GMP Corporate Communication Strategy

Transcription

1 GMP Corporate Communication Strategy Overview Communication is vital in supporting the delivery of policing, Force priorities and assisting operational activity. The Force Corporate Communication Strategy sets out the aims for improving and developing effective communication. It details the purpose of communication in GMP, the objectives of communication and how activity will be evaluated. This is important for everyone in GMP not just the staff of the Corporate Communications Branch who are the facilitators of communication activity. The strategy focuses on the importance of intelligently deployed and innovatively created communication to have maximum impact. GMP has a strong brand and identity which is centred around neighbourhood policing. All communication activity should support this brand identity. It is supported by the Force Media and Social Media Policy which provides details about how communication is delivered. The appendices to this strategy include the Corporate Communications Branch Delivery Plan

2 Current Position Strengths Excellence in social media Critical incident management NPTs supporting communicators Established campaign work Content development Engagement activity Creativity Weaknesses Managing competing demands with reducing resource Evaluation and clear ROI Lack of media training of key staff Consistent approach Keeping frontline engaged Fragmented communication Opportunities Innovation and creative thinking Comms skills training for frontline staff Partnership working Openness, transparency and big data Content and channel development Change and IT development Threats Morale within service, loss of skills Financial challenges, time and budget pressures Challenge on comms spending Personal responsibilities (private v public) Staff understanding of comms Demands reducing proactivity 2

3 Force Purpose Protect communities and help keep people safe Corporate Communications Branch Purpose To use communication to demonstrate transparency, accountability and to increase engagement Corporate Communication Strategy Aim The aim of the Corporate Communication Strategy is: To deliver the Force purpose and the Branch purpose in an efficient and effective way. 3

4 Objectives 1. To be proactive in communication with people in Greater Manchester and all employees providing them with direct access to information as well as ways to question, comment and challenge the Force 2. To increase awareness of the range of work undertaken by GMP and where it fits with integrated working 3. To develop methods of engagement through communication to create and continue conversations with the aim of improving public confidence and working closer with communities 4. To develop staff, and community representatives, as advocates for Greater Manchester Police to increase accountability 5. To innovate and maximise new channels of communication that a trained and supported workforce can use where appropriate 6. To support operational activity by providing access to information and encouraging community involvement where possible 7. To assist in identifying and implementing communication activity and developments to help manage demands for service 8. To engage staff in the developments and changes within GMP encouraging them to identify service improvements from a knowledgeable position 9. To work with stakeholders and partner agencies to increase and maximise opportunities for engagement and transparency 10. To research and evaluate communication activity to identify the return on investment and utilise the results in future developments 4

5 GMP Communication Principles GMP communication must adhere to the following principles: Be open, honest, transparent and proactive Be accurate Be engaging and relevant Be clear, accessible and understandable Be professional Be part of a continued conversation Be compliant with legal issues Be cognisant of stakeholders and partner agencies Be responsive through listening 5

6 Priority Audiences GMP will aim to identify the most appropriate audiences to receive information that is relevant to them in each case. However, there are some key priority audiences for GMP that are identified below. External Victims and families Witnesses and potential witnesses Young men aged under 25 (identified in reputation survey) Communities in Salford, Manchester and Rochdale (identified in reputation survey) Communities living in high crime areas Communities living in areas of low confidence in policing Policing supporters eg PACT attendees, IAGs, volunteers BME communities (identified in reputation survey) Young people Businesses Internal Line managers both police officers and police staff Frontline officers, teams, PCSOs, Specials, volunteers Staff in supporting branches Federation, Supts Assoc and Unison members Force Leadership Team Influencers The key stakeholder groups that the Force will seek to engage with are: Office of PCC Local media Councillors and MPs Charity/voluntary sector 6

7 Priority Messages The Corporate Communications Branch will assist in developing appropriate messages for individual communication strategies and plans. In support of the Force purpose and the communication aim there are some elements that should be considered when messages are being devised. GMP is working hard to protect communities wherever they may be by tackling crime and antisocial behaviour and the issues that matter GMP is aiming to keep people safe by bringing offenders to justice It is your police service and by getting involved you can help improve your community and bring offenders to justice Officers are working at the heart of communities and with partners are listening to what is important and will aim to take appropriate action GMP faces considerable financial challenges and is reviewing what it does so that it can do things in different ways and maintain services 7

8 Delivery Plan Effective communication is an issue for everyone within Greater Manchester Police. Communication should be considered by all Divisions and Branches in developing their plans, and should be a part of strategy, planning and development across the Force. The Corporate Communications Branch Delivery Plan outlines the new developments and activities in communication to support the Force Delivery Plan in delivering the Police and Crime Plan objectives. It does not detail everything that the Branch will provide but highlights extra activity or new areas under development. See Appendix A 8

9 Evaluation and monitoring Evaluating the impact of communication is essential and increasingly challenging as developments take place and new channels emerge. Carrying out reviews of activity supports an understanding of the impact communication has and ensures resources are focused on the right areas. With limited communication resources all forms of communication must be able to show some form of return on the investment of time. The following evaluation methods will be carried out: Monthly communication scorecard with buzz monitoring and risk assessment Quarterly review of neighbourhood social media accounts Review of online media coverage for specific issues Evaluation of impact of individual campaigns both internal and external Evaluation of use of internal communication channels Questionnaire/dip sampling on specific issues Review of information from corporate surveys or research including neighbourhood surveys Monitoring of the Corporate Communications Branch Delivery Plan will take place monthly at the Branch SLT and will be reported quarterly to the DCC. The Force Corporate Communications Strategy will be reviewed annually in line with the planning cycle. 9

10 Budget The central budget for communication activity is held within the Corporate Communications Branch. This has been subject to reductions since 2010 as the Force maximises no cost communication channels including social media and media relations. There is a budget held by Corporate Communications of less than 7,000 to support campaign delivery in , where additional resources are required they will be bid for from other budgets.. 10

11 Appendices Appendix A Corporate Communications Delivery Plan Appendix B Accessibility Appendix C Roles and responsibilities Appendix D Critical Success Factors Appendix E Delivery methods 11