Corporate Communications

Transcription

1 Corporate Communications Strategic Plan New South Wales Department of Corrective Services

2 Commissioner s Foreword We live in a world where the means of communication are changing from day to day and are becoming more immediate and sophisticated. As an organisation, we need to keep pace with changes in communication technology. As a decentralised department, spread across the state, we must take into account the expectations of all staff for good communications. Given the serious nature of our responsibilities, we must communicate effectively. Reviews of the Department by the Council on the Cost and Quality of Government and by the Department of Commerce have identified areas in which we can improve communication, both internally and externally. It is essential that we act on this advice. In the past, corporate communication within the Department tended to trickle down through a variety of channels, from the Board of Management to staff on the front line. We have learned from surveys that staff prefer it when the information and feedback they need to perform their jobs, is communicated to them from their supervisors. The challenge we have is to ensure that essential information is delivered to the appropriate people by the most efficient means. We also need to be effective in external communication with people and organisations that have an interest in, or a relationship with, the Department. It is important to have the best possible image in the community to attract and retain high quality staff. There are many organisations that provide resources, services and direction to the Department. We need to foster effective relationships with these organisations. Sound communication is a strategic activity that aims to advance the objectives of the Department. It is easy to make the mistake of assuming that it always takes place effectively. As with other strategic activities, planning and evaluation are necessary to ensure efficiency, effectiveness and relevance. The Corporate Communications Strategic Plan aims to improve communications within the Department and with our external stakeholders and the community. It also aims to establish good communication as an integral element of existing corporate and divisional business planning and evaluation processes. I seek the commitment of all staff members to the continuous improvement of communications throughout the Department. RON WOODHAM Commissioner 30 th June 2004

3 Introduction This Corporate Communications Strategic Plan has been developed through consultation with key stakeholders. It aims to improve organisational effectiveness by building and maintaining external and internal partnerships. The key result areas are of relevance to individuals and agencies involved with the Department across the whole spectrum of its operations. The Department currently has in place technological communication systems such as the Internet, Intranet, Wide Area Networks and Local Area Networks. This Plan identifies strategies to improve existing Departmental communication methods and develop new ones, to ensure the relevant, effective and efficient flow of corporate information. The Plan is guided by principles of transparency and cooperation as well as by privacy and security considerations and ongoing evaluation. The Plan will be reviewed quarterly based on performance indicators developed at divisional, command/regional and business unit levels which address the relevant key results. Corporate Communications Result Areas 1. Provide more effective internal communication to support and enhance organisational effectiveness. 2. Increase community awareness of, and confidence in, correctional management. 3. Improve communication with other government and non government agencies. To achieve these results the Department must ensure: Improved efficiency through use of electronic communication by: Increased access to, and development of, Web based information both internal and external to the Department. Development and implementation of online services, eg, staff training. Increased use of, and access to, departmental GroupWise, eg; s. Increased utilisation of video conferencing to facilitate corporate needs. Improve effectiveness of communication by: Incorporating communication strategies into business plans. Enhanced communication through briefings and regular meetings. Promotion of communication through the Bulletin and other departmental publications. Enhanced inter-agency collaboration. Learning and staff development initiatives. Development of corporate promotional material. Enhancing community relations through involvement in the Department s activities.

4 Result Area 1: Provide more effective internal communication to support and enhance organisational effectiveness Priorities 1. Efficient and effective communications infrastructure. 2. Greater staff access to communications technology. 3. Effective internal communication and technological support. Strategies 1. Develop and publish a communication policy. 2. Incorporate communication planning in all departmental business/strategic-planning processes. 3. Review communication performance as part of the regular Corporate Plan review. 4. Develop and deliver communication training for departmental employees. 5. Provide communication access to all staff. 6. Install information kiosks where there is limited employee access to the Department s WAN/corporate desktop. 7. Install visitor information kiosks. 8. Improve the Intranet design and content to meet staff information needs. 9. Monitor and evaluate all aspects of corporate communication, including research on attitude, efficiency and effectiveness. 10. Publish regular business performance information. 11. Expand Integrated Services Digital Network (ISDN) and video conferencing network to support remote meeting and training venues. 12. Provide online access to academic research, journals and other educational resources. 13. Provide central communications assistance. Key Results Improved staff understanding of the purpose, direction and goals of the Department, and how to contribute to them. Effective staff and manager communication via briefings and regular meetings. Improved efficiency through the increased use of electronic communication. Increased use of the Department s intranet as a source for information and services. Improved communication content, management and evaluation of overall effectiveness.

5 Result Area 2: Increase community awareness of, and confidence in, correctional management. Priorities 1. Communication with key stakeholders and the broader community. 2. Understanding of, and response to community needs. Strategies 1. Establish community consultative advisory forums. 2. Develop and communicate appropriate information to raise public awareness and confidence in the Department. 3. Update Internet content and other services to support the strategic objectives of the Department. 4. Establish a Corporate Community Relations Plan. 5. Include external communication strategies in all business/strategic-planning processes. Key Results Greater public understanding of the Department s role in contributing to community safety. Improved external communication as a result of business/strategic/communication planning and evaluation. Improved community dialogue and involvement with the Department. Increased use of the Internet to communicate with the public and stakeholders and to deliver more efficient services.

6 Result Area 3: Improve communication with other government and non government agencies Priorities 1. Understanding of the Department s external political, economic, social and technological environments. 2. Knowledge of key agencies with which the Department must build and maintain effective partnerships. 3. Collaboration with justice and community service agencies. Strategies 1. Incorporate stakeholder evaluation, management and communication in business/strategic planning processes. 2. Develop an appropriate interface with justice sector information systems (JSIS). 3. Collaborate with the Community Services Network (Better Service Delivery Project) to provide improved assessment and referral services for offenders. 4. Departmental representation on interdepartmental senior officer and working groups. Key Results Improved information and communication with stakeholders. Enhanced inter-agency collaboration.