The Policy and Communications Service provides a comprehensive communications resource for the Council. The service is provided by a single officer who leads, manages and co-ordinates internal and external communication for the organisation. The key aspects to the service are:
• Managing media enquires
• PR management
• Preparing press releases
• Media monitoring
• Bear Facts production
• Council Performance Plan production
• Intranet management and website development
• Emergency planning
• Marketing and information production (e.g. A-Z Council services)
• Consultation and community engagement
• Improving customer services
• Brand management
Corporate Policy
How Policy Implemented
Equality & Diversity
• This service has carried out its timetabled Equality Impact Assessments as detailed in the Councils Inclusive Equalities Scheme.
• This service will engage with equality self-assessment, scrutiny and audit on our service delivery.
• This service will assist where possible in the development of information and monitoring systems for the Council’s work on Equality & Diversity.
• The member of staff will comply with Council policy for responding to harassment on the grounds of race, disability and gender.
• The service will engage in consultation with designated community, staff and stakeholder groups on its equality impact and needs/ requirements assessment and its service deliverythrough Bear Facts, the annual customer survey, ad hoc customer surveys etc.
• In any partnership arrangements that this service enters into, we will seek to ensure that the equality policy and objectives are incorporated.
• This service will engage in development of service level equality objectives and targets for example monitoring use of the Corporate Identity Toolkit.
• Where necessary, the service will establish planning groups for monitoring and information systems.
• The member of staff will be encouraged to participate in equality and diversity training opportunities offered by the Council.
Data Quality
• This service adheres to the Covalent Local Protocols Policy
• When materials are produced by the service they are comprehensively proofed for accuracy, reliability, validity and factual detail; they are also formally signed off and approved by the commissioning officer.
• The service responds to the needs of customers (the media, Councillors and officers) and responds in a timely manner to requests. This is measured by a local PI.
• This service keeps records of completion and approval forms for audit purposes if required.
• This service adheres to the requirements of legislation including Data Protection when delivering services and ensures confidentiality is protected when dealing with sensitive media and internal issues.
• This service reviews and follows the legal guidelines set out in the legislation.
Communications Toolkit (adherence to DDA, Data Protection, etc)
• This service adheres to the requirements of the legislation when delivering services and promotes best practice in the organisation.
Service Partner Providers
How Partner Supports Service Delivery
Largo Creative design consultant
• The service works in partnership with Largo Creative to ensure value for money, quality and brand management for the Council in all print work.
Social and Market Strategic Research (SMSR)
• The service works in partnership with SMSR to ensure value for money, quality and confidentially and data protection is adhered to when carrying out customer consultation.
IT Systems
How IT System Supports Service Delivery
All Microsoft products including Outlook and Publisher
• Electronic systems are vital to this service to enable delivery of task and projects.
SNAP
• SNAP enables the service to carry out internal and external consultation, within current levels of capacity.
Covalent
• Covalent is used by the service to monitor risks, LPIs and gather information for the Council Performance Plan.
Achievements: Previous Year & Current Year (to date)
Measure or Milestone
Reference
Target 2006/7
Actual 2006/7
Target 2007/8
Forecast2007/8
Closure of the Council’s Communications Strategy and completion of the Action Plan
July 2007
Ongoing
Ongoing
Completed
Completed
Production of two editions of Bear Facts
April 2007 - March 2008
Completed 3 editions
Completed 3 editions
Completed
Completed
Produced A-Z of Council Services and Cllr Guide
September 2007
N/a
N/a
Completed
Completed
Compliance with LGA Reputation campaign
March 2008
N/a
N/a
Completed
Completed
Produce the Council Performance Plan
June 2007
June 2006
June 2006
Completed
Completed
Meet the target in LCSPC0001: To respond to media calls within half a day when in the office.
April 2007 - March 2008
100%
100%
100%
100%
Meet the target in LCSPC0002: To produce 10 press releases a month promoting the work of the council.
April 2007 - March 2008
100%
100%
100%
100%
Introduction of an annual customer survey to monitor views of local residents on how the council is performing.
September 2007
N/a
N/a
September 2007 - results November 2007
Completed
Success
How Achieved
Lessons Learnt
Communications Strategy completed
Project work has been undertaken over the last two years to introduce best practice communication techniques into the organisation.
Realistic target setting; it has been impossible to change local opinion about the Council in only two years.
Internally, staff see significant improvements in internal and external communications.
A snap shot survey when the communication strategy was closed indicated a 10% improvement on internal communications and that nearly 90% of staff think the Council communicates very or fairly well externally.
Internal communications in a small organisation is no easier than if the Council had 10,000 staff. Officers need to use and embrace more the tools and techniques which have been put in place.
Challenge
How Resolved
Outcome
Long standing beliefs in the community about the Council, as opposed to Council services, means that perceptions and views will take a long time to change.
Exploration of the data indicates that satisfaction with council services continues to be high but overall the Council is not viewed positively by local residents. Commissioned two reflector groups to explore in detail how people’s views are formed.
Acquisition of data from the groups will be used to inform further initiative/ strategies. Data will be available in November 2007.
Financial Resources to Deliver Services
2007/08
Cost Centre
438
Description
Communications
Expense
£
Description of Main Activity & Cost
Employees
36,401
Policy and Communications Officer
Employees Support
6,919
Support Services
N/a
Service Management
N/a
Running Costs
12,830
28,370
7,000
Citizens Guide (420 381)
Communications Strategy (419 290)
Consultation - Annual Survey (420 352)
Capital Charges
N/a
Gross Expenditure
Direct Income - Grants
N/a
Direct Income – Fees/Charges
N/a
Recharge Income
N/a
Net Expenditure
91,520
2008/09
Cost Centre
438
Description
Communications
Expense
£
Description of Main Activity & Cost
Employees
37,115
Policy and Communications Officer
Employees Support
6,919
Support Services
N/a
Service Management
N/a
Running Costs
12,830
0
7,210
Citizens Guide (420 381)
Communications Strategy (419 290)
Consultation - Annual Survey (420 352)
Capital Charges
N/a
Gross Expenditure
Direct Income - Grants
N/a
Direct Income – Fees/Charges
N/a
Recharge Income
N/a
Net Expenditure
64,074
Capital Works
N/a
Value for Money Assessment
Efficiency Measure
BBC
Local
National
Reduction in design costs through partnership working with Largo Creative
Approx 10% per project
N/a*
N/a*
Prioritisation of design projects through partnership working with Largo Creative
100% prioritisation of BBC work
N/a*
N/a*
Value for money print work through using non Northumberland printers for Bear Facts
Average 5 -10% cheaper than local suppliers
N/a*
N/a*
Distribution costs are higher in Berwick area due to the rural nature of the Borough and lack of efficient distribution companies. Posting Bear Facts costs more money but we have guaranteed delivery to every home.
Budget on average 20% higher than distribution companies but efficiency of end product is 100% higher.
N/a*
N/a*
Positive coverage in the local press is on average 600 -650% higher than the national average.
Berwick averages 60-65% positive coverage in the local media.
N/a*
LGA estimates Councils’ on average get 10% positive press coverage.
Due to lack of administrative or communications staff, projects are outsourced to enable Policy and Communications Officer to gain capacity and maximise skills for the benefit of the organisation.
Outsourcing creates 20% more time for additional projects.
N/a*
LGA estimates that Councils’ should have at least three communications staff.
*Note: Communications services do not have any comparators; efficiency measures are set on a service level to achieve value for money and maximum use of resources for internal and external customers.
Efficiency Measure
Reason for Difference to Local / National Trend
Positive coverage in the local press is on average 600 - 650% higher than the national average.
As the only major body in the local area we gain extra coverage in the local media, the majority of this is positive. It is increased further when we are more proactive with press releases.
Outsourcing projects to gain capacity
The Council has not had the resources to employ more communications staff in the past.
Service Partner Providers
How Partner Supports Service VFM
Largo Creative
We receive priority service for design work at a negotiated rate. Design meets all the standards set in the Communications Toolkit to ensure that the brand of the Council is protected.
Social and Market Strategic Research (SMSR)
SMSR provide cost effective services and knowledge and data on customers has been developed reducing costs when consultation exercises take place.
IT Systems
How IT System Supports VFM
All Microsoft products including Outlook and Publisher
Electronic systems enable the service to carry out timely, efficient and effective communications activity with customers (both internal and external) and to undertake small in house design projects (e.g. leaflets and magazines).
SNAP
SNAP enables the service to carry out small internal and external consultation projects more efficiently as it is a fit for purpose tool.
Covalent
Covalent is used by the service to monitor risks, LPIs and gather information for the Council Performance Plan thereby enabling the Policy and Communications Officer to mange these in a timely and efficient manner.
How Service Links to Council Priorities
Priority
Description of how service contributes to Council Priority
1
Learning from partners and feedback from our customers through research and consultation about how services can be improved and providing feedback to customers on the improvements.
2
Raising the profile of the Council and the Borough through strong communications mechanisms.
3
Promoting the work of planning, housing and environmental health who provide key services in this area.
4
Highlighting the area through the communications tools implemented by the organisation and how the Council is pursuing development opportunities.
5
Working with communication colleagues across the County and North East to improve access to services and implement joint projects like 101.
6
Marketing and promoting the area and Council services which contribute to tourism, to people who visit, live and work here.
7
Improving existing services, through better communication, whoever they are provided by, in line with the needs and desires of customers.
8
Raising the profile of the Council’s work and resources spent to show best practice in action.
9
Working with partners from the CDRP and officers in the Council to promote schemes which look to create safer communities.
10
Using the local media and communications tools to raise the profile of any work and campaigning which may be undertaken by the Council.
11
Creating networks within the organisation which enable the management teams to communicate effectively with staff and Councillors through a variety of different tools.
12
Promoting events and facilities using the communication tools which the Council has implemented.
Contribution to Other Five C’s
Outcome Factor
Description of how service contributes to “C” Factor
Customers
Service provides tools to communicate with internal and external customers. This includes consultation with customers and the results feed directly back into service improvements.
Communication
The service provides the organisation with the tools to communicate and undertakes key campaigns internally and externally for different services.
Cohesion
The officer provides services for the whole organisation and disseminates information across all areas. The service also runs and takes part in interdepartmental project groups to ensure the cross fertilisation of team members.
Culture
The service runs campaigns and promotes issues according to the needs of the organisation. The service also promotes the use of tools, like to intranet, through internal competitions to enhance staff morale.
Compliance
The service follows and implements corporate policies where applicable. Monitoring of communications activity also takes place to ensure compliance with the rules in the Communications Toolkit.
Service Proposals for next 3 Years
Measure / Milestone
Reference
Forecast
2007/8
Target 2008/9
Target 2009/10
Target 2010/11
Meet the target in LCSPC0001: To respond to media calls within half a day when in the office.
April 2008 - March 2009
100%
100%
100%
100%
Meet the target in LCSPC0002: To produce 10 press releases a month promoting the work of the council.
April 2008 -March 2009
100%
100%
100%
100%
Provide press monitoring service
April 2008 - March 2009
Completed
Completed
Completed
Completed
Carry out a annual survey and reflector groups (project brief below)
September 2008
Completed November 2007
Completed
Completed
Completed
Produced four editions of Bear Facts (project brief below)
April 2008 -March 2009
Two editions only in 2007/08
Completed
Completed
Completed
Improved internal communications during period of Council abolition (project brief below)
April 2008 -March 2009
N/a
Completed
Completed
Completed
Carry out miscellaneous service requests as required eg Emergency Planning, CSWG, campaigns, etc.
April 2008 -March 2009
Completed
Completed
Completed
Completed
Measure / Milestone
Reference
Resources Needed
Less
Same
More
Meet the target in LCSPC0001: To respond to media calls within half a day when in the office.
April 2008 - March 2009
√
Meet the target in LCSPC0002: To produce 10 press releases a month promoting the work of the council.
April 2008 -March 2009
√
Provide press monitoring service
April 2008 - March 2009
√
Carry out a annual survey and reflector groups (project brief below)
September 2008
√
See project brief below
Produced four editions of Bear Facts (project brief below)
April 2008 -March 2009
√
See project brief below
Improved internal communications during period of Council abolition (project brief below)
April 2008 -March 2009
√
See project brief below
Carry out miscellaneous service requests as required eg Emergency Planning, CSWG, campaigns, etc.
April 2008 -March 2009
√
Project Brief: Bear Facts
Project Name:
Bear Facts
Project Manager:
April Shelley
Project Id:
CSEC0001
Unit:
Policy and Communications
Project Brief
Provides a firm foundation for the initiation of the project and will form the basis of the Project Initiation Document (PID). This document is to be used for ALL projects, simple and complex, whatever the funding source, including all capital projects.
Select the funding source for this project:
Revenue
☒
Capital
☐
External
☐
Other
☐
Please specify:
1 Short Description of Project
Bear Facts, the Council’s customer magazine, was introduced as part of the Communications Strategy in 2005/06. Originally three editions a year were sent out to each household; although the magazine was cut to two editions in the budget round 2007/08. After only two years in circulation, Bear Facts is now the second favourite means of getting information about the Council (BVPI Survey 2006/07). The magazine is clearly valued as an information source by the local community. The Government’s decision to create a single unitary council in Northumberland creates huge external (and internal) communication issues for the Borough Council; namely maintaining the profile and work of the Council until its abolition in 2009 and communicating clearly the changes which will take place. Bear Facts, supported by media work, will be the most important tool the Council has to remain in the hearts and minds of local residents. It is recommended that four editions of Bear Facts are produced in 2008/09; to be distributed in June, September, December and March 2009 (before the Council is abolished).
2 Outline Business Case
2.1 Objectives and Corporate Strategy Priorities
The purpose of the magazine is to inform local residents about the work and services of the Borough Council, to provide opportunities for feedback and to carry out consultation. The magazine is a direct marketing tool and is the only information which goes out to households which is wholly controlled by the Council. The objectives of the magazine in 2008/09 are to continue to promote the work of the Council, the vision and priorities and achievements before abolition in 2009.
2.2 Outcomes and details of how they will be measured and by when
Production of the magazine will lead to:
• An informed local community
• Continued profiling of the Borough Council and its services up to its abolition in 2009
• Opportunities for customers to give feedback and be consulted on service changes and improvements during 2008/09
• Opportunities to promote achievements of the Council since its creation.
2.3 Scope (noting any exclusions)
Bear Facts has a developed style which customers regard highly; plain English information, good quality photography and opportunities to comment and send in article suggestions. The magazine is 16 pages, A4, full colour and posted to all homes in the Borough. 15,000 copies are printed. The four editions of Bear Facts in 2008/09 would not deviate from this model. To ensure value for money and continuity the same suppliers used in 2007/08 will be approached to carry out this work; Design and Photography - Largo Creative, Print and Distribution - Wykes Printers.
3 Resource Requirements
3.1 Costs: The budget for the production of Bear Facts runs out in March 2008.
Fixed costs (estimates based on 2007/08 costs) each edition:
Design and photography:
Layout and design of 16 pages, plus photography per edition £2,000
Print production:
15,000 copies of A4, 16 pages £3,100
Distribution:
Packaging and walksort 2 postage £3,700
Total per edition: £8,800
Total cost for all four editions: £35,200
Resources staff and equipment:
• Copy preparation time two weeks per edition
• Proofing and sign off time two weeks per edition
• Internal and additional external mailing (businesses, libraries, etc.) one day per edition
Total: 21 days of staff time
Estimated cost Policy and Communication Officers time: £3,633
3.2 Staff and Specialist Support:
• Printer
• Static PC and Laptop
• Colour Photocopier
• Scanner
4 Timescales
4.1 Start Date
1 April 2008
4.2 End Date
31 March 2009
5. Significant Risks to the Project
• Cost of the design, print and distribution increases
• Capacity of staff to carry out the task due to other demands on the service
• New unitary council puts restrictions on Borough Council communication activity
Submitted By:
April Shelley
Date:
09.08.07
Programme Board Decision:
Approve ☒ Reject ☐
Date:
16/8/07
Detail relating to decision:
Agreed for inclusion in Service Plan 2008/09
Signed:
A Byrne
Document History
Version
Completed By
Date
Comments
0.1
April Shelley
09.08.07
1.0
Ann Byrne
17/8/07
Final version for inclusion in Service Plan 2008/09
Project Brief: Internal Communications
Project Name:
Internal Communications
Project Manager:
April Shelley
Project Id:
CSIC0001
Unit:
Policy and Communications
Project Brief
Provides a firm foundation for the initiation of the project and will form the basis of the Project Initiation Document (PID). This document is to be used for ALL projects, simple and complex, whatever the funding source, including all capital projects.
Select the funding source for this project:
Revenue
☒
Capital
☐
External
☐
Other
☐
Please specify:
1 Short Description of Project
The Government’s decision to create a single unitary council in Northumberland creates huge internal (and external) communication issues for the Borough Council. It will become increasingly difficult to raise morale when people may find they do not have a job or their new job is very different in the new council, working practices start to change and pressure may be put on services as employees begin to move onto other opportunities due to the uncertainty; without adequate information the organisation will begin to leak expertise. The budget to support internal communications ends in March 2008. It is suggested that a small budget is allocated to internal communications in 2008/09 to ensure that any additional work or tools can be put in place.
2 Outline Business Case
2.1 Objectives and Corporate Strategy Priorities
Although staff consider there has been an improvement in internal communications; there are still a high number of staff who think internal communications could be improved further or view it as poor. The objective of this project is to specifically look at introducing any additional measures which may help staff to continue to perform at a high level at a time of great uncertainty.
2.2 Outcomes and details of how they will be measured and by when
Funding for and additional tools would led to:
• An more informed workforce
• Improved morale at a time of great uncertainty
2.3 Scope (noting any exclusions)
It is unclear yet how the change to a new unitary council will affect staff. This project would ensure that there were resources available if additional work or morale raising activities needed to be introduced. For example; focus groups to evaluate how pressurised staff feel; internal award schemes for good service at times of pressure; suggestion scheme; sponsorship for charity/ social events, etc. It would be a one off budget to specifically look at improving internal communications during a difficult transitional period.
3 Resource Requirements
3.1 Costs: The Communications Strategy budget ends in March 2008 so there is currently no funding available for this activity in 2008/09.
It is difficult to estimate costs on projects as non have been formally identified. However, it would cost around £900 to carry out an externally hosted focus group - and several of these may be necessary. It is recommended that a budget of around £5,000 is allocated to internal communications.
3.2 Staff and Specialist Support:
• Office equipment
• Unable to specify other items at this point
4 Timescales
4.1 Start Date
1 April 2008
4.2 End Date
31 March 2009
5. Significant Risks to the Project
• Changes taking place in the organisation are too disruptive to be assisted by internal communications activity
• Staff morale is very low and remains so because of the changes taking place
• Staff capacity to carry out the tasks due to other demands on the service
• New unitary council puts restrictions on Borough Council communication activity
• Without adequate information the organisation will leak expertise.
Submitted By:
April Shelley
Date:
09.08.07
Programme Board Decision:
Approve ☒ Reject ☐
Date:
16/8/07
Detail relating to decision:
To be included in Service Plan 2008/09
Signed:
A Byrne
Document History
Version
Completed By
Date
Comments
0.1
April Shelley
09.08.07
1.0
Ann Byrne
17/8/07
Final version for inclusion in Service Plan 2008/09
Project Brief: Annual Survey
Project Name:
Annual Survey 2008/09
Project Manager:
April Shelley
Project Id:
CSAS0002
Unit:
Policy and Communications
Project Brief
Provides a firm foundation for the initiation of the project and will form the basis of the Project Initiation Document (PID). This document is to be used for ALL projects, simple and complex, whatever the funding source, including all capital projects.
Select the funding source for this project:
Revenue
☒
Capital
☐
External
☐
Other
☐
Please specify:
1 Short Description of Project
The Council has agreed as part of its Customer Services Strategy to undertake regular and frequent customer consultation. A consultation framework has been identified using the Community Engagement Toolkit; this framework identifies the need for an annual survey, along the lines of the triennial survey undertaken for Best Value. In 2007/08 the Council carried out its first annual and reflector groups, this work will be carried out by SMSR on a contract basis. The project will repeat this survey and the reflector groups, and the work will be carried out by the same contractor so we can compare over three years the views of the same residents.
2 Outline Business Case
2.1 Objectives and Corporate Strategy Priorities
The purpose of any consultation is to enable services to more closely meet the identified needs of the community. The objectives of this project are to enable more frequent analysis of how the council is meeting those needs and to use the information to improve services.
2.2 Outcomes and details of how they will be measured and by when
The project will lead to:
• Better information on customer views, which the Council can track over three years - receipt of the survey and reflector group results - November 2008
• Targeted service improvements and a legacy for the new single unitary council - PI and customer feedback - March 2009
• Higher customer satisfaction levels when the next triennial survey takes place - next survey due April 2010 (under the new council)
2.3 Scope (noting any exclusions)
The scope of the project is to run the second annual survey and reflector groups, following the model established in 2007/08. The project will be carried out by the same contractor SMSR to maintain consistency and ensure data can be tracked over three years. The survey will be a postal survey sampling 10% of the borough households. Issue will be to 2,600 to achieve 50% response rate of 1,300. The two reflector groups will be one off events sampling the views of 24 respondents who have returned the survey.
3 Resource Requirements
3.1 Costs: There is currently no budget for this project. The cost would be as follows:
Fixed: (estimates only based on 2007/08 costs + 10%) Priced at a eight page survey, plus covering letter, with one reminder (reprint of the survey included). Followed by two reflector groups; one in Berwick and one in Wooler.
Fixed:
SMSR fee for the survey:
• design of the questionnaire
• print
• postage
• processing
• analysing
• report writing £6,666
SMSR fee for the two reflector groups: £1,980
Arrangement costs for the reflector groups:
• Incentives @ £25 per person £0,600
• Catering for 24 people £0,240
• Room hire for the two reflector groups: £0,200
Total: £9,686
Resources staff and equipment:
• Project management of the contractor One week
• Set up and attendance of the Reflector Groups Three days
• Dissemination of the results and action plans Two weeks
Total: 18 days of staff time
Estimated cost Policy and Communication Officers time: £3,114
3.2 Staff and Specialist Support:
• Office equipment
• Snap
• Printer
• Computer
• Photocopier
4 Timescales
4.1 Start Date
1 August 2008
4.2 End Date
31 November 2008
5. Significant Risks to the Project
• Consultation saturation - less response
• Non acceptance of the results
• Results not used effectively
• Incorrect questions selected
• Confusion with new single unitary council and its publicity
• New unitary council puts restrictions on Borough Council communication activity
Proposals to reduce Cashable resource requirement by 3%
No
Description of Proposal
Value (£)
Timing
1
Although a bid has been made to fund four editions of Bear Facts for 2008/09, if this was limited to three editions (an increase on the number funded in 2007/08), a saving of just in excess of 8.8% would be achieved against the 2007/08 service budget of £91,520.
£8,125
During the course of the year
Proposals to reduce resource requirement by 10% (Cashable or Efficiency Effect)
No
Description of Proposal
Value (£)
Timing
1
Although a bid has been made to fund four editions of Bear Facts for 2008/09, if this was limited to two editions (i.e. to retain the number funded in 2007/08), a saving of just in excess of 17.75% would be achieved against the 2007/08 service budget of £91,520.
