Communications Strategy
|
|
- Marlene Ward
- 6 years ago
- Views:
Transcription
1 Communications Strategy Author: Head of Communications, Anna Bowden Date: July 2014
2 Author: Directorate: Head of Communications, Anna Bowden Corporate Services Consultation: Heads of Service (Jan-Mar 2014) and EMT (March 2014) and themed session at Board (June 2014) Equality Analysis 10 June 2014 Assessment Date complete: Approval date: Executive Management Team June 2014 Approval date: Lewisham Homes Board July 2014 Strategy Review date: April 2017 Equality Impact Assessment Review April 2017 date: 2
3 Strategy Overview and Aims Lewisham Homes is committed to providing high quality communication as part of its mission to deliver excellent housing services. This strategy will play a key role in our mission by ensuring that we communicate in a timely, open, reliable and responsible manner, and target audiences appropriately. To be effective we aim to increase awareness and understanding of what we do, build relationships and therefore contribute to increasing customer satisfaction. This strategy sets out how the communications function will support the organisation s corporate objectives and strategies for ICT, People, Community Engagement, Customer Services and Equality and Diversity. Good communication and information about our services is the responsibility of all Lewisham Homes representatives, including staff and Board members. By articulating our key messages, identifying audiences and delivering effective communication tools we can provide clear guidance to prepare and equip all representatives of Lewisham Homes. It is essential that Lewisham Homes speaks with one voice for the clarity of our messages to be maintained. Lewisham Homes is now in its eighth year and is at an important place in its journey. We have strong support from our residents and the Mayor under the Housing Matters consultation which saw our staff speak with thousands of residents about their priorities and about our future. However, we are operating in a changing environment with central government decisions having an impact on our organisation through self-financing, Welfare Reform and Right to Buy sales. It is time for us to begin to articulate our place in the housing landscape, and share our commitment to investing in Lewisham and creating opportunity for local people. We are three years into our Decent Homes programme which is making a big impact with our residents. In terms of our customer service and satisfaction, we will be investing in our online offer to residents and respond to the increasing demand and expectation for self-service. Our new online service is due to launch in 2014 and, as outlined in our Customer Service Strategy, it is anticipated that self-service and online access will present more cost effective and value for money customer service option in the future. There is a range of effective internal communications in place to help keep employees informed and engaged with the organisation. We want to bring a new focus to our efforts in this area, and aim to capture and reflect the voice of our employees to creating an employer brand that attracts and engages the best talent to join our team. Mission and objectives Lewisham Homes mission is to deliver excellent housing services for thriving neighbourhoods in Lewisham. Our strategic objectives are: 1. Excellent services 2. Quality Homes 3. Sustainable business 4. Community focus 5. Employer of choice 3
4 Communications objectives To increase understanding and manage expectations about the services we provide, and therefore improve customer satisfaction with these services to 80%. To inform residents and facilitate two-way communication to ensure residents can influence our services. To create an employer brand that attracts, engages and helps retain the best talent. To build a brand that articulates our vision, promotes our staff, work and place in the housing landscape. To provide professional advice and facilitate two-way communication for staff. Ensure that communications plays a part in staff feeling motivated, valued and informed. Link to strategic objectives Where are we now Audiences We are responsible for developing effective communication links with residents, staff and other audiences. Information will be targeted appropriately for: Tenants and leaseholders Current and potential employees Resident and community groups Board Members Lewisham Council Unions Media press, online, industry Online community/bloggers Other housing providers Regional/National Government Suppliers, partners and contractors Customer data and feedback In 2012 the STAR survey showed dissatisfaction in some key areas of service, the main reasons being poor communication, customer service, or not listening to tenants (26%); or lack of response/action and outstanding repairs 24%. Three fifths (60%) of dissatisfied tenants said that if there was an improvement in communication then they would feel Lewisham Homes is good at keeping tenants informed. One fifth (20%) of tenants stated if Lewisham Homes sent them relevant information this aspect would improve. This is the same for all demographic groups. Although 62% of tenants have access to broadband at home (2012 STAR survey), less than 3% of customer contact is via digital channels. Part of this strategy is based on the development of online services and a channel shift for residents use of these, presenting an opportunity to increase customer satisfaction, as well as reduce the demand on our customer contact centre. Staff and resident surveys being carried out in 2014 will give us further insight. 4
5 Channels We provide a range of accessible channels including online, print and face to face. These include the website, intranet, magazine, leaflets, events, eflyers, posters, text messaging, social media and more. The development of customer service points is covered broadly in our Customer Service Strategy and ICT Strategy; however, this strategy aims to set out the strategic use of these channels in order to contribute to achieving the organisation s aims. The growing expectation for online services and interaction via social media is being considered through this, Customer Services, ICT and Community Engagement strategies. With an active and growing community of bloggers and social media networks, there is great potential for engagement activities through online forums, blogging and video, and we are incorporating some of these channels into our activities. We have had good success through our Twitter, which is emerging as a contact point for general customer enquiries. The introduction of online services provides us with more opportunities to increase engagement online, including creating discussion forums, surveys and targeted eflyers. Equality and Diversity considerations We make best use of our existing communications methods to provide information to audiences as set out in our Equality and Diversity Strategy and the Equality Analysis Assessment. As part of our approach through resident engagement activities we are focused on a holistic approach to digital inclusion activities that support our residents to participate online and access a range of services and information. A range of alternative formats and other types of support through our services are regularly promoted through our communication channels, including but not limited to providing interpreters and translations, alternative formats, using plain English and avoiding jargon, acronyms and abbreviations. Our websites are mobile-friendly and designed in accordance with good practice in accessibility. Media We have a responsibility to develop a positive working relationship with the media in order to maintain and enhance Lewisham Homes reputation. We monitor and are in regular contact with local and industry press, social networks and blogs. Our preference is to communicate directly with audiences through a variety of our own channels to ensure information remains accurate and is distributed effectively to relevant audiences. In 2013/14 Lewisham Homes was featured 95 times in the media. Of these 56 articles were positive and 27 negative. There are occasions when residents engage the media to challenge us. Most press enquiries come via the Council s press office and we work together to respond to these. Our aim is to work directly with residents to solve problems and deal with complaints quickly. Key issues and challenges One of the consistent themes gathered from our customer surveys and consultation work is that our residents feel uninformed about our services. This appears to be due to their experience as a customer (eg. being kept updated about progress of their enquiries, particularly for repairs and ASB), rather than down to the communications materials they receive. It is part of our Customer Services Strategy to shift residents to online services and this is an opportunity to address these issues. Unfortunately, the development of services has been limited by our ICT arrangements, though we are working on achieving this, as set out in our ICT Strategy. 5
6 Political and economic debate and influences around housing generally has meant that Lewisham Homes has been adapting to the changing shape of services (eg, Welfare Reform and Right to Buy), as well as a changing path for the future having paused our conversations with residents about our future. This environment has meant that establishing clear messaging is challenging. Major Works and decent homes continue to be a high profile part of our activities and is making a big impact in our residents homes. Satisfaction with services has been positive (93%) and with nearly 5000 homes complete the programme is now entering a wide-scale programme of external works. From 2014, information and support for leaseholders and our consultation is particularly important, as they are required to contribute to costs of work. To minimise the issues in the long term a proactive stance is needed. Where we want to be Key focus areas 1. Marketing the residents portal / channel shift Supporting the channel shift to digital channels will be a key focus following the launch of online services. This will allow us to improve data capture and analysis, deliver more targeted digital communications, increase customer engagement in our digital channels and enhance customer value. A strategic campaign plan sets out the approach to marketing online services, focused on registration, not use of services, as this is impacted by both technology and other factors. 2. Employer brand We will continue our efforts to be an employer of choice by creating an employer brand that attracts and engages the best talent. We aim to do this by capturing and reflecting the voice of our most important advocates, our existing employees. This will be measured by brand familiarity and offer acceptance rates, increase in quality job applications and size of candidate long list; and employees with optimised professional social profiles. A campaign plan will set out the proposed strategic approach to creating an employer brand. 3. PR/Media campaign We will deliver a proactive PR programme designed to share our story and strengths in connection with our strategic objectives. This will include building a positive profile and story around our contribution to housing and building the first new council homes in Lewisham for 30 years; sharing our successes in supporting people through the offer of apprenticeships, graduate placements, training and back to work schemes, and community development initiatives. Brand A consistent brand and identity gives us the tools to communicate effectively, by allowing our stakeholders to instantly recognise us and access our services. It s not just about the logo or the colours we use but how our visual, written and verbal communications all work together to present a united image that reflects our values and corporate objectives. We have set out brand guidelines which outline the basic building blocks needed to produce all communications material, whilst still allowing for creativity. 6
7 Consistent application of the Lewisham Homes brand should be used to reflect our identity and will help audiences to recognise us. Its success depends on: A planned communications programme linked to strategic objectives A clear and consistent approach to brand voice and identity as set out in our Brand Guidelines Use by any third party to be approved by the Communications team External communications Communicating well with our tenants and leaseholders is crucial to our services and reputation as an organisation. We have developed our external communications and established ourselves as an organisation that is working hard to improve and deliver for its residents. We want to continue to develop our existing tools to ensure they are meeting the needs of our target audiences, are innovative, reflect the changing environment, represent value for money and are accessible to all. This will include emphasis on refreshing our brand and online presence, ensuring our messages are clear, and providing a range of channels to facilitate communication. Our messages are set out below: We re 100% focused on Lewisham We want our residents to love where they live We want to make a difference to Lewisham people and the housing landscape We re proud of our people and our work External communications includes our approach to stakeholder audiences such as Lewisham Council. We will build on our efforts to provide councillors and officers with information and clarity about our services, and continue to work with the press office through our Service Level Agreement. We will continue to provide eflyers, networking events and connect through social media channels which are particularly well used by councillors. We are introducing a new approach to our brand as an employer; this will be mainly through online channels and designed to attract interest in our organisation and talented people who may want to work for us. Our resident survey being carried out in 2014 will give us further insight. Internal communications Effective internal communications help to ensure that employees understand our values, mission and how their role contributes to the overall objectives and Business Plan. We will keep staff informed and engaged through a range of tools including the intranet, plasma screens, eflyer, briefings and events. By ensuring our staff feel involved and able to participate in open and honest communications they will be more likely to be proactive and suggest ideas and opinions as well as represent the organisation well in their day to day roles and interactions. A one page concept has been developed specifically for communications to staff. This sets out the five strategic objectives and three main messages associated with these, it is designed to promote clarity and consistency for leadership communications within the organisation. Our values are also important to thread into our day to day communications. These were launched in 2013 and are being embedded in a range of ways, and will assist us in developing the culture we seek. To build on our internal communications we will continue to facilitate involvement from employees at every level and increase the accessibility of all directors. We will also revamp 7
8 our intranet site to deliver a fit-for-purpose site which enables user-driven content. Repairs operatives and caretakers make up a third of our employees and have some of the most significant and regular contact with our customers, it is important that they feel valued and connected to our mission. Many do not have access to computers through their day to day work; therefore we are developing our ways of sharing information with them, particularly through using smart phones. Our staff survey being carried out in 2014 will give us further insight. How we will get there We have an annual communications programme which maximises the use of our established communications channels, aligns to the Business Plan 2014/15 and sets out the actions for improving communications. The programme includes communications with residents, staff, stakeholders and our approach to press/pr. It also acknowledges the cross-over with other corporate documents including Customer Services, Community Engagement, ICT and People Strategies. Campaigns We will agree individual campaigns which support the business, such as driving take up of direct debit, within the annual programme to ensure appropriate time and capacity is allocated. This annualised approach to the planning of campaigns will also help ensure that we minimise ad hoc and unplanned work which is, inevitably, more costly and less efficient. Resources The Operational budget for 2014/15 is 630,000 including staff, printing and postage costs. The communications team is made up of the Head of Communications and 5.4 staff. This enables campaigns, media monitoring, web development and graphic design be carried out in-house. Monitoring and review Activities will be monitored through the Business Plan and supporting communications programme. Evaluation and measurement of activities include: staff and resident satisfaction 25% of residents registered for online services by 2017 web analytics and social media followers/friends (2136 Twitter followers March 2014, 2887 followers on social media overall) There were 56 positive press mentions featured in 2013/14, over the next three years we want to see more than 60 per year Other campaign specific measurements are set out in the appropriate planning documents. The strategy will be reviewed annually by the Executive Team as part of the business planning process and a revised strategy will be submitted to Board in Developing the strategy This strategy has been developed to complement Lewisham Homes strategic objectives and Business Plan 2014/15, as well as key strategies and service requirements (in consultation with the Board, Executive Management Team and Corporate Leadership Team members). A range of analysis tools have been used to identify strengths, weaknesses, opportunities and threats, and to map the influence and interest of audiences. 8
9 A themed session was held with the Board on 10 June The feedback from this session has been taken into account in the final version of this document including setting out the approach to promoting Lewisham Homes activities externally, addressing communications with councillors, and outlining how social media and the online portal can be used. Appendices Communications Programme 2014/15 Equality Analysis Assessment 9
COMMUNICATIONS STRATEGY
COMMUNICATIONS STRATEGY 2016-2019 Introduction and purpose This strategy details how communications will support the delivery of shaping the future of urgent & emergency care (EEAST strategy 2016-21).
More informationWORCESTERSHIRE MENTAL HEALTH PARTNERSHIP NHS TRUST
WORCESTERSHIRE MENTAL HEALTH PARTNERSHIP NHS TRUST COMMUNICATIONS POLICY This policy should be read in conjunction with Trust s Service User and Carer Information policy; Interpreting and Translation policy;
More informationTenant and Customer Engagement Strategy
Tenant and Customer Engagement Strategy 2016-2021 1 Contents Introduction Page 3 Vision, aims and objectives Page 5 Delivering the strategy Page 7 What will success look like? Page 13 High level implementation
More informationValue for Money Strategy
Value for Money Strategy 2017-2021 BOARD CUMULATIVE EFFICIENCY & SAVINGS PLAN STRATEGIC POSITIONING TRANSFORMING SERVICES FOR CUSTOMERS AUDIT & RISK SCRUTINY PANEL PLACE SOCIAL INNOVATION AND PARTNERSHIP
More informationMarketing & Communications Guidelines
Marketing & Communications Guidelines Policy date Policy owner New or review 21.1.16 Lisa Charles New Internal/customer facing Customer facing (regulators and other similar stakeholders) Version no 1 Approved
More informationN:\NPH Corporate & Customer Services\NPH Board\Key NPH Documents\Delivery Plan\Delivery Plan V13.doc 1
N:\NPH Corporate & Customer Services\NPH Board\Key NPH Documents\Delivery Plan\Delivery Plan V13.doc 1 Contents 1. Foreword... 3 2. Introduction... 4 3. Vision, Mission and Values... 5 4. National Context...
More informationWelsh Language Scheme Tai Calon Community Housing Limited
Welsh Language Scheme Tai Calon Community Housing Limited Welsh Language Scheme prepared in accordance with the Welsh Language Act 1993 (the Act) and the Regulatory Code for Housing Associations in Wales,
More informationNOTTINGHAM CITY HOMES
ITEM: 8 NOTTINGHAM CITY HOMES THE BOARD REPORT OF THE CHIEF EXECUTIVE 22 JANUARY 2015 NOTTINGHAM CITY HOMES DRAFT CORPORATE PLAN 2015-2018 1 SUMMARY 1.1 This report provides the Board with a first draft
More informationWales Millennium Centre Behavioral Competencies Framework 1
Wales Millennium Centre Behavioural Competencies Framework Be Reflective Ensuring we understand who our customers are Taking time to listen to customers Proactively engaging with customers to find out
More informationInterim Head of Internal Communications (Fixed Term)
About The Job. Department of Corporate Affairs Professional Services Interim Head of Internal Communications (Fixed Term) Pursue the extraordinary Overview About the Department Corporate Affairs is a key
More informationHighways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
More informationORBIT GROUP BUSINESS PLAN
ORBIT GROUP BUSINESS PLAN 2016-2017 1 CONTENTS RESPONDING TO A CHANGING WORLD STRENGTHENING OUR OFFER PLANS 2016-2017 2020 OUTCOMES ACTIONS ORBIT AT 50 CONCLUSION APPENDIX 1 3 4 5 6 7 8 8 9 2 RESPONDING
More informationWe are here to serve the community and to build long-term customer confidence based on our vision, our mission and our values.
To Lead and develop our Social Space. Define and execute strategy and plans to grow our online presence and develop new digital media platforms. Ensure consistent branding, visually and in tone of voice,
More informationDestination Our story so far. The context we operate in. Our Vision remains the same. What we do and who we re here for
Destination 2018 Our Strategy & Business Plan 2016/17-2017/18 Destination 2018 Our story so far Guinness has changed. Ten years ago we were a group of housing associations many of which were regional or
More informationCommunications Strategy Summary and Action Plan 2016/18
James Paget University Hospitals NHS Foundation Trust Communications Strategy Summary and Action Plan 2016/18 here YOU come first Changing Times: Communications Strategy Summary and Action Plan The James
More informationHead of Marketing. How to apply
Head of Marketing The Bush Theatre is looking for a creative, strategic and sales-focused Head of Marketing to lead the theatre s marketing and communications strategies and the development of our brand.
More informationLUU is much more than just a building, we are an organisation led by its 34,000 members.
Dear Candidate, Thank you for your interest in the role of Forum Facilitator at LUU. LUU is much more than just a building, we are an organisation led by its 34,000 members. You d be joining at an exciting
More informationINTERACTIVE INTERNAL COMMUNICATIONS
PRIA STATE AWARDS FOR EXCELLENCE CATEGORY 7 INTERNAL COMMUNICATIONS INTERACTIVE INTERNAL COMMUNICATIONS ENTERED BY PETER GRIMSHAW STAR CITY JULY 2006 TABLE OF CONTENTS Executive Summary.3 Situation Analysis.4
More informationJob Specification London s Air Ambulance
Job Specification London s Air Ambulance Job Title: Director of Communications & Marketing Location: Charity HQ, 77 Mansell Street E1 8AN Salary : c 80,000 Reporting To: Chief Executive Officer (CEO) DIRECTOR
More informationCustomer Services & Communications Forum 23/02/18 Armitt House, Cheadle Hulme 10.00am 12.00pm
Customer attendees from: Orchard Court Beenham Close Hilton Court Equity colleague attendees: Debbie Bell, Customer Solutions Manager Helen Hagerty, Customer Services Team Leader Angela Newall, Customer
More informationSOCIAL MEDIA STRATEGY. Creating Culture Making Impact Digital Transformation Stakeholder Engagement
SOCIAL MEDIA STRATEGY Creating Culture Making Impact Digital Transformation Stakeholder Engagement HSE November 2017 Introduction The Digital Age has transformed communications as we know it. Marketing
More informationQuest 2016 Gplus 11 Marketing, Research & Communications Guidance Notes Issue 4 - July 2016
Quest 2016 Gplus 11 Marketing, Research & Communications Issue 4 - July 2016 Outcomes To ensure that marketing activity is maximised across pricing, programming, product development, promotion, place and
More informationComments, Complaints & Compliments policy
Comments, Complaints & Compliments policy Version EKH#2 Last reviewed July 2013 Responsible officer Jonathan Hicks Approved by Board 12 Sept 2011 Next review date May 2015 Related documents Mission Statement
More informationUniversity of Birmingham Guild of Students
University of Birmingham Guild of Students Director of Support & Development Candidate Pack July 2017 University of Birmingham Guild of Students Director of Support & Development Candidate Pack July 2017
More informationSOHO HOUSING JOB PROFILE. Report To: Residential Operations Director Date: August 2017
SOHO HOUSING JOB PROFILE Job Title: Housing Portfolio Manager Report To: Residential Operations Director Date: August 2017 D. Job Purpose The Housing Portfolio Manager is responsible for ensuring that
More informationEngaging with the people we serve
Engaging with the people we serve An overarching strategy 2016/17 Author: Head of Digital, Marketing and Engagement Katie Ethelstone Corporate Communication Date: 28 July 2016 Version: 3 1. Contents Purpose
More informationRecruitment pack. Communications Manager (maternity cover, 12 months)
Recruitment pack Communications Manager (maternity cover, 12 months) Location: Aldgate, London Contract type: fixed term, 12 months Hours: Full time, 35 hours pw Salary: 34,000 (incl ILW) Pay Review Pending
More informationCONTENTS. 2 Winning hearts
Win hearts & minds CONTENTS A little intro from Gordon...4 A Winning Hearts history lesson...6 HR plans for 2014 and beyond...7 Our vision, mission and values...8 Our values in action...10-14 The new Winning
More informationProud Heritage, Exciting Future. Communications &Engagement. Strategy. More Than Words: Listening, Understanding, and Delivering
Proud Heritage, Exciting Future Communications &Engagement Strategy More Than Words: Listening, Understanding, and Delivering Table of Contents Introduction About the Strategy. 1 Strategic Vision, Mission,
More informationRole Type Pay Band Location Duration Reports to:
Role Title Head of Marketing, Korea Role Information Role Type Pay Band Location Duration Reports to: Communications PB 7/F Seoul, Korea Indefinite Regional Senior Marketing Manager English / Director
More informationUNIVERSITY OF ABERDEEN EMPLOYEE ENGAGEMENT STRATEGY
UNIVERSITY OF ABERDEEN 1. STRATEGIC CONTEXT EMPLOYEE ENGAGEMENT STRATEGY 1.1 The University Strategic Plan 2015-2020 focuses on our people (alumni, students and staff) being at the heart of our vision
More informationsteps for brand clarity + authenticity mezzanine.co transformation application of brand expression expression expression expression expression
2.3 visual expression mezzanine.co 1 / 13 steps for brand clarity + authenticity 2.4 internal expression 3.0 transformation phase 3.1 application of brand conscious branding phase delivery resource conscious
More informationCommitted to Excellence Assessment
Committed to Excellence Assessment Applicant Guide 2015 www.qualityscotland.co.uk Quality Scotland, West End House, 28 Drumsheugh Gardens, Edinburgh EH3 7RN Tel: 0131 225 5765 The objective of this guide
More informationEmployer Branding Essentials. 4 Tips Inspired by LinkedIn s Top Attractors Ranking
Employer Branding Essentials 4 Tips Inspired by LinkedIn s Top Attractors Ranking Introduction Your reputation as an employer is everything. If you have a good one, top candidates want to work for you
More informationBEGINNER S GUIDE TO ISO 9001 : Quality Management System Requirements Explained
BEGINNER S GUIDE TO ISO 9001 : 2015 Quality Management System Requirements Explained What is ISO 9001 : 2015? Why use it? ISO 9001 is an internationally recognised standard in quality. It is a guide to
More informationLevel 4 NVQ in Business & Administration Units Rules of Combination
Level 4 NVQ in Business & Administration Units Rules of Combination Level 4 NVQ Certificate in Business & Administration To achieve a Level 4 Certificate in Business & Administration, you must complete
More informationThe Personal Star: Qualities in Action. For internal use only. Not for use with customers.
The Personal Star: Qualities in Action» For internal use only. Not for use with customers. 2 3» Use this guide to help you, or the people you manage, to recognise and develop the behaviours that lead to
More informationBritish Gas Report to Ofgem in response to Ofgem s open letter on Supplier Complaints Handling dated 26th September 2014
British Gas Report to Ofgem in response to Ofgem s open letter on Supplier Complaints Handling dated 26th September 2014 britishgas.co.uk 1. Introduction from Ian Peters Managing Director British Gas One
More informationSTEVENAGE BOROUGH COUNCIL JOB DESCRIPTION
STEVENAGE BOROUGH COUNCIL JOB DESCRIPTION Post Title : Post No : Head of Housing Property Services HS56109 Grade : HoS Grade 1 Strategic Director : Service Delivery Unit : Marcel Coiffait Housing Property
More informationThe Medical Leadership Competency Framework
The Medical Leadership Competency Framework Self assessment tool Medical leadership is not a new concept and the need to optimise leadership potential across the healthcare professions, and the critical
More informationLeeds University Union Job Description HR Administration Assistant
Leeds University Union Job Description HR Administration Assistant Responsible to: HR Advisor Responsible for: N/A Job purpose: To provide an effective HR administration service for LUU Duties & Responsibilities
More informationCustomer Engagement Strategy
Customer Engagement Strategy 2016/17-2017/18 1 Our Strategy At Guinness we know that our customers know what it is like to receive our services better then anyone. Our Customer Engagement Strategy is designed
More informationUK Coaching: Equality and Diversity Action Plan
UK Coaching: Equality and Diversity Action Plan 2017 2018 Our Strategic Positioning Statement: UK Coaching is the lead agency for coaching in the UK. Our Vision: to help create an active nation inspired
More informationCustomer Engagement Strategy
Customer Engagement Strategy 2017-2020 Contents 1. Purpose... 3 2. Our Customers... 3 3. Core Values... 4 4. Introduction... 6 5. The Benefits of Customer Engagement... 7 6. The National Agenda... 8 7.
More informationCustomer service. Chartered Institute of Internal Auditors. 26 October What is customer service? 1 Chartered Institute of Internal Auditors
26 October 2017 Customer service Chartered Institute of Internal Auditors Everyone in the organisation is either directly or indirectly involved with customer service. It is very important that world class,
More informationPOSITION DESCRIPTION Marketing and Communications Manager. Direct Reports: Date: February Waipuna Hospice, Te Puna Station Road
POSITION DESCRIPTION Marketing and Communications Manager Direct Reports: Nil Date: February 2018 Reports to: Location: Director of Marketing and Fundraising Waipuna Hospice, Te Puna Station Road Position
More informationDraft terms of reference for the Staff Forum and communicate relaunch.
Equality, Diversity and Inclusion Action Plan 2017 Action Refresh Staff Forum with a focus on EDI. The Chief Executive and EMT will lead on the promotion of EDI. Success measure Workshop to focus on discussing
More informationCategory 3 Internal Communications Campaign Coca-Cola HBC Northern Ireland Liquid Communications
Category 3 Internal Communications Campaign Coca-Cola HBC Northern Ireland Liquid Communications 1. BACKGROUND Coca-Cola HBC Northern Ireland was founded as a family business in 1938. A member of the 28
More informationQuality and Empowerment Framework
Quality and Empowerment Framework 1 Contents Introduction... 3 Background... 5 Why is quality important?... 5 Embedding a quality culture... 6 Excellence in service delivery... 6 Satisfying people s expectations...
More informationbritish council behaviours
british council behaviours Mat Wright Mat Wright Mat Wright CREATING SHARED PURPOSE I gain the active support of other people so they are fully engaged and motivated to contribute effectively. I do this
More informationAMEC 10TH GLOBAL SUMMIT ON MEASUREMENT
AMEC 10TH GLOBAL SUMMIT ON MEASUREMENT BARCELONA 12-14 JUNE, 2018 SPONSOR OPPORTUNITIES AT THE WORLD S TOP CONFERENCE ON PR MEASUREMENT AND INSIGHTS The AMEC Global Summit on Measurement organised by the
More informationVISION 2020 Business Plan THE FUTURE CITB
VISION 2020 Business Plan 2018-21 THE FUTURE CITB 1 I am delighted to present CITB s Business Plan, a bold reforming programme with the needs of industry at its heart. Sarah Beale Chief Executive The ambitious
More informationLevels 1 & 2. PQASSO Quality Mark guidance on PQASSO indicators. For use with PQASSO 4 th edition
For use with PQASSO 4 th edition PQASSO Quality Mark guidance on PQASSO indicators Levels 1 & 2 Approved requirements for Charity Commission endorsement How to use this document In order to achieve the
More informationValue for Money Strategy
Value for Money Strategy Maximising Capacity & Creating Value Contents 1. Introduction 3 2. What is Value for Money and why it is important 4 3. Key Aim, Objectives, Approach and Measures of the Strategy
More informationPR Assistant Candidate Brief
PR Assistant Candidate Brief Background Join our vibrant organisation! As an action oriented conservation charity, Marwell Wildlife s desire is to connect people with nature. Through enthusing people about
More informationYHN s Corporate Procurement Strategy
YHN s Corporate Strategy 2014-2018 YHN s Corporate Strategy 2014-2018 - 1 - - 2 - Version control table Version number: 1 Date original version produced November 2014 Date current version produced: November
More informationDERRY THEATRE TRUST MILENNIUM FORUM JOB INFORMATION PACK
DERRY THEATRE TRUST MILENNIUM FORUM JOB INFORMATION PACK Job Ref: Department: Job Title: Location: Working Hours: Salary: Post Status: Closing Date for Applications: Contact Details Documents enclosed
More informationSocial Media Manager Job Description: a Complete Guide
- Social Media Manager Job Description: a Complete Guide Duties, responsibilities and qualifications required to succeed in today's digital marketing environment - Social Media Manager Job Description:
More informationYou Said, We Did! Quarter 3 & 4 (2014/15)
You Said, We Did! Quarter 3 & 4 (2014/15) Contents 1. Improvements from Customer Feedback 3-6 2. Improvements from Complaints 7 Page 2 Improvements from Customer Feedback Every quarter we have Customer
More informationManchester Children s Social Care Workforce Strategy. - building a stable, skilled and confident workforce
Manchester Children s Social Care Workforce Strategy - building a stable, skilled and confident workforce March 2016 1.0 Purpose of the Strategy As a council, we recognise that the workforce is our most
More informationJOB DESCRIPTION. Carer Communications and Marketing Manager
JOB DESCRIPTION Job Title: Salary: Contract: Hours: Accountable to: Based at: Carer Communications and Information Worker 20,000 (for 37 hrs per week) Full Time, Permanent 9.00am to 5.00pm Carer Communications
More informationJob Description: Brand Manager Fixed Term
Job Description: Brand Manager Fixed Term Wellington Regional Economic Development Agency: The Wellington Regional Economic Development Agency (WREDA) has been established to further improve the Wellington
More informationWoking Borough Council. External Communications Strategy Draft
Woking Borough Council External Communications Strategy 2016-2019 Draft Contents 1.0..Introduction 2.0..Our vision and priorities 3.0..Our communications aim 4.0..The strategy in content 5.0..Our External
More informationKEY ACCOUNTABILITIES:
JOB DESCRIPTION Job Title: PR & Communications Manager Grade: SG8 Professional Services Directorate: Communications and Recruitment Effective date of job description: November 2017 Directorate section:
More informationPosition Description Local Area Coordinator
Work unit Award Reports to Responsible to Supervisory responsibilities Position Description Local Area Coordinator Local Area Coordination Services Social, Community, Home Care and Disability Services
More informationCOMMUNICATIONS COORDINATOR
Job Description COMMUNICATIONS COORDINATOR We are World Animal Protection. We end the needless suffering of animals. We influence decision makers to put animals on the global agenda. We help the world
More informationMember Poll: Internal Communications and Diversity and Inclusion. January 2015
Member Poll: Internal Communications and Diversity and Inclusion January 2015 Published by Diversity Best Practices 2 Park Avenue, 10 th Floor New York, NY 10016 DiversityBestPractices.com Copyright 2015
More informationUNIT 4 PUBLIC RELATIONS
MEANING OF PUBLIC RELATIONS UNIT 4 PUBLIC RELATIONS Public relations are a strategic communication process that builds mutually beneficial relationships between organizations and their publics. DEFINITION
More informationTopic 11 - Quality. Higher Business Management
Topic 11 - Quality Higher Business Management Learning Intentions / Success Criteria Learning Intentions Methods to ensure quality. Success Criteria By end of the topic you will be able to describe: the
More informationAAT is a registered charity. No Marketing Manager 12 month contract
Marketing Manager 12 month contract Job description Job title: Marketing Manager Grade: 4 ivision: Reporting to: Marketing and Commercial Senior Marketing Manager - Qualifications Responsible for: Marketing
More informationWelsh Language Scheme
Welsh Language Scheme Welsh Language Scheme Outline approval by WNO Board: June 2014 Public and stakeholder consultation: October / November 2014 Approval by Welsh Language Commissioner: tbc Final approval
More informationEvidencing Social Return on Investment. James Francis Group Finance Director (Operations)
Evidencing Social Return on Investment James Francis Group Finance Director (Operations) Our Mission Our mission is to enhance life chances Our Vision Being a trusted provider Increase our profitability
More informationLIVERPOOL MUTUAL HOMES GROUP 2015/ /20 CORPORATE PLAN
LIVERPOOL MUTUAL HOMES GROUP 2015/16 2019/20 CORPORATE PLAN Version v2 January 2016 1 I LIVERPOOL MUTUAL HOMES GROUP CORPORATE PLAN 2015/16-2019/20 Introduction Liverpool Mutual Homes began, in 2008, as
More informationThe Department of Human Services
Workforce Planning: Driving Change and Aligning Priorities Presented by Jo Talbot National Manager Workforce Planning & Diversity, Department of Human Services 23 May 2012 The Department of Human Services
More informationBioenergy Australia Strategic Plan Bioenergy Australia Strategic Plan bioenergyaustralia.org
Bioenergy Australia Strategic Plan 2017 2020 bioenergyaustralia.org History Bioenergy Australia was established in 1997 by a small group of Federal Government organisations to foster and facilitate the
More informationHIGHER EDUCATION MARKETING, RECRUITMENT, ADMISSIONS AND COMMUNICATIONS ORGANISATIONAL TRENDS MARKET TRENDS
HIGHER EDUCATION MARKETING, RECRUITMENT, ADMISSIONS AND COMMUNICATIONS ORGANISATIONAL TRENDS MARKET TRENDS If we look at Michel Porter s 5 Forces model of competition, the last five years have seen the
More informationPRPS Brand Study Brand Strategy & Communications Plan Completed April 19, 2017
PRPS Brand Study Brand Strategy & Communications Plan Completed April 19, 2017 Before you begin. Please notice the overall color scheme of this presentation, of this font, and the font and header palette
More informationFunctional Skills in English Speaking, Listening and Communication Level 1 Controlled Internal Assessment Centre Guidance
Functional Skills in English Speaking, Listening and Communication Level 1 Controlled Internal Assessment Centre Guidance PART A - GUIDANCE ON SETTING ASSESSMENTS Assessment of this qualification The assessment
More informationEngagement paper for Our Future Wellbeing Programmes
Engagement paper for Our Future Wellbeing Programmes Version Date Issued Summary of Changes 1.0 Document Created Author S. Joslyn and C. Williams TARGET READERSHIP This document has been distributed for
More informationIn Focus: Policy development
National Council for Voluntary Organisations Campaigning Effectiveness Policy development Why is it important? What does it involve? is the process through which an organisation identifies and articulates
More informationICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017
Reorganization The Credentialing Advisory Board proposed, and the Leadership Advisory and Executive Boards agreed, that the ICMA Practices should be organized as a narrative rather than a list. The following
More informationBusiness Plan
Business Plan 2016-17 1.1 We will raise awareness of our service through working more closely with organisations in our jurisdiction, consumer organisations and national advice agencies, and target our
More informationHammersmith & Fulham borough of opportunity
Hammersmith & Fulham borough of opportunity PRINCIPAL MANAGER (BUSINESS INTELLIGENCE) HOUSING AND REGENERATION Job Pack Information for applicants Job Description Person Specification JOB DESCRIPTION Job
More informationIntranet Platform. Software for sharing, collaboration and information management
Software for sharing, collaboration and information management Brief Overview The Digital Workplace; transforming the way you work Organisations worldwide have long been experiencing the numerous benefits
More informationCommunications, Marketing, Recruitment and Admissions
Job Description Corporate Communications Manager School/Directorate Section Job Title Reports To Communications, Marketing, Recruitment and Admissions Communications Corporate Communications Manager Associate
More informationEQUALITY, DIVERSITY AND CUSTOMER CARE POLICY
EQUALITY, DIVERSITY AND CUSTOMER CARE POLICY INTRODUCTION Grand Union Housing Group (GUHG) consists of Aragon Housing Association (AHA), Rockingham Forest Housing (RFH) and South Northants Homes (SNH).
More informationA-level Media Studies Advanced Subsidiary Examination MEST2. Production Briefs MEST2. Unit 2 June To release to students on or after 1 June 2017
Unit 2 June 2018 A-level Media Studies Advanced Subsidiary Examination Unit 2 Creating Media s To release to students on or after 1 June 2017 All teacher-assessed marks to be returned to AQA by 15 May
More informationCompetency Catalog June 2010
Competency Catalog June 2010 Leadership Competencies Leadership competencies are those generic or cross-organizational competencies that are applicable to various functions and/or posts. They focus on
More informationSocial Media Marketing Plan
Social Media Marketing Plan (Name) (Date) (Company) (Overview) Social Media Marketing Outline Instructions Complete all parts with a 1 2 paragraph answer. This will help you to organize your ideas and
More informationManaging Director Candidate Brief
Managing Director Candidate Brief Letter from Adrian Gregson, Leader Dear Candidate Appointment of Managing Director Thank you for your interest in this exciting role. We are looking for a visionary and
More informationRisks, Strengths & Weaknesses Statement. November 2016
Risks, Strengths & Weaknesses Statement November 2016 No Yorkshire Water November 2016 Risks, Strengths and Weaknesses Statement 2 Foreword In our Business Plan for 2015 2020 we made some clear promises
More informationSocial Media in Healthcare Leverage Social Media for Real Business Impact
Social Media in Healthcare Leverage Social Media for Real Business Impact Gelb Consulting, An Endeavor Management Company 2700 Post Oak Blvd P + 281.759.3600 Suite 1400 F + 281.759.3607 Houston, Texas
More informationMaggie Keswick Jencks Cancer Caring Centre s Trust Job Description
Maggie Keswick Jencks Cancer Caring Centre s Trust Job Description 1. JOB TITLE: Fundraising Organiser REPORTS TO: PROFESSIONAL SUPERVISION: RESPONSIBLE FOR: Centre Fundraising Manager NA NA SALARY BAND:
More informationINSTAGOOGLETWEETFACE? Social Media for Scholarship Engagement
INSTAGOOGLETWEETFACE? Social Media for Scholarship Engagement Session Goals Discuss Social Media Strategies and Best Practices Dialogue to exchange ideas to help position your (organization, institution,
More informationCreative Scotland Job Information Pack Screen Commission Officer
Creative Scotland Job Information Pack Screen Commission Officer Who we are 02 Creative Scotland is the national development agency for the arts, screen and creative industries. We support the creative
More informationRMIT Diversity and Inclusion. Gender equality ACTION PLAN
Gender equality ACTION PLAN Introduction RMIT is a dynamic institution, known for its innovation, creativity and relevance to contemporary society. The University s mission is to create transformative
More informationJOB DESCRIPTION AMNESTY INTERNATIONAL INTERNATIONAL SECRETARIAT
JOB DESCRIPTION AMNESTY INTERNATIONAL INTERNATIONAL SECRETARIAT JOB TITLE: Media Manager EU, Balkans, Turkey DIRECTORATE: Global Operations DEPARTMENT: Europe and Central Asia Regional Office LOCATION:
More informationBUILDING UNIVERSITY WORKFORCE. 3 December 2010
BUILDING VICTORIA UNIVERSITY WORKFORCE CAPACITY Karen Fitzpatrick Sarah Wood 3 December 2010 Director HR HR Strategist OUR WPP APPLICATION Making VU 2016 repositioning strategy 2006 5 commitments Workforce
More informationTOOL 9.4. HR Competency Development Priorities. The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT
TOOL 9.4 HR Competency Development Priorities The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT 84604 801.373.4238 www.hrfromtheoutsidein.com [9.4] HR COMPETENCY DEVELOPMENT PRIORITIES Directions:
More informationStrategic Communication, Marketing, and Training Capabilities
Strategic Communication, Marketing, and Training Capabilities The Team Who we are. ARA s Strategic Communication and Training Group comprises professional marketing, business communication, cognitive science,
More information