This policy came into effect on 20 September 2006 by HM Inspectorate of Education after
consideration by HMIE Senior Management Group and endorsement by HMIE Management
Board. It was adjusted to reflect changes in directorate responsibilities wef October 2008.
It supersedes all previous versions.
COMMUNICATIONS POLICY
1. INTRODUCTION
Her Majesty’s Inspectorate of Education (HMIE)’s communications policy aims to
support successful achievement of its core objective to promote sustainable
improvements in standards, quality and achievements for all learners in a Scottish
education system which is inclusive.
Effective communication is the responsibility of all staff within HMIE, a two way flow
of information effectively sent and received. Through effective communication HMIE
will ensure that:
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HMIE staff are well informed about their own work and the work of the
organisation, thus enhancing staff effectiveness and morale;
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key messages are conveyed clearly and timeously to all HMIE stakeholders;
and
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we promote learning internally throughout the organisation.
It will also ensure that HMIE delivers its strategic priorities effectively.
For the period 2004-2007, Ministers have agreed four strategic priorities for HMIE
against which its performance will be measured. These are:


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
Through inspection and reporting, promote public accountability for the delivery of
high quality education to all learners in Scotland;
Work with other organisations to build capacity to provide education and services
for children of the highest quality for all users;
Support informed policy development by providing high quality, independent,
professional advice drawn from inspection and review evidence and knowledge
of the system; and
Develop and manage HMIE as a best value organisation.
The communications policy will be supplemented by a communications strategy.
The strategy will outline clearly what HMIE will do to develop and improve
communications over a specific period of time, usually the same three-year period as
current strategic priorities.
Priorities in the communication strategy will be identified through:


current strategic priorities;
staff surveys; and
Version 704081
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This policy came into effect on 20 September 2006 by HM Inspectorate of Education after
consideration by HMIE Senior Management Group and endorsement by HMIE Management
Board. It was adjusted to reflect changes in directorate responsibilities wef October 2008.
It supersedes all previous versions.

discussions in HMIE’s Management Board (MB), Senior Management Group
(SMG) or other key HMIE groups.
The communications strategy will be supported by detailed annual action plans.
2. COMMUNICATION PRINCIPLES
Appendix 1 sets out examples of what HMIE means by communication. The list is
not intended to be exhaustive.
HMIE’s communications will reflect its core values of integrity, honesty, objectivity
and impartiality.
Communications will be:

honest, fair, open and accurate;

appropriate for the audience and the situation;

clear, simple and user-friendly, in line with plain English standards;

high quality;

in line with legislative requirements;

consistent with HMIE’s role, image and corporate identity;

monitored and evaluated regularly; and

cost effective.
We shall aim to:

maximise the contribution that ICT and new media make to communications; and

ensure that communication activity is in line with HMIE’s environmental policy.
3. RESPONSIBILITY FOR EFFECTIVE COMMUNICATION
Appendix 2 defines the contexts for internal communication within HMIE and lists
HMIE’s external stakeholders. It is the responsibility of all staff to communicate
clearly and effectively with all relevant staff within the organisation and all external
stakeholders.
It is the responsibility of all staff to be proactive in reading all relevant
communications and keeping themselves well informed.
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This policy came into effect on 20 September 2006 by HM Inspectorate of Education after
consideration by HMIE Senior Management Group and endorsement by HMIE Management
Board. It was adjusted to reflect changes in directorate responsibilities wef October 2008.
It supersedes all previous versions.
The Chief Inspector, Directorate 5Corporate Services Director has responsibility for
the strategic planning of communications. S/he will chair the Communications Group
which is responsible for the formulation, implementation and review of the
communications policy and strategy. S/he will report regularly to MB and SMG.
The Corporate Services DirectorAssistant Director, Directorate 4 has operational
responsibility for communications. S/he will be responsible for drawing up annual
action plans to support the communications strategy and for implementing these
plans, in collaboration with other Directorates where appropriate.
4. OTHER RELEVANT OR RELATED POLICIES OR STRATEGIES
The following policies/strategies are of direct relevance to communications and will
be taken into account where relevant.
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Inspection and reporting policy
Environmental policy
Equality strategy
Human resources strategy
Management planning principles
Records management policy
Promoting good practice policy
5. IMPLEMENTATION, QUALITY ASSURANCE and REPORTING PROCEDURES
The Communications Group will meet three times annually to ensure effective
formulation, implementation and review of the policy and strategy. Clear success
criteria will be established for the communications strategy and the Communications
Group will review progress towards their attainment.
The Corporate Services Director Chief Inspector, Directorate 5 will report (by
exception) to SMG twice a year and provide a full report to MB once a year.
The Corporate Services Director Assistant Director, Directorate 4 will ensure that
timescales in the annual action plan are adhered to and will report (by exception) to
the Communications Group and SMG.
6. REVIEW ARRANGEMENTS, INCLUDING DATE OF NEXT FORMAL REVIEW
This policy will be reviewed in 2008-09.
The communications strategy arising from this policy will cover the period 2006-10
and will take account of any amended or additional strategic priorities arising from
the development of HMIE’s new corporate plan for 2007-10.
7. CONTACT DETAILS
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This policy came into effect on 20 September 2006 by HM Inspectorate of Education after
consideration by HMIE Senior Management Group and endorsement by HMIE Management
Board. It was adjusted to reflect changes in directorate responsibilities wef October 2008.
It supersedes all previous versions.
Any comments or queries on this policy should be addressed to:
Business Management and Communications Team, HM Inspectorate of Education,
2nd Floor, Denholm House, Almondvale Way, Livingston EH54 6GA.
telephone: 01506 600265
and Communications Team
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e-mail: HMIE Business Management
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This policy came into effect on 20 September 2006 by HM Inspectorate of Education after
consideration by HMIE Senior Management Group and endorsement by HMIE Management
Board. It was adjusted to reflect changes in directorate responsibilities wef October 2008.
It supersedes all previous versions.
APPENDIX 1
WHAT DO WE MEAN BY COMMUNICATION?
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one-to-one discussions/meetings
group discussions
oral feedback to those being inspected
telephone
o one to one
o conference calls
use of e-mail
use of Blackberry
use of videoconferencing
website, including portal facility
giving presentations
writing letters
sharing draft reports
publications
o reports on establishments
o aspect and other reports
o self-evaluation guides
o newsletters
o leaflets
recruitment adverts
use of HMIE logo
use of “pop-ups”/backdrops/folders etc at conferences
videos and DVDs
presentation of statistics
social interactions and events
joint inspection activities with other agencies
The above may be used:
- externally and internally
- formally and informally
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This policy came into effect on 20 September 2006 by HM Inspectorate of Education after
consideration by HMIE Senior Management Group and endorsement by HMIE Management
Board. It was adjusted to reflect changes in directorate responsibilities wef October 2008.
It supersedes all previous versions.
APPENDIX 2
STAKEHOLDERS
Contexts for internal communication within HMIE :
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within and across Directorates
within and across offices
with office-based staff
with staff out in the field
with part-time staff
with Assistant Inspectors
with Associate Assessors
with Lay Members
with line managers and with those whom we line manage
HMIE’s external stakeholders include:
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staff in educational establishments
people attending conferences and training events
local authorities
other organisations and agencies
Scottish ExecutiveGovernment
Ministers and MSPs
prospective HMIE employees
parents
learners
wider Scottish society
Scottish media
relevant agencies and bodies in other countries
HMIE suppliers and contractors
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