COMMUNICATIONS STRATEGY June 2005
Adoption of a RMB Communications Strategy.
‘Press, PR & Communications’ is the seventh key work theme under the RMB. The Communications Strategy has been developed to address central government expectations and the communication needs of other stakeholders.
Constituent members of the Regional Management Board.
Adoption of Communications Strategy.
The absence of a Communications Strategy and implementation of its actions, will lead to a lack of information and awareness of the role of the RMB amongst its various Stakeholders. This could in turn breed criticism. LEAD/CONTACT OFFICER: TELEPHONE NUMBER: EMAIL: BACKGROUND PAPERS: INTRODUCTION The South East Fire and Rescue Services Regional Management Board (SE RMB) was established in April 2004 in order to meet the expectations of Central Government as set out in the National Framework Document (2004). The SE RMB comprises the County Councils of Oxfordshire, Surrey, West Sussex and the Isle of Wight and the combined fire authorities of Buckinghamshire and Milton Keynes, Royal Berkshire, East Sussex, Kent and Medway and Hampshire. The National Framework Document sets out six key collaborative areas of work for RMB’s. These are:
This Communications Strategy seeks to ensure effective communication of the SE RMB’s mission, aims, vision and objectives as set out in the Business Plan 2005-2006. It also suggests tools for communicating the achievements of the RMB to ensure all key stakeholders are informed and engaged. BACKGROUND To date, the ‘Press, PR & Communications’ function has been the responsibility of East Sussex Fire & Rescue Service. A media release was issued to announce the formation of the RMB but no communications have been administered since. The Programme Manager recently emailed all RMB contacts including Workstream Heads, for suggestions on the communications strategy. Feedback received was minimal, but suggested opportunities were:
Taking into account the above and discussions with SE FirePRO, a Communications Strategy has been produced. ANALYSIS AND COMMENTARY 1. Implementation of the Strategy The responsibility to communicate lies with the RMB as a whole. However, CFO Steve Myers (Surrey) will be the principal owner with responsibility for taking the strategy forward supported by his in-house Publicity team and the SE FirePRO network. The current exception lies in communications for the Regional Control Centres project as West Sussex’s project team manages communications for this area. Each SE FirePRO member has agreed to attend their workstream’s meetings in order to identify favourable communications opportunities/stories. Each member has a responsibility to feed these into the SF&RS team for dissemination within communication channels (see item 5). It is also proposed that at each quarterly RMB meeting, ‘Communication’ is added as a standing agenda item. This would give RMB participants an opportunity to share any items that warrant communication outside of this forum, for the SF&RS Publicity team to take forward for action. 2. Communication Aim and Objectives Aim: To support the activities and enhance the reputation of the SE RMB through effective Communications. Objectives:
3. Key Messages A set of consistent key messages adopted by all Members of the Board and in all Communications, is vital in developing a first-class reputation for the Board.
4. Stakeholders
This is not an exhaustive list of stakeholders; the RMB will need to determine their stakeholders appropriately, depending on the issue. Each of the identified stakeholders requires varying communications and indeed varying amounts of contact. Much of this (eg with CFOA) will be handled outside of the realms of this strategy by normal reporting mechanisms via the Programme Manager. OPTIONS 5. Making it happen – communication channels and tools This strategy proposes that initially, communication focuses on enhancing general awareness of the RMB. The following questions provide the foundations.
A number of communication channels and tools are available but without an allocated budget, ‘free’ communication tools are deemed appropriate, particularly taking into account the essence of the RMB as a cost effective function. However, there will be set-up cost implications for the website. All of the following suggestions will of course require staff resource, predominantly that of the SF&RS Publicity team but also supported by SE FirePRO. 5.1. Branding the RMB A dedicated brand in the form initially of a logo would aid the consistency of communications and encourage brand recognition. This ensures that all SE RMB related documentation has the same look and feel and thus provides an image that over time people will identify and associate with. 5.2. Letter to Stakeholders The RMB is a relatively new body and as such many of its stakeholders will not yet be familiar with its work. Therefore the Chair, on behalf of members of the SE RMB could write a letter to all key stakeholders introducing its work, its members and to detail how the Board intends to communicate with these stakeholders in the future. All Services should have their own stakeholder databases and it is proposed that each FirePRO member will be responsible for distributing this letter to their Service’s identified stakeholders. 5.3. A RMB Website It is proposed that a RMB website would provide a platform to disseminate information about collaborative working, containing details of RMB activities, what it does and why. Further research into the logistics and costs of a RMB website is required. This would need to be funded either by the board itself or divided between the nine fire and rescue services. The website could include agendas, minutes, objectives, explanations of what the modernisation/improvement agenda is about, links to other pertinent information eg ODPM, LGA. This area would be open to everyone including stakeholders, RMB constituents, all staff of the Fire & Rescue Services and the public. It is also hoped that the website would also off an opportunity for "doubling up" as the programme management collaborative workspace, in order to control and monitor RMB projects. User-name and passworded areas would provide this for appropriate personnel from all the Fire & Rescue Services in the Region, with versioned documents available within private areas, for each workstream project. It should facilitate faster, collective decision making by centralising timely and accurate information, and grant all team members equal opportunity to review and react. The website would initially be set up by the SF&RS web development team, then each area within the workspace would be managed and updated by relevant personnel from within the workstream project teams across the nine Services. Technical skills required to use this application are not high level and it is considered to be 'user-friendly'. All other communication tools mentioned in this Strategy such as newsletters and media releases would also be uploaded onto the workspace and stored centrally, providing 'anytime, anywhere' access for all stakeholders. 5.4. A Quarterly Newsletter A newsletter is a tried and tested, cost-effective way of distributing communications. The newsletter would be circulated to each FirePRO member for distribution throughout his or her organisation and also to other key stakeholders including those identified above. Content will focus initially on addressing the questions (see page 4), include photos of RMB Members in a ‘who’s who’ fashion and used to provide updates from workstreams. To broaden the appeal of the newsletter, it could also include generic stories from each Service. Each SE FirePRO member will have responsibility for providing article(s) and serve as an editorial board for the newsletter. CFO Steve Myers will "sign off" newsletters prior to distribution. 5.5. Awareness Sessions at Service events (DVD) It is assumed that all Services have Staff Awareness sessions in place as part of business as usual. The SE FirePRO network recently worked with the RMB to produce a DVD explaining the work of the RMB and demonstrating areas where Services in the South East are already working together on a regional basis. Each CFO has a copy of this DVD and it is proposed that this would sit well at Staff Awareness and Member Induction Sessions, as an internal communications exercise. In addition, the Programme Manager for the RMB is available to present at Staff Awareness Sessions.
5.6. Media Releases The Media play a vital role in informing the public. The RMB acknowledges the Media’s particular interest in matters that change the way fire and rescue services are delivered at a local level. Much of the work of the RMB will be of less relevance to local media, however it is proposed that media releases are issued to local media contacts at key milestones of their work. In terms of Trade Media, media releases about the RMB are likely to be of more interest thus it is proposed that the SF&RS Publicity team will be proactive in terms of informing trade press of the SE RMB’s work. The team will respond to all reactive media enquiries relating to the RMB, except those relating to Regional Control Centres. Protocols for Media Requests for Information/Interview The SF&RS team will field all media calls relating to the RMB and contact the appropriate Member/Officer for response. When a request is received for an interview, in consultation with the Chair of the RMB, CFO Steve Myers will make a decision as to whether it is appropriate to provide someone for interview. IMPLICATIONS
CONCLUSION As stated above, adoption of the proposed Communications Strategy will have positive consequences, as well as fulfilling the expectations placed on the RMB, from Government. All Communications Strategies should be evaluated to track their development and success. Evaluation of the Strategy will take place informally after six months and will be formally reviewed annually by the SF&RS Publicity team in consultation with the SE FirePRO. It will also form a rolling item on the agenda at these quarterly meetings. CFO Steve Myers will seek regular feedback from the SE RMB and as part of the annual evaluation process.
Joanna
Pratt, Publicity Officer – Surrey Fire & Rescue Service
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