COMMMUNICATIONS REVIEW : Corporate Overview and Scrutiny Committee on 17/11/2003

Waverley Borough Council Committee System - Committee Document

Meeting of the Corporate Overview and Scrutiny Committee held on 17/11/2003
COMMMUNICATIONS REVIEW

Summary & Purpose

Following a Best Value Review of Corporate Communications, a draft Communications Strategy has been developed, attached as an annexe to this report. Whilst Members have had an opportunity to comment on the draft Communications Strategy, only some of the comments received have been included in the Communications Strategy as it is felt that it would be more appropriate for comments that raise issues about the direction of communications to be initially discussed by the Executive. The Communications Strategy recognises the need to improve both internal and external communications and to be more proactive, particularly with the media. The staffing levels in the Corporate Communications Unit, based on current demands alone, are unlikely to be able to deliver improvement and will find difficulty continuing to sustain the current level of service.

Quality of Life Implications

Natural Resource Use	Pollution Prevention and Control	Biodiversity and Nature	Local Environment	Social Inclusion	Safe, Healthy and Active Communities	Local Economy
N/A	Positive	Positive	Positive	Positive	Positive	Positive

APPENDIX G

WAVERLEY BOROUGH COUNCIL

CORPORATE OVERVIEW AND SCRUTINY COMMITTEE – 17TH NOVEMBER 2003

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Title:

COMMMUNICATIONS REVIEW

[Wards Affected: N/A]

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Summary and purpose:

Following a Best Value Review of Corporate Communications, a draft Communications Strategy has been developed, attached as an annexe to this report. Whilst Members have had an opportunity to comment on the draft Communications Strategy, only some of the comments received have been included in the Communications Strategy as it is felt that it would be more appropriate for comments that raise issues about the direction of communications to be initially discussed by the Executive. The Communications Strategy recognises the need to improve both internal and external communications and to be more proactive, particularly with the media. The staffing levels in the Corporate Communications Unit, based on current demands alone, are unlikely to be able to deliver improvement and will find difficulty continuing to sustain the current level of service.
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Quality of life implications – social, environmental & economic (sustainable development):


Natural Resource Use	Pollution Prevention and Control	Biodiversity and Nature	Local Environment	Social Inclusion	Safe, Healthy and Active Communities	Local Economy
N/A	Positive	Positive	Positive	Positive	Positive	Positive

E-Government implications:

1. The draft Communications Strategy, attached at Annexe 1, aims to improve communications, particularly through the promotion and use of technology and Waverley’s website. Improving Waverley’s communications with stakeholders will stimulate interest in local democracy. The work of Waverley touches the day-to-day lives of every resident and visitor to the borough so it is important that information is made as accessible and uncomplicated as possible.

Resource and legal implications:

2. Given the current work commitments of existing staff it is unlikely that all the actions within the Strategy can be implemented within the timescales.

3. If members wish to have both timely implementation of the Communications Strategy and the Best Value Improvement Plan (see below) and also to take a more proactive approach to internal and external communications, then staffing implications will need to be addressed with corresponding financial implications likely to be no more than Ł30,000 (plus on-costs).
Best Value Review of Communications

4. In 2001/2002, Communications was the subject of a Best Value Review. Extensive consultation with Members, staff and the public resulted in an Improvement Plan attached at Annexe 2, that was endorsed by Council on 23rd April 2002. The main thrust of the Improvement Plan was to move towards a more corporate approach to all of the Council’s communications thereby achieving a more consistent and cost effective approach to the way in which the Council promotes itself.

5. During the Best Value review of Communications, it was identified that across Departments, Waverley spends approximately Ł600,000 on communications, a considerable amount of which arises from publications and publicity for services. These costs are dispersed in departmental budgets and are not part of the corporate communications' budget which is required to handle all corporate enquiries. This is uncoordinated expenditure and there are currently no systems in place for auditing effectiveness or for ensuring that the publicity meets an agreed corporate standard in terms of quality, branding or suitability for the target audience.

6. The Best Value review highlighted a desire from both internal and external stakeholders for more communications. This improvement could be achieved by making better use of existing resources and more efficient and targeted communicating.

7. Members may therefore wish to consider drawing down this resource into corporate communications to ensure efficient and targeted communication.

Communications Strategy

8. In extensive research recently undertaken by the Office of the Deputy Prime Minister, it was clear that the key to the success of authorities with a good communications track record was a Communications Strategy.

9. One of the key actions under the Best Value Improvement Plan was to produce and implement a Communications Strategy which would address the issues raised in the Best Value Review and ensure that communications channels are put in place to enable effective two-way communication between Waverley and its stakeholders.

10. The Communications Strategy seeks to provide a framework that will go towards significantly meeting one of the Council’s key aims ‘to be accountable to the people of Waverley’. To remind members, the objectives of this key aim are to-

· Have open, ethical and effective democratic and consultative processes
· Present key performance and financial information in a clear and engaging way; and
· Ensure Equal Opportunities in every aspect of the Council’s activity.

Corporate Communications Unit

11. The modernising local government agenda makes it clear that local authorities are expected to act as community leaders, to get the public involved in service provision through the community planning process and to get the public more interested and involved in the services they pay for. Further, Members have indicated a desire to keep local communities involved in matters that specifically impact on them, and in this respect there is a growing need to produce individual communication strategies, the East Street Regeneration Project being a good example.

12. A recent response from Members has also shown a desire to work closely with the community through ward events, and officers have also been asked to look at other innovative ways of communicating with the public, partners and undertaking a more proactive approach with the media.

13. Further, there is a need to deliver the Best Value Improvement Plan which was endorsed by the Council some 15 months ago. Many of the actions are underway and, whilst it is indicated that they will all be delivered by the end of 2003, given the present staffing levels within the Corporate Communications Unit and the current demands, it is quite likely that the deadlines will not be met because of the time pressures on the staff.

14. Actions from the Improvement Plan that have already been implemented include providing a media service that is proactive as well as reactive. This has involved offering media training to officers and the introduction of a media protocol for officers. Despite it being originally agreed that this action should be aimed at officers, media training has since been requested and organised for members and a request was made for a media protocol aimed at Members. The Media Protocol has been tailored to the needs of Members and can be found at Annexe 3 for Members’ endorsement.

Staffing Levels

15. Currently the Council’s Corporate Communications Unit is staffed by a full-time Borough Communications Manager, a part-time Communications Assistant (Press) and a part time Communications Officer (general communication projects and admin). The two part-time posts equate to one full time post. The staffing level in the Communications Unit is therefore the equivalent of two full time posts. This compares with a staffing level of four full time posts in 1998/99 when the Council employed a Head of Communications, a full time Press Officer, a full time Public Relations and Marketing Officer (who is now the Borough Communications Manager) and a full time administration assistant.

16. A particular difficulty with the current staffing levels is that any absence from the office, particularly that of the Borough Communications Manager, leaves the Corporate Communications Unit severely understaffed, if staffed at all, and unable to respond to any immediate requirements e.g. press releases and media enquiries. The part-time Communications Assistant (responsible for general communication projects and admin) left in early October and temporary arrangements have been put in place to cover this post.

17. Given the current position, it is felt appropriate now for the Executive to address Corporate Communications, including revisiting the Best Value Improvement Plan and reviewing both the level of service that is required and the current staffing levels.

18. The current work level however cannot be sustained and the position of the current incumbent in the Borough Communications Manager post needs to be addressed, as discussed at (Exempt) Annexe 4.

Conclusion

19. In the event that it is decided to keep the Communications Unit at its current level of staffing and service – one full time and two part time members of staff –there will be no financial implications other than those identified in the Communications Strategy and Improvement Plan.

20. The Communications Strategy will be monitored closely in particular to look at progress. In the event that any of the targets cannot, or are unlikely to be met, this will be reported into the Executive.

21. If however the aim is to meet the targets set out in the Improvement Plan and the Communications Strategy and to take a more proactive approach to internal and external communications, it is proposed that the current staffing level should be increased by one further full time Communications Assistant post, which in effect increases the staffing level from two to three full time posts. This is still less than that employed in 1999 but will go a long way to ensuring full coverage and a proactive approach to communications at all times.

22. In conclusion, it is recommended that:

1. The current staffing level in the Communications Unit be increased by one full time post of Communications Assistant;

2. The post of Borough Communications Manager be regraded to reflect the level as previously held by the Head of Communications in 1999;

3. The Communications Strategy be endorsed;

4. The Media Protocol for Members be endorsed; and

5. Officers be instructed to submit further reports which address issues highlighted by the Best Value Improvement Plan, specifically the issues of delivering a totally integrated communications service.

Recommendation

It is recommended that any comments on the communications review be passed to the Executive for consideration.
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Background Papers (CEx)

There are no background papers (as defined by Section 100D(5) of the Local Government Act 1972) relating to this report.

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CONTACT OFFICER:

Name: Anne Bott Telephone: 01483 523415
E-mail: abott@waverley.gov.uk

Comms/o&s1/2003-04/023