online forum be established which is updated with the revised plans following the initial vote and specialist recommendations allowing further feedback? Following an article in the News Shopper readers gets the chance to comment – how about them responding to our stories/activities in the same way?”
(Submission by Cllr William Huntingdon-Thresher, Chairman of the Environment PDS 22 nd June 2009)
“The consultation about a new traffic roundabout at the junction of Upper Park Road and Plaistow Lane didn’t include the cost of the works and gave the impression that the plans were already in place and would go ahead anyway”.
(Cllr Ruth Bennett)
“The 'Consultation' By LBB and Bromley Primary Care Trust on replacing Hawes Down Clinic, Hawes Lane, West Wickham with flats for people with learning disabilities was a good example of how not to conduct a public consultation.
Firstly there had been no prior discussions with any of the 3 ward councillors and finally, after the intervention of Cllr. Hubbard, a meeting for residents was hastily convened.
Page 57
At the crowded meeting, officers were attempting to hold one to one discussions with some of the people present and other residents began leaving in frustration.
The ward Councillors took over the running of the meeting following which officers addressed the whole assembly about the proposed scheme, and answered residents' questions”.
(Submission by Cllr Carole Hubbard)
4.15 Declining number of people prepared to attend public meetings;
4.15.1 Public meetings on the Council’s plans for the next few years resulted in fewer than 80 attendees. The Mayor of London’s People’s Question Time, did however fill the Great Hall with people being turned away. It was the first such meeting of the new Mayor and was advertised outside the Borough and undoubtedly the attendance reflected the celebrity of the Mayor.
4.15.2 In general, issues which have an important impact on a particular locality and on which the weight of public opinion can have an effect, produce the most response.
4.16 Growing culture of active citizens with rights and entitlements
4.16.1 Although it might at first sight seem ironic and contradictory in view of the low response to public consultation and feeling that the Council cannot be influenced at the same time there is growth in the culture of the active citizen. This manifests itself in the use of the internet to gain detailed data and information and a greater willingness to challenge ‘officialdom’. Opponents of planning applications come armed with information about how different parts of the planning legislation may be invoked; Residents concerned about unadopted roads have used the internet to research legal judgements which they have then shared with other interested groups to advance their case.
4.17 Message
“Overall, most people feel the Council provides enough information to residents (54%), though the balance is more towards not enough (30%) rather than too much (8%), and this replicates the findings in 2005.
Other information they say they would like is mostly about the area they live in/what’s going on (11%), followed by bin collection/recycling/waste disposal/green issues (7%), and details of services/facilities available (5%)”
(Communications/Customer Access Survey 2009 by Topline Communications for LBB)
Page 58 4.18 Internet is encouraging more individual, choice based opportunities;
4.18.1 Instead of a one size fits all approach consumers can search the net for the best buys which suit their needs; increasingly they will expect the Council to respond with more focussed services and information streams..
4.19 Partnership working is still in its infancy as far residents are concerned
4.19.1 Knowledge of which public body provides which service are sketchy and even certain activities of the Council were found in a series of focus groups in 2007 to be ‘low’; even amongst the most widely used services such as schools not everyone was aware that the Council was the provider. (Getting the Message November 2007)
4.19.2 Awareness of those activities provided by the Council in co-operation with partners such as the Police and the PCT is likely to be almost non-existent.
4.20 Non-cabinet Members work goes largely unreported
4.20.1 Although the vast majority of councillors are not members of the Cabinet the scrutiny and policy development work goes unreported. The current Council media protocols restrict the communications team’s role to publicising decisions of the Council. This is not helpful in explaining the wider democratic nature of the Council and the debate which takes place to reach those decisions.
4.21 Often reactive rather than proactive
4.21.1 We have noted the campaigns undertaken by Wandsworth Council but see little sustained resource being put in to promoting the Council’s views on topics such as building on back gardens, a fair grant settlement, protecting the Freedom Pass etc.
4.22 Quality
§ Variable quality of literature across the council; § Too many DIY publications lacking house style;
4.22.2 In our review of the publications produced across the Council we saw many publications whose usefulness was questionable; others which appeared to ignore the guidelines set out in the Managers Toolkit – Communications section on Media Protocol and in the Advertising Policy (April 2004); and yet others where the information could have better imparted using the web or other mediums. The need for bulky, printed (as opposed to duplicated)
Page 59 strategy documents for largely internal/partnership use eg: Strategy for Carers was also questioned. The useful purposeof some were doubted particularly the plethora of high quality publications, some of which were described as ‘vanity publications’, issued for instance for ‘Park Friends’. This use of an expensive glossy format when a lower quality paper would have served the same purpose is important. Council publications need to be of a high quality in design and layout, and there will be occasions when the quality of paper is important; however, residents are very critical of publications which appear over expensive for the purpose of the publication.
4.22.3 The Director of Environmental Services who currently has responsibility for the Design Studio observed;
“Several examples of publicity materials produced by departments without the Studio’s input were found to be of poor quality and failed to meet agreed corporate design standards. In my view there needs to be reliable gate-keeping of design standards on publicity materials issued by the Council, albeit at a level which does not introduce unnecessary bureaucracy or inhibit creativity and choice”
(Submission by Nigel Davies Director of Environmental Services 11 th June 2009)
4.22.4 This view was echoed by the Council’s Chief Executive, Doug Patterson when he gave evidence to the Working Group. He felt
“that there was not enough control over the quantity and quality of what was produced across the Council at present...”
(Minutes of 7 th Meeting of Working Group 9 th July 2009)
4.22.5 The Director of Resources representative felt that there was a need to;
“devise ways of achieving a corporate grip on these issues, including sanctions, to combat opt-outs and DIY approaches, which might not offer best value means of producing communications material”.
(Minutes of 12 th Meeting of Working Group 29 th October 2009)
4.23 Website – not state of the art
4.23.1 As noted earlier the biggest change in the source of information about the Council has been for the Council’s website, which has jumped 25 percentage points since 2005. The current website, whilst it still provides key information, is showing its age. The additional sites linked as ‘bolt-ons’ are often unreliable, the site cannot host video directly, it looks dated compared with the best commercial and public sector sites and the navigation and search engines need further improvement.
Page 60 4.23.2 The Leader in his evidence stated;
“ the website had considerable strengths but needed better search and navigation arrangements, and other communications attributes such as alerts which would come with further investment in a new technical content management system.
(Minutes of 8 th Meeting of Working Group 13 th July 2009)
4.23.3 This view was found in the survey of residents
The main improvement wanted for the website is to make it easier to navigate/make it user friendly/simplify it (23% of LBB website users said something along these lines).
(Bromley Council Communications/Customer Access Survey 2009 by )
“I rely on the website for information. Unless this is kept up to date the system fails.... planning applications... should appear in 3 days, often they do not appear at all”
(Submission by Derek Powell Chairman Downe Residents Association 8 th June 2009)
4.24 Concerns from residents about lack of response from some sections
4.24.1 Frustration with some of the basic forms of communication was evinced by some of those who responded to the Working Groups call for evidence.
“I’ve been trying for several days to speak to someone about Council Tax benefit and whenever I ring I never get anyone.
When I leave a message no one rings me back and I emailed yesterday morning, no one replied. I rang yesterday to speak to someone about it and they told me all the messages left had been rung back, but I have voicemail and even if that was the case I would know about it”
(Submission by David O’Daly 12 th June 2009)
“I regularly email Bromley Council on a number of different issues and on occasions have received neither an acknowledgement or reply within what I consider an acceptable timeframe which results in me having to send follow up emails. Some agencies have in place automatic email response which confirms receipt of the email and also includes details of the response time frame”
(Submission by James Halsey 12 th June 2009)
“I sent a letter to a traffic officer regarding some serious road safety issues (including a road accident) around the Downe area in March, and I have only this week received a reply from the Council , stating that a report will be sent to the Director of Environment. I have had to write, email and telephone several times for a response, which is still very inconclusive”
(Submission from Natalie Hughes 12 th June 2009)
Page 61
4.25 Structure/organisation
§ Lack of clear information about the spend on communications and publicity;
4.25.1 The Working Group has had great difficulty in assessing the total spending on communications. The cost of the central communications team is an identifiable budget head, as is the Design Studio; however as most departments do not have specific budgets for publicity or communications yet all produce a considerable range of publications we can only make an estimate as to the real cost.
4.25.2 The Chief Executive of the Council commented
“Budgets did not currently adequately identify marketing and communications budgets to enable clear identification and monitoring of actual spend against effectiveness, which was distorting the overall picture and ability to assess communications activity. There was also no ability to cost the very significant time put into such activity.”
(Minutes 7 th Meeting of Working Group 9 th July 2009)
4.25.3 Maria O’Donnell (Head of Finance, Corporate Services) said that there was a;
“current difficulty in analysing communications spend at present because of a lack of consistency in coding expenditure so it could be clearly identified as publicity/communications related;
the fact that analyses still showed significant amounts of printing and design being undertaken externally rather than using the internal resources supported by the Council.
There need to be ways of assessing the true costs of publicity and communications, taking staff time into account as well as other material and underlying costs”.
(Minutes of 12 th Meeting of Working Group 29 th October 2009)
4.26 Lack of evaluation of impact of communications
4.26.2 We were told about how the Central Communications team and Andrew Rogers in Environmental Services monitored and evaluated what they did (See Section 3); however we have found no evidence that other officers producing publications or undertaking promotional activities across the Council have such a process in place.
Page 62 4.27 Communications support uneven across Council
4.27.1 The R&R portfolio does not have communications support within the department, however,
“the Central Communications Team has provided very efficient communications support to ensure the Area Action Plan is effectively communicated”.
However he also noted;
“In the absence of a dedicated resource Assistant Directors and service managers in Renewal and Recreation have to be ‘creative’ and manage as best they can their communications related needs /priorities. As a consequence it is not unusual for communications activities to be poorly handled or not handled at all”.
(Submission by Marc Hume, Director of Renewal and Recreation 19 th June 2009)
4.27.2 Other areas of work do not sit neatly under any portfolio and are lacking support;
4.27.3 Partnership communications and civil contingency promotion. There is no dedicated support for internal communications
(Note ‘Our Communications Infrastructure and Resources’ Member/Officer Working Group 24 th February 2009)
4.28 Devolved structure impinges on corporate image and messages
4.28.1 The devolved structure does impinge on the way the Council delivers its communications insofar as;
Ø One department operates effectively independently of the Central team Ø The corporate message is not always consistent and proactive, and there can be problems where two areas of the Council have potentially conflicting objectives Ø Costs are not transparent Ø There is a wide range of DIY publications Ø Little evaluation and monitoring of the purpose of publications
Page 63 5. Findings and Conclusions
Having reviewed the current operation of communications across the Council, taken evidence from officers, members of the public and communications officers in other London boroughs and looked at social and technological changes we have come to the following conclusions.
5.1 Why we communicate
5.1.1 The Council’s Communications strategy states that the purpose of the Council’s communications is to ;
“keep people informed, listen and respond to their priorities in our own and to ....enhance the reputation of the Council in the eyes of the local community and beyond, promote the role and work of councillors, recruit and retain good staff and secure additional resources for the Borough”
5.1.2 Doug Patterson, the Chief Executive when he gave evidence to the Working Group put it thus;
“..the role of the Council's communications function was to provide information and knowledge about Council services, to enhance and develop its image and reputation, and to ensure that the Council gained the credit for the work it undertook within and on behalf of the community. This was as an enhancement/ addition to the bedrock of strong services underpinning our reputation.
The communications needed to project the work and aims of the administration in power, within the confines of the Code of Publicity. It was important that the distinction between political and organisational communications was clearly understood.
It was important to develop alternative channels to local media dissemination of messages, in order to ensure that the Council had a greater control over how its messages were conveyed, although he emphasised that doing this would involve making further investment, which would need to be clearly justified at a time of increasing financial constraint”.
(Minutes 7 th Meeting of Working Group 9 th July 2009)
5.1.3 Cllr Stephen Carr, the Leader of the Council in his evidence was of the view that;
“there were two key aspects of communications; internal, to ensure that staff fully understood the direction the Council was moving in, and external, to ensure that the electorate were aware of what the Council did, and could then take an informed role in expressing their views”
(Minutes of 8 th Meeting of Working Group 13 th July 2009).
Page 64
5.1.3 The Director of Renewal and Recreation in his submission said that he thought key objectives from his department’s perspective would include;
1. To fulfil our statutory obligations to inform, consult and engage residents and other interested parties on the development and implementation of key council strategies and policies including; Unitary Development Plan, Local Development Framework, Area Action Plan, Economic Assessment and numerous other planning and development related activities and developments.
2. To ensure that residents and other interested parties are informed of and engage with Departments services. This includes the development and implementation of key projects and initiatives eg: World Heritage Site application, Orpington Town Centre regeneration, Business support Programmes, Adult Education Services, Library Services, Leisure and Recreation Services etc.
3. To ensure that the Department responds to residents’ concerns and priorities in a professional, efficient and effective manner.”
(Submission by Marc Hume 19 th June 2009)
We do not dissent from these views.
5.1.4 We gave in Section 2 the four clear reasons why we must communicate;
Ø The Council is the only democratically elected body for the Borough and there is a clear moral and legal duty to report back to those who elect the representatives to run the borough on their behalf and to account to residents for the way their taxes are spent;
Ø The Council and other partners provide vital services to residents and visitors and must ensure that information about them and how they might be used is available in clear, easy to understand language and that it provides a range of different ways in which the services can be accessed;
Ø Before the Council takes important decisions affecting the way the Borough’s services and environment are managed it must consult residents;
Ø The Council has a duty to promote the Borough and this includes a duty to provide leadership both in representing the interests of the residents as a whole to government and by encouraging those civic ideals which help to improve the quality of life for residents through the promotion for instance of recycling etc.
Page 65 5.2. Objectives
§ A professional team staffed by communications experts; § A corporate approach across the Council using well branded publications of appropriate quality; § Good communications at the heart of all that we do; § Awareness all staff and Members play an important role in communications; § Reaching all residents by the appropriate media; § Value for money, using the right media and evaluating their success in delivering the message;
5.3 Member led
5.3.1 The Working Group believes that good communications is central to all that the Council does, it is not an optional ‘add on’ and, as such, needs to be given a similar status to the other ‘support’ functions like HR, Customer Services etc. As we found when we looked at other London boroughs the most effective communication operations have clear political and managerial backing at the highest level together with clear direction and leadership on key communications objectives. The Leader in his evidence said that he felt that;
“there needed to be stronger central leadership on key messages”.
(Minutes of 8 th Meeting of Working Group 13 th July 2009)
5.3.2 We support that view and believe that it is essential that a member of the cabinet has specific responsibility for communications and liaising with the new Assistant Director (AD) with responsibility for communications (see recommendation 3 below). At the same time we endorse the lead already being given by Portfolio holders to ensure that the key messages within their remit are communicated.
Recommendation 1
That a member of the cabinet be given specific responsibility for communications and liaising with the new post holder (below);
In order to ensure that portfolio holders and chief officers are aware of what is being issued we believe that it is important that they sign off releases to be issued about matters within their purview.
Page 66 Recommendation 2
All news releases should be signed off by the relevant portfolio holder(s) and chief officer of the relevant department.
5.4 Specialist expertise
5.4.1 Communications in large public and private organisations is a central support service akin to HR, Resources etc. Professional communications officers have extensive practical experience as well as a through grounding in the technicalities and law. It is not a role to be given as adjunct to other responsibilities anymore than any other professional role.
5.4.2 We note the proposal for an Assistant Director for Strategy and Communication. We feel that this would be a mistake. If we are to give our communications the central role which they need it requires that the Communications AD should be someone with wide professional expertise in communications. Whilst the Communications AD must have a strategic overview the role of strategic policy requires a different set of professional disciplines. Combining the two in one post risks diluting the central role which we believe that the Communications AD should have.
5.4.3 The LGA found that;
“many chief executives regard communications teams as only ‘channel managers’ who have little if any strategic role; they tell people what the council does but have little say in how it does it”.
‘The Reputation of Local Government’ (2008)
Recommendation 3
That a senior post be created solely to oversee all the Council’s communications including the communications aspects of new technology;
One of the areas where we feel the Council needs to strengthen its operations is in ensuring that Members and officers are alerted to issues which could impinge on the Council’s reputation. We heard evidence that communications officers had been successful in preventing some unbalanced stories appearing in the media however we believe that more needs to be done.
The News Shopper rarely uses Freedom of Information (FOI) legislation to obtain information from the Council. As the editor Richard Firth told us;
Page 67
“On the whole, reporters speak directly to individuals and information is made readily available. This is a result of the good relationship that exists between the paper and the Council”.
(Minutes 6th Meeting of the Working Group 2 nd July 2009)
“The central Communications Team has worked hard at managing down the number of Freedom of Information (FOI) requests that are made by the local media. Where possible, local media are provided with the information they are interested in without the need to submit an FOI request. The Team are not notified FOI requests unless they relate to media”. (Minutes 5 th Meeting of Working Group 25 th June 2009)
However despite the good relationship with the News Shopper it is clear that other media organisations see the use of the Freedom of Information Act as one of the means of obtaining information from public bodies. In some cases national media will make ‘blanket’ applications to every local authority on a particular topic. The Council still does not always have a response ready when a journalist contacts them for a quote (For instance with regard to the number of officers with ‘Right of Entry’ powers in response to a Freedom of Information request). As the information has been supplied by the Council it is essential that the Chief Officer and the relevant Portfolio Holder and the Leader are informed and that communications team are ready with the Council’s view when the results of Freedom of Information Act requests are published. Spotting ‘elephant traps’ and the potential negative implications in, for instance, reports to committees or in ill thought out consultations or project implementations etc is part of the role of a good communications expert.
Recommendation 4
That the new post holder has amongst his or her responsibilities ensuring that policy proposals and issues which arise are examined to ensure that any risks to the Council’s service and reputation are assessed and mitigated and that any Freedom of Information Act request is notified to the head of communications, the designated cabinet member for communications, the Leader and the relevant Portfolio Holder(s) so that a response from the council is available when any inquiry is made.
Page 68 5.5 Communicating the work of all Members
5.5.1 What marks out local authorities from all other locally provided public services is the fact that the policy makers are elected. This democratic legitimacy is central to the Council’s authority and in our view should be emphasised wherever appropriate. We note that Cabinet members were mentioned and quoted in most of the press releases we sampled (in line with current Council media protocols) and we welcome this. However, we believe that more can be done to publicise and enhance the role of all Members. The recent A-Z of council services did not provide full listings of contact information about all councillors but did give details of how complaints could be made about them. We recognise that the complaints procedure should be publicised but feel that every effort should be made to publicise the role of Members and their details. We look forward to the use of the promised ‘ward posters’ giving details of the councillors to be used on local notice boards in the relevant ward.
5.5.2 The current media protocol, for instance, does not provide for publicity for Working Group reports even though they are commissioned by PDS Committees and published as part of their agenda. We note that some Working Group Chairman have personally press launched their Group’s report. Nor do the responses at the Council question time (which often contain information of interest to the public) get separately promoted at present.
Recommendation 5
That the democratic process and councillors’ roles should be strongly promoted alongside other general service information.
Recommendation 6
That reports of Member Working Groups are publicised once approved for publication by the relevant PDS committee;
Recommendation 7
That the Council’s current media protocols be reviewed.
Recommendation 8
That all PDS meetings are attended by the relevant communications officer;
Page 69
5.6 Corporate approach
5.6.1 We were told that the Council had a ‘devolved communication structure’. We would argue that it is a hybrid structure in that although communications team members are allocated to portfolios they are members, with one exception, of a central team in the Chief Executive’s department.
5.6.2 The Working Group looked at the case for and against having a central team as opposed to having a member of staff employed solely within a department. We note that the Corporate strategy proposes that
“The communications function will be fully devolved to Directorates ; each frontline director having a communications officer reporting directly to them. A small central team will remain reporting directly to the Chief Executive. The Corporate function will be delivered by an Assistant Director of Brand and Reputation/Public Relations, and a head of internal communications with administrative support”.
(P6. LBB Communications Strategy June 2009)
5.6.3 This appears to propose both a central team and communications officers in ‘directorates’. It is not clear from the strategy how this would work in practice and could lead to confusion and a lack of consistency.
5.6.4 The view of staff in the central team was whilst it was accepted that the a departmental member of staff might be attractive to portfolio holders or Chief Officers because they could direct the time of a communications professional 100% to their own area, having members in a central team offered a degree of professional independence and objectivity. It also offered the ability to resource corporate issues and activities more easily, and enhanced the ability of communications staff to work between them to plan communications releases to avoid putting out competing or clashing stories (similar to the government 'grid'). This was especially important in view of news editors tending to limit the proportion of Council stories in any edition. It also provided a critical mass of staff familiar with each others' work to provide cover for each other during absences of busy periods.
(Minutes of 2 nd Meeting of the Working Group 28 th May 2009)
5.6.5 Emma Dedier, the communication manager said that the benefit of a centralised team was;
“Its Council-wide perspective enabling the cross fertilisation of ideas and opportunities; ability to offer independent and impartial advice and critical mass in a crisis situation. Issues could impact on a number of portfolios and emerging risks could be more efficiently managed by a centralised team with a joined up information stream being presented to interested parties”.
Page 70 (Minutes of 5 th Meeting of the Working Group 25 th June 2009)
5.6.6 The witnesses were asked about whether being in a central team, as opposed to being embedded in a specific department, would be a significant benefit. The officers already spent much of their time working directly with colleagues within their lead portfolio area, so although it was accepted this might cut down a little on to-ing and fro-ing it was felt that relationships were already close. The officer responsible for the Safer Bromley partnership communications support worked on issues that went across and beyond portfolio and departmental boundaries, for example with CYP and leisure on positive activities and images of teenagers to counteract some of residents' concerns about young people's anti-social behaviour.
(Minutes of 3 rd Meeting of the Working Group 11 th June 2009)
5.6.7 The central team keep track of press enquiries through a shared logging system, which enables consistent lines to be taken and issues fielded for colleagues who are absent or otherwise occupied.
(Minutes of 2 nd Meeting of Working Group 28 th May 2009) 5.6.8 We understand how and why the Environment Services Department employed its own communications officer who is not part of the central team but the present situation is unsatisfactory from the wider Council perspective. We note the views of the Director and the Portfolio Holder and have the highest regard for the officer concerned and for the service he provides to his department; however we believe that the corporate needs of the Council would be better served if he were to be a member of the Central Communications team. In practice this would not diminish his responsibilities and role within the department but would have positive benefits for the Council as a whole. We are proposing a structure which will strengthen the communications function of the Council and give it a more cohesive role. The members of the present central team each have responsibility for a portfolio area yet at the same time have the benefits of working and interacting with other professional communications officers. This allows them to share key information on a daily basis and to cover for each other when any are absence. We wish to strengthen the role of communications officers working with their portfolio holders and the departments which serve them. We believe that the model used by the Resources Department could serve as the organisational paradigm for the Communications team. This gives the benefits of being part of a team of professional colleagues but at the same time working directly with and for portfolio holders and departmental chief officers.
Page 71 Recommendation 9
All specialist Communications officers should be located within the Chief Executive’s Department, line managed by the new post holder; each communications officer would continue to have specific responsibility for a portfolio (in the same manner as the Resources Department finance staff).
5.7 “Whole life communications”
5.7.1 We have noted the importance placed on communication officers in other London boroughs and the role played by communications officers in Whitehall. Good communications starts at the inception of a project. The Chief Executive thought that;
“it was vital that communications specialists were involved in major projects from the start, in order to draw out any issues or pitfalls at the earliest stage, and to ensure that communications thinking ran throughout”.
(Minutes of 7 th Meeting of Working Group 9 th July 2009)
5.7.2 We were impressed with the ‘Transforming Social Care’ communications plan under this Council’s ACS portfolio which sets out a plan to ensure that target audiences are addressed with appropriate information from the onset of the project through every stage until delivery. We commend this corporate template for other projects of that scale and have reproduced the plan at Appendix J. Each of the portfolio communications officers should be invited, as a matter of course, to all Departmental Management Team meetings to provide advice on communications strategy.
Recommendation 10
That the relevant communications officer should be invited to all Departmental Management Team meetings and should also be a member from the start of any significant project to advise on communications planning and related issues.
5.8 Communications planning
5.8.1 One of the benefits of establishing one corporate team is better co-ordination of corporate messages and news management. We were impressed with the way in which Wandsworth ensures that there is a constant and clear message from the Council to the media. As the editor of the News Shopper observed the Council is vying for space with other organisations. It seems essential to us that as far as possible the Council ensures that different portfolios are not
Page 72 in competition with each other for the limit space available. We note the use of the ‘grid’ or forward planner in Whitehall and in other local authorities to plan the release of important news and avoid duplication and unnecessary competition.
Recommendation 11
The Communications Team should formalise current news planning by developing and working to a corporate ‘grid’, identifying stories to be promoted to the media to avoid, as far as possible, competition for news space;
5.9 Rapid response
“A lie is halfway round the world before the truth has got its boots on”
5.9.1 Part of the role of a communications team in a commercial organisation is to monitor what is being written about an organisation and to ensure that the Board is kept informed as part of the business process. We believe that it is equally important that the Council senior management and members are kept briefed in this way and are ready to respond in a timely manner. Wherever possible the Council’s position should appear in the original story. Where this not possible then if necessary a response should appear in the next issue. It would also assist members if they were circulated with press releases by email as they are published on line.
Recommendation 12
That the communications team should produce enhanced media monitoring and analysis information for Chief Officers and relevant Members (e.g. a daily review of media comment or a regular digest of press coverage) and that Members should be circulated by email press releases on as they are published.
5.10 Publications
5.10.1 Our review of the publications issued by the Council gave us cause for concern. We note that in the Edelman Review in 2001 the consultants reported;
“....there was neither a central corporate control over the costs of quality of what the Council produced, nor a demonstrable departmental overview. In their view there was far too little rigour exercised over the decision about whether to produce a publication, with little evidence of any process involving a proper assessment of communications objectives, the right
Page 73 channel or level of investment required, or subsequent evaluation of effectiveness (except for the main corporate publications, where they felt this process existed).”
(Report of LBB Policy and Resources Committee 5 th December 2001)
5.10.2 Indeed the previous Member Review (The Mellor Report) proposed that
“The Council should place more importance on a coherent corporate image and branding of Council publications. All Departments and services should be expected to discuss major pieces of work with their portfolio communications lead officer and unless there are exceptional circumstances, Departments should use the Design Studio to design all publications, adverts, flyers etc”.
(Recommendation 1 Communications Review 2006 Chaired by Cllr Russell Mellor)
5.10.3 The Leader in his evidence said;
“there should be more emphasis on rigorous costing of the true resources put into communications, including staff time, display space, etc, to assist in drawing up a robust business case for investing effort in different pieces of work. This had to be informed by clear and measurable objectives; some of the items the Working Party were concerned about might be better off held on the website only, or put out in a magazine rather than being produced separately, but equally there might be some gains in terms of goodwill from certain sectors of the community that made a publication worth doing and should be balanced against cost alone”.
(Minutes 8 th Meeting of Working Group 13 th July 2009)
5.10.4 In Section 4 we noted:
“Our review of the publications produced by departments leads us to the same conclusions. We saw many publications whose usefulness was questionable, others which appeared to ignore the guidelines set out in the Managers Toolkit – Communications section on Media Protocol and in the Advertising Policy (April 2004) and yet others where the information could have better imparted using the web or other mediums. The need for bulky, printed (as opposed to duplicated) strategy documents for internal use eg: Strategy for Carers was also questioned. The useful purpose of some were doubted particularly the plethora of high quality publications, some of which were described as ‘vanity publications’, issued for instance for ‘park friends’. This use of an expensive glossy format when a lower quality paper would have served the same purpose is important”.
Council publications need to be of a high quality in design and layout and there will be occasions when the quality of paper is important, however, residents are very critical of publications which appear over expensive for the purpose of the publication
Quality should be ‘appropriate’ .
5.10.5 We propose therefore a series of measures to ensure that before any publication is produced the department concerned has conducted a simple
Page 74 review to ensure that what is produced is necessary, in the appropriate medium, quality and quantity.
Recommendation 13
Any officer proposing to produce communications material should be required to produce a business case for the proposed activity on a central pro-forma which includes the following details;
i) Objectives
• Purpose (including any statutory requirement) • Target Audience(s) • Audience number
ii) Medium
• Is a printed document the most appropriate means of disseminating the message/information? • If it is to be printed is it in a format which will enable it to be reproduced on the website?
iii) Production process
• Numbers to be produced • Shelf life (of any written material) • Quality (e.g. of paper, print, etc) • Evaluation of success • Methods and channels needed to meet any special requirements (e.g. language, literacy, visual or other impairments) • Means of distribution -e.g: door to door, post, council offices, libraries etc)
iv) Appropriateness
• Has it been checked for plain language? • Tested with target audience? (particularly with ethnic and visually impaired) • Is it being produced in other printed formats (other languages, large type etc?)
Page 75 v) Costs
• Design and writing (including officer time) • Printing • Distribution • Total cost and unit cost • Source of funding ie: budget code
vi) Effectiveness/strategic contribution
• Evaluation criteria
We also noted that there were still publications which, 7 years after the Edelman Review noted had;
“a lack of consistent house style engendered through ‘DIY’ design”.
The head of the Design Studio told us that;
“It does need to be recognised however that the charging system may deter some potential customers who instead attempt to design items themselves to conserve their budgets. However, this can only be considered a genuine efficiency saving if satisfactory design standards are met, and the value of the staff time taken on “self-service” design does not exceed what the cost of hiring the Design Studio to do the work would have been. Similarly the use of external design consultants to produce materials on an exceptional basis also needs some controls, for example to ensure that the Council’s corporate design standards are met”.
(Submission to Working Group16th June 2009)
Recommendation 14
As part of the process of approval by the service head and corporate communications team prior to submission for production (see below), checks should be made to ensure that the material is correctly branded and in line with corporate image requirements. Material which does not get such approval is not to be published.
Recommendation 15
No communications material is to be printed or designed or produced by outside suppliers or DIY unless the in house facility cannot produce it; all such material should be submitted for quotation/costing by the Design Studio in the first instance.
Page 76 In considering the publications issued by the Council we considered whether the Council was making best use of the latest developments in print technology whereby customers are able to order as required through ‘print on demand’ facilities thus enabling production costs to be more accurately tailored to demand. We believe that considerable savings in production, storage costs and ensuring publications are up-to-date can be effected by greater use of this technology.
We feel that all publications produced in hard copy should also be posted onto the Council website, so it can be a reference point for the most up-to-date version of any information material in circulation, and also in order to provide users with the ability to print these off at home or work, as and when they needed a copy, as opposed to having to get hard copies sent to them.
Recommendation 16
That ’print on demand’ facilities be developed so that publication production costs are kept to a minimum.
5.11 Communications expenditure across the Council
5.11.1 We noted in Section 4 that one of the key challenges facing the Council was assessing the total amount spent on communications across the Council.
5.11.2 The Working Group has had great difficulty in assessing the true cost of the Council’s communications. A cursory glance at the work undertaken by the Design Studio reveals that there is no consistency between departments as to the codes under which different printing jobs are coded. Sometimes publications appear to be charged to stationery and at other times to budgets which are not allocated for publicity. This we learnt was quite often because a section felt it needed to publish leaflets but had no specifically designated marketing or publicity budget. If the Council is to ensure proper value for money and cost control budgets must accurately reflect expenditure.
Recommendation 17
That the costs of communications across the Council be properly accounted for, with marketing and publicity budgets kept under review and responsible officers checking to ensure that expenditure is allocated to the correct code. Where a section has a requirement for producing publicity there should be a reallocation within the section’s budget so that expenditure is accurately recorded.
Page 77 We were also told that some of the present codes do not enable activity to be captured as precisely as required.
Recommendation 18
That where necessary new codes be introduced to enable costs to be more accurately apportioned.
5.12 Evaluation
5.12.1 We note the comments of the Communications staff who gave evidence to the Working Group (Section 3 ). There is some evaluation of the media operation but it is not clear how much systematic evaluation there is of the impact of the publications in reaching their desired audiences. The research regarding the use of the website shows a continuing increase in its use both as an information source and just as importantly as a transaction tool .
Recommendation 19
That all communications activity be regularly and systematically evaluated for impact, effectiveness and efficiency to ensure that the Council is achieving value for money from the resource expended.
5.13 A proactive, campaigning Council
5.13.1 Our review of the press releases (Section 3) indicates that most of them arise from decisions of portfolio holders or are announcing or reporting an event. We welcome the increasing policy of seeking to illustrate a good news story with residents who have benefited from a particular initiative. As we note earlier Wandsworth aims to keep up a non-stop flood of positive news stories – at least one new story every working day. They also run a succession of ‘campaigns’ defending what they see as the borough’s wider interests. We commend this pro-active approach, Bromley, could for instance, have a concerted campaign regarding the Council’s opposition to over development.
Recommendation 20
The Communications Team should continue to seek to be at all times proactive in seeking out ‘good news stories’ as well as potential areas of reputational risk, and that all members of staff should be encouraged, by an incentive scheme, to contact the Communications team to these ends.
Page 78
Recommendation 21
That the Council considers more pro-active ‘campaigning’ communications on issues where the Council is defending the wider interests of the Borough. That wherever possible news releases about new developments should include service users to add ‘human interest’ to a story.
5.14 Media training
5.14.1 In the early part of the last decade more than 100 staff had communications training. This was dropped as an economy measure. Although we would question the need for such a large number to be trained, in a large professional organisation like the Council it would be beneficial if those who are likely to handle media inquiries had some training in dealing with them. This could be restricted to Chief Officers, Assistant Directors and members of the cabinet.
Recommendation 22
All senior staff and leading councillors who may have occasion to act as Council spokesmen should receive appropriate media training.
Many of our publications already invite a public response but as a matter of course where it is appropriate we feel this should be the default position. Cllr William Huntingdon-Thresher in his submission to us noted that on the News Shopper website the public could respond and comment on stories. We feel that such a facility on the Council’s website with, where appropriate, a response from a relevant officer, would enhance the Council’s communications and interaction with local residents.
Recommendation 23
That all communications to the general public, where appropriate, should as a matter of course, include the opportunity for feedback - particularly on the council’s website.
Currently most consultation leaflets, particularly on road schemes, do not include details of the costs of the proposals. This denies the public a crucial detail in enabling them to assess the benefit of the proposed change. We believe that in a mature democracy not only should this information be made available it is essential.
Page 79 Recommendation 24
All future consultation communications to the public regarding a proposed scheme/development or a new initiative should contain full information about the costs of the proposal.
5.15 Council magazine/newspaper
5.15.1 Perhaps one of the most important issues the Working Group has had to examine is the question of whether the Council should issue a regular newspaper or magazine. Currently Bromley is the only London borough not to publish one. The Council had a quarterly magazine until 1991 with an annual budget at that time of £65,000. We attach as Appendix J a paper prepared in 2007 which looked at the options for a council magazine.
5.15.2 In summary it found;
• Cost estimated at up to £200,000 pa for a monthly publication; • Difficult to get advertising until established; • Residents against a glossy style magazine; • A magazine four times a year would mean some saving on leaflets;
(Minutes of 5 th Meeting of the Working Group 25 th June 2009)
5.15.3 There are strong arguments in favour of such a course.
• Currently the Council issues hundreds of different items of information and a regular publication would enable many of the items to be incorporated into the publication, possibly resulting in cost-neutrality or even modest savings;
• At the moment the Council effectively surrenders regular dissemination of printed information to the editorial control of the local newspapers.
• Council advertising in the local press is a major contribution to their income which if re-directed to a council publication would help to recoup its costs.
• Research evidence (Local Government Communications Report Proving Communications Works’) shows that public approval of local authorities is highest amongst those who have a regular publication distributed to their residents.
Page 80 5.15.4 The Leader in his evidence stated;
“He was coming around to the proposal that the Council should set up its own publication, given the perceived decline of local news media. He envisaged a quarterly publication, of good quality, with the administration having an input into the editorial content. He felt it could be financed through diverting resources currently spent elsewhere (e.g. from separate publications, reducing recruitment advertising in the media as opposed to advertising online, etc)”.
(Minutes of 8 th Meeting of Working Group 13 th July 2009)
5.15.5 The review conducted for the Council in November 2007 concluded:
‘What is clear here is that the present methods of communicating are too haphazard, and too dependent on the views of the editor of the New Shopper or on the opinions of influential neighbours, for the Council to be sure it is communicating any kind of message at all, let alone presenting situations in a light that reflects well on the authority”.
(Getting the Message November 2007)
5.15.6 However there are strong arguments against producing a magazine on a weekly, fortnightly or monthly basis at this time. Indeed many local authorities are already reducing the number of issues per year or scrapping them altogether as economy measures. National politicians on both sides of the political divide have attacked the concept. Culture Minister Ben Bradshaw described them as ‘propaganda sheets’ whilst shadow Communities and Local Government Secretary Caroline Spellman described them as a ‘ weekly Pravda ’. London Mayor Boris Johnson’s first action was to end the publication of ‘ The Londoner’ . The criticism may be unfair but it would be foolish to ignore the political climate.
• Substantial cuts in public expenditure are forecast and there would be considerable public dissatisfaction if the council were to embark on new expenditure at this time (estimated at around £250,000) without the certainty that this could be fully met by advertising revenue;
• Since the last Bromley quarterly magazine was cancelled the world has changed considerably with the arrival of the internet and the use of websites even though there are still a substantial minority who cannot or will not access them;
• The establishment of a council newspaper or magazine could result in what could be seen as unfair competition which could be detrimental to the local newspapers.
5.15.7 On balance therefore we do not feel that this is the time to launch a council magazine or newspaper. We do feel that the matter should be kept under
Page 81 review and if the local newspaper market declines further it would be necessary to review the question as a matter of urgency.
Recommendation 25
That the Council does not produce its own weekly, fortnightly or monthly newspaper/magazine at this time but that the situation be kept under regular review.
We do however feel that there is merit in making best use of the two borough wide distributions which already exist. In March the Council, through Liberata, sends out a council tax demand to every household. We feel that this would be an opportunity to issue a more substantial publication giving more details of what the council provides in return for the tax demand. We have seen the booklet produced by Hillingdon Council and we commend it as a starting point for a revamped publication. Similarly we feel that there may be scope for another publication in the autumn perhaps combined with the recycling information now sent out via the ‘ Environment Matters’ newsletter. Every effort should be made to continue to offset the costs of the publication with suitable commercial advertising (as opposed to that of council departments). Sufficient run ons (approximately 10,000 copies) should be produced to give to people moving into the borough during the year.
Recommendation 26
We recommend that two borough wide publications be produced – one in March to incorporate the annual council tax demand, this could include the ‘A to Z’ of Council Services and councillor listings (similar to the publication produced by Hillingdon Council) and a second in the autumn to accompany the information about waste and recycling.
Recommendation 27
If it is decided to have a quarterly publication by producing further versions in the summer and winter quarters then these should be planned to incorporate other information currently produced at that time & to reallocate the costs of those publications in the calculation of the cost of the corporate publication.
Recommendation 28
That appropriate advertising continue to be sought from commercial organisations to help support the production of these publications;
Page 82 5.16 Locality /street activities
5.16.1 Notice boards
The Council already has some on-street communication, ranging from notice boards in some town centres and in council establishments open to the public, street banners through to sponsorship signs on flowerbeds. Notice boards and street banners are very cost effective ways of reaching a very wide and disparate audience. Even the smallest shopping parades with a general store receive hundreds of visits every day and the top locations across the borough, including Bromley South Station forecourt have a daily footfall in the thousands. Notice boards are ‘low tech’ successors to the town crier but nonetheless could be an effective form of communication, as long as they could be regularly and well maintained both physically and in terms of content put on them. The initial cost of providing more notice boards will depend on the number. Running costs could be offset by agreements, particularly with shop owners, to take charge of putting up the latest communications from the Council (sent by post) in return for a small annual fee. We also believe that more could be done with other public services including the local railway company South Eastern trains which has a large captive audience and with our LSP Partners.
Recommendation 29
That notice boards be provided for every shopping parade for use by the Council and local partner organisations, and in the larger centres (e.g. Bromley, Beckenham, Orpington) supplemented by electronic boards.
Recommendation 30
That the Council should discuss with the South Eastern Trains provision of such notice boards on local rail stations.
Recommendation 31
That the Council should work with our LSP partners to share such facilities where appropriate.
5.16.2 Street banners
We have been impressed with the use of street banners in Hammersmith and Ealing town centres by the local authorities to promote key messages at
Page 83 relatively low cost for the audience reached. Whilst accepting the desire to lessen street clutter the examples we have seen actually enhance the street scene.
Recommendation 32
That the Council uses banners on lamp posts in the main shopping centres to promote key corporate messages, with their use coordinated by the new Assistant Director.
5.16.3 The Council has an Emergency Vehicle. There is also a ‘Sustainability’ Exhibition vehicle together with two trailers for Parks and Street Friends are in the ownership of the Environmental Services Department. We believe that greater use of these vehicles could be made across the Council as a corporate resources for wider communication purposes.
Recommendation 33
That the Council extends the use of the current environment promotions vehicles for wider corporate use, with their schedule coordinated by the corporate communications team
5.16.4 Promotional items
5.16.4.1 New York City Council has produced a large ‘fridge magnet’ which gives details of what materials are recycled and in which box. We believe that these forms of communication have a role to play in promoting key messages and subject to cost and evaluation of their effectiveness should be used where it is felt appropriate to do so.
Recommendation 34
Other communication tools be used where appropriate to promote key messages – subject to cost and evaluation of their effectiveness, e.g. fridge magnets, re-usable carrier bags, etc.
5.17 New media
5.17.1 We refer in Section 4 to the growth of new media and the impact of information technology on the cost, delivery and promotion of services. The new technology also has serious implications for the democratic role of the council. The growth of the internet and email has changed the way in which most constituents contact their ward councillors and indeed the council. Now
Page 84 more than ever in our history ordinary citizens have the means to make their views known singly and collectively. We welcome the rise of the active citizen and the way in which new technology can make services and communication more immediate and responsive and believe that the Council must embrace new forms of working.
5.17.2 The principal means of electronic communication is undoubtedly the internet and we note the increased use of it for transactions between the Council and residents.
5.17.3 Our website needs to be improved – for instance the search facility and the inability to host You Tube type videos (except as a link to another location) giving short film about key council services such as ‘what happens to your recycling ’, or explaining Area Action proposals on location - we await with interest the tenders for upgrading it. Our recommendation makes some suggestions as to how it might be improved.
Recommendation 35
That the specification for an upgraded website include the following:
Ø web alerts
Ø adaptability to wide screen format
Ø redesigned to a modern, cleaner and less crowded format
Ø enhanced search and navigation
Ø ability to stream video clips (including signed ones for the deaf)
Ø identification and removal of unused pages
Ø mandatory fields for e-forms to ensure they are completed consistently and fully;
Ø access to online/automatic translation facilities
Ø ability for the public to leave comments online in a visible ‘discussion forum’ area
Ø Interactive map showing services ‘where you are’ (including traffic restrictions, road works, waste collections etc).
Page 85 Ø E-bulletins either on specific issues or more general topics
Ø Google search friendly
Ø Improved transaction arrangements with automatic acknowledgement of contact and information on timescales to resolve query
Ø E petition facility
5.18 CCTV
5.18.1 We have noted the success of the Waldo Road Waste Disposal Site ‘webcam’ in enabling residents to plan their visits when there is not a traffic queue for the site. We have also considered the possibility of enabling the public to view the live pictures from our CCTV. At present the public pays for them and in return receives traffic tickets for offences ‘caught on camera’. We feel the Council could not only provide a good public service to residents wishing to avoid traffic congestion by streaming live pictures of key junctions on the web but also gain public approbation.
Recommendation 36
That the website provide live footage from CCTV cameras at busy junctions.
5.19 Collection of email addresses
5.19.1 Many commercial enterprises collect email addresses and mobile phone numbers as a matter of routine from their customers (with an opt out clause) this enables them to alert their customers to offers, changes in service etc. We feel that such a system (already done to some email addresses on a planned and occasional use) should be expanded to residents for instance in alerting them to changes in waste collection, road conditions etc. Similarly using Twitter (along the lines of the corporate pilot) would enable those who sign up to it to receive key messages of this nature to their desk or mobile phone. Amongst younger residents particularly (but not exclusively) the use of Facebook is widespread and enables people with similar interests to form groups on topics of common interest. Although not a major part of the Council’s communications the use and creation of such groups could be beneficial to Council in some areas.
Page 86 Recommendation 37
That the Council continues to collect email addresses, mobile phone numbers etc to increase the potential use of these channels for communications.
5.20 Social media
Recommendation 38
That the Council investigates the potential of social media techniques like Facebook, Twitter etc to assess their future use in the Council’s communications.
5.21 Video booths
5.21.1 We note the use of video booths by Wandsworth Council to communicate with ‘hard to reach groups’ on particular campaigns. This could be of use for localised issues such as major planning applications and other consultations such as the Bromley and Orpington Area Action Plans.
Recommendation 39
That the use of video booths (e.g. linked to development of the use of the promotional vehicle) be considered as a potential feedback channel).
5.22 DigiTV
5.22.1 Croydon and Kent have pioneered the use of webcasting indeed Kent has established an internet TV service. Kirklees Council has pioneered DigiTV. There website explains it as follows;
“The INtouch digital TV site contains information provided by local services, local people and community organisations. It is available to households who subscribe to Virgin Media (previously ntl and Telewest) digital television, Sky Digital or Netgem. INtouch allows people to get local information and use services using their TV and remote control. It is particularly valuable for people who don't have access to a computer and the internet. As well as using INtouch to find information, residents can also add their own information, make comments and ask questions. This interactivity is an important part of INtouch. It allows residents to stay at home yet still learn, question and be heard”.
Recommendation 40
That use of webcasting by other authorities like Croydon and Kent be kept under review.
Page 87
Recommendation 41
That the use of DigiTV be investigated.
5.23 Live remote access
5.23.1 At a recent Planning Sub-committee arrangements were made for a ward councillor to make a statement via a remote link. In the event this was a recorded message of around 8 minutes. We do not consider that this added anything to a written submission as the councillor concerned was not available to be questioned. There is a case for allowing members away on business and indeed local residents to communicate via a live link using Skype. This would allow questions etc.
Recommendation 42
That the use of new ICT be encouraged to provide alternative means of communication when a councillor or other person was unable to be present at a meeting in person to make a live representation via Skype or other link, but if so must be compliant with the Council’s Constitution regarding duration, etc;
5.24 Touch screen and Wii technology
5.24.1 Computer technology now enables those who cannot use a keyboard to access online services through touch screen and shortly ‘Wii’ technology. We consider that the new technology could prove beneficial in libraries, homes for the elderly and indeed as adaption in residents own homes.
Recommendation 43
The use of alternative access to online services (e.g. touch screen or Wii technology) be considered for locations where users might have difficulty with conventional screen access (i.e. for the elderly with arthritic fingers, the partially sighted etc).
5.25 Online expenditure information
5.25.1 The US Government now puts on line expenditure as part of the Federal Funding Transparency and Accountability Act - ‘How Your Tax Dollars are Spent’ legislative requirement. British local authorities are beginning to follow
Page 88 the US lead. We believe that the publication of this information on the website would be of value to local voters.
Recommendation 44
That the Council should list details of all expenditure over £500 on its website.
5.26 Miscellaneous Communications issues
5.26.1 As we note in our introduction communications involves all members of staff and councillors. We are judged on how we behave and how we respond to enquiries as well as the delivery of services. At present training taking all new starters through all our basic corporate response standards is not a significant and structured part of the induction process.
Recommendation 45
That all staff receive training in corporate customer service standards on appointment and with refresher courses as appropriate, to enhance their ability to communicate the Council’s business effectively to the public and act as ambassadors for the organisation.
5.27 One stop shops
5.27.1 We have noted the creation of ‘one stop’ shops for public services being introduced across Kent. ‘Tonbridge Gateway’ is a joint venture by Tonbridge and Malling Council with the Kent County Council, Kent Police, the NHS and the voluntary services. Amongst the services provided are;
• Information and self-help. Including free internet access, service directory and payment kiosk;
• Routine advice and transactions, including bus passes, refuse and recycling, parking and licensing;
• Surgeries by agencies such as Hi Kent, Connexions, NHS and registrars;
• Cross-agency services, including council tax, benefits, planning, housing, library, adult education and occupational therapy
5.27.2 There are plans to extend services to private sector partners such as pharmacies.
Page 89
5.27.3 These developments enable residents to access public services at one location and are to be encouraged.
Recommendation 46
That the role of public libraries across the borough be developed to enhance their role as ‘one stop shops’ for information about public services, with partner organisations invited to contribute and also to develop similar services in their outlets.
5.28 Learning from complaints
5.28.1 Although the Customer Contact Centre already has a vast amount of information about customer complaints we still believe that there is more that needs to be done. Members still do not get sufficient information on ‘faults’ to enable to judgements to be made on where service improvements are required. Technology now exists to allow managers to record and classify complaints in detail and we recommend that their service plans should include these developments.
Recommendation 47
Customer contact information on complaints and compliments should be developed to assist managers in identifying service issues and improvements for further consideration by Members.
5.29 Correspondence
5.29.1 Although the Council has hundreds of standard letters, recent complaints about correspondence from Parking Services, which were the subject of questions in Council in 2008, indicate that there is no room for complacency. We also note the continued complaint about the lack of acknowledgement in response to letters and emails. We have noted above the importance of ensuring electronic acknowledgement and a timescale for a full reply. For letters work should be undertaken to reinforce compliance with the Council’s standards on acknowledgement times, and informing customers of timescales for resolving their issues. (We do have these already, but we do need to keep pressing on these!)
(Council Minutes January & April 2008)
Page 90 Recommendation 48
That Chief Officers arrange for standard letters to be reviewed to ensure they promote the Council in a suitable manner, using plain language, and that a sample of correspondence to the public by letter and email also be examined on a regular basis. Corporate standards for acknowledgements to letters and details of timescales for resolving enquiries should be reinforced
5.30 LA School Governors
5.30.1 School governors owe a duty to ensure good governance of the school to which they have been appointed and to look after the interests of the school community. LA appointed governors also have a duty to look after the interests of the LA. We are concerned that current advice for LA governors does not make this clear and we believe that not only should the advice be updated but that there should be regular briefings for LA governors on the policy of the LA to aid two-way communications.
Recommendation 49
That more effective use be made of LEA School Governors to ensure that the Council’s interest are communicated to and represented at School Governing Body meetings.
Page 91 This page is intentionally left blank
Page 92
Section 6 Recommendations with outline costings
PERSON/POST RECOMMENDATION COSTINGS/LOGISTICS RESPONSIBLE FOR IMPLEMENTATION 1) That a member of the cabinet be given No extra cost unless a new portfolio is created Leader specific responsibility for communications (Extra allowances cost c £20k) and liaising with the new post holder (below)
2)All news releases should be signed off by This is current practice so should involve no additional Chief Executive/Chief the relevant portfolio holder(s) and head(s) costs. To be fully effective this means that the approvers Officers/Portfolio of the relevant department need to be readily available and respond within a tight Holders/Scrutiny Committee timescale chairmen
3) That a senior post be created solely to Replacement of the current MG 6 Communications Manager Executive/Chief Executive oversee all the Council’s communications by a more senior Assistant Director level post (MG 4?) including the communications aspects of focussing solely on communications would mean an new technology additional cost of around £26k per annum. This would ensure higher priority is given to our communications function taking the Council forward at a time of significant Page 93 change.
The Chief Executive is currently consulting on proposals to
change communications resourcing by creating an Assistant Director post responsible for Communications and Strategy.
4) That the new post holder has amongst Post holder would need to be involved to a higher extent in Chief Executive their responsibilities ensuring that policy high-level policy discussions, e.g. weekly attendance at proposals and issues which arise are COE meetings
examined to ensure that any risks to the
Council’s service and reputation are assessed and mitigated and that any This is currently done for all FOI enquiries that are centrally Director of Legal, Democratic Freedom of Information Act request is received and deemed sensitive (in 2009, this was around and Customer Services notified to the head of communications, the 160 of the total of 710). designated cabinet member for communications, the Leader and the
relevant Portfolio Holder(s) so that a
response from the Council is available when any enquiry is made.
5) That the democratic process and Depends on the level of promotion envisaged; regular Director of Legal, Democratic councillors’ roles should be strongly annual production of councillor information in an A5 eight and Customer Services promoted alongside other general service page full colour booklet distributed door to door, for example would cost around £20k id advertising support to information; offset costs was not available
No specific budget currently exists for systematic promotion of Council/democratic processes other than a minor amount devoted to electoral registration.
Page 94 6) That reports of councillor Working This would require the changing of Council media protocols Chief Executive/Director of Groups are publicised once approved for (see recommendation 7) which currently focus publicity work Legal, Democratic and Customer publication by the relevant PDS committee by the Council’s communications officers on decisions taken Services by the Portfolio Holders, Executive or Council, as opposed
to recommendations put to them by scrutiny committees
7) That the Council’s current media Nil cost Executive/Chief Executive protocols be reviewed;
8) That all PDS meetings are attended by This already happens in most cases Chief Executive the relevant communications officer
9) All specialist Communications officers No additional cost Chief Executive should be located within the Chief Executive’s Department, line managed by
the new post holder; each communications
officer will have specific responsibility for a portfolio (in the same manner as the Resources Department finance staff)
10) That the relevant communications This already happens in some cases – meeting lengths All Chief Officers officer should be invited to all vary, so could require further resources being devoted to Departmental Management Team meetings this
and should also be a member from the start
of any significant project to advise on communications planning and related issues;
11) The Communications Team should Currently undertaken informally via team meeting Chief Executive develop and work to a corporate ‘grid’, discussions, but could require more time/input if developed identifying stories to be promoted to the further
media to avoid, as far as possible, Page 95 competition for news space
12) That the communications team should The communications team currently uses Google alerts to Chief Executive produce enhanced media monitoring and monitor press and online coverage which is at no cost analysis information for Chief Officers and (councillors can set this up specifying their own search terms in the same way – instructions are on the councillor relevant Members (e.g. a daily review of team-site). To buy in an online service from a provider media comment or a regular digest of such as Meltwater would cost around £3,500 per annum, press coverage); rising in costs if other options such as website RSS feed, statistical analysis or newsletter presentation was required (each option would cost in the order of £2500 p.a.). This would give daily news reports to up to 10 people, with the possibility of forwarding items of interest on ad hoc basis (although this is currently the subject of legal dispute over potential Newspaper Liscensing Authority (NLA) fee charges). Monitoring broadcast media requires extra costs, and purchase can be arranged ad hoc (approx costs would be £80 per news item broadcast, more for feature-length items).
All local papers are available in the members’ room at present; and clippings held in the communications team files. Collating and circulating these in-house might incur additional NLA licence costs, as well as staff time in administering this – say an additional 100 hours of Sc 2 admin time a year costing £1,200 pa Page 96 13) Any officer proposing to produce If business cases were submitted via the central Chief Executive/All Chief communications material should be communications team, and possibly considered at regular Officers required to produce a business case for intervals by a balanced cross-departmental team to achieve a good planning/grid overview, given the number of their proposed activity on a central pro- publications currently produced (say 160 per annum) and a forma which includes the following details; time of 15 minutes each to read and consider, this would require around 40 hours of senior officer time to develop and i) Objectives maintain this initial screening process. Equivalent cost • Purpose (including any statutory between £1,000 and £1,900, depending on level of staff requirement) involved.
• Target Audience(s) • Audience number
i Medium • Is a printed document the most appropriate means of disseminating the message/information? • If it is to be printed is it in a format which will enable it to be reproduced on the website?
iii) Production process • Numbers to be produced • Shelf life (of any written material) Page 97 • Quality (e.g. of paper, print, etc) • Evaluation of success • Methods and channels needed to meet any special requirements (e.g. language, literacy, visual or other impairments) • Means of distribution e.g: door to door, post, council offices, libraries etc
iv) Appropriateness
§ Has it been checked for plain language? § Tested with target audience? (particularly with ethnic and visually impaired) § Is it being produced in other printed formats (other languages, large type etc?)
v) Costs
§ Design and writing (including officer time) • Printing • Distribution • Total cost and unit cost • Source of funding ie: budget code
vi) Effectiveness/strategic contribution
• Evaluation criteria
Page 98 14) Once approved by the service head and Covered in recommendation above Chief Executive corporate communications team and submitted for production (see below), as part of the process checks should be made to ensure that the material is correctly branded and in line with corporate image requirements. Material which does not get such approval is not to be published.
15) No communications material is to be Design Studio would need to be able to handle potential Director of Environment printed or designed or produced by outside growth in items handled (balanced against their income suppliers or DIY unless the in house facility generation work) and be able to provide quotations speedily.
cannot produce it; all such material should A policy on retaining work in house would ensure that the be submitted for quotation/costing by the print and design work is not effectively paid for twice. Design Studio in the first instance.
16)That ’print on demand’ facilities be On-demanding printing would form part of the tendering for Director of Legal, Democratic & developed so that publication costs are future stages of the print unit development. Customer Services kept to a minimum;
17) That the costs of communications All hard copy documents need to be posted in accessible All Chief Officers/Director of across the Council be properly accounted format onto the Council website to allow users to download Resources for, with marketing and publicity budgets on a self-service basis.
kept under review and responsible officers checking to ensure that expenditure is allocated to the correct code. Where a section has a requirement for producing publicity there should be a reallocation within the section’s budget so that
Page 99 expenditure is accurately recorded
18) That where necessary new codes be Although every attempt is made to ensure managers and Director of Resources/All Chief introduced to enable costs to be more staff code expenditure correctly, in an organisation of this Officers accurately apportioned size processing over 225k line entries through accounts payable each year errors will unfortunately always be made.
Staff training and clear documentation on coding can help to minimise this risk.
19) That all communications activity be The evaluation activities listed in the Communications Chief Executive regularly and systematically evaluated for Strategy endorsed by I & E Sub-Committee would cost in impact, effectiveness and efficiency by the the region of: • corporate communications team to ensure Annual survey of press relationship management – say 10 hours of communications officer time – that the Council is achieving value for equivalent cost £250 pa. money from the resource expended • Annual staff survey – if this were done as an electronic survey run in house and tailored to specific Bromley communications questions estimated time required would be around 50 hours of officer time, equivalent cost £1,250pa • Annual audit of communications activity (internal, external and councillor) would be likely to require at least 20 hours of councillor interviews, plus admin and analysis time of around 40 hours, equivalent cost £1,000 pa, in addition to input from departmental staff. External focus group work is estimated to cost in the region of £9k for 4 groups, and an external electronic survey around 50 hours of time (equivalent cost of £1250) if run in-house.
20) The Communications Team should An incentive scheme based on payment of a modest sum Chief Executive seek to be at all times proactive in seeking (say £25) for each ‘lead’ successfully converted to a positive out ‘good news stories’ as well as potential new story provided by a staff member (whose job is not primarily related to promoting that particular aspect of the areas of reputational risk, and that all
Page 100 service) would need at least £1,000 of funding set aside to members of staff should be encouraged, by pilot it, but would need to be reviewed in the light of an incentive scheme, to contact the response and usefulness Communications team to these ends
21) That the Council considers more pro- This approach would require clear specification of the Chief Executive active ‘campaigning’ communications on campaign(s) to be run, and adequate dedicated resourcing issues where the Council is defending the depending on the objectives and nature of the topic and desired audiences. wider interests of the Borough. That
wherever possible news releases about new developments should include service users to add ‘human interest’ to a story;
22) All senior staff and leading councillors We already work closely with partners to identify people Chief Executive who may have occasion to act as Council willing to feature in such stories. The Council might need to spokespeople should receive appropriate consider incurring some modest costs in incentivising/compensating those featured for their time in media training; certain sustained cases.
Providing initial training for all Executive members and Scrutiny Committee chairs (say 20 people), plus all Directors and Assistant Directors (around 50 people) would cost in the region of £17,000 (based on around 10 sessions at £1,700 each) - more if more in-depth camera training was required for certain individuals - with the council needing to allow around £4k per annum for refresher/new starter training.
23) That all communications to the general We already include contact details in most publications for Chief Executive/All Chief public where appropriate, should as a customers to express views or seek further information, both Officers
Page 101 matter of course include the opportunity by phone, correspondence or email/website. If this is to be done using a form, then a certain proportion of publication for feedback, particularly via the Council’s space would need to be devoted to this – say ¼ to 1/8 of the website space (and therefore costs) – and possibly Freepost return costs – Freepost costs 3p on top of the standard tariff for each reply.
24) All future consultation communications No additional cost All Chief Officers to the public regarding a proposed scheme/development or a new initiative should contain full information about the costs of the proposal.
25) That the Council does not produce its The logistics of combining a major publication with the Chief Executive own weekly, fortnightly or monthly Council Tax bill are problematic, because of newspaper/magazine at this time but that • absolute deadlines to mail out the bills, linked to the situation be kept under regular review collection arrangements • costs of changes to existing enveloping and despatch
arrangements • receptiveness to other information sent out with bills.
Page 102 26) We recommend that two borough wide Based on the Hillingdon publication which includes key Chief Executive publications be produced – one in March to messages editorial (which would still not be sufficient in incorporate the annual council tax demand, volume to also include full A-Z or councillor listings which would add to the estimates below) quotations sought from this could include the ‘A to Z’ of Council Liberata and their suppliers indicate that costs would Services and councillor listings (similar to amount to the publication produced by Hillingdon Council) and a second in the autumn to • additional production costs as follows: accompany the information about waste Council tax booklet and recycling o 24 pages no advertising £18815 plus vat and delivery or o 36 pages with 12 pages of advertising £12684 plus vat
and delivery
Separate GLA/Levy booklet o 8 pages no advertising £6500 plus vat and delivery
Incorporating the latter into main booklet taking it to 48 pages with 16 pages of advertising would be £14884 plus vat and delivery
§ £35 per £1000 for 1 extra insert if GLA booklet was separate £6,650 § Costs of switching to A4 envelopes for Council Tax and NNDR bills - £30,400 § additional mailing and despatch costs of £55k Page 103
Environment Matters, which is focussed on recycling and
waste information, is produced via Veolia as part of the overall contract arrangements. Advice from the department is that the contractor would not agree to reallocating this editorial to more general Council issues without significant renegotiation.
27) If it is decided to have a quarterly Producing a separate A4 24 page publication would be likely Executive/Chief Executive/All publication by producing further versions to cost in the region of £35k an issue to produce with Chief Officers/Portfolio Holders in the summer and winter quarters then distribution in additional(as well as initial start-up costs for the first issue - say £10k - and staff time to generate these should be planned to incorporate content); any reallocation of money from other existing other information currently produced at publications would depend on these sums being identified that time, and to reallocate the costs of upfront as part of a systematic corporate planning of key those publications to the corporate publications spend, and by achieving agreement at portfolio publication Holder/Chief Officer level.
28) That appropriate advertising be Significant external advertising support might be gained Chief Executive included from commercial organisations to once a publication was established with a proven successful help support the production of these track record.
publications
Page 104 29) That notice boards be provided for There are currently 70 notice boards to which the central Chief Executive/Director of every shopping parade for use by the communications team despatch material such as Borough Renewal & Recreation Council and local partner organisations, Briefing run-ons, public meeting flyers, etc. Each is ‘owned’ by a building or organisation (town centre manager, library, and in the larger centres (e.g. Beckenham, residents association, etc) who we look to in order to ensure Orpington) supplemented by electronic that the contents are kept legible, up to date, etc. boards Based on a mapping of small shopping parades as used for winter maintenance scheduling, and/or certain areas without any recorded noticeboards currently populated by the Council, there would appear to be at least 60 additional places that councillors might wish to consider locating some form of secure and maintained board. The siting of the boards may require planning consent and also agreement from the Street Works’ team due to underground public utility apparatus. Unless they are in very prominent positions they are unlikely to represent good value for money.
Based on a rough estimate of between £2,5000 -3000 each Chief Executive to purchase and erect a lockable board, doing this would mean an investment of up to or around £180,000; arrangements would also then need to be made to maintain both the physical structures (against vandalism, etc) as well as finding a way to refresh the material displayed, possibly by paying retainers to local groups, businesses or shops to Page 105 ‘own’ nearby displays.
Poster information tends to be more useful in signposting rather than containing a large amount of content in itself. Successful use of this channel would require careful message planning, frequent changes to retain impact, and effective corporate coordination to maximise coverage and avoid clashes. A very simple, minimal text A4 two colour poster would cost around £200 to produce. Based on a fortnightly change of poster, this would therefore cost around £4,800 per annum to produce.
Run-ons of Borough Briefing have been produced and distributed on noticeboards in the past – cost is minimal for production of multiple copies of this, with around £500 plus staff time needed to generate content, design the page, etc. On a monthly basis this would equate to £6,000 per annum to produce.
Erecting electronic boards would be dependent on gaining Chief Executive/Director of planning and highways consents, and would have to be Environmental Services sited to minimise vandalism risks. Purchase an erection could cost between £1,000 -2000 each, but there could be significant extra costs for cabling and servicing dependent on siting. Dependent on the material to be displayed, the current advertising contract with Clear Channel would need Page 106 to be scrutinised for any clashes. These boards would be optimally used for very short messages, and would need frequent changes to make them have any impact, although if this could achieved they might be cost-effective.
30) That the Council should discuss with This will depend upon any existing advertising agreements Chief Executive Southeastern trains/Network Rail provision in place covering these properties of such notice boards on all local stations
31) That the Council should work with our Chief Executive LSP partners to share such facilities where
32) That the Council uses banners on lamp These banners lend themselves to very short, graphic Chief Executive/Director of posts in the main shopping centres to slogan type messages, similar to poster channels. Environmental Services promote key corporate messages , with Production and erection of 10 banners in Bromley High Street recently cost in the region of £1,000. This cost does their use managed/coordinated by the new not include the initial outlay on erecting fixings, etc, nor any Assistant Director responsible for resources required to go through the process of seeking communications licensing/planning permissions. Therefore the value and annual costs of this type of promotion would depend on identifying a range of suitable messages, the number of centres to be covered, and maintaining frequency of change of the messages (which would need to be a consideration, to retain impact). On a basis of eight campaigns a year, run in the three main town centres, provision of around £24k p.a. would be required.
33) That the Council extend the use of the There are four departmental communications vehicles: Chief Executive/Director of current environment promotions vehicles Environmental Services for wider corporate use, with their schedule • Parks’ Friends’ trailer • Emergency Vehicle (which is also used by Community coordinated by the corporate Safety) communications team • Street Friends’ Trailer (which is also used as a Winter Maintenance base)
Page 107 • Sustainability Exhibition Vehicle.
The latter is used in an ad hoc manner over the winter. In the spring a schedule of promotional events Environmental Services want to attend or organise is developed. It is also currently used by Waste Services, especially in respect of the roll-out of the Composting for All service (such use tends to be reactive in response to areas where we are experiencing collection problems and so isn’t always scheduled) and occasionally it is used by other services such as Planning and Road Safety.
34) Other communication tools be used Costings vary according to the medium chosen; these would All Chief Officers where appropriate to promote key need to be subject to appropriate business case messages, e.g. fridge magnets, re-usable assessment (see recommendation 13 above) to ensure they carrier bags, etc; complied with the Council’s brand values. 35) That the specification for an website The current specification includes all these other than the Director of Legal, Democratic & upgrade include the following issues: last item listed. Customer Services Ø web alerts Running discussion forums online requires considerable Ø adaptability to wide screen format effort to be put in to moderate them, to ensure that the Ø look and feel of the pages in a modern, Council website does not publish defamatory or cleaner and less crowded format inappropriate comments; the current web and Ø enhanced search and navigation communications teams do not currently have resourcing to Ø ability to stream video clips (including undertake this task, which would need to extend over signed ones for the deaf) evenings, weekends, etc. The costs of doing this would vary Ø identification and removal of unused according to the number and profile of discussion forums run and made available for community input. pages
Ø mandatory fields for e-forms to ensure they are completed consistently and fully; Ø access to online/automatic translation facilities Ø ability for the public to leave comments online in a visible ‘discussion forum’ area Page 108 Ø interactive map showing services ‘where you are’ (e.g. road works, traffic restrictions, waste collections) Ø e-bulletins on specific issues or more general topics Ø improved transaction arrangements with automatic acknowledgement of contact and information on timescales to resolve queries Ø e-petition facility 36) That the website provide live footage Current cctv images could not be put on the web as the Director of Environmental from CCTV cameras at busy junctions cameras are not web friendly cameras, meaning that the Services images would need to be converted. Otherwise we would need to install web cameras and ensure suitable power and phone line or cable to get the image online. An initial estimate would be in the region of £2500 per location based on installation costs and camera costs etc, and possible requirements to upgrade the website
37) That the Council continue to collect These are collected from contact centre callers and used in All Chief Officers/Director of email addresses, mobile phone numbers accordance with data protection legislation. Extended use Legal, Democratic & Customer etc to increase the potential use of these of some of these channels will incur some extra costs. Services
channels for communications; For example SMS broadcast messaging will cost in the region of 4p per message sent plus a set-up fee for the process – a straightforward information message costs between £250-500 to set up, whilst if we wanted to do something more complex, such as dynamic confirmation/cancellation of appointments the setup costs would be more. Alternatively we could set up a contract to handle all our campaigns which would cost from £750 per month upwards.
The Council already sends out corporate email messages to alert those on our list of scheduled changes to services (e.g. around Bank Holiday periods) and has also used this Page 109 channel recently proactively to send out the link to our website page on adverse weather issue.
Their use needs to be carefully corporately controlled to Chief Executive prevent annoyance/communications overload on non-priority messages.
38) That the Council investigate what use The Council communications team has been piloting use of Chief Executive has been made of social media techniques Twitter to disseminate news releases, as has the Children’s like Facebook, Twitter to see if they were of Trust. This does require extra resource to issue items on a frequent and regular basis – the acquisition of an automated use in the Council strategy; news feed linked to a new look Council website would make this easier – otherwise acquiring this separately would cost in the region of £4,000 . Transportation section are considering piloting Facebook as another channel to support traffic consultations as are ACS to support their Experts by Experience work.
39) That the use of video booths (e.g. These tend to be used as part of a wider campaign channel Chief Executive linked to development of the use of the mix on major issues, where the local community needs to be promotional vehicle) be considered as a mobilised and engaged with a specific strong message likely to connect to them (e.g. a Hounslow campaign against potential feedback channel); airport expansion). It is a powerful way to capture issues which people feel passionate about and want a say on, in their own words. It cannot be used it for any comparative or structured data collection and advice is that it cannot be used in isolation.
These are usually staffed for ad hoc use; using a company with adequate equipment who can edit if people want to show clips. It would also take staff resource to analyse themes and issues arising in consultations; or to edit to pull out clips to use to support a campaign. Local quotations for Page 110 a day price for filming is around £600, plus some extra editing costs (varying according to level of sophistication required)
40) That use of webcasting by other The Council has already obtained quotations to webcast Director of Legal, Democratic & authorities like Croydon and Kent be meetings or film for video clips, but councillors had decided Customer Services further investigated; not to pursue this further at present.
To web-cast requires the acquisition or hire of appropriate kit and skills; to do this on an ad hoc basis, for a single meeting showed indicative quotes of around £950 for set- up/recording on the night, around £1,500 for editing and encoding for broadcast, and then around £200 a month to host the footage.
Kent web-cast a number/variety of their meetings. They initially leased equipment, but subsequently bought it (at a cost of around £14k, which has kitted out 2 committee rooms with 4 cameras each – they can be moved elsewhere, although not without difficulty!) – they have a 3 year contract with a leading provider to support the dissemination, which is priced according to the number of meetings covered. Annual costs for this run up to/around £20k.
41) That use of DigiTV be investigated The view of some other councils is that digital TV is a better Chief Executive way of reaching digitally excluded people than computers stand-alone – Kirklees have INTouch local services information available via mobile and Digital TV channels. Page 111 They pay £12,000 a year to make INtouch Kirklees available this way (although this does not include the extra content management time required to adapt Council and community content for this delivery means). The INtouch Kirklees digital TV site is available to all Virgin TV and Sky digital subscribers, and to anyone with a Netgem set top box or broadband Freeview (with screen navigation using a remote control), and the mobile service to anyone with an internet enabled mobile phone. They currently handle 264 sessions per week on this channel, which they estimate equates to a notional saving of c£38k per year by channel shifting people to a cheaper method than face to face or phone contact – however these savings would only be found in reality by reducing front line staffing or capacity.
42) That the use of new ICT be encouraged A recorded ward councillor statement was piloted at the Director of Legal, Democratic & to provide alternative means of December planning meeting considering an application in Customer Services communication when a councillor or other the Crystal Palace area.
person was unable to be present at a meeting in person to make a live representation, via Skype or other link, but if so must be compliant with the Council’s Constitution regarding duration, etc;
43) The use of alternative access to online There are already pieces of work going on to take these Director of Adult & Community services (e.g. touch screen or Wii ideas forward: Services/Director of Renewal & technology) be considered for locations • The project lead on the extra care housing new Recreation where users might have difficulty with development is exploring whether wifi technology will be built into the spec for the new development in conventional screen access (i.e. for the Bromley Common elderly with arthritic fingers, the partially • ACS, BK team and a specialist agency have been sighted etc); working on a new website at www.bromleyeasyread.org.uk aimed at people with learning disabilities (LD) and will have easy read info about support that is available via us and partners. It
Page 112 is being tested by users at the moment. • ACS are looking to improve the IT suite at the Astley Centre to ensure that LD day service users have access to broadband
Libraries have just purchased technology to assist people with visual impairments on the recommendation of the RNIB (e.g. magnifiers and screen readers). They do not advise the acquisition of current touchscreen technology for libraries’ machines (requiring information repurposing, extra/specialist maintenance, etc); their experience has been that with appropriate 1:1 training/briefing sessions with staff users tend to be able to use existing machines. This approach has helped a significant number of (often older) people to gain confidence in using IT to self-serve. This approach could be more formally extended by running structured courses featuring Council website/systems, etc as examplars, with an indicative cost of around£10 per contact hour, based on staff backfill.
44) That the Council should list details of This will require extra officer time to input this information in All Chief Officers all expenditure over £500 on its website such a way as to make it easily readable and searchable as well as consistent and comprehensive. Capturing this information could be time consuming and cumbersome as
so many staff would be involved across the Council 45) That all staff get training in customer To add the current half-day Customer Service Handbook Chief Executive service standards on appointment and with half day training onto the Welcome to Bromley sessions refresher courses as appropriate, to would cost 6 days of training time, equivalent cost approx. £2k-£3k depending on the seniority of the person delivering enhance their ability to communicate the it. Council’s business effectively to the public and act as ambassadors for the organisation;
46) That the role of public libraries across Libraries already provide many first contact services, and Director of Recreation and the borough be developed to enhance their the development of more transactional services via the Renewal website (and possibly greater ability to authenticate proofs Page 113 role as ‘one stop shops’ for information of identity) should enable them to develop this role further. about public services, with partner Partners already run surgeries in a number of our libraries. organisations invited to contribute and also Other facilities such as children’s centres, extended schools to develop similar services in their outlets; and the Learning Shops pull public services together for easy access in localities.
47) Customer contact information on Contact centre information is already captured Director of Legal, Democratic complaints and compliments should be systematically and discussed with client managers to and Customer Services/Chief developed to assist managers in identifying identify areas of concern or potential. As the CRM is Executive extended further or more services go into the contact centre service issues and improvements for this may be possible to replicate more easily across a wider further consideration by members range of services – these developments will all be subject to business case development as part of the Organisational Improvement Programme..
48) That Chief Officers arrange for standard The Council has hundreds of standard letters; over the past All Chief Officers letters to be reviewed to ensure they few years a subset have been reviewed using an expert in promote the Council in a suitable manner, National Customer Service Week each year, with the aim of developing transferrable skills staff can apply to others they using plain language, and that a sample of are responsible for. Some departments get key publications correspondence to the public by letter and and letters checked over by Plain Language Commission on email be also examined on a regular basis. a regular basis, as does the web team with the Bromley Compliance with corporate standards for Knowledge site. To undertake this wholesale in-house would acknowledgements to letters and details of need the development of a specialist editor role; timescales for resolving enquiries should alternatively PLC can edit based on quotation for each item, be reinforced. with an approximate cost of £100 a letter (but this is dependent on length, complexity and the degree to which
significant edits are needed).
Page 114 49) That more effective use be made of LEA Systematic briefings should be held for all LEA appointed Director of Children and Young School Governors to ensure that the governors to clarify their role People’s Services Council’s interest are communicated to and represented at School Governing Body meetings;
Page 115 This page is intentionally left blank
Page 116 TEMPLATE FOR FU DAME TAL SERVICE REVIEWS
FU DAME TAL REVIEW OF _Communications (Council Wide) SERVICE
Stage of Fundamental Comments, evidence based information etc. Document/ Review attachment 1. POSITIO OF SERVICE ame of Service Communications Manager of service, Emma Dedier, Chief Executive Department name of department and Resources Portfolio Holder Portfolio Holder Mark Lemon, Environmental Services Department Environment Portfolio Holder Budget code range Council wide Details of scope for The scope of the review should: review (what is included i. Start from a zero base budget to assess what communications the Council needed to undertake to and excluded) fulfill its statutory obligations, business requirements, and local residents’ requirements; and to review this against current provision to recommend the best ways to undertake the tasks required in an effective and cost-effective way - This objective proved extremely difficult due to the breadth of communications within the Council and the involvement so many different officers. Instead an analysis of costs incurred over a three year period was produced with members drilling down and scrutinising specific areas.
Page 117 ii. that the model template produced for the libraries review be circulated to all members of the Working Group as soon as possible; iii that the focus to be on external communications activities undertaken and materials produced; internal communications may be the subject of a separate review by the PDS, except in so far as it affected resources available for external work; iv. that the review would look at all aspects of external communication by the Council including, media, leaflets, customer services, web based information etc. E&R PDS Communications Working Group notes of first meeting, 21 May 2009 Period for review
1 Objectives and requirements for service - Council’s 20/20 By 2020 Bromley will be widely recognised Vision/ Building a as one of the best London boroughs to live in Better Bromley The Borough will have a high and improving quality of life, where:
• people choose to live, study and do business
• everyone has fair opportunities to maximise their talents, life chances, independence
and dignity
• people have pride, take personal responsibility and have respect for others
• communities and citizens have opportunities to be actively involved in delivering this
vision as part of an innovative and vibrant local democracy
• public services are efficient and effective, supporting choice, influence and
personalisation, but with safeguards for the most vulnerable
• what we all do locally is sustainable for the future wellbeing of our community
See The main communication power is section 142 Local Government Act 1972 which allows us to provide - Statutory Appendix information on services we and some other public bodies provide. There are other enabling powers Requirements C of main including the well being powers in section 2 Local Government Act 2000 and other pieces of legislation report which can also be used fro example section 111 of the Local Government Act 1972 which enables us to
undertake a modest rage of activities ancillary to a primary function.
Page 118
• Honest and open – presenting a clear picture of what’s happening, when and why and dealing - Corporate Operating with people’s concerns as well as promoting the benefits/outcomes Principles (COP) • Clear and consistent – all communication should be easy to understand, using jargon free, plain language and simple terms of explanation; we should aim for ‘one voice’
• Relevant and timely – information needs to be targeted appropriately, at the right time and
2 relate to the recipient i.e. communicate what people need to know when they need to know it • Accessible and two way – using a range of communication channels and feedback mechanisms to maximise reach and encourage dialogue with all sectors of our community
• High quality and value for money – present a professional and identifiable image of the Council, while minimising costs
• Fulfill our statutory obligations – support services to meet demands on them to inform, consult and engage
Full list of individual • Strategic communications planning and support for five of the six portfolios from with CE activities for service Department (ES is supported within the department) including devising and delivering communications plans, attending council meetings, etc. • Support for corporate communications initiatives both internal and external e.g. CPA/CAA, IIP, local priorities public meetings, election media management and results services etc. • Advice to COs/departments on media relations, crisis communications, publications, e- communications, advertising and sponsorship, branding, internal communications, etc • Emergency/crisis communications support – Ridley Road, Ben Hitchcock stabbing, health scares in education settings, Penge fires, flu pandemic planning, Farnborough plane crash, and swine flu are all examples where the team has played a leading role
Page 119 • Production of corporate publications including Borough Briefing, Update, the A-Z Guide to Council services externally; In Touch, Inform, Councillors Bulletin and Doug’s page internally; as well as providing content for/advising on format of the council tax leaflet, Annual Report and Statement of Accounts and other publications • Day to day media management – responding to enquiries, generating news releases/statements, pitching feature stories, organising press briefings/photo shoots, tying up local media partnership deals for communications campaigns/events, etc. • Ongoing internal communications – Managers’ Briefings, staff road shows, core brief desk
3 drops, emails from the Chief Executive/Leader etc. • Providing a lead on Council visual image issues – house stationery, new vehicle livery etc. Liaising with Information Officer on media generated FOI requests to 'manage' any resulting coverage Changing patterns of • National decline in print media, reflected locally by the demise of the Bromley Extra in Spring service use from the user 2008 and changes in distribution to the remaining local papers survey information • Loss of dedicated radio coverage in Bromley following the demise of Time FM this year available (though this only covered the very north west tip of the borough) • Increased access to information and services online • Growing use of social media (both as a communications tool and as a lobbying channel by residents)
Stage of Fundamental Comments, evidence based information etc. Document/ Review attachment Breakdown of budget See Appendix 2 – Actual costs incurred across 3 years, however, the figures are a guide only. Budgets Appendix 2 for service and actual are scattered across all departments and across numerous subjective headings, which are only used for financial performance communications in part. This makes it extremely difficult if not impossible to state the budget across against previous years the council for Communications. Additional information can be found at: budget (3 years) http://onebromley/BA/Pub_LandDS/Pub_DandCS/Team_DandCS/Team_DS/Team_CWG/default.aspx
Cost of service/activities Population based on Office of National Statistics 2008 Mid Year Estimates (most recent per head of population available) 18 years of age + 235,416 for the Borough of Bromley. and relative position in Page 120 nearest neighbouring 2006/07 £6.48 group including, for 2007/08 £7.26 example, level of service 2008/09 £5.99 provided
Performance data Benchmarking - Financial cost (not Communications means different things at different authorities and so benchmarking is not easy as we shown above) are far from comparing like for like, for example, some units have the website, design or consultation
4 - Customer within them. Also, we have only got a handle on the central communications budget in Bromley feedback (created January 2008, previously a shared budget with Customer Services), not on what services spend, - VFM data which may well differ with others' centralised approaches. However, the following provide some - Performance comparison: Management Data • A benchmarking report (and appendix) prepared for a previous E&R PDS Communications - Other relevant Review working party in February 2006, available on the communications working group service data teamsite (Specify national/local • We are a member of a national best value benchmarking group which has around 200 members, benchmark statistics used) split roughly half-and-half between boroughs and districts, and the larger authorities. It Ensure right questions are conducts a survey periodically comparing staffing levels, budgets and team remits for authorities asked in acquiring across the UK – the latest questionnaire has recently been issued and findings are due for customer feedback and publication in October. Results for the larger authorities in 2008 are available on the teamsite. also seek feedback from B It is an express condition of membership of this group that members hold all information in non users of the service the strictest business confidence. (e.g. why are potential • The current review has invited Ealing and Wandsworth councils to give evidence about their customers/users not using approach to communications which will afford further opportunities for benchmarking. the service) Customer Feedback • Structured research – a paper summarising what structured research tells us about external communications (including the former BVPI survey, the new Place Survey, and LGComms surveys as well as locally commissioned communications research) has been prepared for the group
Page 121 • Evaluation of communications plans – each plan developed has an evaluation section. Depending on resources available, measures may include: inputs (e.g. news releases issued, printed material distributed, adverts placed, online information posted, public meetings held, etc); exposure (e.g. media monitoring); awareness (e.g. survey findings, letters pages in local media, web hits, event attendance, etc); and outcomes (e.g. service take up levels, visible impact like less graffiti, change in policy/action, etc) A number of comms plans have been made available to the working group on its teamsite Getting it Right (the Council’s comments, complaints and suggestions scheme) – the team submits
5 quarterly returns as required, which we monitor for trends as well as dealing with individual customer issues as they arise Details of last review of Autumn 2007. As a result, team directly managed by Chief Executive from Jan 08, following service and subsequent deletion of Head of Customer Service, Communication and Consultation post; previous post holder changes moved to newly created position in LD&CS retaining responsibility for customer service and consultation as part of their remit. Previous joint customer service and communications budget split and reallocated between the two. Future changes and • CLG consultation on the code of recommended practice on local authority publicity policy initiatives which • New duty to inform, consult and involve local people/communities in decision making will impact on service • New duty to promote democracy (linked to need to address impact on communications of (national, regional and changes brought about by the Constitution Improvement Working Party’s recommendations local) agreed by Full Council) • Existing responsibility to shape and promote the borough as a place to live • Decline in free distribution of local newspapers Growth in ‘new’ communication channels e.g. social media, web 2.0, digital TV, SMS text messaging, etc. Examples of innovative Over the last year or so, and in conjunction with colleagues/partners, we have experimented with a practice in the service number of new channels for us in a bid to enhance our existing communications including: responding to future • Circulating UPDATE (our bi-monthly news bulletin circulated to over 400 local groups) changes and policy electronically rather than in print where this works for our customers (depending on initiatives reception/resources aspirations to move to an e-bulletin format) • Periodically emailing residents (from whom the CCC has collected email addresses) with key Page 122 information affecting the majority of customers e.g. delivery/return of electoral registration forms and Christmas opening hours/alternative service arrangements (aspirations to move to a Council branded email and/or mobile phone messaging, resources allowing) • Developing Safer Bromley ews , a newsletter delivered door to door, as a tactical response by SBP to tackling fear of crime locally. This was partly in the absence of a council magazine to plug this information into. It also provided an opportunity to understand some of the issues associated with launching a council publication, an option councillors were considering at the time. (Aspirations to produce any necessary future issues online, possibly as a page turning e-
6 zine, resources being available) • Launching community TV with Council and Police (SBP) content aimed at highlighting what we are doing to maintain the environment/tackle crime, and reassuring/engaging the public in the process (depending on the outcome of evaluation expand to include other services/partners messages and increase number of screens/locations around the borough, resources permitting) • Twittering news releases, a pilot in conjunction with Bromley Knowledge, as another way of pushing out our messages and possibly increasing return on time invested in new releases. (Aspirations to twitter committee papers, questions, and motions, and perhaps jobs, depending on outcome of trial/wider buy-in/resources) We have also investigated web casting and streaming video on our website on several occasions. There has not been sufficient support for progressing this.
Overall, we have had most success with introducing those channels that are free or relatively low cost to implement. The pace at which we progress is dictated by others willingness to both buy into/resource new channels. As part of any communications initiative, we encourage officers/councillors to think about new channels open to them if appropriate to the audience and message. Whatever we do, we endeavour to link all communications back and drive people to our website as the most up to date and accessible source of Council news and information
Stage of Fundamental Comments, evidence based information etc. Document/ Review attachment
Page 123 2. ZERO BASE BUDGETI G OF SERVICE Full detail of service The communications team itself does not have any statutory duties and there are no requirements on the profile on basis that Council to employ communications specialists. However, through our expertise in communicating basic statutory provision effectively we play a key role in supporting service departments (and the Council as a whole) to comply is met (no frills and with requirement on us to inform, consult and engage on key service issues, developments and changes sufficient for any judicial e.g. council tax/budget setting, town centre development, re-provisioning of care homes, registering to review to be unsuccessful) vote etc. See Director of LD&CS advice note which sets these out in more detail at
7 http://onebromley/BA/Pub_LandDS/Pub_DandCS/Team_DandCS/Team_DS/Team_CWG/default.aspx See Publicity Powers and Duties document in the Information file of the General drawer. Full details of service See Appendix 2 with more detail stored at: See profile on basis of http://onebromley/BA/Pub_LandDS/Pub_DandCS/Team_DandCS/Team_DS/Team_CWG/default.aspx . Appendix 2 meeting current service See documents in Communications Responsibilities drawer. levels Full details of service Recognised best practice is the LGA Reputation Campaign which promotes a number of core actions profile based on a that, when delivered well, have a marked and positive impact on a councils' reputation: desirable level of service • ensure the council brand is consistently linked to services. • manage the media effectively to promote and defend the council. • provide an A-Z guide to council services. • publish a regular council magazine or newspaper to inform residents. step up internal communications so staff become advocates for the council
Page 124
8 Appendix 2
Estimation of Costs Incurred Providing Communications across the Council
2006/07 2007/08 2008/09 Actual Actual Actual Note Communications £ £ £
Salaries Dedicated Staff: Within Corporate Services 132,178 139,210 132,661 1 Other Departments 39,904 43,563 43,865 2 Not Dedicated Staff: Staff carrying out < 50% comms 219,000 224,000 229,000 3 Sub Total 391,082 406,773 405,526
Running Costs Printing 279,394 433,247 250,981 4 Promotion & Design 221,074 178,218 188,490 5 Advertising - Non Staff 83,694 65,719 87,569 6 Staff Advertising 353,442 288,900 251,650 7 Web System Development 46,045 11,615 14,016 8 Other Hired Services not available 158,401 69,593 9 Miscellaneous not available 35,697 27,902
Sub Total 983,649 1,171,797 890,201
Overheads: Accommodation 61,109 48,319 34,670 10 Support Services 57,584 43,700 34,673 10 Computer Recharges 31,661 39,372 45,590 10
Sub Total 150,354 131,391 114,933
Estimated Total 1,525,085 1,709,961 1,410,660
Page 125 Appendix 2
<------Split ------>
Statutory Discreationary ZBB Desirable £ £ £ £
Page 126 otes to Appendix 2A1
1 The salaries shown as 'Within Corporate' are the staff within the corporate Communication Service managed by Emma Dedier (CE 435.021.)
2 Salaries 'Other Departments' is the 1 full time equivalent held by Environmental Services
3 Salaries - Not Dedicated' are the staff across the organisation who work partly on communications (it is not their sole area of work) - See list of staff who work partly on Comms
4 Printing costs extracted from the across the council. Items such as stationary have been excluded but as the level of detail available from the financial system is fairly minimal the figures are a guide only
5 The figures for Promotion and Design are as per the published Statutory Annual Accounts. The cost are based on time allocation per job that is placed with the Design service.
6 Advertising - Non staff includes the cost of advertising across the council. Not all advertising costs are captured against this subjective.
7 The Code of Practice on Local Authority Accounting in the United Kingdom: A Statement of Recommended Practice (SORP) sets out the proper accounting practices required in accordance with the statutory framework established by the Accounts and Audit Regulations 2003. Statutory accounting requires that the cost of advertising for staff is included under Publicity in the annual accounts
8 Web system development costs are the items charged directly to the Bromley Knowledge Service
9 Other Hired Services - An attempt has been made to extract Printers, Designers, and related suppliers across the council charged to Other Hired Services. The total spend under Other Hired across the council totals between £2M and £2.5M. The figures included within this report are a guide only.
10 The costs under overheads are the support costs relating to the support to the corporate services Communications Service only.
Page 127 This page is intentionally left blank
Page 128
London Borough of Bromley Communications Strategy
June 2009
Lead Officer: Doug Patterson, Chief Executive
Contents: PURPOSE ...... 2 STRATEGY AND APPROACH ...... 3 KEY MESSAGES ...... 4 AUDIENCES ...... 5 STRUCTURE ...... 6 RESOURCES ...... 6 IMPLEMENTATION & DELIVERY ...... 6 MEASURES OF SUCCESS ...... 7 APPENDIX 1. PORTFOLIO MESSAGES ...... 10
Communications Strategy. June 2009 1/11 Page 129
PURPOSE
Through our communications we want to keep people informed, listen and respond to their concerns and reflect their priorities in our own . We want to increase their understanding of, and satisfaction with our services, the local democratic process and our role as a community leader/employer.
Our strategy is to: • Keep residents, staff, partners and others informed of key news and developments • Increase general awareness of how to access council services, influence the decision making process and learn about Council plans and policies • Promote opportunities to get involved, feedback and participate
We will achieve this through proactive communication (via a range of appropriate channels for the audience) aligned to our Building a Better Bromley priorities. In turn, this will ensure that we protect and enhance the reputation of the Council in the eyes of the local community and beyond, promote the role and work of councillors, recruit and retain good staff and secure additional resources for the Borough.
We have a wider responsibility to shape and promote the London Borough of Bromley as a whole and local public services in general. We will work with our partners in the private, public and voluntary sector to increase understanding of how we work together to improve the quality of life in Bromley for those who live, work, study and visit here.
The test of the strategy is its impact on our community . It will be underpinned by service led communications plans that will increase knowledge and understanding and seek to influence attitudes and change behaviours e.g. increase recycling rates, contributing to improving quality of life. These will be integrated plans where media relations, marketing communications, advertising and sponsorship, etc work together using face to face, paper and electronic channels to influence the target audience. Similarly for staff , we have a schedule of key corporate messages to effect understanding and cultural change when appropriate, using a range of communications tools and techniques.
Communications Strategy. June 2009 2/11
Page 130
STRATEGY AND APPROACH
All our communications should be evidence based, highlight opportunities to engage and support service delivery, and adhere to the core principles of being: • Honest and open – presenting a clear picture of what’s happening, when and why and dealing with people’s concerns as well as promoting the benefits/outcomes • Clear and consistent – all communication should be easy to understand, using jargon free, plain language and simple terms of explanation; we should aim for ‘one voice’ • Relevant and timely – information needs to be targeted appropriately, at the right time and relate to the recipient i.e. communicate what people need to know when they need to know it • Accessible and two way – using a range of communication channels and feedback mechanisms to maximise reach and encourage dialogue with all sectors of our community • High quality and value for money – present a professional and identifiable image of the Council, while minimising costs • Fulfil our statutory obligations – support services to meet demands on them to inform, consult and engage
This reflects the current code of recommended practice on local authority publicity which governs our area of work, and aligns to our own corporate operating principles . These pillars also apply internally. This approach will ensure that externally we present a positive, informed and accurate impression of the Council, and internally we build a culture of trust and loyalty.
We will continue to deploy the full range of communication disciplines . Media relations are used to promote and protect our reputation, recruit staff and drive advocacy ratings. Internal communications to retain staff, increase productivity and increase understanding of councillors goals. We deploy marketing communications to inform and increase access to services. E- communications is a developing area for us we have yet to fully exploit, and is crucial to the future success of our communications. Brand management helps bring all this together and effectively badge our work. The joint LGA/IDeA ‘reputation’ campaign , which focuses on how communications can influence satisfaction, suggests a number of actions in these key areas which we will seek to incorporate.
The diverse communities we serve and today’s fast pace of life requires a consistent communications effort across a range of channels to effectively reach the maximum audience. Our staff are equally diverse and spread over a number of sites, some work remotely, and again we need to employ a mix of channels to help us drive home our messages. Whatever the channels we employ, we should be working towards:
Communications Strategy. June 2009 3/11
Page 131
• Better packaging of information across service boundaries • Increasing electronic communications and use of new technology • Branding the Council one way • Joint public service communications
Honest evaluation is central to the approach of the communications team and all communications plans at all levels should have defined goals and robust measurement agreed in advance. At a more strategic level, we have been monitoring how well informed residents feel through the three yearly, national BVPI survey (and our own General Satisfaction Survey in the intervening years), and will continue to do so through its replacement, the Place Survey . Though not comparable to the BVPI findings (because of the changes to/sequence of questions) it will provide a benchmark going forward which will again become comparable over a period of time.
KEY MESSAGES
Our key external messages should reflect our position as a community leader, the ‘excellent council’ component of Building a Better Bromley, and run through all our communications. Based on a facilitated session with Cabinet and discussions with Portfolio Holders and Chief Officers, the following have emerged: • Providing high quality, accessible, value for money services that meet local peoples’ needs (against a back drop of low levels of government funding) • Being a listening council that takes action in response to residents’ concerns and explains why, when we can’t • Investing in the future/maximising potential – people, places and services – in a sustainable way • Involving and representing local people and other key stakeholders on issues and decisions that are important to them, locally and nationally
Portfolio messages (see appendix 1 attached) more often reflect our role as a service provider, and the other BBB themes, but should always link to one or more of the above. This will ensure we deliver a focused and consistent flow of information through our service led communications plans about the Council and its work that will resonate with residents, impact on their perception of the Council and ultimately contribute to increasing satisfaction.
Similarly, our key internal messages should reflect our aim to be an ‘excellent council’, and include: • Putting the customer first – listening, learning and improving from each experience – and aiming to meet their needs at first point of contact
Communications Strategy. June 2009 4/11
Page 132
• Practising our REAL values (respect, empower, ambition and learn) in everything that we do and ensuring equal right of access to our services and the local democratic process • Investing in our staff to help them do their job well – right people/structure, right tools/skills development, right finance – so that we provide efficient and effective services that meet (and exceed?) rising customer expectation • Involving staff in decisions that are important to them and the way the Council provides services to serve our community.
These messages will be implemented by way of the internal communications plan to be produced by the Head of Internal Communications.
To improve our messaging as an organisation we will develop a ‘one council’ communications plan . This will identify and draw together the top corporate and portfolio communications priorities for the coming year, for leading councillors and Chief Officers to reflect upon and ensure we have the right balance. The plan will be revisited on a quarterly basis to monitor progress and adapt to any changes in priorities when necessary.
AUDIENCES
The audience will vary depending on the issue/message and as such is infinite, but the main groups identified are: • Residents (taking account of life stage, ethnicity and religious beliefs, sexual orientation, any disabilities, and literacy levels, as well as how they are grouped geographically, around an issue, or the lifestyle of a particular community) • Service Users • Councillors • Staff (at all levels and locations) • Business community • Partners (LSP members, other public service agencies, contractors, etc) • The media (predominantly local and pan-London, but also regional and national; print; broadcast and online) • Visiting relatives and friends (VFRs) • Government (LGA, GOL, London Councils, etc)
Through our communications plans we will seek to target specific groups within these categories. Tailored communications will be aimed at these groups in order to get bespoke messages across in the most appropriate format and using relevant media.
Communications Strategy. June 2009 5/11
Page 133
The existing approach of borough wide campaigns broadcasting information to general audiences through paper communications must start to give way to a more targeted approach segmenting the overall audience. Moving from community focused communications to a more specific customer and service user focussed strategy; engaging different groups using a range of tools including e- communications.
STRUCTURE
The Communications Team will be restructured from its previous configuration in order to deliver on our priorities more effectively.
The communications function will be fully devolved to Directorates ; each frontline director having a communications officer reporting directly to them. A small central team will remain reporting directly to the Chief Executive. The Corporate function will be delivered by an Assistant Director of Brand & Reputation/Public Relations, and a head of internal communications with administrative support.
RESOURCES
The currently ongoing Member Review of the communications function will report back shortly and will make recommendations directly relating to resourcing.
Based on the acceptance of these recommendations this strategy will be updated to reflect the decisions taken.
IMPLEMENTATION & DELIVERY
Following the forthcoming restructure of our Communications function it will be for each Directorate to produce a service led communications plans based on the expanded portfolio messages in Appendix 1. The Communications plans should seek to increase knowledge and understanding within the specific service area and to positively influence attitudes behaviours. Essentially these service plans must also maintain corporate consistency by following the Strategy and Approach detailed in this document, and reflect our ‘ key messages ’
These will be integrated plans where media relations, marketing communications, advertising and sponsorship, etc work together using face to face, paper and electronic channels to influence the target audience.
Communications Strategy. June 2009 6/11
Page 134
Using the Service Plans developed within Directorates the Assistant Director will will be responsible for drawing together the ‘One Council’ Communications Plan highlighting the top corporate and portfolio communications priorities for the coming year. This document will be used by Members and Chief Officers to ensure our messages continue to reflect our current priorities and afforded the appropriate importance.
The Head of Internal Communications will also produce a internal communications plan to sit alongside this document and aligned with our Corporate Operating Principles. This internal communications strategy will ensure we have strong two-way internal communications to provide a well-informed, involved workforce and a management team and councillors who are in touch with staff.
MEASURES OF SUCCESS
The key driver of our communications is to ensure positive promotion of our organisation and to enhance the council’s reputation.
It is understood that this reputation depends on who you ask as not all stakeholders think alike. Residents and Councillors are likely to be concerned about the quality and cost of services whilst employees may judge us more on how clearly we communicate our vision, demonstrate leadership or provide opportunities to develop.
Therefore in addition to tailoring different messages, using different media, to different audiences, we also need to select a range of measures that are designed to best assess our reputation (and therefore the effectiveness of our communications) amongst our diverse range of stakeholders.
We have developed performance indicators designed to reflect six different dimensions of reputation we want to improve and be judged by. These are:
• Emotional Appeal: How much are we admired, respected and liked • Quality & Services: Perceptions of our quality, innovation, value, and reliability of our services • Financial Performance: Perceptions of our financial management, value for money, and attitude to risk. • Vision & Leadership: How we demonstrates a clear vision and strong leadership. • Working Environment:
Communications Strategy. June 2009 7/11
Page 135
• Perceptions of how well we are managed, how it is to work for us and the quality of our employees. • Social Responsibility: Perceptions of the council as a good ‘citizen’ in its dealings with communities, employees, and the environment
From these grouped dimensions of reputation we have distilled the following indicators aimed at measuring the effectiveness of our communications strategy.
There are a number of BVPI targets that can be considered a reflection of the effectiveness of our communications.
% that agree 2005/06 2006/07 (BVPI) 2007/08
they feel well or fairly well informed about services and 55% 37%* 56% benefits
we provide value for money** 20% 43%** 49%
we act on the concerns of local 37% 47% 52% people
*There was a national fall in this result in 2006, which MORI investigated and attributed to a change in the way the question was asked. The corresponding figure for Outer London in 2006 is very similar to Bromley's, at 39%. ** The wording of this question changed in 2006, and the result is not comparable with the 2005 results. It is more important to benchmark our performance against other authorities for 2006, where we are ahead of Outer London by six percentage points.
This year sees the introduction of the Place Survey, to replace the BVPI survey. After lobbying by MORI and at a local level, the ‘feeling informed’ question has been retained and, though not comparable to BVPI findings (because of the changes to/sequence of questions) will provide a benchmark going forward which will again become comparable over a period of time.
Communications Strategy. June 2009 8/11
Page 136
Place Survey Topline Findings
% 2008/09 2009/10 2010/11
Overall satisfaction with the Council 53%
extent to which residents think we keep them 40% informed about services and benefits*
we provide good value for money** 36%
ability to influence local decisions 27%
* appears to have fallen quite sharply from 56% in 2007 to 40%. Some of this is probably due to a move in the position of the question in the questionnaire **This question was a new, and so that the trend on value for money could be identified the original value for money question within Bromley’s own set of questions. This showed that there has been an increase in the proportion of residents who feel that the Council provides good value for money (to a great/to some extent), up from 49% in 2007 to 60%.
Press Relationship Management Only a small proportion of those surveyed will have had much contact with the council, for many perceptions will be mainly based on hearsay and media reports. Therefore in addition to this empirical evidence we will measure how well we actively manage our relationship with the local press by way of annual survey of these agencies.
Staff Survey Also, as our staff are the face of our organisation and should be role modelling our behaviours and messages. To do this effectively they must be informed as to our services, polices and values. This will be measured by way of our annual staff survey.
Communications Audit We will perform an annual communications audit to asses the effectiveness of our strategy with both internal and external audiences and specifically Members. Testing which of our communications these audiences come into contact with, how useful they are, what they want to see more of, what information they need/want and how often they want to be communicated with.
General Customer Standards While these indicators can be considered a reflection of our area of work and should be monitored, it must be remembered that we are not alone in producing communications (service departments produce media releases, leaflets, news letters, etc). As such we have a collective responsibility as ICT Models)
Communications Strategy. June 2009 9/11
Page 137
APPENDIX 1. PORTFOLIO MESSAGES
Based on the BBB 2008-10 priorities the emerging themes for each portfolio are:
Adult and Community • Bromley recognises and values the contribution of vulnerable and older people to our community and is committed to supporting independence at home, in the community and in residential/nursing settings • We’re improving/developing services to increase choice, personalisation and access for those in need of care/support • We’re working in partnership with service users, their families/carers, local health organisations and the voluntary sector to ensure we meet local needs efficiently and effectively and continue to provide the best services and facilities
Children and Young People • Bromley recognises and values the contribution of all children and young people to our community and is committed to improving their life chances • We’re investing to further improve the academic attainment, extra curricular achievement, health, safety, behaviour and well being of all children and young people ensuring they realise their potential and make a positive contribution • We’re working in partnership with children and young people, their families/carers, schools, health organisations, the voluntary sector and others to make to ensure we meet local needs efficiently and effectively and continue to provide the best services and facilities
Environment and Leisure • Bromley is a clean, green and attractive borough in which to live, work and enjoy yourself • We’re taking action to continually improve the street scene; minimise waste and increase recycling and composting; protect and preserve the natural and built environment; and improve transportation (tackling attitudes/behaviour as well as cleaning up), to make Bromley even ’greener’ • We’re working in partnership with residents, local businesses and our contractors to enhance quality of life now and sustain this into the future
Local Economy • Bromley is a vibrant and thriving place to do business, work and study • We’re planning for the future with improvement plans for our major town centres aimed at attracting investment/ensuring we remain competitive, while creating a safe, family-friendly atmosphere Communications Strategy. June 2009 10/11
Page 138
• We’re working together with local businesses, colleges and investors to improve the quality of our surroundings and create new business, employment and learning opportunities
Public Protection and Safety • Bromley is one of the safest London boroughs in which to live, work and enjoy yourself • We’re working together (through the SBP and with residents) to tackle crime and make Bromley even safer • We’re encouraging a responsible attitude and acting on/stamping out unacceptable behaviour/standards (e.g. anti-social behaviour, food safety standards, trading standards, public health issues, pollution, etc)
Resources • Bromley is making prudent use of its resources, focusing them to most effectively tackle the needs and priorities of local people and businesses • We’re working to improve our efficiency and effectiveness as an organisation and in the way we deliver services to ensure VFM • We working to maximise our assets against a backdrop of low levels of government funding and the current economic climate
The above messages are illustrated and driven home by service level communications plans about how we are actually delivering on our priorities as a Council and will be captured at a top level in the proposed ‘one council’ communications plan going forward.
Issues for discussion at working group/Cabinet • Are these the key overarching and portfolio messages we want to promote? If not, how do we establish the key messages? • What’s the most important corporate message (if there is one) that should be reflected in all portfolio communications? • What is the priority message (if there is one) in each portfolio?
Once agreed, we can consider our overall approach as a Council to getting our messages across, appropriate targets and measures to monitor our success, and resources required to achieve this, as initially explored in the findings and recommendations of the Communications Foundation Strategy Review .
Communications Strategy. June 2009 11/11
Page 139 This page is intentionally left blank
Page 140 Publicity Powers and Duties
The main communication power is section 142 Local Government Act 1972 which allows us to provide information on services we and some other public bodies provide. There are other enabling powers including the well being powers in section 2 Local Government Act 2000 and other pieces of legislation which can also be used fro example section 111 of the Local Government Act 1972 which enables us to undertake a modest rage of activities ancillary to a primary function..
The key is that these comprise a power not a duty. However it is often sensible to pull information together in a standard from or to communicate at targeted or general audiences as that can be more effective and cost effective than just picking up ad hoc queries – a leaflet on certain services or a targeted publicity drive on a change in service can often save many individual letters/telephone calls/e-mails etc. Good communications can also provide a more cost effective way of dealing with FOI requests as if something is generally available we don’t have to formally responds to an FOI beyond drawing a persons attention to where they can find the information for themselves. Also efficient publication of details on what we do, how we can be contacted etc is what most sensible organisations look to do. Whilst our web- site is a way forward and something we are making more use of recent research has indicated that 60% of regular voters at local government elections are not regular users of the internet – our figures may be lower but probably for many people who want to engage with us, paper still has a place.
The general power is subject to restrictions - the main one being in section 2 Local Government Act 1986 which outlaws publicity which is in whole or in part appears to be designed to affect support for a political party. There is also a Code on Local Authority Publicity we must have regard to and that re- emphasises the political restrictions but also covers outlawing image making for individual members and officers and stresses the importance of value for money amongst other things.
Having said that there are a range of duties where we have to publish information – sometimes to the Borough as a whole through specific publications, press notices/advertisements, site notices and targeted or general letters or e-mails. The following isn’t an exhaustive list but covers the main areas.
• We have to publish meeting dates and agendas and minutes for formal meetings.
• The Local Authorities Social Services Act 1970 (as amended) requires information to be made available on social services complaints procedures.
• There is now a general duty to consult under s 138 Local Government and Public Involvement in Health act 2007 (LGPIHA).
Page 141 • Aside from that we often need to consult and publish information around parking controls, highway works, private street works and similar.
• We are required to publish information relevant to local elections
• An interesting one is Section 2 of the Local Government Planning and Land Act 1980 which probably was the start of local authorities being required to publish performance and general information. Effectively section 2 allowed the Secretary of State (SofS) to publish a code requiring local authorities to publish such information about the discharge of our functions and other maters as the SofS deems appropriate. Section 3 Allows the SofS to make regulations to support any Code. Most codes published have been replaced by requirement in the Local Government Act 1999 – but it is still there.
• S 113 LGPIHA requires us to publish information on the local area agreement.
• Sections 99/100 Local Government Act 2000 and regulations made there under require information to be published on member’s allowances.
• Section 27 Audit Commission act 1998 requires publication of information related to our accounts,
• We are required to publish information when we send council tax bills including information from precepting bodies.
• There are a wide range of publicity duties surrounding our education/schools functions, particularly when we change key polices of services.
• Some statutory schemes require us to publish fees and charges.
• Various adoptive powers e.g. around local legislation, bylaws and, some licensing powers etc require us to following publication of our proposals and conclusions.
• There are extensive consultation and communication requirements where we develop statutory planning policy as well as provisions around specific planning applications.
• We are required to publish information following standards investigations and also ombudsman investigations where an adverse finding is made.
• Freedom of information – we must have a scheme showing all we publish and provide answers to individual requests.
Page 142 Posts with a communications element across the Council (May 2009)
Department Division/Team Post* FTE or PTE Grade Responsibilities % of time ACS Commissioning and Communications Officer 0.5 SO2/PO2 Provide communications advice and some 100% partnerships support to colleagues across ACS e.g. safeguarding, reprovisioning programme, develop communications strategy for ACS. Responsibility for ACS communications planning – work with central comms to identify media opportunities CEX Communications Communications Manager FTE MG6 Responsible for strategic PF and corporate 100% communications planning and delivery overall (excluding ES); comms support for X1PF and Leader’s Remit; team management Communications Officers X4 FTE PO1-PO3 Portfolio (4 of the 6) and corporate (e.g. IIP, 100% equalities, elections, etc) communications planning and delivery (including media relations, crisis comms, advertising, publications, electronic comms, events, etc.) Admin Assistant 6 hrs per wk SC2 Communications admin support e.g. press 100% of 6 clippings, mail outs, etc hrs CYP Partnerships and Partnerships and Planning FT MG.5 Communications with partners in the 15% Planning Manager Children and Young People Trust and the public; collaboration with central team on the regular communication schedule Page 143 (audience includes Portfolio Holder and Director), generation of news releases and responses to media enquiries. Partnerships and Planning FT SO.2- PO.2 Communication with Trust partners and the 20% Officer public on children’s services, including via website and e-bulletin. Partnerships and Planning FT SO.2-PO.2 Collaboration with central team on 15% Officer communication schedule, generation of news releases and responses to media enquiries. ES SDS/Strategy Senior Strategy Development 1 fte MG6 Management of the team and its functions. 10% Development Officer Occasional press and media cover.
Communications Adviser 1 fte PO3 Communications advice and support to the 70% whole ES department, including press liaison and advertising (10% on dept internal comms and 20% on non-comms related work e.g. Star Chamber, IIP, complaints admin, mediation) Strategy Development Officer 1 fte SO2 Cover and support for the Communications 20% Adviser; management of advertising sites Strategy Development 0.5 fte Sc5 Support for the Communications Adviser 20% of Assistant 0.5 fte SDS/Design Studio 4 Graphic Designers 3 fte SO1 Central design resource for the whole 90% Office Manager designers, Council. Some internal publicity work is external; 1 temp designer 1 fte PO1 done. The entire team is self-financing, 10% manager, funded through recharges on a job by job internal 0.58 fte temp Sc 4 basis. Street Services Business Support Officer 1 fte Sc 5 Publicity for Street Services’ functions 20% Transportation Road Safety Officer 1 fte Sc6 Publicity for road safety training; 10% Planning/Road Safety promotional materials for safety campaigns. Transportation Customer & Communications 1 fte SO1 Publicity on parking regulations, and 20% Page 144 Planning/Parking Officer information on our parking service offer. The cost of this post is fully covered by income, and revenue from fines. Parks and Partnerships Officer 1 fte SO1 Publicity for Friends of Parks recruitment, 10% Greenspaces and the Celebrate Bromley event LD CS Democratic Services Democratic Services FTE MG6 Overall responsibility for website content, 5% Manager Ward Member posters, meetings Posters, meetings information in Borough Briefing. Information Coordinator .67 FTE SC6 Website content; FOI response handling 90% Complaints Coordinator .5FTE PO3 Website content and Getting it Right leaflets 5% Facilities and Support Mayoral and Civic Services TBC TBC Event management TBC Services Assistant Bromley Knowledge Corporate Information FTE MG6 Manages the effective administration and 60% Manager development of content, in conjunction with the Communications Manager X2.5FTEs, 1 of which a job Populating, maintaining and testing, as well share (each officers time as training provision, in addition to a small spent working on the proportion of the team’s time supporting website) corporate information management. 3 x SO1 1 x PO1 R&R Leisure, Culture & Town Centre Managers x 4 FTE PO3 Town centre promotional work including 25% Libraries newsletters, maps and banners. Promotion of events and campaigns Adult Education Head of our Skills for Life FTE MG6 External communications related issues 10% Faculty such as preparing our prospectus three times a year RES Nil return
*The above information is as supplied by departments. It is a snapshot of posts across the Council where a proportion of time (over 10%) is spent on communications activity, with a roughly estimated percentage where significant and known (though this may fluctuate depending on the time of year).
This table does not, for example, include:
Page 145 Ø Information on posts/time spent on internal communications activities Ø Information on posts/time spent on consultation activities Ø HR grant funded promotion/recruitment posts for teachers and social workers Ø Bromley Mytime marketing/communications posts Ø All those in departments with a responsibility for publishing to the website (though where post holders listed above do this as part of other communications activities it has been noted) Ø One off communications projects that individuals may be called upon to undertake
This page is intentionally left blank
Page 146 Communications responsibilities across the Council – who does what? (May 09)
Service managers Dept comms leads Dept chief officer Central comms team Councillors (where they exist) Media Issuing news releases Supervise the drafting Ensure corporate Approve own quotes Cover 5 portfolios Portfolio holders to and issue to local and standards are when appropriate for (ACS, CYP, LE, PPS approve own quotes trade press and website maintained; advise on inclusion and RES plus the good practice and Leader’s remit) and proactive media corporate or sensitive opportunities; draft and issues; develop and issue to local and trade issue corporate press and website standards; draft/issue releases to local, regional and national media (print, broadcast and online). ES supported within the dept Responding to media Respond by referral Respond by referral Respond directly or by Respond directly with Respond directly or by enquiries from central comms from central comms referral from dept reference to service referral from central team team; or refer to comms leads or central manager, AD, CO or comms team appropriate service comms team PFH as appropriate manager/AD Crisis communications Advise AD, CO and To lead on issue and be Provide Be available for media communications team available for media communications advice comment, interview or Page 147 of issue comment, interview or and guidance to service press briefing in line press briefing in line manager, AD, CO and with portfolio with department PFH responsibilities (as per responsibilities (as per media protocols) media protocols) Service managers Dept comms leads Dept chief officer Central comms team Councillors (where they exist) Press briefings Brief AD, CO and PFH Be available for press Arrange issue led Be available for press as appropriate in briefings in line with briefings, help shape briefings in line with advance of briefing department key messages and portfolio responsibilities responsibilities (as per collate press materials (as per media media protocols) as appropriate protocols) Features Advise on proactive Advise on proactive Be available for media Pitch/sell in feature Be available for media media opportunities media opportunities comment or interview in stories comment or interview in line with department line with portfolio responsibilities (as per responsibilities (as per media protocols) media protocols) Photo calls Advise on proactive Advise on proactive Be available for photo Support/arrange photo Be available for photo media opportunities media opportunities opportunities in line with opportunities, help opportunities in line with department shape accompanying portfolio responsibilities responsibilities (as per key messages (as per media media protocols) protocols) Advertising/sponsorship Evaluate opportunities; Ensure corporate Provide advice and commission creative; standards are guidance to service place bookings and/or maintained; advise on manager, AD and CO negotiate terms as good practice on how to evaluate appropriate opportunities and place bookings/negotiate terms; assist with developing creative as appropriate Page 148 Corporate publications Borough Briefing Supply raw material for Plan overall content; Portfolio holders to editor edit and manage approve own quotes in production and themed editions advertising process Service managers Dept comms leads Dept chief officer Central comms team Councillors (where they exist) UPDATE Supply raw material Plan overall content; and relevant web links edit and manage for editor production and distribution process Handy Guide to Council Check contents related Plan overall content; Services (reduced to service area for edit and manage version of former, full A- accuracy production and Z Guide to Council distribution process Services) In Touch Supply raw material for Approve own quotes Plan overall content; editor. Approve own when appropriate for edit and manage quotes when inclusion production and appropriate for inclusion distribution process Inform Identify possible items Raise relevant items for Plan overall content; for inclusion; conduct DMT discussions edit and manage team briefings production and circulation process Councillor Bulletin Identify items for inclusion and provide links to editor; produce bulletin Service publications Leaflets, posters, advert Draft and issue Draft and issue Draft and issue artwork etc. promotional material promotional material; promotional material; Page 149 ensure corporate ensure corporate standards are standards are maintained; advise on maintained; advise on good practice, planning good practice, planning and proactive and proactive opportunities opportunities Events Service managers Dept comms leads Dept chief officer Central comms team Councillors (where they exist) New product/service Advise on opportunities Advise on opportunities Attend/front events in Support/arrange Attend/front events in launches, official line with department events, help shape line with portfolio openings, public responsibilities (as per accompanying key responsibilities (as per meetings, etc media protocols) messages and advise media protocols) media if appropriate Electronic communications Website NB The website content management process is overseen by Bromley Knowledge (BK) in LD&CS. Communications work with BK to manage messages on the home page. We also liaise with content managers on structure and content of service area pages to ensure they are up to date and accurate before signposting to them as part of comms campaigns. CRM emails Draft/edit key service information emails for circulation to those residents who have provided their email address to the CCC New media e.g. blogs, Advise of opportunities Advise of opportunities Be open to Explore/advise on how Be open to webcasting, podcasts, that may lend that may lend trying/resourcing new we can best harness trying/resourcing new social networking sites, themselves to this themselves to this channels of new technology and channels of Twitter, Flickr etc channel of channel of communication when effectively integrate into communication when communication communication appropriate to the existing channels and appropriate to the message/audience campaigns when message/audience appropriate to the message/audience Page 150 Community TV New media channel launching in association with SBP autumn 09 Corporate image Service managers Dept comms leads Dept chief officer Central comms team Councillors (where they exist) Application to Adhere to corporate Adhere to and promote Develop, issue and promotional material, standards corporate standards maintain corporate house stationery, standards. Approve vehicle livery etc. requests for logos in line with corporate standards Corporate internal communications Via 1:1s, team Own and disseminate Ensure corporate Cascade relevant items Generate, edit and meetings, divisional corporate messages as standards are from COE/CMG via manage production and meetings, PADS requested through maintained; advise on DMTs and other circulation of Inform. process etc. Managers’ Briefings good practice briefings and Inform Onebromley Develop/maintain Manage home page service area presence messages in conjunction with BK Doug’s page Update monthly All officer/cllr emails Draft/issue emails in accordance with guidance on appropriate use In Touch, Inform and Councillor Bulletin – see Corporate Page 151 Publications section
This page is intentionally left blank
Page 152
Page 153 This page is intentionally left blank
Page 154 Page 155 This page is intentionally left blank
Page 156 Analysis of Press Releases Issued and Posted on Council Website March to May 2009
Date Topic Classification Mar-09 Exhibition Infomation 5th March 2009 Audit Commission report PR 6th March 2009 Cold calling Warning 6th March 2009 Youth Conference Report 9th March 2009 Fine for illegal Trading Report 19th March 2009 An Evening with Jacqueline Wilson Report 23rd March 2009 James Dixon School out of special measures PR 24th March 2009 Biggin Hill Library and Pool building starts PR Report 27th March 2009 Duke of Edinburgh Awards PR Report 27th March 2009 Your Money Matters Community Event Information 31st March 2009 Tubbenden Schools to amalgamate Information 1st April 2009 Council honours foster carers PR 3rd April 2009 Council Bobby on the beat PR 6th April 2009 Benefits fraud prosecution Report 7th April 2009 New Centre for autistic pupils PR 7th April 2009 Allotment watch Information 8th April 2009 Youth Manifesto PR Report 8th April 2009 Student wins CYP Trust logo competition PR 9th April 2009 Community toilets for Hayes Information 15th April 2009 Temp closure of Orpington Library Information 20th April 2009 Benefits fraud prosecution Report 20th April 2009 Crack down on uninsured drivers Report/PR 24th April 2009 Dignity in Care Conference Report 27th April 2009 Benefits fraud prosecution Report 28th April 2009 Bromley Area Action Plan approved Report 28th April 2009 Council agrees constitutional changes Report 30th April 2009 European Elections late registration Information 1st May 2009 Adult Education Classes Information 1st May 2009 New investment in Dementia service PR 1st May 2009 Fraudster Report 6th May 2009 £9m funding to improve Bromley Primary Schools PR 7th May 2009 Benefits fraud prosecution Report 7th May 2009 Fight on shortfall on student funding PR 7th May 2009 Chairity benefits from tough action on counterfeiters PR 8th May 2009 Fostering Information 13th May 2009 Benefits fraud prosecution Report 14th May 2009 New Mayor Report 19th May 2009 Fly tipper prosecution Report 21st May 2009 Portolio Holders appointed Report 21st May 2009 Dumped vehicle owner prosecuted Report
Page 157 Appendix H
Dept Cllr Mentioned Bromley Museum Corporate Cllr Carr Safer Bromley partnership Safer Bromley partnership Cllr Bloom Trading Standards Library Service CYP Cllr Noad R&R Cllr Bennington CYP Mayor/Cllr Noad R&R Cllr Carr CYP Cllr Noad CYP Cllr Noad Safer Bromley partnership Cllr Bloom Resources Cllr Tickner CYP Cllr Noad Safer Bromley partnership Cllr Bloom CYP Cllr Noad/Cllr Humphrys CYP Cllr Noad Environment Cllr Smith Libary Service Resources Cllr Tickner Safer Bromley partnership Cllr Bloom ACS Cllr Arthur Resources Cllr Tickner Planning Cllr Carr Democratic Services Cllr Carr Democratic Services R&R ACS Cllr Arthur Safer Bromley partnership Cllr Bloom CYP Cllr Noad Resources Cllr Tickner CYP Cllr Noad Safer Bromley partnership CYP Resources Cllr Neil Reddin Democratic Services Mayot/Executive Community Services Democratic Services Cllr Carr and Cabinet Environment
Page 158 Media Protocols London Borough of Bromley
Government Code of Practice
Bromley Council is bound by the government's Code of Practice on Publicity in all its dealings including news releases, leaflets, web pages, exhibition material, events, presentations etc. The Code says that publicity put out by councils should be:
• Cost-effective and justifiable • Informative, balanced and accurate and • Set out the reasons for councils' views - slogans alone are not enough
It should not:
• Duplicate other available information • Promote, nor should Communications leads advise, individual politicians (except in a formal role such as a member of the Executive or chairman of a Policy Development and Scrutiny Committee) or • Be open to the charge of being party political.
This does not mean that all politically sensitive or controversial issues must be avoided. Local authorities can still take a view on issues and policies that affect them and their residents, but news releases or statements issued by the Council should relate to approved decisions (of the Council, Executive, Executive members, Policy Development and Scrutiny committees, or Regulatory Committees) rather than speculation. In responding to any media enquiry that stems from a political source, only factual information should be provided.
Releases on Executive decisions
The Leader will be consulted on any news releases to be prepared relating to meetings of the Executive, as will the relevant Executive councillor on any news releases dealing with decisions they will be taking individually within their own portfolio. Chief Officers will identify potential items in good time, by maintaining forward communications plans for each portfolio, and will aim to prepare initial draft releases for discussion a week prior to the expected decision-making process – or two weeks before if pre-publicity for an item is sought.
Quotes within news releases will normally be attributed to the Leader or appropriate Executive councillor for Executive decisions and, for specific portfolio decision-making, to the relevant Executive councillor – or a properly appointed supporting councillor for the relevant issue; a senior officer will be quoted where none of these is available. For purely technical issues e.g. a comment about a specific service such as a road safety scheme, the relevant officer may be quoted.
Whenever possible draft news releases will be sent to the Executive councillor for comment two or three days before the issue date and their response should be within 24 hours. Urgent matters might have to be dealt with quicker, but this will be made clear.
Page 159
Policy Development and Scrutiny Committee Decisions
Prior to each meeting, the Chief Officer supporting them will identify likely news release subjects in good time, by reference to forward communications plans. Initial draft releases will be prepared for discussion a week prior to the expected decision-making process (or two weeks before if pre-publicity for an item is sought). In addition, the chairman of a PDS Committee can request that a news release is prepared on issues that arise at the meeting.
Where recommendations by the Executive are disputed or called in by a PDS Committee, a news release would not normally be issued until after the process has been fully completed i.e. after the final Executive or Council decision has been taken. The final news release would give a brief summary of the issues involved and explain the reasons for the PDS concern.
Other committees
Chairmen of Regulatory Committees (Development Control, General Purposes etc.) will be consulted on the subject and content of any news releases relating to their committee's activities, and will be the person quoted in the release where this is appropriate. The same process and timescales as set out above will be followed.
Should the Standards Committee need to meet, the Chairman of the Committee will be guided by the director of Legal and Democratic Services as the Council's monitoring officer on any news release arising from the committee's deliberation. The release will follow the Council's usual protocols regarding political neutrality etc. in line with our statutory requirements.
Full Council
The Leader will be consulted about any news releases likely to arise from full Council meetings, and the protocols will be followed as above.
General issues relating to all news releases
Any quotes included (by politicians or officers) within releases must be compatible with the Code of Publicity.
Contact numbers for any news release will include the relevant officer and/or the Leader, relevant Executive councillor or Committee Chairman if they are quoted within it.
Editors' notes will be used to clarify the status of an issue within the decision-making process e.g. if it is subject to call-in etc.
The Council has news release and media statement branded templates, which are available on the intranet. From the home page click on Communications then Media for information and advice.
Responding to media enquiries
Page 160
When the media approaches the Council for a response to a story (which could arise not only from our releases), officers will continue to deal with these in a politically impartial way and be conscious of the need for sensitivity in respect of all the political parties. Only officers approved as media contacts by their departments/portfolios, should be able to talk to the media. Officers acting as Council spokespeople should ensure their responses are confined to factual matters aimed at clarifying Council policy; it is not appropriate for officers to make subjective comments. Queries requiring a policy or political comment will be passed on to the relevant Executive councillor to respond to.
For further advise on what to do if contacted by the media please contact the Communications team on 020 8313 4778.
Pre-election conduct
Although the Government's Code of Practice on Publicity applies to all the Council's dealings, it is especially important to be sensitive to its requirements in the period running up to an election. During this time, officers will be alerted to pay particular attention to any work being done that may involve events, meetings, publicity or other communications on what may be seen as controversial and party political issues, and to seek advice if they have concerns from the Communications Manager.
August 2005
Page 161 This page is intentionally left blank
Page 162 Communications Working Group Report Appendix J Transforming Social Care communications planner Update by Amanda Day 260509 Line for each communication showing objective, supporting message and each audience it needs to be delivered to.
Communication Target Audience Activity Target Date Comms Channel Message Supporting Material Status Resp for Del objective
Jan-09
33 council members with direct interest internal 06 January 2009 ACS PDS this is how we are delivering change to presentation achieve buy-in from target support 'excellent' council - presentation audience (based on on Assistive Technology stakeholder profile)
34 current service users (channel external January dom care staff as chanel need to be clear about how we adapt the achieve buy-in from target internal comms strategy now domiciliary staff so linked with workforce so need to be message - this is how Bromley is doing audience (based on adopted to support workforce development) communnicated with transforming social care stakeholder profile) development - now need to through workforce focus on training plan and development project briefings
35 domiciliary staff and staff in day internal January workforce all messages - need to be clear of their rolling programme of achieve buy-in from target AC to talk to DR as business centres/care homes - as a key development project role as ambassadors so buy-in crucial briefings etc - needs to be audience (based on change manager channel of communication to service (AC liaising with CO firmed up and timed - stakeholder profile) users need to develop rolling and Val) internal communications programme of communications. This plan being developed includes learning disability day centre staff and supported living staff
36 frontlinie care management team internal January Jean Penny all messages Jean Penny now appointed achieve buy-in from target should include trainng plan - and has met AC and audience (based on personalisation conference in developing plan for on stakeholder profile) March communicatios plan for workforce (need to develop 37 current and potential servcie users external January Jean Penny all messages particularly support Jean Penny overseeing (Joy ensure we are seen as a key stakeholder group - perception of listening Council Smith working with her) listening council and have conference to develop model achieve stakeholder 26 March engagement
38 voluntary and rep organisation, minority external january Community links article change is coming, why and how - tied into these will be repeated raise awareness and IEA for each stage of groups project development regularly achieve buy in projects/steering group has identified lead for this work Page 163
Februrary 2009
39 potential service providers - not external February Aligned to Developing meeting with Wendy/Andy/AD provider forums to be used - to necessarily care providers - the Market Project to discuss material etc be enhanced with possible wetherspoons example sessions for those providers not engaged through forums
40 domiciliary staff and staff in day internal February workforce all messages - need to be clear of their rolling programme of achieve buy-in from target AC to talk to DR as business centres/care homes - as a key development project role as ambassadors so buy-in crucial briefings etc - needs to be audience (based on change manager channel of communication to service (AC liaising with CO firmed up and timed - stakeholder profile) users need to develop rolling and Val) internal communications programme of communications. This plan being developed includes learning disability day centre staff and supported living staff
41 frontlinie care management team internal February Jean Penny all messages Jean Penny now appointed achieve buy-in from target should include training plan - and has met AC and audience (based on personalisation conference in developing plan for on stakeholder profile) March communicatios plan for workforce (need to develop
CommsReportAppendixJ0.xls 42 current and potential servcie users external February Jean Penny all messages particularly support Jean Penny overseeing (Joy ensure we are seen as a key stakeholder group - perception of listening Council Smith working with her) listening council and have conference to develop model achieve stakeholder 26 March engagement
43 All staff internal February onebromley this is how we are delivering change to constant updates on progress change perception from basic info in place - TSC Board support 'excellent' council in terms of of project 'care' to 'full citizen' - considering Information, advice vfm/supporting independence - assisted rebranding of role of local and signposting project technology; advocacy and brokerage; re- authority social services ablement 44 public and service users external February Bromley Knowledge this is where you can go to find out updating content achieve buy-in from target TSC Board considering (also to be included on information on services (transformation of audience (based on Information, advice and LD website) services to achieve all messages) stakeholder profile) signposting project
45 public and peer councils (not sure if this external February Community Care need to think about message and placing article potential around JIP and discussed with Terry, felt to is a stakeholder) Terry leading on hold off at present - moved to personalisation June
March
46 domiciliary staff and staff in day internal March workforce all messages - need to be clear of their rolling programme of achieve buy-in from target AC to talk to DR as business centres/care homes - as a key development project role as ambassadors so buy-in crucial briefings etc - needs to be audience (based on change manager channel of communication to service (AC liaising with CO firmed up and timed - stakeholder profile) users need to develop rolling and Val) internal communications programme of communications. This plan being developed includes learning disability day centre staff and supported living staff
47 frontlinie care management team internal personalisation March Jean Penny all messages Jean Penny now appointed achieve buy-in from target should include training plan - conference and has met AC and audience (based on personalisation conference in developing plan for on stakeholder profile) March communicatios plan for workforce (need to develop 48 current and potential servcie users external modeling 26 March 2009 Jean Penny all messages particularly support Jean Penny overseeing (Joy ensure we are seen as a key stakeholder group - workshop perception of listening Council Smith working with her) listening council and have conference to develop model achieve stakeholder 26 March engagement
49 voluntary and rep organisation, minority external March Community links article change is coming, why and how - tied into these will be repeated raise awareness and IEA for each stage of groups project development regularly achieve buy in projects/steering group has identified lead for this work
50 Executive members internal March COE this is how we are delivering change to Terry to advise - AC to talk to achieve buy-in from target AD to consult with TR support excellent council in terms of TR audience (based on vfm/supporting independence - individual stakeholder profile) Page 164 51 Council managers internal March CMG this is how we are delivering change to based on when going to COE achieve buy-in from target AD to consult with TR support excellent council in terms of audience (based on vfm/supporting independence - individual stakeholder profile) budgets and assisted technology
52 council managers internal March managers briefing this is how we are delivering change to book slot for presentation - achieve buy-in from target AD to consult with TR support excellent council in terms of dependent on when going to audience (based on vfm/supporting independence - individual COE stakeholder profile) budgets and assisted technology
April
53 local media external April press briefing 1 change is coming and why: FAQ or briefing - AD working change perception from this had to be delayed - Terry 2 this is how we are delivering change to with Affy 'care' to 'full citizen' - Rich felt not ready - Amanda support excellent council in terms rebranding of role of local consulting witih Affy again assistive technology - tied into ECH units authority social services - hanging in on projects
CommsReportAppendixJ0.xls 54 ACS staff internal April talkacs change is coming and why create awareness that what do we want them to know transforming social care will at this stage; keep it simple happen; create awareness and overview of why it is happening
55 council members with direct interest internal April ACS PDS this is how we are delivering change to presentation achieve buy-in from target Affy developing personalisation support 'excellent' council - personalised audience (based on agenda (inspire and liberata0 budgets stakeholder profile) aligned to business - also need to align to workforce development and care 56 public external April local papers this is how we are delivering change to press release following ACS achieve buy-in from target Affy developing personalisation support 'excellent' council - personalised PDS audience (based on agenda (inspire and liberata0 budgets/direct payments - 50 people pilot stakeholder profile) aligned to business
May
57 All staff internal February onebromley this is how we are delivering change to constant updates on progress change perception from basic info in place - TSC Board support 'excellent' council in terms of of project 'care' to 'full citizen' - considering Information, advice vfm/supporting independence - assisted rebranding of role of local and signposting project in May technology; advocacy and brokerage; re- authority social services ablement 58 public and service users external February Bromley Knowledge this is where you can go to find out updating content achieve buy-in from target TSC Board considering (also to be included on information on services (transformation of audience (based on Information, advice and LD website) services to achieve all messages) stakeholder profile) signposting project
59 public external February local paper this is how we are delivering change to press release; achieve buy-in from target liaise with Susie Clark - support excellent council in terms of audience (based on she has spoken to Jenny vfm/supporting independence - possibly stakeholder profile) around this hanging on rogue traders and enablement and safeguarding
June
60 public and peer councils (not sure if this external February Community Care need to think about message and placing article potential around JIP and discussed with Terry, felt to is a stakeholder) Terry leading on hold off at present personalisation
61 council members with direct interest internal June ACS PDS this is how we are delivering change to presentation - Bromley achieve buy-in from target support 'excellent' council - update re LD Mencap audience (based on Brokerage stakeholder profile)
62 public external June press release following this is how we are supporting achieve buy-in from target ACS PDS independence and choice for adults wth audience (based on Page 165 LD stakeholder profile)
July
63 public and other interested stakeholders expternal July UPDATE tbc
August
64
September
CommsReportAppendixJ0.xls 65 council members Internal March Councillors workshop 1. change is coming and why presentation and facilitation create awareness that 2. this is how we are delivering change to transforming social care will support etc happen; create awareness of why it is happening; achieve buy-in from target audience
66 service providers external March Dragons Den event to change is coming and why achieve buy-in from target Wendy Norman project to be planned/potentially audience (based on develop and manage the more than one stakeholder profile) market (Rebecca involved) Page 166
CommsReportAppendixJ0.xls Transforming Social Care communications planner Update by Amanda Day 130109 Line for each communication showing objective, supporting message and each audience it needs to be delivered to.
Comms Target Audience Target Date Message Supporting Material Channel Jun-08 1 ACS senior managers and managers, internal/external 03 June 2004 change is coming and why blue print workshop care management staff, finance
2 voluntary sector orgs; representative external 03 June 2004 change is coming and why blue print workshop orgs; current users of services; carers;
3 council members with direct interest internal 04 June 2004 this is how we are delivering change to support 'excellent' ACS PDS presentation council in terms of vfm/supporting independence
4 council members with direct interest internal 10 June 2004 this is how we are delivering change to support 'excellent' ACS portfolio presentation council in terms of vfm/supporting independence
5 care management staff external 38155 change is coming and why hospital care management team 6 service providers external June lorna and rebecca giving out initial message at June provider forums and need to develop rolling meetings residential provider programme of briefings - see forum November
Jul-08
7 ACS staff internal July change is coming and why talkacs
Target Audience Target Date Message Comms Channel Supporting Material Aug-08
Page 167 8 public external August this is how we support re-ablement (a key element of TSC) local media press release through staying put scheme Sep-08 9 voluntary and rep organisation; minority external Sept this is how we are delivering change to support excellent LD forum presentation groups council - direct payments and personalisation of care
10 public external September - following report by Maureen/Age this is how we are delivering change to support excellent local paper press release Concern to ACS PDS council in terms of vfm/supporting independence - extended brokerage
11 council members with direct interest internal september message to be decided based on programme status ACS/PDS portfolio update on programme
12 public and peer councils (not sure if this external September? extending unique brokerage will be the cornerstone of our Community Care article is a stakeholder) TSC programme - well placed because of work already done 13 Service providers external Rebecca has given date - AC to check change is coming and why domiciliary provider at a later date tied into our forum Workforce Development project 14 All staff internal September change is coming and why In Touch
15 voluntary and rep organisation; minority external September this is how we are delivering transforming social care - it is voluntary sector groups important to cascade the message to the representative to joint voluntary/community sector the board 16 frontlinie care management team internal September all messages Jean Penny Jean Penny now appointed and has met AC and developing plan for on communicatios plan for workforce (need to develop rolling programme of briefings) 17 current and potential servcie users external september discussions on developing a small team of service users, LINk (Shaw Trust) Jean Penny overseeing (Joy including carers - need to ensure engage BME Smith working with her)
Oct-08 18 older people external October this is how we are delivering change to support excellent Bromley Council on presentation council in terms of vfm/supporting independence - direct Aging payments and personalisation 19 domiciliary staff and staff in day internal October all messages Age Concern centres/care homes - as a key channel of secondment communication to service users need to develop rolling programme of communications. This includes learning disability day centre staff and supported living staff 20 public and peer councils (not sure if this external 16 October 2008 extending brokerage to different client groups - message trade paper - article is a stakeholder) dependent on who extended to and whether council funded Municipal jounral clients or self funding 21 frontlinie care management team internal October all messages - need to think about branding for staff Jean Penny Jean Penny now appointed and has met AC and developing plan for on communicatios plan for workforce (need to develop rolling programme of Page 168 briefings) 22 current and potential servcie users external september discussions on developing a small team of service users, Jean Penny Jean Penny overseeing (Joy including carers - need to ensure engage BME Smith working with her)
November 23 domiciliary staff and staff in day internal December all messages - ne(ed to be clear of their role as workforce rolling programme of briefings centres/care homes - as a key channel of ambassadors (providers) so buy-in crucial development project etc - needs to be firmed up communication to service users need to (AC liaising with CO and timed develop rolling programme of and Val) communications. This includes learning disability day centre staff and supported living staff 24 frontlinie care management team internal November all messages - need to think about branding for staff Jean Penny Jean Penny now appointed and has met AC and developing plan for on communicatios plan for workforce (need to develop rolling programme of briefings) 25 current and potential servcie users external November discussions on developing a small team of service users, Jean Penny Jean Penny overseeing (Joy including carers - need to ensure engage BME Smith working with her)
26 service providers external November lorna and rebecca giving out initial message at June provider forums and need to develop rolling meetings residential provider programme of briefings forum 27 voluntary and rep organisation, minority external November change is coming, why and how Community links these will be repeated groups article regularly 28 public and peer councils (not sure if this external February extending unique brokerage will be the cornerstone of our Community Care article is a stakeholder) TSC programme - well placed because of work already done
Dec-08 29 domiciliary staff and staff in day internal December all messages - need to be clear of their role as ambassadors workforce rolling programme of briefings centres/care homes - as a key channel of so buy-in crucial development project etc - needs to be firmed up communication to service users need to (AC liaising with CO and timed develop rolling programme of and Val) communications. This includes learning disability day centre staff and supported living staff 30 frontlinie care management team internal December all messages - need to think about branding for staff Jean Penny Jean Penny now appointed and has met AC and developing plan for on communicatios plan for workforce (need to develop rolling programme of briefings) 31 current and potential servcie users external November discussions on developing a small team of service users, Jean Penny Jean Penny overseeing (Joy including carers - need to ensure engage BME Smith working with her)
32 ACS staff internal December all messages portfolio planning day Page 169 Resp for Communication objective Status Del
create awareness that transforming social care will happen; create awareness of why it is happening
create awareness that transforming social care will happen; create awareness of why it is happening
achieve buy-in from target audience (based on inviting them to consider stakeholder profile) how they engage with the programme achieve buy-in from target audience (based on stakeholder profile)
achieve buy-in from target audience (based on stakeholder profile) create awareness that transforming social care will happen and why; achieve buy-in from target audience (based on stakeholder profile)
create awareness that transforming social care will what do we want them to happen; create awareness of why it is happening know at this stage
Communication objective Status Resp for Del
Page 170 achieve buy-in from target audience (based on includes quote from stakeholder profile) councillor Arthur
achieve buy-in from target audience (based on stakeholder profile)
achieve buy-in from target audience (based on AC to send bullets to AD stakeholder profile) - Jenny M to liaise with Muareen re images
achieve buy-in from target audience (based on stakeholder profile) interview with David Roberts AD needs to place achieve buy-in from target audience (based on stakeholder profile)
create awareness that transforming social care will what do we want them to happen; create awareness of why it is happening know at this stage
achieve buy-in from target audience (based on this is a key line of stakeholder profile) communication
achieve buy-in from target audience (based on should include trainng stakeholder profile) plan
ensure we are seen as a listening council and have achieve stakeholder engagement
achieve buy in from target audience (based on can support two way stakeholder profile) communication flow
change perception from 'care' to 'full citizen' - article with MJ - potential rebranding of role of local authority social services interview with TR in December achieve buy-in from target audience (based on should include trainng plan stakeholder profile) Page 171
ensure we are seen as a listening council and have achieve stakeholder engagement
achieve buy-in from target audience (based on AC to talk to DR as stakeholder profile) business change manager achieve buy-in from target audience (based on should include trainng plan stakeholder profile)
ensure we are seen as a listening council and have achieve stakeholder engagement
achieve buy-in from target audience (based on stakeholder profile)
raise awareness and achieve buy in
interview with David Roberts AD needs to place
achieve buy-in from target audience (based on AC to talk to DR as stakeholder profile) business change manager
achieve buy-in from target audience (based on should include trainng plan stakeholder profile)
ensure we are seen as a listening council and have achieve stakeholder engagement
using feedback to help develop workforce theme TSC development ocmmunications plan Page 172 Transforming Social Care communications planner Update by Amanda Day 110209 Line for each communication showing objective, supporting message and each audience it needs to be delivered to.
Target Audience Target Date
1 general rep organisations external model being developed
2 Learning disability rep external model being developed organisations
3 Physical disability rep external model being developed organisations
4 Older people rep org external model being developed
5 Mental health rep org external model being developed
6 Carers rep orgs external model being developed
7 HIV external model being developed
1 general rep organisations external
2 Learning disability rep external organisations
Page 173 3 Physical disability rep internal organisations
4 Older people rep org internal
5 Mental health rep org external
6 Carers rep orgs external
communication activities to be captured
Event for representative organisations Cambridge model - problem with Joanne
Page 174 Transforming Social Care communications planner Line for each communication showing objective, supporting message and each audience it needs to be delivered to.
Comms Message Supporting Material Channel
change is coming, why and how; we are a expert user listening Council and want your input group
change is coming, why and how; we are a expert user listening Council and want your input group
change is coming, why and how; we are a expert user presentation listening Council and want your input group
change is coming, why and how; we are a expert user presentation listening Council and want your input group
change is coming, why and how; we are a expert user listening Council and want your input group
change is coming, why and how; we are a expert user need to develop rolling listening Council and want your input group programme of briefings - see November
change is coming, why and how; we are a expert user listening Council and want your input group
change is coming, why and how
change is coming, why and how
Page 175 change is coming, why and how presentation
change is coming, why and how presentation
change is coming, why and how
change is coming, why and how need to develop rolling programme of briefings - see November
Page 176 Line for each communication showing objective, supporting message and each audience it needs to be delivered to.
Communication objective Status Resp for Del
create awareness that transforming social care will happen; create awareness of why it is happening; get buy in
create awareness that transforming social care will happen; create awareness of why it is happening; get buy in
create awareness that transforming social care will happen; create awareness of why it is happening; get buy in
create awareness that transforming social care will happen; create awareness of why it is happening; get buy in
create awareness that transforming social care will happen; create awareness of why it is happening; get buy in
create awareness that transforming social care will happen; create awareness of why it is happening; get buy in
create awareness that transforming social care will happen; create awareness of why it is happening; get buy in
create awareness that transforming social care will happen; create awareness of why it is happening
create awareness that transforming social care will happen; create awareness of why it is happening
Page 177 create awareness that transforming social care will happen; create awareness of why it is happening create awareness that transforming social care will happen; create awareness of why it is happening create awareness that transforming social care will happen; create awareness of why it is happening create awareness that transforming social care will happen; create awareness of why it is happening
Page 178 Transforming Social Care communications planner Update by Amanda Day 100209 Line for each communication showing objective, supporting message and each audience it needs to be delivered to - see end of spreadsheet for all messages and objectives etc
Comms Supporting Communication Target Audience Target Date Message Status Channel Material objective
Mar-09
1 ACS DMT Need to decide if monthly or just Staff need to understand why change is Report from create understanding that is this going to be a dependent on milestones of project happening and how and contribute to the programme change is coming, why and regular agenda item development of the Programme board how
2 ACS Senior Management Need to decide if monthly or just Staff need to understand why change is Cascade from create understanding that is this going to be a dependent on milestones of project happening and how and contribute to the DMT change is coming, why and regular agenda item development of the Programme how
3 All managers of ACS customer Need to decide if monthly or just Staff need to understand why change is Cascade from create understanding that is this going to be a facing staff OP/LD/PDSI/OT dependent on milestones of project happening and how and contribute to the SMT change is coming, why and regular agenda item development of the Programme how; staff buy-in to key messages 4 All managers of customer monthly Staff need to understand why change is Terry Rich (as monthly email create understanding that need to decide format facing staff OP/LD/PDSI/OT happening and how and contribute to the Director and briefing or newsletter change is coming, why and and how often development of the Programme Programme of key messages how; staff buy-in to key Manager) messages 5 All ACS customer facing staff monthly All messages about why and how change is face to face - additional F&Q for create understanding that need to decide format OP/LD/PDSI/OT happening - how they will contibute following directly affected staff change is coming, why and and how often cascade from how TR 6 Environmental health staff - monthy All messages about why and how change is face to face - hardcopy briefing create understanding that need to decide format customer facing staff happening following F&Q change is coming, why and and how often cascade from TR how
7 All ACS staff monthly All messages about why and how change is onebromley needs to be regularly create understanding need to meet with Page 179 happening updated change is coming, why and Jenny Manchester how
8 All ACS staff monthly All messages about why and how change is Managers to Terry Rich create understanding that is this goin to be the happening cascade general briefing/newsletter change is coming, why and same Transforming update to all how Bromley Social Care ACS staff news letter 9 ACS managers 16-Mar conference and see all messages below workshops
10 Staff representatives tbd - need to liaise with Tammy Eglington staff engagement fundamental to delivery of the tbd tbd tbd who is leading on HR side programme April
11 ACS DMT Need to decide if monthly or just Staff need to understand why change is Report from create understanding that is this going to be a dependent on milestones of project happening and how and contribute to the programme change is coming, why and regular agenda item development of the Programme board how
12 ACS Senior Management Need to decide if monthly or just Staff need to understand why change is Cascade from create understanding that is this going to be a dependent on milestones of project happening and how and contribute to the DMT change is coming, why and regular agenda item development of the Programme how
13 All managers of ACS customer Need to decide if monthly or just Staff need to understand why change is Cascade from create understanding that is this going to be a facing staff OP/LD/PDSI/OT dependent on milestones of project happening and how and contribute to the SMT change is coming, why and regular agenda item development of the Programme how; staff buy-in to key messages 14 All managers of customer monthly Staff need to understand why change is Terry Rich (as monthly email create understanding that need to decide format facing staff OP/LD/PDSI/OT happening and how and contribute to the Director and briefing or newsletter change is coming, why and and how often development of the Programme Programme of key messages how; staff buy-in to key Manager) messages 15 All ACS customer facing staff monthly All messages about why and how change is face to face - additional F&Q for create understanding that need to decide format OP/LD/PDSI/OT happening - how they will contibute following directly affected staff change is coming, why and and how often cascade from how TR 16 Environmental health staff - monthy All messages about why and how change is face to face - hardcopy briefing create understanding that need to decide format customer facing staff happening following F&Q change is coming, why and and how often cascade from TR how
17 All ACS staff monthly All messages about why and how change is onebromley needs to be regularly create understanding need to meet with happening updated change is coming, why and Jenny Manchester how
18 All ACS staff monthly All messages about why and how change is Managers to Terry Rich create understanding that is this goin to be the happening cascade general briefing/newsletter change is coming, why and same Transforming update to all how Bromley Social Care ACS staff news letter
May
Page 180 19 ACS DMT Need to decide if monthly or just Staff need to understand why change is Report from create understanding that is this going to be a dependent on milestones of project happening and how and contribute to the programme change is coming, why and regular agenda item development of the Programme board how
20 ACS Senior Management Need to decide if monthly or just Staff need to understand why change is Cascade from create understanding that is this going to be a dependent on milestones of project happening and how and contribute to the DMT change is coming, why and regular agenda item development of the Programme how
21 All managers of ACS customer Need to decide if monthly or just Staff need to understand why change is Cascade from create understanding that is this going to be a facing staff OP/LD/PDSI/OT dependent on milestones of project happening and how and contribute to the SMT change is coming, why and regular agenda item development of the Programme how; staff buy-in to key messages 22 All managers of customer monthly Staff need to understand why change is Terry Rich (as monthly email create understanding that need to decide format facing staff OP/LD/PDSI/OT happening and how and contribute to the Director and briefing or newsletter change is coming, why and and how often development of the Programme Programme of key messages how; staff buy-in to key Manager) messages 23 All ACS customer facing staff monthly All messages about why and how change is face to face - additional F&Q for create understanding that need to decide format OP/LD/PDSI/OT happening - how they will contibute following directly affected staff change is coming, why and and how often cascade from how TR 24 Environmental health staff - monthy All messages about why and how change is face to face - hardcopy briefing create understanding that need to decide format customer facing staff happening following F&Q change is coming, why and and how often cascade from TR how
25 All ACS staff monthly All messages about why and how change is onebromley needs to be regularly create understanding need to meet with happening updated change is coming, why and Jenny Manchester how
26 All ACS staff monthly All messages about why and how change is Managers to Terry Rich create understanding that is this goin to be the happening cascade general briefing/newsletter change is coming, why and same Transforming update to all how Bromley Social Care ACS staff news letter 27 All ACS staff April tbd Terry's roadshows
28 Chief officers tbd All messages plus staff engagement essential to COE Need to be clear on create understanding and necessary cultural change messages to be buy in at all levels cascaded
29 All Council senior managers tbd All messages plus staff engagement essential to CMG Need to be clear on create understanding and necessary cultural change messages to be buy in at all levels cascaded
30 all council managers tbd All messages plus staff engagement essential to All managers Need to be clear on create understanding and necessary cultural change briefing and messages to be buy in at all levels INFORM cascaded
31 all staff tbd - would suggest tri-monthly Staff need to understand why change is cascade through Need to be clear on create understanding and happening and how managers messages to be buy in at all levels Page 181 through INFORM cascaded
32 all staff tbd - would suggest tri-monthly staff need to understand why change is In Touch Need to be clear on create understanding and happening and how messages to be buy in at all levels cascaded
33 all staff tbd - would suggest tri-monthly staff need to understand why change is Doug's page Need to be clear on create understanding and happening and how messages to be buy in at all levels cascaded
34 All council staff one bromley develop homepage create understanding and talk to Jenny site buy in at all levels 35 ACS - need to decide tbd ACS staff create buy in representation conference and workshops
36 All ACS staff April more sophisticated messages at this stage special talkacs regular article create buy in about how programme to be managed in terms edition of consultation and focusing on 'quick wins'
June
37 ACS DMT Need to decide if monthly or just Staff need to understand why change is Report from create understanding that is this going to be a dependent on milestones of project happening and how and contribute to the programme change is coming, why and regular agenda item development of the Programme board how
38 ACS Senior Management Need to decide if monthly or just Staff need to understand why change is Cascade from create understanding that is this going to be a dependent on milestones of project happening and how and contribute to the DMT change is coming, why and regular agenda item development of the Programme how
39 All managers of ACS customer Need to decide if monthly or just Staff need to understand why change is Cascade from create understanding that is this going to be a facing staff OP/LD/PDSI/OT dependent on milestones of project happening and how and contribute to the SMT change is coming, why and regular agenda item development of the Programme how; staff buy-in to key messages 40 All managers of customer monthly Staff need to understand why change is Terry Rich (as monthly email create understanding that need to decide format facing staff OP/LD/PDSI/OT happening and how and contribute to the Director and briefing or newsletter change is coming, why and and how often development of the Programme Programme of key messages how; staff buy-in to key Manager) messages 41 All ACS customer facing staff monthly All messages about why and how change is face to face - additional F&Q for create understanding that need to decide format OP/LD/PDSI/OT happening - how they will contibute following directly affected staff change is coming, why and and how often cascade from how TR 42 Environmental health staff - monthy All messages about why and how change is face to face - hardcopy briefing create understanding that need to decide format customer facing staff happening following F&Q change is coming, why and and how often cascade from TR how
43 All ACS staff monthly All messages about why and how change is onebromley needs to be regularly create understanding need to meet with happening updated change is coming, why and Jenny Manchester how Page 182 44 All ACS staff monthly All messages about why and how change is Managers to Terry Rich create understanding that is this goin to be the happening cascade general briefing/newsletter change is coming, why and same Transforming update to all how Bromley Social Care ACS staff news letter
July
45 ACS DMT Need to decide if monthly or just Staff need to understand why change is Report from create understanding that is this going to be a dependent on milestones of project happening and how and contribute to the programme change is coming, why and regular agenda item development of the Programme board how 46 ACS Senior Management Need to decide if monthly or just Staff need to understand why change is Cascade from create understanding that is this going to be a dependent on milestones of project happening and how and contribute to the DMT change is coming, why and regular agenda item development of the Programme how
47 All managers of ACS customer Need to decide if monthly or just Staff need to understand why change is Cascade from create understanding that is this going to be a facing staff OP/LD/PDSI/OT dependent on milestones of project happening and how and contribute to the SMT change is coming, why and regular agenda item development of the Programme how; staff buy-in to key messages 48 All managers of customer monthly Staff need to understand why change is Terry Rich (as monthly email create understanding that need to decide format facing staff OP/LD/PDSI/OT happening and how and contribute to the Director and briefing or newsletter change is coming, why and and how often development of the Programme Programme of key messages how; staff buy-in to key Manager) messages 49 All ACS customer facing staff monthly All messages about why and how change is face to face - additional F&Q for create understanding that need to decide format OP/LD/PDSI/OT happening - how they will contibute following directly affected staff change is coming, why and and how often cascade from how TR 50 Environmental health staff - monthy All messages about why and how change is face to face - hardcopy briefing create understanding that need to decide format customer facing staff happening following F&Q change is coming, why and and how often cascade from TR how
51 All ACS staff monthly All messages about why and how change is onebromley needs to be regularly create understanding need to meet with happening updated change is coming, why and Jenny Manchester how
52 All ACS staff monthly All messages about why and how change is Managers to Terry Rich create understanding that is this goin to be the happening cascade general briefing/newsletter change is coming, why and same Transforming update to all how Bromley Social Care ACS staff news letter 53 All ACS staff May tbd Terry's Road shows (4 in May)
August
54 ACS DMT Need to decide if monthly or just Staff need to understand why change is Report from create understanding that is this going to be a dependent on milestones of project happening and how and contribute to the programme change is coming, why and regular agenda item development of the Programme board how Page 183 55 ACS Senior Management Need to decide if monthly or just Staff need to understand why change is Cascade from create understanding that is this going to be a dependent on milestones of project happening and how and contribute to the DMT change is coming, why and regular agenda item development of the Programme how
56 All managers of ACS customer Need to decide if monthly or just Staff need to understand why change is Cascade from create understanding that is this going to be a facing staff OP/LD/PDSI/OT dependent on milestones of project happening and how and contribute to the SMT change is coming, why and regular agenda item development of the Programme how; staff buy-in to key messages 57 All managers of customer monthly Staff need to understand why change is Terry Rich (as monthly email create understanding that need to decide format facing staff OP/LD/PDSI/OT happening and how and contribute to the Director and briefing or newsletter change is coming, why and and how often development of the Programme Programme of key messages how; staff buy-in to key Manager) messages 58 All ACS customer facing staff monthly All messages about why and how change is face to face - additional F&Q for create understanding that need to decide format OP/LD/PDSI/OT happening - how they will contibute following directly affected staff change is coming, why and and how often cascade from how TR 59 Environmental health staff - monthy All messages about why and how change is face to face - hardcopy briefing create understanding that need to decide format customer facing staff happening following F&Q change is coming, why and and how often cascade from TR how
60 All ACS staff monthly All messages about why and how change is onebromley needs to be regularly create understanding need to meet with happening updated change is coming, why and Jenny Manchester how
61 All ACS staff monthly All messages about why and how change is Managers to Terry Rich create understanding that is this goin to be the happening cascade general briefing/newsletter change is coming, why and same Transforming update to all how Bromley Social Care ACS staff news letter
Objectives Create understanding of why it is happening Create understanding of how it will happen Achieve buy in to the programme and its outcomes from all levels of staff Change perception of the role of social service in delivering adult social care Create perception of the Council being excellent in its approach to transforming social care and providing value for money Ensure that staff are consulted and given the opportunity to contribute to matters affecting their work and the way it is carried out To ensure staff are fully aware of council activities before they learn of changes from external sources To ensure that internal and external communications are consistent and timely Messages Page 184
• Change is coming and this is why – government policy, Council policy, response to demographic change and customer demands • Change is coming because the Council wants to give its customers greater independence in the choices they make whatever their needs and circumstances • Change is about the most effective use of resources to deliver social care • The Council believes that when people want support this should not stop them making choices and decisions for themselves about how they live their lives • The Council want people to live to their full potential whether they have just come out of hospital/need help to stay independent and safe in their own homes etc • We are one Council. This is an internal message rather than external message although we do want to reinforce the external perception that the Council is doing this rather than social services • Staff engagement in the TSC programme is fundamental to the effective delivery of the programme - contributions will be important to Bromley’s Transforming Social Care and we need you to contribute as the Programme develops • When change is proposed it will be managed effectively and with consultation
Channels Line for each communication showing objective, supporting message and each audience it needs to be delivered to - see end
Resp for Del Page 185 Page 186 Page 187 Page 188 Page 189 Page 190
We are one Council. This is an internal message rather than external message although we do want to reinforce the external perception that the Council is doing this rather than social services Staff engagement in the TSC programme is fundamental to the effective delivery of the programme - contributions will be important to Bromley’s Transforming Social Care and we need you to contribute as the Programme develops Stakeholder profile WHO PROFILE INTEREST INFLUENCE IMPACT ROLE IMPORTANT ISSUES
1 Council Members – A&CS Portfolio Holder & High High High Ally Will have a high degree of interest and are direct interest Deputy currently allies. Could potentially become advocates.
2 Council Members – PDS chair and members of High High High Passive Will have a high degree of interest, could direct interest PDS committee. become allies once more engaged and established in programme governance role.
3 Council Members - Includes Council Leader and Mid High High Passive Very powerful as hold the purse strings. Executive members of Exec Degree of engagement means they are currently passive but role could shift. Not all members will be consistent and politics will play a part.
4 Council Members - Back bench members who Mid Mid Mid Challenger Likely to be sceptical of change at least at general represent their wards early stage. Likely to be inconsistent, ideal to shift to passive with some becoming allies
5 COE Chief Exec and Dept heads High High High Ally Assumption is that at this stage they are allies. As the programme is established and there are early wins are likely to become advocates. 6 Council Senior All ADs and PCMs outside Mid Mid Mid Passive Because likely to be seen as a ‘social Managers A&CS service’ programme the interest at early stages will not be high. Should become allies. Page 191
7 DMT Director and Asst. Directors High High High Advocate The level of engagement at an early stage coupled with the fact that most are members of the programme board mean strong ownership and therefore likely to remain as advocates.
37 Stakeholder profile 8 Dept Senior A&CS SMT High Mid High Ally Feelings are likely to be mixed at early Managers stages with most being allies. Some could veer to challengers and work needed to maintain as allies. Those that become directly engaged with the programme as project leads should become advocates.
9 Dept Managers All managers within A&CS High Mid High Ally Feelings are also likely to be mixed at early stages but most are open minded and generally supportive. Some could veer to challengers and work needed to maintain as allies, bringing some on as advocates..
10 Staff – care Managers and frontline staff High Mid Mid Passive As an area of service facing the greatest management across all client group teams level of challenge to current approaches and consequently greatest change are likely to challenge. Currently however are listening and generally passive in response.
11 Staff – other A&CS Rest of A&CS staff in Direct Mid Low Low Passive As programme develops and broader impact Services, commissioning, is understood the role may change. If most performance and support remain passive with some allies and roles advocates it will be a positive outcome.
12 Staff – general Low Low Low Passive Interest is likely to remain peripheral with Council most being passive. Some key individuals or groups may become allies or advocates if directly involved in the programme. Page 192
13 Finance Accountants in Resources High High High Passive Currently passive because full impact is not and includes Internal Audit widely understood. Could face a high degree of challenge when financial systems are reviewed. Noted as ‘high’ in all marker areas because of historical experience.
37 Stakeholder profile 14 Voluntary sector The voluntary sector High Mid Mid Passive These organisations are key partners in organisations organisations that work within delivering services and in engaging with the Bromley to provide support local community. Currently they are and services questioning but without full and active engagement they could become challengers. Will be key to success of the programme and need to be allies, some possibly advocates. Impact could shift to high. 15 Service providers - All organisations that are High Low Low Passive Currently passive because impact of change current contracted by the Council to is not widely understood but could shift to deliver services challenger if feel business is threatened but could become allies if opportunities are presented.
16 Service providers - Organisations that may Mid Low Low Passive May not fully appreciate potential of potential already operate locally but are transformation and therefore only passive. If not contracted by LBB & opportunities are presented may become organisations not currently in allies. Bromley 17 Current users of All people currently known to High Low Low Challenger People who currently receive support and services social care & receiving direct services will feel anxious at any possible or indirect support LBB change. Could form special interest groups if feel threatened.
18 Future clients Potentially all the Bromley Low Low Mid Passive Because transformation is not generally population – the wider public known about the current interest is low and response passive but as high profile changes Page 193 are implemented interest could increase and there may be some degree of challenge. Influenced by media.
19 Minority groups BME communities and other Mid Low Low Passive Important to Bromley in performance on the hard to reach groups equality agenda. Personalisation could present positive opportunities and direct work with special interest groups could make them allies.
37 Stakeholder profile 20 Carers Non-paid carers of people High Mid Low Challenger Carers are likely to be nervous of the impacts with social care needs of personalisation on their role and suspicious that it may mean further responsibility being placed upon them. Most influence is likely to be through representative organisations as wider carer community is largely unknown. 21 Representative Includes the formally High Mid Mid Challenger Most representative organisations are organisations recognised forums and other suspicious of motive and likely to see change local special interest groups as a cost-cutting exercise. As personalisation develops some key groups may become allies.
22 Local media NewsShopper and Bromley Mid High High Challenger Likely to challenge throughout. Can get focused press important messages to the wider community in Bromley. Page 194
37 Date event activity Status 31 May 2008 blue print any presentation workshop 31 May 2008 meeting hospital any presentation management and logistics for team meeting
01 June 2008 residential presentation and provider forum logistics for meeting 01 June 2007 domiciliary presentation and provider forum logistics for meeting 01 June 2008 talkacs piece write double page spread september in touch write piece event to be planned service provider dependant on event managing market project - Wendy Norman October onebromley decide format of pages and messages - JM managing september press release 0 external staying put beg august for community links AD to draft send september article to AC october press briefing potentially assisted technology 16 October 2008 article for trade mj has piece papers beg august for press release for clear on september local media message beg august for place community clear on september care piece message
need to work out briefing to go out rolling cascade after each board of briefings for meeting for care staff - how managers to do we use share with their managers for staff? We want this? feedback
user engagement must be firmed up
Page 195 OBJECTIVES - each objective should be supported by the message 1. create awareness that transforming social care will happen 2. create understanding of why it is happening 3. achieve buy in from target audiences 4. change perception from 'care' to 'full citizen' (almost a re-branding about the role of local authority social service) 5. create perception of Council 'excellent' in transforming social care 6. support perception that we are a listening Council
MESSAGES: what are we telling people - these are the overarching messages and more detailed messages will be developed by audience 1. change is coming and this is why (demographics/resources/a better way to do things for people who need support - LD. OP, Physical, mental health) 2. change is coming because we want to give you greater independence in the choices you make whatever your needs 3. We believe that when you want support this should not stop you making choices and decisions for yourself about how you live your life 4. we want people to live to their full potential whether they have just come out of hospital/need help to stay independent and safe in own homes etc; 5. we are listening to you and developing our approach to meet your needs 6. this is how we are delivering change to support 'excellent' council in terms of vfm/supporting independence 7. we are one council – more internal than external 8. equality message - need to make integral to all messages/messages need to fit in with any project within TSC programme 9. messages need to be developed to fit in with any project TARGET AUDIENCE - what do people need to know and when 1. key stakeholder profile being developed - messages to be developed for each target audience as well as the general overarching message 2. internal stakeholders buy in fundamental to success of project and communications
COMMUNICATIONS CHANNELS 1. local media - potential press briefing 2. trade papers (communitycare/MJ/LGC/London) 3. consultation/engagement
Page 196 4. onebromley 5. talkacs 6. corporate channels (CMG/COE/managers' briefings/INFORM/In Touch) 7. road shows 8. emails
MILESTONES - in terms of general messaging identifying opportunities 1. QUICK WINS - Direct Payments; developing further the brokerage model; prevention technology; community equipment 2. communication work stream will run alongside IT, HR, Finance throughout 3 tranches of the project so will identify opportunities at each tranche (implementation 3. good news stories through realising benefits Examples of messages aligned to objectives
Objective: create awareness that transforming social care will happen
Example Message 1 1.1
1.2
1.3
Objective: create understanding of why it is happening
Example Message 2 2.1
2.2
Objective: achieve buy-in from target audiences (based on stakeholder profile)
Example Message 3 2.1 this is how we are delivering change to support 'excellent' council in terms of vfm/supporting independence (this can either be a underlying message or harder message depending on target audience) 2.3 identify key elements of TSC then develop message around a project that supports message (Staying Put, DP, prevention technology; rogue traders)
Objective: change perception from 'care' to 'full citizen- almost a re-branding of role of local authority social service Example Message 4 4.1
Objective: create perception of Council 'excellent' in transforming and delivering social care
Objective: support perception that we are a listening Council
Page 197 Page 198 Page 199 This page is intentionally left blank
Page 200 Appendix K
A council magazine for Bromley
The history
The Council had a quarterly magazine until 1991. It was taken as a budget cut because the then administration felt that information from departments on specific services would be sufficient.
Subsequently, a corporate publications strategy was agreed consisting of: • retained information – A-Z Essential Guide (every other year) • topical information – Borough Briefing page in the News Shopper (monthly) • targeted information for special interest groups – e.g. Update (bimonthly)
These have since been joined by the website, where usage and awareness is rising steadily. Departments are responsible for managing topical communications including the issue of news releases and other periodic leaflets.
Why now and what do we hope to achieve?
The main findings of recent communications research (part of this year’s corporate consultation programme, commissioned to help inform development of a new communications strategy for the Council) are: • Dearth of clear/consistent messages from the Council – people would struggle to express what our priorities are • Main source of information remains News Shopper, where we are vulnerable to how they present our stories, in particular whether the Council gets ‘credit’ for anything positive
A full report is pending but tackling these issues, and with some urgency, is critical to our reputation and so the strategy moving forward. It is clear that we need to get back in control of our messages and the idea of a magazine, our own channel, was one supported by the research participants. Though it won’t solve all our communications issues in isolation (the strategy will take account of this), the value of one is further borne out by the three yearly General User Satisfaction Survey of LAs. Councils who invest more in communications (often including a magazine) generally achieve a higher satisfaction score than their individual service satisfaction levels would justify e.g. Kent CC, Westminster, etc.
Proposed format and editorial content
The magazine would be full colour, A4, approximately 20 pages an issue, and distributed four times a year; this reflects resident feedback on three very different styles of magazine shown to them during the research. One of the most popular was Direct, produced by North Lincolnshire, which can be found online at: http://www.northlincs.gov.uk/NorthLincs/News/direct/
Page 201 Appendix K
To them, this represented the best value for money in terms of look/appeal, content and cost.
Based on our research findings, perceived political/organisational propaganda or ‘spin’ should be avoided. Residents are more interested in the services provided by the Council and how they are affected by them. They are not so interested in the meetings or appointments of councillors or staff. The latter should only be presented when they serve the former. Neither do they wish to see advertising. Clear editorial protocols and policies specifying the purpose and aims of the magazine and the process for developing and approving content would need to be developed at an early stage, taking into account customer focus and the Government’s Code of Conduct on Publicity.
Estimated cost per issue
It would cost in the region of £35k to produce an issue in terms of staff time and production (excluding set up costs). Distribution costs would vary depending on method used. Door to door distribution would amount to approximately £12k, whereas Royal Mail would be in the region of £20k. So the total costs per issue would be between £47k and £55k. Divided by the number of households supplied to, each individual magazine would cost between 34p and 40p to produce and distribute. The magazine would launch in autumn 2008.
December 2007
Page 202