CISNA COMMUNICATION STRATEGY

Transcription

1 CISNA COMMUNICATION STRATEGY 1.0 OVERVIEW The purpose of this paper is to set out principles for both internal and external CISNA communication. This paper provides a high level communication context aligned to the CISNA Strategic Plan which is focused on addressing issues affecting member states as well as consumers, investors and industry players. CISNA will consistently promote the use of the most effective communications means, depending on the purpose or nature of communication required to be made. CISNA will also ensure that all member states are aware of the CISNA communication culture. This document sets guidelines on how CISNA as a body will communicate with its membership and this guideline does not therefore intend to prescribe communication methods and styles of each CISNA member state, SADC, CCBG, IOPS, IAIS, IOSCO, OECD, FIRST Initiative, COSSE, or AMERC. 2.0 GOALS The CISNA communication policy helps achieve the CISNA goals as stated in the strategic Plan. CISNA Communication Strategy Page 1

2 2.1 Internal The main goal of CISNA s internal communication is to support member states in achieving the goals in CISNA s mandate, mission and strategy. This document will also help CISNA achieve the expectations of SADC as included in Annex 10 of the SADC Finance and Investment Protocol (FIP), which requires close co-operation among the non-banking authorities as the member states pursue complementary goals of achieving an integrated and credible SADC financial markets. The purpose of internal communication within CISNA is to: (i) Keep members informed about priorities, changes or new initiatives affecting them as members; (ii) Ensure that each member has equal access to information on CISNA activities; (iii) Ensure that communication among member states is transparent and collaborative so that CISNA goals and mission could be achieved; (iv) Stimulate dialogue between members at all levels to create an effective and dynamic environment by considering member ideas, concerns and suggestions for achieving and improving CISNA operations; and (v) Enlist members commitment to consultation with members of the region over the organization s affairs, in a way that is consistent with effective collaboration. 2.2 External External communication supports CISNA in pursuing the overall goals as described in the CISNA mission statement. Therefore, the main goals of CISNA s external communication will be: (i) To develop effective two-way communication channels between CISNA and external stakeholders. CISNA Communication Strategy Page 2

3 (ii) (iii) To ensure timely communication of changes or developments in CISNA to external stakeholders. To disseminate CISNA activities to its stakeholders. 3.0 RECOMMENDED PRACTICES (i) (ii) (iii) Communication from CISNA shall be in English. Portuguese and French versions may also be made available upon request. The main source of information shall be the official CISNA website. The preferred mode for official internal communication shall be GUIDING PRINCIPLES CISNA recognises that active communication with all stakeholders is an integral part of its mission statement. In order to reach its overall goals for communication, CISNA follows a set of guiding principles. 4.1 Efficiency CISNA endeavours to make use of appropriate communication technologies to timely convey its messages to its members. CISNA will endeavor to use environmentally friendly means of communication in order to reduce its carbon footprint. 4.2 Transparency As a regional regulatory body, CISNA strives to have its communication to be as transparent and open as possible. This contributes to maintaining a high level of accountability. CISNA Communication Strategy Page 3

4 4.3 Proactivity CISNA will proactively develop contacts with its target groups and identify areas of possible mutual interest. 4.4 Clarity CISNA aims at sending uniform and clear messages on key policy issues. CISNA avoids unnecessary jargon in its communication. 4.5 Feedback CISNA actively and regularly seeks feedback on its image and communication activities from the member states. This feedback is used to fine-tune communication activities. 5.0 COMMUNICATION CHANNELS AND TOOLS To fulfill its communication goals, CISNA s internal and external communication employs a variety of communication tools. These include: a) For efficient and effective communication, will form CISNA s primary communication tool. b) Internet: The CISNA website: is the central platform for all external information CISNA produces. The website clearly communicates CISNA s mission and activities. c) Annual reports: Up to date annual reports depict the activities of CISNA. d) Meetings: CISNA officials attend meetings organized by SADC, CCBG, IOPS, IAIS, IOSCO, OECD, FIRST Initiative, COSSE, AMERC, and others where CISNA promotes its visibility. e) Hard copy letters: For all official communication such as invitations and third party communication, signed hard copy letters (which could be scanned and ed) are used. CISNA Communication Strategy Page 4

5 f) Online Meetings: In the event that low attendance is experienced or it is not practical to hold a face-to-face meeting, online meetings can be used. g) CISNA may also create forums (i.e. seminars/workshops) in order to exchange views amongst CISNA members. CISNA Communication Strategy Page 5