Full communications and marketing support required.
High profile project or issue with significant reputational risk or gain.
Likely to require support for at least 6 months.
We will develop campaigns linked to organisational priorities that use the most relevant channels and target the appropriate audiences. This will include working with partners and other council teams.
These campaigns can be internal, external or both. They will be set and reviewed annually and will be prioritised in 3 categories.
Gold
Silver
Full communications and marketing support required.
Medium profile project or issue with a reputational risk or gain.
Likely to require support for at least 6 months.
Bronze
Light touch communications and marketing support required.
Important campaigns linked to Council Plan priorities or underpinning strategies but time limited or low risk to reputation.
Routine publicity
Anything out of the above scope will fall to routine publicity officers.
We will use the well-recognised OASIS model for all campaign planning and delivery. This comprises: Objectives, Audience, Strategy, Implementation, Scoring (evaluation).
To support the above in achieving the communications strategy objectives, a number of one-off projects will also be undertaken over the next 4 years.
Projects to achieve objects
Projects to achieve objects
| Activity | Objective | Year 1 priority? |
|---|---|---|
| To develop an annual campaign plan based on the gold, silver, bronze level of support needed. | 1 | Yes |
| To introduce a communications request form based on the OASIS model for comms and a general request form for graphic design to aid prioritisation and resources linked to Council Plan themes and objectives. | 1 | Yes |
| To carry out a review of campaigns for success and measured outcomes. | 1 | Yes |
| To plan a new campaign focussed entirely on promotion of ‘what the council does’/its services – using all channels available. Like the previous ‘Our Day’ campaigns but with longevity. | 1, 4, 5 | No |
| To procure a new translation and interpretation contract and provide an accompanying accessibility guide and training for staff. | 2, 3 | Yes |
| To carry out a thorough review and update of the council’s corporate identity standards and consistently challenge poor, off brand or inaccessible materials. | 2, 3 | No |
| To create a new digital communications plan looking at what channels should be used and developed, when, why and how. | 3 | No |
| To trial the effectiveness of regular (quarterly) press briefings on critical or emerging themes and subjects. | 4, 6 | Yes |
| To carry out a full refresh of the council’s emergency communications plan. | 4 | No |
| To provide refreshed training and guidance to routine publicity offers - including regular face-to-face contact. | 4, 5 | Yes |
| To refresh of the council’s media protocols, third party publicity standards and social media policy and guidance. | 4, 5, 6 | No |
| To develop a new internal communications plan, which is refreshed and evaluated annually. | 4, 5, 6 | No |
| To move away from a news release first approach - trialling other methods of communication and/or marketing as first approach (for example podcasts, webinars). | 5, 6 | No |
| To thoroughly review the council’s all-household magazine – rebranding and relaunching and developing an accompanying e-magazine. | 6 | Yes |
| To carry out a skills gap analysis annually and identify appropriate training for communications staff and routine publicity officers. | 1 - 6 | Yes |
| Produce additional guidance and provide appropriate training for councillors on channel management, when to communicate and how they can support central communication campaigns through their networks. | 1, 4, 6 | Yes |