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Communications Service Re-commissioning 16/05/14

Communications Service Re-commissioning 16/05/14 . Tom Alexander – Programme Manager (London Borough of Sutton) Carl Morlese – Procurement Category Manager (London Borough of Richmond). Today’s Session. Sutton The Place. Our residents Our communities Our organisation. ‘As is’.

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Communications Service Re-commissioning 16/05/14

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  1. Communications Service Re-commissioning16/05/14 Tom Alexander – Programme Manager (London Borough of Sutton) Carl Morlese – Procurement Category Manager (London Borough of Richmond)

  2. Today’s Session

  3. Sutton The Place • Our residents • Our communities • Our organisation

  4. ‘As is’ The Council is committed to understanding what our residents need, involving them in making decisions and ensuring they know what we are doing. • In order to deliver good and effective communications, we currently: • Inform residents, businesses and visitors to the borough about the work of the council, the services it provides and how they can get involved in shaping decisions. • Maintain a strong and recognisable council identity • Promote and uphold the council’s reputation • Ensure that our workforce is involved and engaged in the work of the council through good internal communications, so that they can represent and champion the council in the community.

  5. Key Considerations This is a very turbulent time for Local Government. We need to ensure we develop a service that works for us in the short term but also futureproof it where possible. • We are now undertaking a thorough needs analysis to understand the scope of the functions required within the new service specification. There are some areas outside of the scope of this project: print management (subject to a separate council contract) and web services but consideration needs to be given to being more explicit about other areas such as filming and public affairs. • We will engage with our neighbouring boroughs to explore options for pooling resources. This would focus on opportunities for cross borough work and campaigns e.g. public health, anti-litter to reduce design and print costs, for example, rather than full shared services. • There may be an opportunity to integrate the management and development of the Intranet into the core functions of the revised communications service. • Development of a borough-wide communications hub with other key public sector partners will be considered.

  6. Proposed Commissioning Outcomes We will deploy our council commissioning approach to ensure best value and better outcomes and suggest the following design principles to help shape the process: • Flexible and innovative service which adapts to changing priorities and practice both within and outside of the Council. • An improved customer experience with residents and staff as we move away from “broadcast” to more engaging and participative form of communications. • A clear programme of activity focused on promoting our strategic priorities and an increase in self service for managers. • A strong brand that promotes our key values and is recognised and understood locally and that this reputation is reflected in the satisfaction with the council. • An increase in our external positioning within the London region and nationally against our key priorities. • A coherent and joined up approach to communications, in particular media, marketing and internal communications/staff engagement that leads to an increase in how informed and satisfied residents feel with the council. • A strong focus on our digital and social media delivery to ensure that staff and residents are receiving the type of communications they require. • Increase the use of tools to help monitor, evaluate and assess the outcomes of our communications activities for impact, value for money and the effect on results.

  7. Expected Benefits • A communications service increasingly aligned to engaging residents in Council decisions. • An increased focus on digital opportunities and new forms of media. • Value for money. • A service that is well positioned to support both residents and staff through times of significant change.

  8. For discussion • Given the need to make significant savings to our budget but to ensure a level of openness with residents, what could your organisation do to help? • What could you do to help Councillors manage a difficult message to the public? • Can you give examples of internal communication mechanisms that have helped keep staff in the loop and engaged in an organisation going through considerable change? • How do you measure the effectiveness of the communications tools you use?

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