Altogether Better Communications & Engagement Strategy 2013
Introduction
This document outlines the communications and engagement strategy to support the
implementation of Altogether Better – Community Budgets – programme.
Appropriate communications and engagement with staff, partners, Members and other
stakeholders will be critical to the success of the Altogether Better programme. Excellent
communications and engagement with the right people at the right time will be essential to
support its success.
Definition of the workstream
Principle audiences are:
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staff in Cheshire West and Chester Council;
staff in partner organisations;
councillors
local communities
Government / Whitehall
Interested media (LG, public service, business, national, local)
Wider public sector
3rd sector
Business and representatives
Unions
Our approach
Corporate communications will include a refreshed weekly newsletter, regular updates on
the Altogether Better website, Member briefings and regular updates in a wide range of
other channels. Details of actual and timings are contained in the Communications Matrix.
Communications will be crafted for use both in the council and by partner organisations.
We will step up proactive PR engagement though targeted articles, further building
relationships with journalists and commentators. This will include a regular stream of
messages and news on progress with the first projects that are being taken forward
Understanding: we will use simple language and explain what, why and ‘what does this
mean me?’ Plain English and avoid jargon in ALL communications, regardless of audience.
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How will we know when we get there? We will report on:
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Where we are up to
What stages we have completed and what is still to be done
How we are measuring success / outcomes
Changes along the way.
In addressing staff we will focus on providing clear information on the things individuals
need to do to be successful (‘What do I need to do?’)
Key messages
There are a number of key messages that need to be communicated between now and
April. They will cover the corporate nature of the programme and there will be a plan for
each of the current workstreams – each of which will have its own bespoke communications
plan.
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Collaborative leadership - it is important to communicate this is a partnership
programme with a truly shared organisational leadership and wider membership.
Government commitment – now well established government commitment to this.
Radical change - it is vital that all message recipients are aware that the project is
about delivering truly fundamental and radical reform within public services and
beyond.
Outcomes not outputs – it’s not about measuring what we have done, but about
what will be different and better as a result of what we do.
Not more of the same - the pilot is not about making small or incremental changes
to existing delivery models, but to revolutionise service delivery.
Better for less – although it’s not all about money, we must demonstrate that what
we propose will take real and significant costs out of the system and reduce
duplication and waste.
Mixed economy of solutions – No single solution, but a range of models that will
address the issues in the best ways for our communities and individuals.
How the programme will translate into local delivery – corporate projects / local
delivery.
Target audiences
A three tiered approach to communications is planned:
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Internal Communications (among all partners), including elected Members
External communications – including government; key stakeholders; national public
services organisations; voluntary sector; business; and the wider public
Media – a proactive PR campaign will ensure key media is kept informed of progress
throughout the life of the pilot.
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Internal Communications
We now need to really step up the internal communications within all organisations to
support the mainstreaming of the programme and individual projects.
Internal communications will focus on delivering consistent messages to staff in all
organisations. A single lexicon of language will be developed to aid understanding.
The aims are to:
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keep staff regularly informed about the programme, its projects and progress;
engage staff to encourage their active participation in reshaping service design;
support staff through periods of change;
create a 'can-do' culture and build a committed and high-performing workforce
focused on achieving the programme goals;
motivate staff to be ambassadors for Altogether Better;
provide better customer service – informed frontline and other staff will be up to
speed on what’s happening with Altogether Better and why.
External Communications
Audiences will be segmented to ensure appropriate messages and methods of
communication are used to communicate with them.
There will be key audiences we wish to communicate with and engage as the programme
rolls out. In general communications will be phased over the life of the programme:
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Continue to keep all stakeholders informed;
West Cheshire Public
Local Members
Local communities – we want to ensure that citizens and communities are engaged
and involved in the redesign of services and that they understand that
Communities of interest, e.g. elderly; minority groups
Local media – there will be more interest at this stage as projects will be taking
shape and the impact of local change will be being felt.
Whitehall
Shapers and influencers
Website
Will be updated and maintained.
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Media
Proactive engagement with key journalists and commentators will ensure that the West
Cheshire model receives the attention required to stamp Altogether Better as a nationally
important and radical model for a new way to deliver public services. This will include
relationship building with key journalists.
We will promote key senior staff from across the partners to raise their profile and field
them on the local, sub-regional and national stage. They will be the face of Altogether
Better during the crucial build up stage to October 2012.
They will speak at conferences, submit articles to newspapers and be available for media
interviews.
We will seek to source and exploit as many opportunities for speaking and journal articles as
possible.
The Communications group can help with writing speeches and articles, and preparing
presentations if required.
Media training is planned for key officers to support them in this role.
Regular media releases, branded Altogether Better, will be issued as the programme and its
projects develop.
We will monitor national and trade media and respond to articles through the well read
letter pages of national papers and journals.
We will seek to engage the broadcast media, including news and documentary makers, to
raise their interest in Altogether Better with a view to getting good quality coverage.
As the projects within the themes take she we will identify human interest stories to engage
media interest. This will include regular reporting and providing access to individuals and
photo opportunities.
We will create a forward planning media calendar to ensure there are no internal clashes,
and that we are prepared for potentially negative stories and that we have a full programme
of positive stories.
Activities
Engage other agencies’ communication teams to be more active.
This group will work as a joined up multi-agency delivery model, as envisaged in Altogether
Better.
A suite of supporting communication tools is available:
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Branded stationery; power point; display banners; templates; promotional items
How to guides for communications activities
Professional support and advice on any aspect of communications
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Writing guidance
Pre-written articles for adaptation
Each project evolves, a separate, full communications plan will be created to support the
individual projects.
Corporate themes may also have dedicated campaigns to support them.
We will seek to pool partner organisations communication budgets to support these
initiatives where we can.
Communication channels
As Altogether Better is rolled out, it will be promoted using the full range of communication
channels. Messages will be appropriate to the service / area being promoted, targeted at
key audiences, and delivered in a vibrant, exciting and engaging way that will support the
aim of supporting the programme outcomes.
Examples of suitable channels include:
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Newsletters
Altogether Better Website
Viral media (Twitter / YouTube / Facebook etc)
Text messaging
Media releases
Media briefings
One to one briefings
Speaking engagements
Advertising / sponsorship
Direct mail
Cheshire West TV
Talking West Cheshire
Project documents / brochures / leaflets /posters
Events and engagement
Promotion at community events
The internet is an important channel where all service information, documentation and
promotional material can be made available. It is also a vehicle for two way communication
and consultation.
Evaluation
We will build in evaluation at every stage of the communications strategy so that success of
each activity can be monitored.
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Branding
Given the partnership model for Altogether Better the brand needs to be inclusive, vibrant,
modern and represent the clear, strong collaborative working envisaged. No single
organisation will be represented above another.
Therefore a single consistent brand, drawing together the different organisations involved is
required to create clarity for local people and allow targeted, effective communications
across the whole West Cheshire area.
The brand will be used by all partners for all activities that fall within the Altogether
Programme.
Visuals for the brand are in Appendix 1.
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