Communications Framework 2007 - · PDF file2007 Communications Framework 1 ... For the Shire...

Communications Framework2007

2007 Communications Framework 1

1 Our Corporate Communications Framework 2

1.1 Our Aims and Priorities 3

1.2 Framework Objectives 3

1.3 Links to Other Organisational Initiatives 4

2 Communications Audit 6

3 The Shire’s Brand Image and Reputation 7

4 Communications with Residents and Ratepayers 9

5 Communications with Stakeholders 13

6 E- communications 15

7 Communications with the Media 16

8 Communications with Councillors 18

9 Communications with Staff 20

10 Consultation and Engagement 22

11 Measuring communications performance 23

C O N T E N T S

F U RT H E R I N F O R M AT I O N

For further information or enquiries in regard to this report please contact

Debra Summers - Manager Corporate Relations, Shire of Busselton.

Tel: (08) 9781 0434 • Fax: (08) 9752 4958

[email protected] www.busselton.wa.gov.au

2 2007 Communications Framework

Communication is a fundamental component in how our Community and

Stakeholders derive their perceptions of the Shire of Busselton (the Shire).

Getting communication right is one of the simplest and most effective ways of

improving satisfaction.

As part of the strategic planning exercise and during consultation with our

Community and Stakeholders, including our Staff, to develop outcomes for this

framework, communication has been identifi ed as a critical strategic objective.

STRATEG IC OB JECT IVE 5C :

Create harmony and unity within the community through open communication,

participation and accurate representation.

We have been talking with our Community, Staff, and Stakeholders to fi nd out

where we need to change and what needs to improve. The challenge for us now is

to make these improvements and meet these expectations.

This framework gives context to one of the changes we feel to be critical to our

success, namely effective communication.

• Staff and Councillors are integral to the changes ahead, and share our vision

and will help drive us forward.

• We want our Community to know what we do for them, and to help us

shape our agenda.

• We want our Stakeholders to know where the Shire is heading, and to join

us in working for our Community.

This framework then, sets out how we communicate with all of our different

stakeholders and describes the key messages we need to get across.

O U R C O R P O R AT E C O M M U N I C AT I O N S F R A M E W O R K

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1 . 1 OUR A IMS AND PR IOR IT I E S

The Shire of Busselton is developing a Communications Framework based on the

needs of our organisation and our Community and major Stakeholders.

For the Shire to excel in communicating its objectives, and subsequent

performance, the framework itself must be clearly communicated. This is

impor tant because it enables -

• Our Community and Stakeholders to know what it is that the Shire is

looking to provide for them, so that we may be assessed against these aims.

• Our Staff and Stakeholders to know the vision of the Shire, receive clear

direction from this, and deliver services knowing their contribution to

the wider objectives.

1 . 2 FRAMEWORK OB JECT IVES

Recent assessments of our organisation and surveys of Staff, Community and

Stakeholders alike have highlighted the importance of communications in

achieving our objectives. We are open and candid in our realisation that this is

an area in which there is dissatisfaction, and improvement is a priority.

This communications framework aims to underpin the improvement of services and

support the Shire’s vision to become a high performing organisation by adhering to

its principles and values.

We will commit to a set of values that guide our attitudes and behaviours.

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Commuity Matters

Leadership

We are committed to our future, we will adapt to change and will proactively seek new opportunities.

Par tnerships

We will develop and strengthen relationshipsand networks with our stakeholders and partners.

We will communicate, consult and engage with our communities and appreciate their importance.

Accountability

We seek to promote accuracy, honesty and truthfulness at all times.


Community Stakeholders Employees

1 . 3 L INKS TO OTHER ORGANISAT IONAL IN IT IAT IVES

The Communications Framework forms part of a series of initiatives that are being

undertaken within the Shire of Busselton.

This framework has been developed in conjunction with and is dependent upon:

• Strategic Plan 2006-2011 and Corporate Plan

• Legitimate Decision-making Framework

• Leadership Framework

• Knowledge Management

COMMUNIC AT IONS IN IT IAT IVES


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The Shire’s Brand Image and Reputation

Shire Branding and Style Guide

Communications with Residents and Ratepayers

Consultation and Engagement

Consultation Strategy

Communications with Stakeholders

Stakeholder Strategy

Communications with the MediaMedia Management(Including Crisis Management)

Communications with Councillors

Best Practice Principles

Communications with Staff

Organisational Communication

COMMUNICATIONS FRAMEWORK DETAILED CORPORATESTRATEGIES

LEADERSH IP FRAMEWORK

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Each section within the Communications Framework is or will be underpinned by

a detailed Corporate Strategy. The relevant underpinning document or statement is

referenced within the applicable section.

It should be recognised that while the Shire aims to be open and transparent in

relation to its operations, some documents will remain for an internal audience only.

L I ST OF DOCUMENTS REFERENCED

• Communications Audit Report • Shire of Busselton Style Guide

• Customer Service Char ter • Customer Complaints Charter

• Stakeholder Satisfaction Survey (internal) • Access and Inclusion Plan

• Media Guidelines (internal) • Crisis Management (internal)

• Internal Communications Plan (internal) • Employee Stakeholder Survey (internal)

• Stakeholder Relationship and • Internal Content Management Guidelines

Management Strategy (internal) (internal)

• Stakeholder and Community • Customer Service Standards Plan

Consultation Strategy (in development) Staff Guide

• Council Policy on Public Consultation • Internal Communications Protocals

(in development) (internal)


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A communications audit has been undertaken. The aim of the audit being to:

• Gather information in regard to the effectiveness of our current

communications activities.

• Understand current perceptions of the Shire and how it operates.

• Gather intelligence data to shape communication delivery.

• Inform the communications framework and develop targets for improving

communications.

Information has been gathered by consultation and research:

• Internal Communication Audit including -

• Written questionnaire concerning written communications methods

currently utilised.

• Written questionnaire concerning meetings, both formal and informal,

that Staff attend and hold.

• Employee Stakeholder Survey.

• Stakeholder Survey.

• Community Survey.

• Guided Self Assessment, using Australian Business Excellence Framework.

• Available academic and industry literature on practices and procedures

that improve internal communications. (See for example the Improvement

and Development Agency of the United Kingdom’s IDEA-Knowledge

work on Communications Best Practice and journals such as “Corporate

Communications” and “ Human Resource Management”).

• Organisations that have been recognised for their achievements in the

fi eld of internal communications. (For example Fremantle Port Authority,

Heytesbury, Department of Premier and Cabinet, Wesfarmers).

The results of the various communications audits will be used to establish a

base-line to identify our star ting point, so that we can measure performance against

our objectives.

RELATED DOCUMENTS

• Communications Audit Report

C O M M U N I C AT I O N S A U D I T

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Branding is a framework for defi ning, managing and communicating our relationship

with all of our customers. It is the sum of who we are, the values we represent and

our role in the community.

This section will seek to improve links and communication with our Community

and Stakeholders to increase awareness of our activities and develop our role

as a Community Leader.

The Shire’s brand aims to create a distinct and memorable identity that is

communicated through the consistency of message, logo, corporate colours and

typography. The recent review of the Shire logo is the first step in revitalising the

Shire’s corporate identity.

THE NEW SHIRE BRAND ~ WHAT THE BRAND REFLECTS

There is a sense of space, of openness and tranquillity that draws people to the

Geographe Bay region. Market research has shown that people use keywords like

“relaxed, lifestyle, holiday” when describing the area.

It is therefore appropriate to capture this mood with a brand that is simple, gives a

sense of space, and is a true refl ection of the Shire of Busselton.

The brand is a depiction of Geographe

Bay in a panoramic format, showing

the expanse of the region. With blue

representing the bay, and green the land,

they are separated by a loose white

stroke. This captures the feeling of long

stretches of white sand and of breaking

surf. With its looseness it gives a sense

of the freedom that the region inspires.

To identify this as Geographe Bay, the

Cape is depicted to the left with a white

slash right of centre reflecting the Jetty, an iconic focal point of the Shire. The slash

continues out of the brand shape into the type to tie the elements together.

The type style for ‘Shire of Busselton’ is formal but friendly, which reflects the

culture of the Shire. The words ‘Geographe Bay’ are in a relaxed, modern, casual

style to give a sense of what the region offers the visitor.

The Shire recognises the importance of ensuring consistency between its messages

and actions. Improved communication has been identifi ed as an important objective

within the Strategic Plan and articulated within the value statements of the organisation;

the task of the Shire is to ensure that these values are refl ected in Shire activities.

Geographe Bay

Busselton Jetty

Cape Naturaliste

T H E S H I R E ’ S B R A N D I M A G E A N D R E P U TAT I O N

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Of continuing importance is the reinforcement of the Shire’s brand and the full implementation of the Style Guide which will continue into the foreseeable future. In addition, the Shire will endeavour to increase the range and quality of publications available to its Community and Stakeholders to promote awareness of the Shire’s role in the community.

Good corporate branding for the Shire of Busselton is about reinforcing positive

perceptions of our values and roles.

RELATED DOCUMENTS

• Shire of Busselton Style Guide

T H E S H I R E ’ S B R A N D I M A G E A N D R E P U TAT I O N

Action Reason Timescale

Ensure full implementation of the Shire of Busselton Style Guide.

To reinforce the importance of consistency, to promote the branding objectives and introduce new employees to the required branding culture.

Ongoing.

Communicate the New Strategic Plan and its integration into other Communication Activities.

To reinforce message consistency to all stakeholders and to promote the Shire’s goals and objectives.

Ongoing.

Promote the organisations preferred branding culture to employees through a staff newsletter.

A staff newsletter is a highly visible internal publication and offers an avenue for the communication of consistency in brand applications and raises awareness of activities.

Bi-monthly.

Issue media releases as per the specifi ed media guidelines - refer to the Media Communications section.

To promote consistency in message delivery, increase awareness in activities and reinforce positive perceptions.

Ongoing.

Review and publish Shire of Busselton Community Directory.


June - Annually.

Develop an Electronic Newsletter and associated processes for distribution to key stakeholders.


Ongoing.

Develop and publish the Annual Report.

To communicate and promote the organisations annual activities and accomplishments to stakeholders.

November - Annually.

Coordinate advertisements and placement of the Council for the Community Page.

To ensure consistency in presentation and message.

Weekly - Ongoing.

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The Shire of Busselton’s Customer Service approach is one of open and effective

communication with all Stakeholders. The Community Survey that was conducted

in 2005, indicated that the Community was reasonably satisfi ed with the type of

information that is provided to them, however they indicated that the Shire could

“listen” to the views of their community better.

This section will develop corporate guidelines and practices to promote

Customer Service, accessibility and raise awareness amongst our Residents

and Ratepayers through the revision and production of information designed

to communicate the principles and objectives of quality service and to enable

consistency in service delivery.

Research shows a strong link between residents’ and ratepayers‘ satisfaction with

their local government and how well the Shire keeps them informed.

To address our Communities communications needs, the Shire will be canvassing a

broad range of communication methods including:

• Newspapers and magazines as sources of information.

• Wider promotional and information activities.

• Plain English documentation that balances statutory requirements

with the need for an ‘easy to read’ document.

• Targeted Campaigns.

The Shire of Busselton also recognises that good customer care is vital in

building a good relationship with its Community and Stakeholders. The Shire

wants to engender a culture within the organisation which encourages staff to be

helpful and to go that extra mile.

We know that it is often the little things which make a difference, such as the

way that members of staff address you or the tone of their voice. Often these

are common sense principles, in treating others as you would like yourself to be

treated, but in a busy work environment or through habit these principles can

often be forgotten.

The Shire’s Customer Service Standards Plan has been designed to provide

customer-driven, quality service throughout the organisation. It sets out clear

guidelines about how the Shire should communicate with its Residents and Ratepayers.

C O M M U N I C AT I O N S W I T H R E S I D E N T S A N D R AT E PAY E R S

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OUR COMMITMENT TO YOU

In recognising that our customers are our main priority, we will:

• Treat all customers with cour tesy, respect and fairness.

• Provide honest, effi cient, reliable service in a timely and professional manner.

• Make ourselves available and accountable to our customers.

• Provide our customers with accessible, informative, user friendly information.

• Maintain our community facilities to an acceptable standard.

• Invite and evaluate feedback to continually improve services to our community.

OUR PROMISES TO YOU

We will provide cour teous and efficient service by:

• Providing staff who are trained to deal competently with your enquiry.

• Ensuring staff are fully informed about services, policies and procedures.

• Providing quality service in all areas of the Shire during office hours.

We will display an image that enhances our Community by:

• Observing a dress standard that is both neat and suitable

(except on special charity “dress down” days)

• Conducting ourselves in a manner that enhances the image of the Shire

and our community.

We will reply to all communications promptly by:

• Responding to telephone messages by the next working day.

• Responding to all written correspondence requiring action, other than

rezoning matters, within 15 working days.

• Resolving complaints and disputes as quickly as possible with a goal of 21

working days maximum, but for complex issues will maintain an open and

accessible dispute resolution process.


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We will provide accurate information at all times by

• Providing easily readable and up-to-date brochures, policy manuals, web site

and other written documents.

• Managing sensitive material with care and consideration for the individual or

organisation affected.

We will respond to Community needs promptly and effectively by:

• Responding to all incoming customer telephone calls within 25 seconds, but

our aim is to respond to your call within 15 seconds.

• Respond to enquiries left on offi cer’s message bank by close of business the

next working day.

• Acknowledging customers at the counter within 5 minutes during peak periods.

• Provide one-stop service at our counter.

We will provide updates on changes affecting the Community by:

• Providing our customers with new and relevant changes to policies,

procedures, environmental and community interests through a number of

communication services.

We will seek Community feedback relating to our service by:

• Means of surveys, interviews and other sources; this feedback will allow us to

monitor performance constantly.

These objectives will be continually reinforced within the Shire and clearly

documented performance objectives will fur ther develop the role of Officers

as communicators and ambassadors by providing clear customer service

performance criteria.

Customer Ser vice Charter 2001

RELATED DOCUMENTS

• Customer Service Charter • Customer Complaints Charter• Access and Inclusion Plan • Customer Service Standards Plan Staff Guide


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Further develop and document an organisational Customer Service Plan.

To provide an overarching focus that encompasses the objectives and principles of quality service provision, and includes a framework for revision and development of customer service tools..

July 2008.

Review Baseline Enquiries. To ensure baseline information provided to customers by Customer Information Offi cers is accurate.

Ongoing - Annually.

Facilitate information sharing through a frontline Rota Team comprising representations of all sections of the organisation.

Ensure that customer inquiries are directed to the appropriate offi cers.

Review contact information made available to the Community, via the internet and Community Directory.


Ongoing.

Review of Customer Service Charter(s).

To provide up to date information on what customers can expect from the organisation.

July 2007 - Annually.

Customer Service Plan

E-Communications

Monitoring of Customer Service Information on the website and the Intranet.

To ensure information available is accurate and promotes the required corporate image.

Monthly.

Mystery Shopper

Develop a program from which to monitor Customer Service performance.

To ensure information available is accurate and promotes the required corporate image.

To be developed by December 2007.

Implemented Annually.

Image Presentation

Finalise the development of a practice and procedure for uniforms to be wornby Customer Information Offi cers.

To ensure a consistent corporate image is portrayed by frontline offi cers.

Ongoing.

Notice Boards

Develop Community noticeboards in major town centres.

To improve communication with residents. As required.

Examine the role and scope of the Shire’soperating presence in future townsites.

To improve communication with residents and provide readily accessible information.

As required.


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Ongoing.


The Shire recognises that the continued success and sustainability of the Shire of

Busselton relies on the cooperation of a number of internal and external Stakeholders.

Where the Shire can establish strong positive relationships, it is more likely

to be able to communicate effectively, and therefore assist Stakeholders

in understanding the various roles they play and influence Stakeholders to gain

acceptance of policies, methods and goals.

In the culture of working partnerships and inclusiveness in decision-making, constant

lines of communication and feedback need to be established and maintained.

This section will seek to improve links and communication with Stakeholders

to increase awareness of our activities and to develop our role as a

Community Leader.

In dealing with its Stakeholders, the Shire of Busselton will commit to the

following underlying principles:

Consultation with partners has shown

us that we need to improve all of our

communications, whether it be keeping

people aware of our plans for the future,

or engaging them in their development.

RELATED DOCUMENTS

• Stakeholder Relationship and

Management Strategy (internal)

• Stakeholder Satisfaction Survey

(internal)

Principle 1 Acknowledge and actively monitor the concerns of all legitimate stakeholders, and take their interests appropriately into account in decision making and operations.

Principle 2

Principle 3

Listen to and openly communicate with stakeholders about their respective concerns and contributions, and about the risks that they assume because of their involvement with the Shire.

Adopt processes and modes of behaviour that are sensitive to the concerns and capabilities of each stakeholder group.

C O M M U N I C AT I O N S W I T H S TA K E H O L D E R S

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Establish a target for articles placedin regional and local media

To inform our community. June 2007.

Identify and encourage active par ticipation and contribution to regional and national industry groups and events

To inform our community. Annual review.

Develop performance measurement criteria and targets

To monitor effectiveness of strategies identified.

June 2007.

Stakeholder Relationships

Create a contact schedule, which details the planned contact between staff and stakeholders.

Improve and ensure the consistency of communication with Stakeholders.

June 2007.

Define issues that are important to key Stakeholders.

Tailor communication with Stakeholders to specific needs.

July 2007.

Circulate ‘key decisions’ to Stakeholder group members.

Improve communications with Stakeholders. Monthly.

Improve consultation with Stakeholders. Improve satisfaction with consultations. Annual Appraisal.

Monitor activities of Stakeholders. Identify issues of significance that need to be pre-emptively managed.

Monthly.

As standing item on Senior Executive Group Meeting Agendas.

Create a schedule of Newsletters to ensure the active disseminationof information.

Improve and ensure consistency and timeliness of information provided to Stakeholders.

Schedule to be determined by June 2007.

Newsletters produced as per schedule - on rolling basis.

Ensure information provided on Internet web pages is up to date and relevant.

Ensure information provided is current and relevant.

Ongoing.

Consult with Community over specifi c issues as per relevant strategy and in accordance with Legislative requirements.

Improve satisfaction with consultations. Early identifi cation to issues of public concern.

As per Stakeholder and Community Consultation strategy with annual appraisal (July 2007)

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The Internet is used by a small but signifi cant group of Stakeholders. It is

anticipated that developments in technology will increase the reliance on this media

and as such, the Shire is committed to the continued development of this important

medium of communication.

Within the Shire of Busselton, the Intranet is recognised as an important medium

for communication and information dissemination.

It is important that all forms of e-communication, including potentially new forms

such as e-zines and bulletins, should present the Shire of Busselton in a consistent

manner to support the Shire branding.

This section will seek to provide direction to the development of both the

Internet and Intranet as important tools of communication to a variety of

audiences, Customers, Stakeholders, Councillors and Staff.

AREAS OF FOCUS

RELATED DOCUMENTS

• Internet Content Management Guidelines (internal)

• Access and Inclusion Plan


Implement a content management facility to assist in the management of the Internet and Intranet.

To support the establishment of a Shire Brand and to ensure the most efficient and effective method of maintaining up to date information is always available.

July 2007.

Implement Operational Practice and Procedures in relation to web site management.

To improve use of the websites. July 2007.

Establish the Communications Group, an internal cross-organisational group which will ensure timely and relevant directorate information is provided to external parties.

Ensure relevant and timely information is made available to website users.

July 2007.

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Shires that communicate successfully use a range of communication channels, one

of which is the media. They are proactive in dealing with the media and as such,

effective planning is vital for dealing successfully with both negative and positive

news issues. Success is also reliant on a clear understanding about the role of

Councillors and officers in dealing with the media.

The Local Government Act 1995 provides clear guidance in this regard and indicates

that it is the role of the Shire President to speak on behalf of the local authority.

The CEO may speak on behalf of the local authority if the Shire President agrees.

Developing a service that is responsive to media requests, but also seeks to

infl uence the agenda is important. It can involve diffi cult decisions.

This section will put in place a uniform approach to dealing with the

media, without bringing about unnecessary central control. A system will

be developed which facilitates a corporate media approach, provides

training to Councillors and officers and provides direction to the selection

of appropriate media outlets. In turn strengthening relationships with this

impor tant stakeholder.

The ‘Press’ are an important link with other stakeholders. The local media inform

and infl uence our customers and staff. The Shire’s Community Survey 2005 proved

that residents often seek their information from the press, hence trusting to some

degree its content, so articles on the Shire can infl uence perceptions.

Relations with the media need to be co-ordinated with the capability to react

swiftly, but also to be proactive in the release of news items. It is in the Shire of

Busselton’s best interests to respond positively to enquiries from the media in order

to strengthen the reputation and public awareness of the Shire.

RELATED DOCUMENTS

• Media Guidelines (internal) • Crisis Management (internal)

• Stakeholder and Community

Consultation Strategy (in development)

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1 Develop and circulate procedures for the issue of press releases.

To develop a clear, consistent corporate approach.

June 2007.

Actively seek information suitable for press release or inclusion in theCouncil for the Community bulletin.

To facilitate communication with the Community.

Ongoing.

Press Releases

Photography and Images

Further development of the Image Library.

Update images and categories for quick access which can be used in publications and media promotions.

Ongoing.

Press Relations

Further develop relationships with the Media.

Regional media personnel change frequently. Ongoing.

Contact Protocals

Develop and circulate clear procedures for handling media enquiries, including response rates.

To deliver a clear and consistent corporate approach for responding to enquiries in an industry affected by deadlines.

June 2007.

Training

Initiate media training for identified officers and Councillors.

Develop the skills of those officers likely to come into contact with the media.

Ongoing.

E-Communications

Reinforce the importance of placing press releases on the Website.

To fur ther promote a positive image of the organisation and provide up to date information.

Ongoing.

Place media releases on the internet and intranet.

Enable swift access to media releases as they are produced.

Ongoing.

Councillor Information

Distribute “key” media releases to Councillors.

Keep all Councillors abreast of key issues should they receive enquiries.

Ongoing.

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1 Recognising that press releases will be issued from a centralised point and are subject to the approval of the CEO prior to release.


Councillors are the Shire’s key interface with the public and the Shire administration

recognises its responsibility to provide them with timely, accurate and comprehensive

information on a range of issues affecting the Shire.

Similarly, as representatives of the Community, Councillors are required to ensure that

they channel information that is relevant to their constituents in an effective manner.

The Local Government Act 1995 provides clear guidance on the role of Councillors

and indicates that “a councillor facilitates communication between the community

and the council” [section 2.10(c)].

This section of the strategy will develop communications specifi cally for

Councillors which will communicate decisions and information outside the

traditional media of minutes, and beyond usual meeting memberships. It will also

seek to develop the role of Councillors as communicators and ambassadors

within their local community.

COUNCILLORS COMMITMENT TO YOU

As elected members we will:

• Represent the interests of electors, ratepayers and residents.

• Provide leadership and guidance to the community.

• Facilitate communication between the community and the Council.

• Participate in decision making processes at meetings.

C O M M U N I C AT I O N S W I T H C O U N C I L L O R S

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OUR PROMISE TO YOU

As elected members we will:

• Be customer driven, recognising we represent all the community and as such

seek to lead, manage and support all aspects of community lifestyle.

• Provide leadership in representing the community in the strategic planning

for our Shire.

• Ensure that the services provided by the Council refl ect the needs and

standards of the community.

• Provide opportunities for the community to give constructive feedback

relating to all aspects of local government including Councillor performance.

• Participate in all Council Meetings in a way that not only observes Standing

Orders but ensures ‘open’ governance and dignity of all the elected members.

• Ensure that there is an effective complaints handling process that enables

effi cient, fair and timely resolution.

• Ensure that all Councillors and staff have suffi cient resources to enable them

to provide quality service in all areas of our local government.

• Provide opportunities for the community to effectively communicate with

Councillors and, where appropriate, facilitate communication between

community members and appropriate individuals, groups or organisations.

• As an informed team, fully support in every way, decisions made in Council

even though as individuals we may disagree.

• Provide appropriate information to approved respondents in an effective

and timely manner.

• Respect the separate roles of elected members and Shire Staff and observe

the Code of Conduct.

Councillors Charter 2001

COMMUNIC AT IONS WITH COUNCILLORS

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It is apparent from preliminary research and fi ndings that there are currently some

challenges facing the Shire with its internal communications and that these could be

hindering the development of corporate working and service delivery.

MORI research shows that staff who feel well informed are twice as likely to feel

involved in their organisation, to understand objectives and to feel they can make

the best use of their skills and abilities. MORI research has also highlighted the

importance of internal communications. If staff are kept informed they are 25–40%

more likely to act as advocates for the organisation they work for without having

to be prompted.

There is a clear correlation between staff satisfaction and their role as advocates of the

local authority, which is particularly relevant given the level of staff who are also residents.

This section will use data from the communications audit to identify and

implement improved communications for staff, this will be measured through

repeat surveys and reality checks. Improved communications, based on staff

feedback, should improve overall morale and corporate direction.

This section is more fully detailed in the Internal Communication Plan. The plan aims

to underpin the improvement of services and support the organisation’s vision to

become a high performing organisation by:

• Improving the Shire of Busselton’s image and raising its profi le by promoting

service improvements and achievements; and

• Supporting the development of the Shire of Busselton as “one organisation”

and contributing to staff motivation and morale.

2 Footnote: MORI Toolkit for Local Authorities to improve communications, “Connecting with

Communities” prepared by the Idea Audit Commission IDEA.

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C O M M U N I C AT I O N S W I T H S TA F F

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• Establishing and maintaining clear and regular channels of formal, verbal and

written communication between our staff in order to create a corporate

environment of trust and loyalty in which aspirations to excellence are valued

and encouraged. This will promote a healthy challenge of the status quo.

• Guiding and informing staff members as to the choice of the most

appropriate method of communication to ensure the most favourable

outcome in relation to effectiveness, timeliness and integration with the

wider corporate documentation.

The Internal Communications Plan will provide clear guidelines on methods and

approaches to communication within the Shire to facilitate:

• Two way fl ow of information ensuring staff are fully informed about issues

that are relevant to them, and management is fully informed about issues

pertaining to their staff leading to:

• Informed decision making

• Enhanced staff engagement and understanding

• More effective operational and performance management

• All staff are able to communicate the organisation’s key priorities and vision,

which ensures consistency of message and purpose

• External communication of Shire purpose, objectives and direction to

ensure that the larger community has the same information.

RELATED DOCUMENTS

• Internal Communications Plan • Employee Stakeholder Survey

• Communication Audit • Internal Communication Protocols

• Customer Service Standards Plan Staff Guide

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C O M M U N I C AT I O N S W I T H S TA F F


Since the launch of the Western Australian Government Citizen Strategy in May

2004 there have been an increasing number of local authorities working towards

deepening their level of engagement with their communities.

The Shire of Busselton is committed to an engagement strategy that harnesses the

communities creativity and weaves them more deeply into the decision making

process and therefore builds community capacity.

The community engagement strategy will contribute towards the Shire’s vision of a

sustainable future by focusing on fi ve key outcomes:

• Improved coordination and integration of projects across the Directorates

• Improved public perception

• The development of effi cient processes for developing and implementing plans

• Reduced complexity

• Better communication and participation

This section will establish guidelines and systems for developing an inclusive

Community Consultation strategy predicated on the assumption that the Shire

of Busselton is committed to open and inclusive local government, and to using

a wide range of approaches to public consultation to ensure it listens effectively

and considers the views of the Community as part of its decision making.

RELATED DOCUMENTS

• Stakeholder Relationship and • Stakeholder and Community Management Strategy Consultation Stratedy (in development)

• Access and Inclusion Plan


Development of a Consultationpolicy to guide the community consultation process as required for resolution of specifi c issues, as per the Legislative requirements.

To clearly ar ticulate current consultation process.

July 2007 .

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C O N S U LTAT I O N A N D E N G A G E M E N T


Satisfaction with Councillor Communication.

Survey. Annually.

In order for communications to work effectively, to gauge success, and to constantly

adapt to user preferences, it is necessary to apply monitoring systems to the works

undertaken.

This section will recommend performance indicators to mainstream, apply and

monitor the communications function across the Shire.

EVALUAT ION METHOD

Measure Means Frequency

Satisfaction with the Council for the Community Page.

Survey or evaluation sheet. Annually.

Staff feeling informed. Survey. Bi – annually.

Satisfaction with staff newsletter. Survey. Annually.

Councillors feeling informed. Survey. Annually.

Letter response standard. Audit. Monthly.

Complaints. Recording of complaints. Monthly.

Usage of press releases. Recording. Monthly.

Positive coverage in local media. Recording. Monthly.

Team Meetings. Audit. Annually.

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M E A S U R I N G C O M M U N I C AT I O N S P E R F O R M A N C E


NOTES

Southern Drive Busselton Western Australia

Tel: (08) 9781 0444 Fax: (08) 9752 4958

[email protected] www.busselton.wa.gov.au

Offi ce Hours: Monday to Friday 8.30am to 4.30pm

All communications to The Chief Executive Offi cer

Locked Bag 1 Busselton WA 6280

Communications Framework 2007 - · PDF file2007 Communications Framework 1 ... For the Shire...

Documents

Transcript of Communications Framework 2007 - · PDF file2007 Communications Framework 1 ... For the Shire...