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Corporate Communications Service Plan

Chief Executives Directorate

2016-17

Version 1.3 Final Draft

1. UNDERSTANDING COMMUNICATIONS SERVICE

1.1 Section Profile

The Communications Section comprises:- Corporate Communications Manager Corporate Communications Officer The chart below shows where Corporate Communications sits within the organisation

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1.2 Why do we deliver the service?

Statute

The council has a statutory obligation under the Local Government Act 1999, and the updated 2011 Best Value Guidance and has a duty to consult1 and involve individuals, groups, businesses or organisations likely to be affected by their actions. The Localism Act 2011 also includes the involvement of residents, of which a key part is the new set of rights for communities – the right to challenge, to bid and to build. This means providing more opportunities for local people to get involved and influence decisions that affect how their area develops.

The Council’s Corporate Communications team also complies with the following legislation:

Local Government Act/ Legislative control regarding elected members (Purdah etc.)

Localism Act Publication legislation Transparency Code Disability Discrimination Act Freedom of Information Act Data Protection Copyright

1.3 What is the purpose of the service?

‘To protect the reputation of the authority and to promote council’s activities through effective community engagement and involvement in shaping the local area.’

Ashfield District Council is committed to involving local people in shaping their area and the services they receive. Consultation and engagement is one of the key ways the council interacts with and involves local communities and residents, providing them with opportunities to: gain greater awareness and understanding of what the council does to voice their views and know how they can get involved to have their views fed into the democratic decision making process

1 Section 3(2) of the Local Government Act 1999

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Insight Understand better the needs, views, and concerns of our residents and key stakeholders by using existing population, customer

data and by cameo profiling Inform As an open council provide balanced information to assist understanding about something that is going to happen or has

happened. Consult Capture residents’ and stakeholders’ views on issues of relevance to them. Give an extensive range of opportunities for residents

to have their say Involve Involve residents/stakeholders in testing, designing, and evaluating what we do to ensure that concerns and aspirations are

understood and considered prior to decision making. Empower Empower public/service users to co-design, develop, manage and evaluate services. Working together to develop understanding

of all issues and interests to work out alternatives and identify preferred solutions.

Type of activity Detail Goal How this will be achieved

Insight

Gathering residents/service user profile information

To understand the equality impact assessment (EIA) of any proposed change

The introduction of a robust engagement plan For all projects and completion of an Equality Impact Assessment (EIA) assessing how and whbe impacted.

Inform

Providing information is a one way process of notifying people about local services, initiatives and issues that affect or may interest them

To provide the public with balanced objective information to assist them in understanding the issues and alternatives, opportunities and solutions, progress and performance as well as how to access services, It also enhances transparency.

All about Ashfield newsletter, Council’s website Social media and press releases

Consult

Asking people for their views to inform decisions, services, plans, and changes

To obtain public feedback and views on proposed changes, priorities or new initiatives. While views are considered, the final decision rests with the council. Consulting is more than just providing

Surveys such as the annual budget survey, Citizens’ Panel, Ashfield Youth Forum

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information but less than inviting to participate in decision-making.

Involve

Involving people in the design, development and direction of activities and services in cooperation with public organisations

To partner with the public in each aspect of the decision including the development of alternatives and identification of the preferred solutions.

Development of a feedback module in the new Website to encourage residents feedback on Council’s services. Surveys such as the Locality surveys and Area Committees.

Empower

Maintain an equal and effective working relationship

Involve the community in decision making

Community right to bid, Community Right To Challenge, Ashfield Community Development Group

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1.4 Existing Drivers

Driver (Local, external, govt policy)

Impact of driver/ alignment

Target Audience – young persons

The importance of reaching out to all members of the community through various communication mediums and the challenge to engage with young people in order to shape future service delivery and to understand ‘’what matters’’ to young people who are usually hard to reach.

Youth engagement including engagement with schools which captures parents and carers (of disabled students)

The continuing engagement with the Ashfield Youth Forum and direct engagement with schools to be able to shape service delivery and establish effective communication channels with young people

New technology

In an ever increasing digital environment which is changing regularly, the importance of using the right channels to reach all sections of the community. This will assist in shaping service delivery and informed citizens within the district.

Elections By being able to have a well-informed citizens in the district will increase the voter registration and potential voter turnout.

Government Policy/Legislation

The Local Government Act 1999, updated with the DCLG Best Value Guidance 2011, the Localism Act 2011, ‘Communities in Power: Real people, real power’ (July 2008), Sustainable Communities Act (October 2007), and Creating Strong, Safe and Prosperous Communities’ (October 2006). Section 3(2) of the Local Government Act 1999

Political Providing impartial support to elected Members without political bias.

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1.5 Customers/Stakeholders

This section will help us to understand how customers contact the service.

Who are your customers and what do you know about them?

Customers Profile/ characteristics

Residents

Population 122,508 Male 60,052 Female 62,456 Working Age Population (16 – 64) 76,830 Pension Age Population (65+) 22,555

Press

Nottingham Post – regional daily Chad – local weekly Hucknall Dispatch – local weekly BBC Radio Nottingham Radio Mansfield 103.2 East Midlands Today – TV news Central news – TV news (This list is not exhaustive)

Employees Between 400 to 500 spread between five directorates over 3 locations

Members 35 elected members of cross party denomination

Members of Parliament One elected Member of Parliament for Ashfield and member of the shadow cabinet holding the role of Shadow Minister for Young People and Voter Registration

Community Groups

Ashfield Voluntary Action Citizens’ Panel Youth Council Armed Forces Community Covenant British Legion Schools and Colleges

Other internal sections

See Corporate Organisational Chart

Citizens’ Panel Approximately 300 panel members with representation from wards within the Ashfield District. There is low representation from 18 to 24 year old residents.

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A recent place survey delivered the below information in relation to how residents communicate with the Council. This information will be used to determine the most effective channels for consultation and engagement activities.

Best way council could let residents know what is happening or what council is doing

letter/ leaflet/ newsletter 64%

email 17%

how do residents generally contact the council

telephone 64%

face to face 12%

email 7%

Residents having access to the internet 85%

devices used to access

laptop/ desktop 81%

smartphone 80%

tablet 66%

TV 37%

games console 26%

activities regularly online

emails 86%

info about goods or services 88%

reading/ downloading news 41%

booking holidays, flights, hotels 69%

internet banking 74%

online shopping 75%

social networking 71%

upload photos 63%

selling goods/ services 33%

playing/ downloading games/ music 57%

What are your customers’ needs and how do they contact the service?

Customers Needs from the service Means of Contact

Residents informed Newsletters, Website, Social

Media engaged Citizens’ Panel, Surveys Where to access information Links on website

Employees

Keep appraised of organisational development and change

Intranet, email, phone, face to face, SMS, ‘’In the know’’

Key messages inform

Press Updated news and information Press releases

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What are your customer demand levels?

No actual data has been kept centrally for consultation and engagement activity although website traffic is recorded and contained within the Council’s performance database. It is possible to measure social media activity for example, Facebook has an Insights page on the Administrator page which will allow for views, page likes, reach information and locations to be measured. It is planned to use this in order to measure major pieces of consultations in the future where social media is used. Customer Service Standards

Service Level Press call turn around 24 hours

Supporting directorates In line with capacity levels

Responding to social media comments In line with capacity levels

Customer Access

Opening times – 8.30am to 5.00pm Monday to Thurs, 8.30am to 4.30pm Friday

Out of office arrangements – there is no formalised on call service however procedures are in place for the service to respond in an emergency

Customer contact channels are:- Email Website/ Planning Portal Letters Face to face Telephone Through councillors/ MP’s Newsletters Intranet Plasma Screens

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Website

The website assist is used to post all press releases for information purposes

All council information is held on the website Residents can self-help through the website, for example, payment

for council tax, house and garage rent, apply for benefits and support as well as licences and reporting anti-social behaviour and missed and contaminated bins.

The type and Frequency of Freedom of Information Requests have been minimal during 2015/16 where Corporate Communications have been required to respond to and when they have been received they have been dealt with within the statutory processing timeframe.

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Contentious or press worthy FOI’s are shared with the communications service prior to response so that the reputation of the Council is protected.

Customer satisfaction

Customer satisfaction is not measured and an approach to capture feedback is to be developed. A place survey was recently undertaken which did provide current information relating to customer satisfaction. (See below).

Type and Frequency of Received Complaints

It is very rare a complaint is received however when they are they are dealt with in accordance with the Corporate Policy and Procedures for dealing with complaints, compliments and MP enquiries which is available on the Intranet

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Place Survey

A telephone survey was conducted of 1,000 residents in February 2016.

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1.6 Service Functions

Functions Consultation and engagement – corporate perception Point of contact for media enquiries Updating policy documents as they relate to consultation and engagement Management of Corporate style such as logos and templates Production and publication of the All about Ashfield magazine Management of the Website content and Intranet content Provide advice and guidance to senior management and cabinet Maintenance and management of the social media channels that the Council uses such as Facebook and Twitter Management of the Council’s imagery library

2. SERVICE PERFORMANCE 2015/16

2.1 Service Delivery

Where are we now? What has the service achieved, or where are there delays in

implementation of improvement/ projects?

Code Title Description Expected Outcome Actual Outcome

LEAD1/P003/K012

[Key Action] Publicise performance on the website and via the Area Committees to improve transparency

Formerly LEAD1/P03/K12

On track This is carried over to 2016/2017 as Community Protection need to finalise the review of their content.

LEAD1/P003/K012a

[Key Action] Publicise performance on the website and via the Area Committees to improve transparency - Community Protection

Formerly LEAD1/P03/K12a

Carried forward

This refers to Community Protection and will be carried forward to 2016/17

LEAD1/P003/K012c

[Key Action] Publicise performance on the website and via the Area Committees to improve transparency - Waste & Environmental Services

Formerly LEAD1/P03/K12c

On track This refers to Waste and Environment and performance data will be displayed on the new website

LEAD1/P003/K014

[Key Action] Continue to

Formerly LEAD1/P03/K1 On track Carried forward - The Consultation and

Engagement Strategy is currently being

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deliver against the Consultation & Engagement Strategy Action Plan

4 - Implement new Corporate Consultation and Community Engagement Strategy

reviewed whilst a new Engagement Framework is developed in line with the developing Corporate Plan and Corporate Project Framework

LEAD1/P003/S025

[Consultation & Engagement] Produce an Annual Consultation Plan and ensure it is regularly updated

Produce an Annual Consultation Plan and ensure it is regularly updated. It will contain consultations which: •Support the overview and scrutiny functions •Relate to key customer service reviews •Relate to statutory corporate planning activities such as the annual budget •Have regard for statutory planning requirements •Are related to legislative developments impacting on local communities. •Identified in business planning •Identified as part of Localism Framework

Off track Consultation activities are being captured in service plans and this should allow for all 2016/17 consultations to form the annual plan.

LEAD1/P003/S026

[Consultation & Engagement] Understand Community Engagement good practice as available through networking and 'how to' guides, to facilitate more focussed engagement and increase 'co-design' of improvements

Formerly LEAD1/P03/S26

Achieved

Achieved

LEAD1/P003/S027

[Consultation & Engagement] Produce Consultation & Engagement Toolkit

Produce Consultation and Engagement Toolkit. Supporting officers and

Off track

Cancelled This is being reviewed by Corporate Performance and Improvement as part of the ‘’is anyone out there’’ project.

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members to help them make informed choices on appropriate consultation methods and delivery: •Help service managers understand what is good practice •Corporate standard •Achieve consistent high quality consultation across the council •Be used to benchmark and measure the council’s performance in this area of work

LEAD1/P003/S028

[Consultation & Engagement] Communicate to the public what they can and should expect from consultation and engagement exercises, including approach for hard-to-reach groups through a Consultation Charter


Off track

Cancelled This is being reviewed by Corporate Performance and Improvement as part of the ‘’is anyone out there’’ project.

LEAD1/P003/S030

[Consultation & Engagement] Determine methods for improving equality of opportunity in consultation using a wide range of methods and technologies to enable participation and measure their success e.g. appropriate channels


Off track

Cancelled

equalities will be incorporated in the review of the toolkit and the anybody out there project

LEAD1/P003/S031

[Consultation & Engagement] Investigate the possibility of engagement with residents by area through Area Committees, strengthening the role of the committees to

Full title: Investigate the possibility of engagement with residents by area through Area Committees, strengthening the role of the

Postponed Postponed

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empower communities, not only to engage but also to seek to understand (insight)...

committees to empower communities, not only to engage but also to seek to understand (insight) communities better on an area basis. Both communication and consultation need to be targeted at the groups affected which may be by area but could also be District wide.

LEAD1/P003/S032

[Consultation & Engagement] Review the effectiveness of the strategy including monitoring the cost of consultation and engagement and the impact of the removal of duplication through a more corporate approach

Off track Cancelled

This is being reviewed as part of the new engagement framework

LEAD1/P003/S033

[Consultation & Engagement] Produce and publish quarterly Communication and Consultation List

Achieved

Cancelled Parent project cancelled

LEAD3/P05/S50a

[People Strategy] Adopt an employee engagement strategy and develop an engagement plan - Corporate Communications

1) Produce a Corporate Communications Strategy - December 2012 2) Review internal communications strand in light of employee survey responses - September 2013

Off track Achieved

This is an old action from 2012/2013

LEAD3/P005/S101

[Equalities] Embed the Consultation & Engagement toolkit across services and use as part of the budget setting

On track

Achieved This is an old action from 2014/2015

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process for the forthcoming financial year

LEAD3/P005/S102a

[Equalities] Communication and consultation to be improved to include new Member and staff newsletter - Corporate Communications

On track Achieved

LEAD3/P005/S103

[Equalities] Develop alternative formats for social media in particular young people

On track Achieved

LEAD3/P005/S104

[Equalities] Evaluate alternative methods of communication to determine effectiveness

On track Achieved

LEAD3/P005/S106

[Equalities] Determine means of measuring effective consultation and demonstrate the impact on decision-making

On track Achieved

LEAD3/P005/S113a

[Equalities] Ensure that any potential changes to the way the service is delivered include EIAs (including restructures, service reviews and shared services - Corporate Communications

-- enter action details here -- On track Achieved

LEAD3/P007/S024a

[Publication Scheme] Confirm with Legal Services that material required by the ICO's Publication Scheme is accurate, up to date, and uploaded onto the public website - Corporate Communications

-- enter action details here -- On track Achieved

Delivery of Core Tasks

Task Target Actual Monitor and review the effectiveness and quality of consultation

Ongoing

Use one system for online consultation and ensure that all consultation is available online

Ongoing

Consult with Directorates over the list of upcoming consultations to ensure a coordinated approach

Ongoing

Ensure that the Corporate standards are adhered to in terms of consultation activities

Ongoing

Support Directorates to deliver effective consultation and engagement

Ongoing

plan and coordinate consultation activity in advance to reduce inefficiency and duplication

Ongoing

Delivery of Added Value Improvement Activity

Programme Project/ Activity Target Date Progress

Engagement Programme

Identify priorities within the calendar of planned consultations and identify where additional support will be provided by Corporate Communications

31 August 2016 Development with in progress with CIPU

Engagement Programme

Review options for online consultation

31 August 2016 Development with in progress with CIPU

Organisational Improvement

Develop Website and use of social media

30 May 2016 On Track for delivery on time

Place and Communities

Use of hard hitting and provocative messages campaign

1st July, 2016

Images produced and installed at appropriate sites in the District. This is an ongoing campaign and is on track.


Determine Ashfields Identity and agree with stakeholders

31 March 2017 Development of corporate ID is in train


Develop Ashfield Imagery to capture identity

07 March 2017 First phase of this activity was completed March 2016. Further imagery is being captured as necessary.

2.2 Performance Data

Performance Indicators

Ref Description 2015/16

Target/ Aim 2015/16 Actual

Benchmarking (where appl)

KPI049

% residents who feel well informed about:- - The services the council provides - Positive things the council does for

the local area - The councils budget

62% 54%

31%

61%

No other performance data that was directly relevant to Corporate Communications was captured in 2015/16 however performance data relating to the Councils’ website was captured and appears below. These performance indicators will be owned by Corporate Communications in 2016/17 and beyond in order to help measure the success of the new redesigned website.

(ADC) SPI083

Number of unique visitors to the public website

98,769 2016 Getting Worse

Getting Worse

(ADC) SPI083 t

Number of unique visitors to the public website

24,919 Q1 2016/17 Getting Worse

Getting Worse

(ADC) SPI084

Number of visits to the public website 40,783 Q2 2016 Getting

Worse Getting Worse

(ADC) SPI085a

Number of pages accessed and viewed on the public website

270,091 Q2 2016 Getting Worse

Getting Worse

(ADC) SPI085b

Number of pages accessed but not viewed on the public website

204,640 Q2 2016 Improving Improving

(ADC) SPI086a

Number of viewed hits on the public website

1,391,815 Q2 2016 Getting Worse

Getting Worse

(ADC) SPI086b

Number of not viewed hits on the public website

1,045,432 2016 Improving Improving

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2.3 Service Costs

o Spend against Budget o Highlight of efficiencies already made

Description Actual Commitment Budget Variance Variance PC

Totals 1,024.06 0 0 -

1,024.06 Superannuation 4,587.92 0 4,340 -247.92 -5.71 Salaries - General 59,316.10 0 59,950 633.9 1.05 National Insurance 4,072.02 0 5,040 967.98 19.2 Superannuation 5,403.47 0 4,710 -693.47 -14.72 Subsistence 12 0 0 -12 0 Honoraria 837.61 0 0 -837.61 0 Rail fares 72 0 200 128 64 Car Mileage 180.52 0 400 219.48 54.87 Equipment Purchase 667.33 0 200 -467.33 -233.66 Reference books & periodicals 162.4 0 200 37.6 18.8 Printing & stationery 130.6 0 100 -30.6 -30.6

Publicity 2,061.89 0 0 -

2,061.89 0 Licences 657 0 2,500 1,843.00 73.72

Advertising 1,009.20 0 0 -

1,009.20 0 Membership/Subscriptions 250 0 200 -50 -25 General Fees and Charges 25 0 0 -25 0 Liabilities Insurance 741.19 0 620 -121.19 -19.54 Telephones 84.14 0 150 65.86 43.9 Mobiles 80.88 0 70 -10.88 -15.54 Refreshments and Hospitality 22.79 0 120 97.21 81 Corporate Conferences -250 0 0 250 0 Other Grants -300 0 0 300 0

Business Unit Rcharges -

78,800.00 0 -

78,800 0 0

2.4 Reflection of Service Performance

Key successes – what went well? Key learning – issues/ concerns/ challenges/ less effective Where do you want to improve?

Key Successes

A much more collaborative approach is developing, placing Corp Comms at the centre of significant projects being delivered by the Council – e.g. Place/Destination marketing of the District; Commercialisation agenda. This is enabling the team to have a more strategic approach to work planning and the unit is becoming more proactive in its approach with a defined work plan emerging. The team has dealt with significant media issues which could have resulted in serious reputational damage. Being able to work with Political Leadership and Senior Management at an early stage to agree and adhere to agreed statements has enabled these issues to be handled in a robust way. Collaboration with It to develop a relationship with West Notts. College’s Media and Graphics department. Working with students to produce video and graphic material which will enhance the Council’s digital presence. Growing the team – the successful appointment of two graduates on 6 month placements will further enhance the skill set of the team.

Key Learning Using the new project management system to project manage the Web and Social Media Project has been a significant learning curve and has resulted in the successful management of the project. Using this system has also meant Corp Comms is involved in developing engagement plans for other projects, giving excellent insight into the Comms/engagement needs of other service areas and enabling the unit to plan strategically – e.g. Selective Licensing project, Housing Options Project, Future Housing needs. Use of the social media channels has developed significantly and a more robust, confident approach to the feedback appearing on the pages has been adopted.

3. FUTURE 3.1 Horizon scanning

Service review Commercialisation agenda – marketing skills – developing new identity – bringing

forward income generating projects New corporate project approach has introduced engagement element for all projects –

this is enabling the Unit to plan ahead and develop a work plan

3.2 What will a ‘Good’ service look like?

It is recognised that current performance levels indicate what a good Communications service should look like. The current services are therefore fit for purpose.

A low rate of complaints received and low number of negative comments as collected through a satisfaction survey.

Targeting consultation and employing better communication methods. Reputation:-

o Proactive o Responding to negative comments o Residents and employees ‘ pub test’

Promotion:- o Informing residents and businesses o Credible consistency of information o Good news through own channels

Involvement:- o Effective use of social media

Web:- o User friendly o Interactive o Meets equalities requirements

Our performance scorecard in section 3.7 reflects the measures identified to indicate whether we are on track or are delivering what matters.

What good engagement looks like Insight Routinely harnessing insights from all our officers, service,

councillor, and partner engagement activities and using them to drive service improvement

Informing Give residents a good understanding of what the council ,councillors and partners are doing, and feel comfortable offering views on the future of public services Use resident insight into ensure we inform them in a way that works for them

Consulting consultations should consistently provide enough information for residents to respond confidently, engage with representative set of residents, and provide an update to respondents explaining how their contribution has been used

Involving Through regular consultations residents will have the opportunity to voice their opinions and provide suggestions

Empowering Through robust consultation residents contribute to reshaping service delivery

3.3 Business Development/ Commercialism Opportunities

Advertising in All About Ashfield Selling advertising space on website

3.4 Opportunity to re shape service delivery

The service will be reviewed in 2016/17.

3.5 Core Tasks for 2016/17

Ref Task Target Lead Support Required

New monitor and review the effectiveness and quality of consultation

Ongoing

C Turner-Jones

All Directorates/Service areas

New use one system for online consultation and ensure that all consultation is available online

Ongoing C Turner-Jones

Corporate Performance and Improvement

New Consult with Directorates over the list of upcoming consultations to ensure a coordinated approach


Corporate Performance and Improvement

New Ensure that the Corporate standards are adhered to in terms of consultation activities



New Support Directorates to deliver effective consultation and engagement


New

manage and co-ordinate engagement activities to ensure consistency, quality and partner participation and avoid duplication


New

ensure that engagement activities provide opportunities for participation for all sections of the community, particularly people and groups that are often missed out of community engagement activities



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3.6 New Activity for 2016/17

Ref

Project/ Action

Priority SIZE Corporate Priority and

programme or other Key

Driver

Intended benefit

Project Manager (indicate

if support)

By Budget

Implication Support Required

(Corp/ Key/

Op)

(Large/Med/Small)

(ADC)COMS16/17-1

Identify priorities within the calendar of planned consultations and identify where additional support will be provided by Corporate Communications

Key

Medium Engagement Programme

Effective delivery of

consultation activities

C Turner-Jones TBC - All Directorates

(ADC)COMS16/17-2

Review options for online consultation

Corp Small Engagement

Programme Effective use of digital systems

C Turner-Jones TBC - CPIU

OI/ENG/M001 Develop Website and use of

social media

Corp Medium Organisational

Improvement

Effective delivery of

consultation activities

C Turner-Jones

May 2016 - ICT

PC/CLST/M003c

Use of hard hitting and provocative messages campaign

Corp Medium Place and

Communities

Facilitating cleaner and

more attractive neighbourhoods

C Turner-Jones

31 Oct 2016 -

Waste & Environment, Community Protection

PC/PLEN/M001

Determine Ashfield’s Identity and agree with stakeholders


Communities

Enhance the identity of Ashfield

C Turner-Jones TBC - Localities

PC/PLEN/M002 Develop Ashfield Imagery to

capture identity


Communities

Enhance the identity of Ashfield

C Turner-Jones TBC

Potential spend on

professional photography

Localities

OI/COMM/M003a

Sponsorship of Assets – Council Vehicles

Corp Medium Commercial

Enterprise Increased

Income C Turner-Jones TBC - -

OI/COMM/M003b

Sponsorship of Assets – Council Website

Corp Medium Commercial

Enterprise Increased

Income C Turner-Jones TBC - ICT

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3.7 Performance Scorecard

Customers/ standards


Ref Description 2015/16 Actual

2016/17 Target/ Aim

NEW Number of facebook views? Nil

No specific target however an increase over time will show that more viewers on the Council’s facebook page

% residents who feel well informed about:- - The services the council provides - Positive things the council does for the local area - The councils budget

62% 54% 31%

70% 70% 70%

(ADC) SPI083 Number of unique visitors to the public website 98,769 IMPROVE (ADC) SPI083 t Number of unique visitors to the public website 24,919 IMPROVE (ADC) SPI084 Number of visits to the public website 40,783 IMPROVE (ADC) SPI085a Number of pages accessed and viewed on the public website 270,091 IMPROVE (ADC) SPI085b Number of pages accessed but not viewed on the public website 204,640 IMPROVE (ADC) SPI086a Number of viewed hits on the public website 1,391,815 IMPROVE (ADC) SPI086b Number of not viewed hits on the public website 1,045,432 IMPROVE

Finance/ Costs/ efficiency

Processes/ productivity/ effectiveness



2016/17 Target/ Aim

New Number of consultation outcomes reported on Nil 100% People



2016/17 Target/ Aim

New Long-term employee absence as a % of all absence 55% New Average days absence per FTE 9 7.88 New Percentage of PDR’s completed 100% 100%



2016/17 Target/ Aim

NEW Amount of income from advertising Nil Establish a baseline figure

3.8 Service Engagement Plan

Engagement Activity

Aligned Project/ Core

Task

Reason for Engagement

Type of engagement

Who will be engaged

When Resp Officer

All about Ashfield Inform

Newsletter Residents Autumn 2016

Carys Turner-Jones

4. RESOURCES 4.1 People

Corporate Communications has a staffing level of 2 FTE however due to the Communications Officer being on secondment elsewhere in the authority that position has been filled temporary for 3 days a week. The staff turnover has been limited to the secondment of the Communications Officer. The average level of sickness for Corporate Communications for 2015/16 fell below the current corporate target. An impending service review will examine a number of elements which will include resources.

4.2 Budgets

Corporate Communications

5,572.42

10,789.00

5,216.58

104,051.64

119,411.00

15,359.36

Publicity General is £14k underspent on printing & stationery

D103 Printing & stationery

‐

1,250.00

1,250.00

‐

13,750.00

13,750.00

D200007 Publicity ‐

3,032.00

3,032.00

29,880.29

33,368.00

3,487.71

J002 Other Grants ‐

‐

‐

‐

‐

‐

J102 Contributions ‐

‐

‐

‐

‐

‐

J06000 Publicity General ‐

4,282.00

4,282.00

29,880.29

47,118.00

17,237.71

A100003 Superannuation 386.59

361.00

‐ 25.59

4,206.23

3,979.00

‐ 227.23

A200 Salaries ‐ General 3,272.25

4,994.00

1,721.75

57,325.85

54,956.00

‐ 2,369.85

Secondee from Notts CC

A200002 National Insurance 263.55

420.00

156.45

3,905.47

4,620.00

714.53

A200003 Superannuation 402.49

392.00

‐ 10.49

4,427.39

4,318.00

‐ 109.39

A200005 Subsistence ‐

‐

‐

12.00

‐

‐ 12.00

A200015 Honoraria ‐

‐

‐

837.61

‐

‐ 837.61

C301 Rail fares ‐

16.00

16.00

72.00

184.00

112.00

C401 Car Mileage ‐

33.00

33.00

180.52

367.00

186.48

D001001 Equipment Purchase

505.00

16.00

‐ 489.00

667.33

184.00

‐ 483.33

D101 Reference books & periodicals

‐

16.00

16.00

162.40

184.00

21.60

D103 Printing & stationery

6.65

8.00

1.35

130.60

92.00

‐ 38.60

D200007 Publicity 76.89

‐

‐ 76.89

261.89

‐

‐ 261.89

D200014 Licences 657.00

208.00

‐ 449.00

657.00

2,292.00

1,635.00

D200015 Advertising ‐

‐

‐

1,009.20

‐

‐ 1,009.20

D201007 Membership/Subscriptions

‐

16.00

16.00

‐

184.00

184.00

D201011 General Fees and Charges

‐

‐

‐

25.00

‐

‐ 25.00

D202001 Liabilities Insurance ‐

‐

‐

741.19

620.00

‐ 121.19

D301002 Telephones ‐

12.00

12.00

‐

138.00

138.00

31

D301003 Mobiles 2.00

5.00

3.00

76.88

65.00

‐ 11.88

D400002 Refreshments and Hospitality

‐

10.00

10.00

22.79

110.00

87.21

D400004 Conferences ‐

‐

‐

‐ 250.00

‐

250.00

J002 Other Grants ‐

‐

‐

‐ 300.00

‐

300.00

K000 Business Unit Rcharges

‐

‐

‐

‐

‐

‐

J47000 Communications General

5,572.42

6,507.00

934.58

74,171.35

72,293.00

‐ 1,878.35

4.3 Organisational Support Consideration also needs to be given to the requirements from other services within the organisation to support effective service delivery, such as ICT, office accommodation, legal, HR, Health and Safety etc. Timing/ scheduling of this support may also be a consideration.

What Support is Required for the service from Internal Services?

When

Web design and ICT Support Ongoing Project Management and project support Corporate Performance and

Improvement Mapping and data collection/reporting Corporate Performance and

Improvement (GIS) Collection of Equalities data and reporting HR (Equalities Officer)

4.4 Assets How could assets be more effectively utilised to deliver fit for purpose services?

This needs to be consistent with capital strategy/ programme, which lists current known schemes/ disposals

Buildings IT Vehicles

Occupancy/usage

N/A N/A N/A

Disposal / transfer of surplus opportunities

N/A N/A N/A

Opportunities to occupy less space

N/A N/A N/A

32

Improvements for economic use of asset (eg sponsorship)

N/A Website In house TV located in Reception

Council vehicles

Partnership working opportunities – deliver wider community outcomes or better customer services

N/A N/A N/A

Opportunities to reduce impact on the environment

N/A Use of Ipad at meetings Minimise printing through use of digital means

N/A

Realistic Alternatives

N/A N/A N/A

5. GOVERNANCE

5.1 Risk Management Current and new risks which relate to the implementation of this service blueprint

Risk Ref

Risk Name/ Description

/ Vulnerabilit

y

Initial Rating

Current Rating

Target Rating

Link to Corp Obj's

Consequence of the Risk Occurring

Ability to Inf

Mitigating Actions/ Required Actions/ Controls

Responsibility for Action

Note

(ADC) CR049

Lack of resources to deliver Comms and Engagement Strategy

12 6 4 Lead 1 High Yes

Remove duplication to create capacity Identify required resources and inform MTFS Identify and develop skills

Communications Manager

Corporate Risk

5.2 Business Continuity

The areas of critical function for Corporate Communications are:-

Critical function Impact of non delivery The Council has a Warn and Inform duty of care to its employees and residents. The Corp Comms Manager is a Cat 1 responder and in the event of a disruptive incident or emergency is a member of the Incident Management Team. The following action plan is contained within the Unit’s Business Continuity Plan and will be followed in cases of disruption/emergency: Delivery of internal and external communications service Liaise with IMT, CMG and other service areas as appropriate Compile, approve and publish appropriate internal and external

messages via appropriate media channels Ensure remote IT channels are working – liaise with IT manager

if necessary Arrange briefings and updates for media and elected members

at regular intervals Liaise with key stakeholders’ comms units:

AHL Police Fire and Rescue Ambulance Other Agencies relevant to the incident

Liaise with Customer Services Manager to arrange flow of

consistent messages to public

Failure to deliver the action plan will prevent the Council from providing and responding to workforce, residents and media with consistent and timely dissemination of information. This could result in serious reputational damage to the Council, its officers and elected members.

5.3 Equalities

Duty

What We Are Doing

To eliminate unlawful discrimination, harassment and victimisation:-

Implementing changes fairly and transparently

Identifying any potential negative impacts of service provision and service changes and mitigating this impact

Consulting and engaging with residents/ Citizens Panel

Reviewing our relevant strategies/policies to address potential negative impacts

To advance equality of opportunity between people who share a protected characteristic and people who do not

Ensure that consultation channels are available to all Citizens and in particular measures to engage hard to reach groups

To foster good relations between people who share a protected characteristic and people who do not

projects that bring neighbourhoods together

Together we are better – community cohesion project

Develop locality based approach

34

Engagement and consultations with groups representative of the protected characteristics

Review of consultation and engagement strategy and consultation toolkit to ensure that effective engagement occurs with hard to reach groups.

Sign Off

Name Signature Date

Service Manager

Service Director

corporate communications service plan chief executives ...€¦ · 3 1.2 why do we deliver the...

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