Communications Strategy Content

2012-2016 WYCHAVON Communications Strategy Content 1. Summary 5.2 Reputation 1.1 Communications at a glance 5.3 Key messages and campaigns 2. Introduction 5.4 Action plan 3. Context 5.4.1 External communications and 4. Where are we now? reputation 4.1 Statistics 5.4.2 Internal communication and 4.2 Reputation Guide engagement 5. Where do we want to be and how 5.4.3 Website and social media will we get there? 6. Appendices 5.1 Social media 1. Summary In this strategy we review the satisfaction of our residents and staff in relation to communications. We also review our current position and activities in relation to the reputation guide. New actions relating to the themes of the guide will be touched on in the commentary and action plan, but the majority of actions relating to the themes and big issues will come out of our reputation review which we will conduct in autumn 2012. Our other key actions centre around the aim to improve our use of social media and to identify our key messages and campaigns for the few years, with some spanning the length of the our Priorities and Promises the corporate strategy 2012-16. We have short versions of the campaigns which give a flavour of the work that will be done on these areas, but these will be worked up into more detailed plans. We then present a detailed action plan centred around three key themes: 1. Internal communications and staff engagement 2. External communications and reputation 3. The website and social media. We finish the document with appendices for key areas that will help guide people and lays down a few rules regarding branding, traditional media, social media and working with Graphics. 2 1.1 Communications at a glance Targeted products • Programme of well attended events • Regular newsletters to partner groups on our work in health, arts. sport and youth • The youth bus and zone • Parish Matters • Communicate to partners/LSPs • Business Briefing Core CommunicationsC • Media relalations - reactive and proactiveve • Internalal communications eg aspire, intrananet, staff briefings • MediaMed monitoring, headlines and evaluation • WychavonW magazine • Ourur website • Sociacial media eg twitter, facebook • Counncil Tax leaflet • Intranenet and aspire Strategy • Jack’ss Round Up • Custmer insight • Strongg design work and brand management • Influencing decision making • Photoggraphy for the press and products • Developing and leading strategy • ßupporting and informing members 3 2. Introduction We’ve had strong communications with a That said, here in Wychavon, we do continue to buck clear strategy for a number of years now, the national trend and do well on satisfaction, but we strive to do more and this strategy will help us to further but it’s time for a new strategy that will push put into action the key recommendations from the us to further improve and continue to keep Reputation Guide, as well as what we know will make a our communications successful. difference locally. In today’s world of tough financial times we need to This will be our overarching strategy for the next 4 years, ensure we focus our attention on the right things as mirroring our corporate strategy and the life of its work. an organisation and take on the daily challenge of We will however conduct a brief annual review where we good communications and reputation management will update the document, if needed, and set new targets collectively. and/or campaigns in consultation with SMT. The main focus of this strategy will be: This strategy is to guide both officers and members in the work of the organisation and is an internal document. • To provide clarity on our position and development of social media. • To maintain and improve our strong local, regional and national reputation. • To set out our key messages and campaigns for the length of the corporate strategy. 3. Context The LGA’s/LGComms Reputation Guide provides the evidence of what things make the most difference to improving how residents rate us, based on research that looks at what matters most to the communities we serve. Improving reputation is a collective challenge and we want everyone who works for and with us to feel that they’re actively responsible and are contributing to upholding our good reputation. Nationally evidence shows that councils still have a way to go and satisfaction with public sector organisations, as a whole is at the lowest ever since tracking began. Yet as a sector we have made massive strides in performance, making it clear that we’re not always getting the credit for these improvements. Couple this with the current national backdrop of cuts, and we continue to have a tough job locally to keep our good reputation strong. 4 4. Where are we now Our current position is one of strength with staff survey results seriously, making improvements an already strong reputation but it’s useful and changes where needed. We understand the key role communications plays to staff engagement and to remind ourselves how our current, and pull out relevant questions here. past work, has contributed to our success. Included below are the results over time of We have done a lot of analysis of these statistics and action plans exist to make improvements to areas of data on key questions we use to rate our key concern. success using feedback from staff and our residents. First we look at our staff results. It is important to note that we have split out the results from the South Worcestershire Revenues and Benefits We understand the important link between staff Service. While you will see great improvements have engagement, as measured by staff pride, enjoyment, been made, there is still work to be done to get them motivation, and performance, good results mean they on a level playing field with other Wychavon staff. do a great job for residents. That’s why we continue to track how well we do on these and ensure that we take 4.1 Statistics Staff satisfaction Staff survey 2006 2009 2011 To what extent do you agree with the following WDC WDC SWRBSS WDC SWRBSS statements? I am aware of the council’s vision, aim, priorities, 97 95 N/A 91 82.7 goals and promises SWRBSS asked to what extent do you agree that I understand how my work contributes to the Shared Service’s priorities and goals I am aware of the council’s values n/a 92 N/A 93 N/A The council is open with its staff 79 83 47 78 49.2 Too much information is communicated to me 15 10 11 2 4 My service unit/team has regular team meetings 84 86 43 83 86 Communication between management and staff is 76 74 30 76 44 good I have enough information to be able to do my job 88 89 47 91 75 properly I am able to make my views known to the council 82 87 n/a 63 64.3 There is effective two-way communication between me and my line manager 90 85 64 80 81 5 Trends over time 100 95 90 85 80 75 70 65 60 55 50 2002 2004 2006 2009 2011 Do you enjoy your job? - Yes Are you proud to work for Wychavon? - Yes Top three staff motivational factors 2002 2004 2006 2009 2011 1 Sense of personal Sense of personal Sense of personal Pay and Sense of personal achievement achievement achievement benefits achievement 2 Pay and Opportunities for Pay and A good work/life A good work/life benefits flexible working benefits balance balance 3 A good work/life A good work/life A good work/life Sense of personal Pay and balance balance balance achievement benefits 100 95 90 85 80 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Sene of personal achievement Pay and benefits A good work/life balance 6 Staff survey task group set out in an action plan, which was agreed at the SMT in January 2012. The group have shared the action plan Middle Managers set up a task group to look at the with the Staff Sounding Board and invited them to give results of the 2011 staff surveys. The group had two feedback on how the group can deliver some of the aims: action and ways that they can help. • To review the results of the 2011 Wychavon and In addition, each management team was sent a list of SWRBSS staff surveys and to identify areas for the key issues from the survey results for their service improvement and things that we do well that we unit. These identify where results are significantly below could do more of. the Wychavon average and/or most other service units, or are relatively low compared with the other results • In light of the above, to develop some improvement for that unit. Service unit management teams are suggestions for wider discussion with MMT and SMT discussing these and considering what action they can and incorporation into our engagement plan. take to address them. The group presented an analysis of the survey results The group will report back progress on delivering the and some suggestions for things we could do to staff survey action plan to SMT in six months’ time with address the issues identified at the SMT in November the interim staff survey currently taking place to give us 2011. The group did some further work to identify a a check on current satisfaction levels. number of priority actions to take forward. These are Resident satisfaction/agreement with... 100 90 80 70 60 50 40 2009 2010 2011 Satisfaction with a local area as a place to live Feel well informed about local public services Satisfied with the way WDC runs things Agree that WDC provides VfM We continue to track the Place Survey indicators that positive perceptions about VFM and communications.

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