NORTH LANARKSHIRE COUNCIL

AGENDA ITEM No ' REPORT

To: POLICY AND RESOURCES COMMITTEE Subject: REVIEW OF CORPORATECOMMUNICATIONS

From: HEAD OF CORPORATE COMMUNICATIONS

Date: 17 NOVEMBER 2014 Ref: SP/KR

1. Purpose of the Report

1.1 The purpose of this report is to detail the outcome of an in−depth review of CorporateCommunications and seek approval for the recommendations contained therein.

2. Corporate communications

2.1 The Corporate Communications service provides the council with expert and professionalsupport in media relations, public affairs, marketing, graphic design, digital media, socialmedia, internal communications, photography, advertising and event management.

2.2 In February 2013 the council approved the savings options or 2013/14 to 2015/16, agreeingthat Corporate Communications would achieve these savings by carrying out a review ofthe service. The appendix to this report contains the detail of that review.

2.3 The review achieves the savings required. It also sets out a model for futurecommunications taking into account the reduction in staffing required, up to date thinking onmaintaining and enhancing reputation and dramatic changes in the media landscape.

2.4 The review also sets out a model for prioritisation and evaluation of communications activityand revised reporting arrangements to ensure a consistent focus on strategic priorities.

3. Recommendation

3.1 The Policy and Resources Committee is asked to approve the adoption of therecommendations of the review at Appendix 1.

Head of Corporate Communications

For further information please contact Stephen Penman, Head of Corporate Communicationson tel. ext. 2591

Appendix 1

Review of Corporate Communications

October 2014

V2 [FINAL]

CONTENTS

Executive summary

Summary of recommendations

The service in context

Our strategy

Our mission, vision and values

Reputation

A research−based approach

Planning and prioritisation of communications activity

Evaluation of communications activity

Reporting

Communications disciplines

Internal communication

Procurement

Core competencies for communicators and review of other activity

Structure

Measuring performance and review

Increasing understanding about our work and improving the context in which we operate

Appendix: The SIBERIA model of Prioritisation

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1. Executive summaryThe way in which the world communicates has changed. The way in which people consume mediaand messages has moved far beyond the traditional media model. The touchstones of narrowchannels serviced by narrow messages are dead.

Effective, priorities−based communication and engagement which is properly targeted at a specificaudience using the right medium and is properly evaluated is crucial to our reputation.

This review sets out a modernisation of the Corporate Communications service, taking into accountdramatic shifts in the media landscape, new technologies and customer expectation. It states avision for communications across the council and it addresses measures of reputation.

Crucially, it makes a clear linkage between key strategic drivers and campaigns and is clear about theneed for robust evaluation. It also addresses the need for a more integrated model ofcommunication as resources diminish, with a sharper focus on council priorities and using all thetools available to achieve success, with a default to 'Digital First'.

The result of this review, and the implementation of the recommendations contained within it, will

ensure more efficient, effective communication about the council's services and a consequentenhancement of our reputation.

It addresses the severely diminished resource in communications by flattening the structure of theservice and recognising the need for increased skills and use of technology. It achieves the savingsrequired for 2015/16 and consolidates the large savings already delivered.

The implementation of the recommendations contained here will also help the organisation deliverservice now and in the future as the council continues to transform.

Stephen PenmanHead of Corporate CommunicationsOctober 2014

2. Summary of recommendations

1) Corporate Communications should work with services to develop communications planningpriorities informed by research and bring forward an annual communications plan forconsideration by the Corporate Management Team and by the Policy and Resources Committee.

2) the Head of Corporate Communications should convene a Communications Network, with onehead of service to represent each directorate, which shall meet regularly.

3) all communications activity, with the exception of responses to the media, should be prioritisedfor importance using the SIBERIA prioritisation model.

4) Corporate Communications should evaluate all communications activity undertaken usingconsistent standards to demonstrate efficiency, effectiveness and value for money.

5) reporting of core corporate communications activity should include reputation tracking scores aswell as media scores, and a dashboard containing these measures should be published on amonthly basis, replacing the current media monitor.

6) the quarterly corporate communications activity report to the Policy and Resources Committeeshould include reputation tracking scores.

7) Corporate Communications should develop a virtual newsroom.

8) Corporate Communications should develop a template−based system for basic documentationand promotional literature which would allow users within services to produce such materialwhile protecting brand consistency.

9) the Head of Corporate Communications should progress discussions with other councils to scopebenefits and risks as the basis for a possible joint vehicle for graphic design, with a progressreport and recommendations to be brought to the Policy and Resources Committee forconsideration.

10) Corporate communications should work with EGASD to devise appropriate training andstandards for using social media in a customer service context, and use of social media forcustomer care should be embedded in the customer contact centre.

11) the Head of Corporate Communications should work with the Head of EGASD to agree aprogramme of future technical web development work over the short and medium term.

12) a revised internal communication strategy should be brought to the Policy and ResourcesCommittee for approval in 2015.

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13) all procurement required by corporate communications to support communications activityshould be procured from existing Scotland Excel frameworks from May 2015.

14) core competencies should be embedded as part of the PRD process for communicators fromApril 2015.

15) the Head of Corporate Communications should conduct a short−life review of communicationsactivity not currently carried out by corporate communications to ensure it complies with theprinciples set out in this review.

16) the structure of corporate communications should be altered to meet the needs of deliveringthe other recommendations within this review and agreed savings and job roles will bereconfigured and redesignated appropriately.

17) Corporate communications should bring forward recommendations to the Policy and ResourcesCommittee for further, more robust performance indicators from 2015/16.

18) a peer review should be carried out on progress against this review and the Head of CorporateCommunications should seek a suitably qualified and experienced communications professional

to carry out this work.

19) a revised Corporate Communications Framework and Media Policy should be brought to thePolicy and Resources Committee for approval in 2015.

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3. The service in context

Corporate communications employs professionals in media relations, marketing, graphic design,digital media and multimedia photography. It supports the organisation across all communicationsdisciplines.

Corporate communications employs 20.44FTE staff compared with 26.14 in 2010/11, a reduction of25% over that period. Corporate communications makes up 0.15% of North Lanarkshire Council'sestablishment, against a national average of 0.21%'.

Corporate communications as a cost per employee is also much lower than the national average off 163.38, at f62.312.

Against comparable councils, North Lanarkshire Council's corporate communications service is lean.South Lanarkshire Council has an established FTE of 58 in Corporate Communications and PublicAffairs, although this includes approximately 1OFTE in strategy and research.

Fife Council has a communications establishment of 24FTE, while Renfrewshire Council, a muchsmaller council than North Lanarkshire, has a communications establishment of 14.5FTE

Glasgow City Council has an extensive communications set−up. Including arms−length organisations,but not Glasgow City Marketing Bureau, there are more than 80 professional communicatorsworking for Glasgow City and its associated bodies3.

North Lanarkshire Council's communications team provides the following support for arms−lengthorganisations:

• media relations support for North Lanarkshire Leisure;

• media relations and graphic design support for CultureNL

• communications support for TCA

• communications support for Campsies Centres Cumbernauld Ltd

• communications support for North Lanarkshire Industries

• media relations support for NL Properties

Public PR Benchmarking Report, 20142

Public PR Benchmarking Report, 2014Comparative data supplied by named councils

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4. Our strategy

The council provides a wide variety of services to the people of North Lanarkshire. We useprofessional communications services to help deliver these. This includes the following:

• We communicate to improve the lives of the people who live in, work in or visit NorthLanarkshire

• We use integrated campaigns to influence behaviour so that services can be delivered moreefficiently and effectively

• We use integrated campaigns to raise customer awareness and improve the council'sreputation

• We manage the council's digital presences such as the website and social media channels toraise customer awareness and deliver services

• We manage and respond to local and national media enquiries to raise customer awarenessand improve and protect the council's reputation

• We provide professional advice to managers to enable effective internal communication

• We ensure that all communications activity is robustly monitored, evaluated and reported todemonstrate value and inform future activity

All our communications activity is defined by corporate and service planning processes and by robustresearch and insight about our customer needs. In delivering this activity we adhere to moderncommunications standards, codes of conduct and national guidance.

This review sets out how we will achieve our strategic aims. It is the product of an extensive reviewtaking into account input from our professional staff, councillors, the services of the council, otherstakeholders and best practice elsewhere. It explains:

• What we have found during the review

• The ways in which we will transform the corporate communications service to deliver thebest modern communications possible

• How we will plan and prioritise communications for the council

• How we will use research and insight as the basis for all communications work

• How we will evaluate and report our work

• How we will adjust the corporate communications structure to best deliver the strategy

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S. Our mission, vision and values

The council's corporate plan sets out the organisation's mission:

To put Service and People First to maximise the benefits of North Lanarkshire's location, creatingprosperity, social justice and meeting local needs by providing best value quality services.

Our strategy supports that mission by achieving our vision:

"We lead strategic communications for North Lanarkshire Council. As we define it, strategiccommunications means carrying out integrated communications activity based on research todeliver service and behaviour change, and improve the council's reputation.

"We evaluate and report on all communication activity and we are solely focussed on outcomes,not outputs. By taking this approach we deliver the best modern communications service possibleto support corporate and service plans."

Our organisational values support our mission and vision, ensuring that we constantly strive to be

more efficient, effective and responsive to customer need. They are:

• Respect

• Commitment

• Pride in the Job

• Listening and Learning

6. Reputation

"Too many organisations believe that their corporate values are their brand; they are mistaken.Their reputation is the sum of opinions that people assess from their actions. Understanding this,through research and engagement, is critical to communications."

Alex AikenDirector of Communications, UK Government and

former Director of Communications and Strategy, Westminster City Council

It is commonly accepted within the communications profession that reputation is not solely aproduct of media relations or imparting information .4 Reputation is assessed by service users'opinions of the service they receive, their perception of value for money, and their levels ofengagement with the council on the issues they wish to be engaged on.

As outlined in section 11, traditional media can be an influencing factor, but given its decline inconsumption the effect is an increasingly modest one.

Modern communications practice in the public sector should be focussed on engagement andinfluencing behaviour. Essentially, this will be achieved through a campaigning approach based oncouncil delivery priorities. We define a campaign as a project to achieve a particular behaviouralgoal.

It will be achieved through the use of multi−channel communications as appropriate to engage ourservice users and inform them about the council and its services and their value.

It will be achieved through influencing behaviour and ensuring that resident sentiment is taken intoaccount in the planning and design of all communication activity.

Brown, Gaudin and Moran, 'PR and Communication in Local Government and Public Services',CIPR/KoganPage, 2013

7. A research−based approach

Great communications is a science, not an art. The corporate communications service is made up ofprofessionals in their respective fields. While much of our work involves high levels of creativity werecognise that design and evaluation of communications activity can only be achieved through usingqualitative and quantitative research and insight.

Since February 2014, the Chief Executive's Office has conducted a monthly reputation tracking

survey, based on measures of satisfaction, perceived value for money and perception ofengagement. Findings for the first six months of this tracking survey are in the tables below (note −figures may not add to 100% due to rounding). By its nature, a tracking survey becomes more robust

as time passes because the sample size grows. However, the figures below give an indication ofcurrent opinion about the council.

How satisfied are you with the services North Lanarkshire Council provides?

Feb−Apr May−Jul ChangeVery satisfied 21% 23% +2Fairly satisfied 44% 46% +2Neither satisfied nor dissatisfied 15% 11% −4Fairly dissatisfied 8% 7% −1Very dissatisfied 4% 4% No changeDon't know 8% 9% +1

North Lanarkshire Council services are value for money

Feb−Apr May−Jul ChangeStrongly agree 18% 19% +1Tend to agree 41% 41% No changeNeither agree nor disagree 18% 16% −2Tend to disagree 8% 8% No changeStrongly disagree 6% 5% −1Don't know 10% 10% No change

North Lanarkshire is good at listening to people's views before it takes decisions

Feb−Apr May−Jul ChangeStrongly agree 18% 16% −2Tend to agree 39% 39% No changeNeither agree nor disagree 16% 17% +1Tend to disagree 8% 10% +2Strongly disagree 6% 7% +1Don't know 12% 11% −1

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In addition, the reputation tracker asks a number of specific questions regarding the good thingspeople say about the council and the things they think the council could improve. These are broadlycategorised into specific areas. The top 10 in each category are set out in the tables below:

What good things would you say about North Lanarkshire Council?

Feb−Apr May−JulRefuse collection, bin collection, recycling 13.6% 20%Schools 9.3% 14%Like area, good place to live, lived here whole life 7.8% 11%Libraries 6.9% 10%Sports, leisure centres 6% 10%Parks, open space 4.7% 9%Clean and tidy, clean streets 4.2% 7%Work hard for residents, good services 4.2% 6%Community facilities, centres 4.4% 6%Services for young people, children 2.2% 5%

Where do you think the council needs to improve?

Feb−Apr May−JulFix roads, pavements, potholes 11.8% 22%More for children, young families 4% 13%Activities and services for young people, teenagers 10.9% 13%Clean streets, keep area clean and tidy, litter 7.3% 11%Young people hanging about, vandalism, anti−social behaviour 6.4% 11%More for old people, care for older people 6.7% 8%Community facilities, activities 3.1% 8%Jobs, employment, jobs for young people 4.7% 8%Grass cutting, weeding 4.7% 8%Council tax 5.1% 7%

All of the data in the reputation tracker can be broken down by area, age and gender to identifyspecific issues for each of these categories. The specific comments behind the broad themes can beanalysed.

In addition, Corporate Communications, with the assistance of Information and Research, will addother data, for example that from Residents' Surveys and the Citizens' Panel, to identify areas ofreputational risk and good practice and help to inform our planning and prioritisation.

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8. Planning and prioritisation of communications activityTaking this research alongside the council's priorities and service plans, it is possible to design aprogramme of communications activity which is aimed at informing service users about our services,increasing engagement and enhancing our reputation. While this happens on a project by projectbasis currently, a more consistent approach across the scope of the council's activities is required.

Crucially, and in line with the objectives of the Service and People First Transformation Programme,this activity should also focus on achieving behaviour change so that the campaigns contribute tomore prevention and less intervention from services.

This activity should be brought together under an annual communications plan for the council,which should be agreed by the Corporate Management Team and the Policy and ResourcesCommittee. It should set out the priority communications activity for the year and report on theprevious year's activity.

Recommendation 1: Corporate Communications should work with services to developcommunications planning priorities informed by research and bring forward an annualcommunications plan for consideration by the Corporate Management Team and by thePolicy and Resources Committee.

The Corporate Communications resource has diminished substantially. It is no longer possible toprovide the breadth of communications service provided in the past. Based on the recommendationto detail priorities for the organisation, other work will require to be prioritised and delivered interms of its importance to the council and its communications objectives as set out in the annualcommunications plan.

In the past, the Head of Corporate Communications chaired a Corporate Communications Networkfor the council. Due to service reconfigurations and key personnel leaving the organisation thisnetwork no longer meets. However, in order to progress the priorities−based approach detailedabove it is essential that services' views are taken into account. To that end, a CommunicationsNetwork − comprised of one head of service from each directorate − should meet on a regular basisto review progress against the communications plan, deal with emerging issues, and agree anapproach to non−priority work.

Recommendation 2: the Head of Corporate Communications should convene aCommunications Network, with one head of service to represent each directorate, whichshall meet regularly.

Work other than that set out in the annual communications plan will be planned on a priority basis.Given the focus on the key campaigns set out in the agreed plan, and given the diminished resourcewithin Corporate Communications, it will be the case that unplanned campaign work which cannotbe undertaken with existing resources will require to be procured provided sufficient resources aremade available by the commissioning service.

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In order to objectively assess communications priorities, it is recommended that a prioritisationmodel be put in place to assess significant campaigns activity. This model effectively and objectivelyassists in prioritising activity and, in summary, is set out below. The full prioritisation model isdescribed in the appendix to this review. This model does not apply to day−to−day response to mediaenquiries which will be dealt with as routine business.

SIBERIA Prioritisation model

PROPOSED Aciivrry

STRATEGYWeight: 20

IMPROVEMENTWeight: 15

BEHAVIOURWeight: 10

EFFICIENCYWeight: 15

REPUTATIONWeight: 15

IMPACTWeight: 15

AUDIENCEWeight: 10

PRIORITY SCORE

Utilisation of the priority model will help to ensure planned activity which meets the needs ofservices and the council while improving reputation.

Recommendation 3: all communications activity, with the exception of responses to themedia, should be prioritised for importance using the SIBERIA prioritisation model.

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9. Evaluation of communications activity

Corporate communications already evaluates much of its activity − through media scoring, campaign

measurement, digital media analytics and social media interaction.

However, consistent standards of evaluation require to be introduced so that the effectiveness andefficiency of our activity improves over time and the value and contribution of well−planned andexecuted communications work is clearly demonstrated and appreciated.

An evaluation model should be introduced which clearly demonstrates what is already working welland where there is room for improvement. All communication activity − regardless of size, discipline

or budget − should be evaluated to inform future activity, and reported openly.

The model should take into account best practice. To that end, corporate communications will adaptthe Government Communications Service guide, 'Evaluating Government Communication Activity'5,

to evaluate its activity.

There are five guiding principles of evaluation, which are:

Pragmatic − best available, not best ever.A pre−planned, but partial, evaluation is better than no evaluation at all.

Realistic − prove what we can, acknowledge what we can't.There may only be a small amount of data available. However, over time this knowledge will be ableto be built upon, increasing data for subsequent activity.

Objective − approach evaluation with an open mindWe will be honest and constructive about what has been achieved and use this learning to refinefuture activity.

Open − record and shareWe will share learning so that colleagues, whether professional communicators or not, can learnfrom our experience. We will develop detailed case studies.

Fully integrated − integrate evaluation into planning and deliveryWe will include evaluation plans as part of the overall planning of all communications activity. It isoften the case that retrospective evaluation is less effective because the right data may not havebeen collected or the objectives may not be measurable.

Evaluating Government Communications Activity, Cabinet Office, December 2012

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We will adopt a four−stage evaluation process:

Identify the scope of activity

Develop the evaluation plan

Implement −source data to measure performance

Analyse and report performance against the plan

As part of evaluation reporting we will always consider whether the results of the activity justifiedthe investment in terms of time and money and we will always quantify and calculate the overallreturn on investment.

Recommendation 4: Corporate Communications should evaluate all communicationsactivity undertaken using consistent standards to demonstrate efficiency, effectivenessand value for money.

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10. Reporting

Corporate communications currently reports activity in a variety of ways. A monthly media monitoris distributed to conveners and senior officers which captures measures of newspaper coverage,media highlights and lowlights and some statistics around digital and social media use.

A quarterly report, summarising the statistics contained within the monthly monitor and including acase study, is submitted to the Policy and Resources Committee on a quarterly basis.

Performance measures for corporate communications are reported to the Policy and ResourcesCommittee.

Given the importance of the reputation measures described earlier, the monthly media monitorreport should be replaced with a monthly summary of the council's key reputation scores alongsideother measures such as traditional and digital media scores in a simple, one−page dashboard.

This dashboard should be distributed to all elected members, executive directors and heads ofservice.

The quarterly report to Policy and Resources Committee should also contain reputation trackingdata.

As outlined previously, the annual communications plan will reflect on the previous year's plan andreport performance against the objectives contained within the plan.

Recommendation 5: reporting of core corporate communications activity should includereputation tracking scores as well as media scores, and a dashboard containing these

measures should be published on a monthly basis, replacing the current media monitor.

Recommendation 6: the quarterly corporate communications activity report to the Policyand Resources Committee should include reputation tracking scores.

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11. Communications disciplines

Media relations

Good media relations and management remain important to the council, and the media and publicaffairs team currently delivers a professional and proactive service to provide media with councilcontent and responses to media enquiries.

However, local media is significantly less important to the council's reputation than it was even 10

years ago. Historically, local newspapers were at the heart of the local community, with largecirculations, and provided a focal point for the community.

The traditional media model, however, is irrevocably broken in terms of mass reach. Figure 1 belowshows the decline in local newspaper circulations in North Lanarkshire since 2006.6

• Airdrie & Coatbridge Advertiser (−42%)20000 rA Cumbernauld News & I h Chmnlde (−55%)

18080 S Motherwell Times & Belishill Speaker (−38%)

* Wishaw Press (−48%)

1470415000100001 13997 14073

13290 9

12675 2 7 6 3 −−

−

1c

5000

Based on the circulation figures outlined, just more than 11% of the adult population of NorthLanarkshire buy a local newspaper on a weekly basis. We can still expect that more people read alocal newspaper than buy one and so dealing with the media remains important.

There is however strong evidence to suggest that messaging directed solely at local newspaperreaderships will have an increasingly diminished effect as a means of communicating news to a largeaudience as time passes.

6 Audit Bureau of Circulation, local newspaper circulation, 2006−2013

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2005 2006 2007 2008 2009 2010 2011 2012 2013

Numbers nationally are similar to those at a local level. It is projected that national Sunday and daily

newspapers will have a cumulative decline in circulation of more than 45% in the decade to 2017.

The number of requests from local media fell for the first time in 2013/14, due, in part, to thedemise of the STy Local network of websites. It is too early to say if that decline in enquiries willbecome a trend.

Media scores remain high and the team performs well: the service's performance indicator in thisregard is non−negative coverage and this is still above 90%. The other performance indicator in thisregard is response to enquiries based on agreed timescales with the journalist concerned. Again, thisis high with consistent performance above 98%.

The number of media releases issued has increased year on year since 2010−11, as the table belowdemonstrates8:

Year Number ofreleases

2010−11 3302011−12 3472012−13 3652013−14 385

To deliver strategic and integrated communications as outlined in our vision, it is necessary toreduce the amount of time spent dealing directly with traditional media and also to ensure thatmessaging is available to all of the population of North Lanarkshire.

One way to achieve this would be to create a 'virtual newsroom', where all council news is availableto professional media representatives and members of the public at the same time, and from whichprofessional media representatives can 'pull' content as desired. This would serve two purposes:first, that a majority of the population currently excluded from council news as they do not buy alocal newspaper would have access to news as it becomes available; second, that media would 'pull'content from the council, resulting in time saving efficiencies.

Several public sector organisations already use a virtual newsroom as described. These includeScottish Government and Birmingham City Council, Europe's largest council. These newsrooms alsoallow the storage and download of assets such as video and photographs which can be subscribed toby professional media outlets.

Recommendation 7: Corporate Communications should develop a virtual newsroomapproach to make news about the council more accessible to all and to streamline internal

processes.

7Jasper Jackson, the Media Briefing, October 2012

8NLC Corporate Communications, Media Monitoring, 2010−2014

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Marketing

The marketing service provides professional campaign planning and delivery services to maximiseoutcomes from communications activity.

This resource has severely diminished in recent years as a result of budgetary pressures (2009:5.5FTE, 2014: 2.5FTE). Despite this, marketing continues to provide highly effective campaigns whichachieve their objectives, for example in areas such as fostering and adoption, activity agreements,welfare reform and for events such as the Commonwealth Games.

Given the reduction in resource, the priority−based approach to communications activity describedin this review will assist in ensuring resources are focussed towards activity of strategic importance.The expertise of these staff will be essential in campaign planning and execution.

The focus on strategic campaigns through prioritisation of activity will ensure our expertise in this

area is directed to activity which is most important to the organisation.

Graphic design

The graphic design team provides a professional design and event management service to thecouncil.

This service historically has been one where output is driven by clients, in this case the services ofthe council. In practice this means that the client determines need for posters, flyers, brochures andother printed materials and work with graphic designers to create the product.

Against the backdrop of savings, and the integrated approach to priority−based communications, it isessential that this workload is reduced so that communications priorities are delivered. All requestsfor this service should be prioritised using the model described in section 8.

Currently, the graphic design team spend a substantial amount of time typesetting documents onbehalf of the commissioning service. Given the focus on priority activity this requires to be reduced.In addition, simple posters and flyers take up valuable time and production of these also requires tobe reduced. It is essential that the prioritisation model allows us to determine whether, in fact, manyof these publications are required at all.

One approach to this would be to introduce an online template−based system which would allow

users in services to produce common documents, posters, leaflets and flyers using pre−determinedtemplates.

The templates would be locked to ensure consistent application of the appropriate brand, but thedetails such as text and images could be changed by the end user. The result would be professionalmaterials but with the relevant copy generated and placed by the service representative − usuallythe expert in any case.

Recommendation 8: Corporate Communications should implement a template−basedsystem that can be used by commissioning services to produce documents, newsletters,flyers and posters.

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A number of councils produce very similar campaigns throughout the course of a year and eachcouncil produces bespoke design for those campaigns.

Recent informal discussions have taken place with other councils regarding the possible benefits ofdeveloping a joint vehicle for graphic design. It is considered that a joint working approach tographic design with other councils may result in more efficient use of graphic design resource andreduce duplication of artwork, with the attendant reduction in administration and an increase in theefficiency of graphic design time. Such an approach may also eventually lead to revenue generationthrough the provision of services to other organisations.

A more formal approach is now required to scope the possible benefits and risks of a sharedapproach, the different models available and to determine if detailed business planning should beprogressed.

Recommendation 9: the Head of Corporate Communications should progress discussionswith other councils to scope benefits and risks as the basis for a possible joint vehicle forgraphic design, with a progress report and recommendations to be brought to the Policyand Resources Committee for consideration.

Digital media

Use of digital and social media by our customers is increasing dramatically. This can partly beattributed to ease and cost of access to digital technologies such as smartphones and partly to theincreasing use of technology to deliver service across all walks of life.

Given the reduction in consumption of traditional media − and, in particular, newspapers − it isconsidered imperative that the council grows its online audience (whether through use of thewebsite or through increased social media audiences) and adopts a 'digital first' strategy.

This strategy should be aimed at increasing audience and achieving a targeted reduction in printedmaterials through utilising digital channels such as email newsletters, web publication, social mediapublication and better use of external and internal websites.

For example, corporate communications recently introduced opt−in email newsletters, with sign−upthrough the website. 69% of residents have stated they would definitely or would possibly sign upfor such a service9. Corporate communications will therefore work with commissioning services toproduce compelling content for these newsletters, given their potential reach and the possiblereputational and service delivery benefits.

Corporate communications has been successful in developing a core social media audience since theintroduction of social media as a tool for the council in 2010/11, with around 20,000 people eitherfollowing the council on Twitter or liking the council on Facebook. It is imperative that we continueto develop this audience as social media increasingly becomes a commonly used channel.

NLC Corporate Communications, Reputation Tracker, September 2014

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In particular it is important that we focus on short multimedia content, integrated with our socialmedia channels, as a medium for imparting key information about council services and that weincrease the volume of interaction on social media substantially.

The council was one of the first to embed management of service requests from members of thepublic on social media with the team at the customer contact centre. This means that requests forservice can be dealt with quickly by that team.

However, with increasing use, this requires to be formalised. At present, a small number of customercontact centre staff use social media to deal with customer enquiries. This will require to beincreased if customer demand is to be dealt with appropriately, particularly given the ongoing focus

on channel shift.

Recommendation 10: Corporate communications should work with EGASD to deviseappropriate training and standards for using social media in a customer service context,and use of social media for customer care should be embedded in the customer contactcentre.

Significant progress has been made in developing the council's website since its relaunch in 2009 aswww.northlanarkshire.gov.uk.

We have built our audience consistently, as the table below shows. The table also shows a dramaticincrease in use of mobile technology to access the site. In response to that, we launched our mobileresponsive site in December 2013, ensuring that key content is available in a user−friendly format forthose visiting the website.

Year Unique Page Views M o b i l e %

2011 2,729,369 N/A* 6.6

2012 2,929,262 +73 12.1

2013 3,360,985 +14.7 20.3

2014 3,677,714 +9.4 24.7

*analysis of site using Google Analytics began in 2011

In recent months, development work has focussed on ensuring the website's compliance with 'TopTasks' methodology promoted by the Society of IT Managers, who carry out an annual survey oflocal authority websites.

These standards ensure that the tasks people most often wish to carry out are prominent on thehomepage of the website, thereby reducing time spent on the website for customers and deliveringservice faster. They also ensure that content which is most often looked for is structured in astraightforward way.

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As a result of our work, trust is high from our customers in the council website, with 89% of peopletrusting the website as a source of news about the council10.

Best practice in local authority websites is a fast−moving environment, however. There is still work tobe done to ensure the website is designed responsively and is fully accessible. In addition, in today's24−hour online world, we require to be more flexible in making minor architecture changes to deliverthe best user experience.

To that end, it is considered essential that we are able to progress website development faster. Atpresent, web development work is in a queue system with other technical development work.

Recommendation 11: the Head of Corporate Communications should work with the Headof EGASD to agree a programme of future technical web development work over the shortand medium term.

10NLC Corporate Communications, Reputation Tracker, September 2014

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12. Internal communication

Good internal communication is not the responsibility of any one person, group of people or servicebut of every employee in the council.

Particular responsibility for effective internal communication rests with the council's managers.Corporate communications has already developed a strategy, approved in 2012 by the Policy andResources Committee, which sets out key principles of internal communication, building on the workpreviously carried out in 2005.

The most significant aspect of this strategy was the relaunch of the council intranet, Connect, in2012. Further work is ongoing, particularly through the Electronic Information Management

programme, to improve the ability to share documentation on an internal electronic platform.

The 2012 strategy is scheduled to be reviewed in the current financial year. It is proposed that thisreview is carried out with the Communications Network described in section 8 above, with a reportto be brought to the Policy and Resources Committee for approval in March 2015.

The revised strategy will take account of the 'Digital First' approach outlined throughout this reviewand will also set out a clear toolkit for internal communication taking into account the otherrecommendations contained within this review.

Recommendation 12: a revised internal communication strategy should be brought to thePolicy and Resources Committee for approval in 2015.

23

13. Procurement

At present, the council procures print services through its own framework. Any external supportrequired for campaigns is procured on an individual basis subject to necessary budget being agreedwith the commissioning service.

Scotland Excel, the national agency for procurement, has recently created a number of frameworkswhich in the past were not open to local government. However, a recent development has beenmaking these accessible to local government.

Given that the appointments to these frameworks already represent best value, and that the burdenof assessing tenders has already been completed, corporate communications should utilise theseframeworks for all necessary procurement on an ongoing basis as opposed to running its own tenderexercises, unless a specific service is not available from the Scotland Excel frameworks.

Recommendation 13: all procurement required by corporate communications to supportcommunications activity should be procured from existing Scotland Excel frameworks fromMay 2015 unless a specific service is not available from these frameworks.

24

14. Core competencies for communicators and review of otheractivity

In order to embed the approaches recommended by this review it is essential that the structure ofcorporate communications is modified as outlined in section 15.

However, further work will be required on introducing core competencies for all professionalcommunicators. It is essential to address the fragmented media landscape by increasing our skillsoutside of current professionalisms.

A model for these competencies already exists in the Government Communications ServiceProfessional Competency Framework and the service will adapt this framework and embed the corecompetencies in PRD plans from April 2015".

The competencies will reflect the principles of communication described in this review and will bebased on the four stages of communications planning:

• Insight

• Ideas

• Implementation

• Impact

Recommendation 14: core competencies should be embedded as part of the PRD processfor communicators from April 2015.

Despite a move towards a centralised communications function in 2007, a small number of servicesretained roles which are directly involved in communications activity. Given the need for aconsistent approach to communications across the board, in line with the priorities−based approachset out in this review, it is proposed that the Head of Corporate Communications undertakes ashort−life

review of activity in these areas to ensure that the principles set out here are firmly embedded

across all council communication.

Any communication activity not undertaken by corporate communication should also utilise theprioritisation framework described in section 8.

Recommendation 15: the Head of Corporate Communications should conduct a short−lifereview of communications activity not currently carried out by corporate communicationsto ensure it complies with the principles set out in this review.

"Government Communication Professional Competency Framework, Cabinet Office, April 2013

25

15. Structure

The current structure of corporate communications is set out below:

I

LL

In order to deliver the fully integrated model of strategic communication described in this review,and to achieve necessary budget savings, the structure of corporate communications requires somerevision and some roles require reconfiguration to better reflect the multi−disciplined role of themodern communications professional.

A report detailing the establishment changes required to deliver the 2015/16 savings from the chiefexecutive is submitted to the same meeting of the Policy and Resources Committee as this review.

In summary, the new model of operation envisaged by this review requires more detailedcommunications planning and more integration of functions to deliver a more campaign−basedapproach, with content generated quickly and consistently across a variety of platforms for a varietyof media. It also delivers a flatter structure, with a reduction in management.

26

The proposed structure is set out below*:

U − I

I I

L _ i u r

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*all reconfigurations subject to job evaluation

Recommendation 16: the structure of corporate communications should be altered tomeet the needs of delivering the other recommendations within this review and agreedsavings and job roles will be reconfigured and redesignated appropriately.

27

16. Measuring performance and review

While the current key performance indicators applying solely to corporate communicationsadequately monitor traditional media coverage (non−negative articles and responses to journalistswithin agreed deadlines), they take no account of the modern communications practice set out inthis review.

As part of the service planning exercise for 2015/16, corporate communications will bring forward

more robust performance indicators for approval by the Policy and Resources Committee. These willinclude indicators on digital audience, reputation measures and reporting of performance againstthe annual communications plan.

Recommendation 17: Corporate communications should bring forward recommendationsto the Policy and Resources Committee for further, more robust performance indicatorsfrom 2015/16.

Recommendation 18: a peer review should be carried on progress of this review and theHead of Corporate Communications should seek a suitably qualified and experiencedcommunications professional to carry out this work.

Given the substantial change outlined in this review, it is considered appropriate that progress is

peer reviewed by a suitably qualified and experienced communications professional. To that end,the Head of Corporate Communications will seek such a professional to carry out a peer review of

progress once the first council−wide communications plan is approved and the work is ongoing tosupport it.

28

17. Increasing understanding about our work and improving thecontext in which we operate

As part of the review, a survey of all members, executive directors and heads of service was carried

Out.

It is clear that the professional communications support provided by the service is valued. However,it is also clear that there is some significant misunderstanding about the service and its function andthere is some criticism of the service in comments provided.

To address these areas more decisively, the head of corporate communications has already begun tomeet those members and officers who responded to the survey to have more in−depthconversations regarding concerns raised and to seek further views which will be incorporated intothe implementation plan.

The actions described in this review in terms of reporting regularly to members and in terms of there−establishment of a communications network should address some of this lack of awareness. Inaddition, the clearer communication of planned activity should assist in achieving clarity aboutagreed priorities.

A corporate communications framework, including a revised media policy, was approved by councilin 2010. It is rendered largely obsolete by this review and should be revised accordingly. Aredeveloped framework will be brought to the Policy and Resources Committee for approval during2015.

Recommendation 19: a revised Corporate Communications Framework and Media Policyshould be brought to the Policy and Resources Committee for approval in 2015.

29

Appendix

The SIBERIA model for prioritisation of communications activity

1. Introduction

The 2014 review of corporate communications identifies a priority−based approach tocommunications activity so that

• The organisation can be satisfied that strategic priorities are addressed

• High levels of demand from a diminishing resource are prioritised objectively

• Value work in terms of customer need is progressed

• Communication activity which helps to deliver key services, behaviour change andreputation is progressed

• Communication planning and evaluation are based on evidence

As part of the wider review of corporate communications, a working group of professionalcommunicators from the service was tasked with drafting a model of prioritisation. This draft hasbeen revised by the Head of Corporate Communications.

2. The SIBERIA model of prioritisation

Before we can decide what our priorities are, each proposed piece of communications activity willbe assessed against the following key criteria:

Strategy − does the proposed activity relate to the corporate plan or the appropriate service plan?

Improvement − does the proposed activity deal with service users' perceptions of things we couldimprove as a council?

Behaviour − does the proposed activity assist in delivering a change in behaviour?

Efficiency − does the proposed activity assist in delivering savings?

Reputation − does the proposed activity address messaging around the key drivers of reputation:satisfaction or value for money?

Impact (and evaluation) − can the proposed activity be clearly evaluated?

Audience − does the proposed activity have a clear and defined target audience?

Each criteria has a weighting factor, and within each criteria there are four categories of scoring. Thetable overleaf explains each scoring option. These options are objective and are as prescriptive aspossible so that they are unlikely to be open to interpretation.

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3. Scoring

A definitive score is produced when we have applied the appropriate score and criteria weighting.Proposed activities can then be compared, allowing us to prioritise them.

Each criteria score is multiplied by the weighting for that criteria. The total of these scores is thendivided by four to allow the proposed activity to be expressed on a scale between 1 and 100.

4. Prioritisation

Once we have weighted scores for each project we can prioritise them in an impartial way. This willmaximise the impact our work has, allow us to concentrate on communications priorities and meetthe needs of the organisation.

We will assign priorities to ranges:

Priority 1: 60−100

Priority 2: 40−59

Priority 3: 25−39

Priority 4: below 25

5. Responsibilities

The allocated officer to a proposed project will be responsible, with a representative from thecommissioning service, for scoring each project. This must be done at the creation of a servicerequest.

The programme of prioritisation will be reviewed regularly by the Communications PlanningCoordinator, the Corporate Communications Manager and the Head of Corporate Communications.An updated priorities list will also be reported to the Communications Network at each of itsmeetings.