Derbyshire Fire and Rescue Service’s

Corporate Communications Approach

2013

“Communicating the Service’s Vision

to a Safer Derbyshire”

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Derbyshire Fire and Rescue Service’s Vision

‘Making Derbyshire a Safer Place to Live, Work and Visit’

Preventing

fires and other

emergencies

Protecting

people, property

and the

environment

Responding

to fire and

rescue

emergencies

The Vision is delivered through the three Service Priorities

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Contents

1. Overview .......................................................................................................... 3

2. Introduction ...................................................................................................... 4

3. Principles of Communication ........................................................................... 5

4. Audience .......................................................................................................... 6

5. Communication Channels ................................................................................ 8

6. Resources ..................................................................................................... 11

7. Roles ............................................................................................................. 13

8. Social Media .................................................................................................. 14

9. Legislative Drivers ......................................................................................... 15

10. Evaluation ...................................................................................................... 16

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1. Overview This document sets out the Service’s communications agenda. It is also a tool that can be used to guide the user to conduct a successful communications activity. Section Two introduces the Service’s Communications Approach and defines its objectives. Section Three sets the principles of communication which are a standard that all communications can be judged against. The need to recognise internal and external audiences is discussed in Section Four. A range of different communication channels to reach these audiences is described within Section Five. Section Six defines the resources which will be available to the Service’s employees and introduces the concept of a ‘Message House’ which will provide a unified corporate message resource. The roles within any communication activity are detailed in Section Seven and a ‘message level principle’ is introduced which ensures that the correct message is being delivered by the appropriate person. Section Eight provides a statement on the role of social media within Derbyshire Fire and Rescue Service (DFRS) to describe the balance between the opportunities social media brings and the new risks it presents. The Service’s legislative obligations are discussed in Section Nine and the document concludes in Section Ten by explaining the evaluation process.

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2. Introduction

The Corporate Communications Approach will help DFRS achieve its Vision and deliver on its commitment to excellence by optimising its communications activity. This approach describes how the Service will communicate, who with, the tools to do so and the principles behind the communication. Action plans will be developed to implement the Corporate Communications Approach in its entirety. Effective communications are a key part of service delivery and will help build confidence and greater satisfaction amongst the communities DFRS serves and other audiences DFRS engages with. DFRS has a moral duty to communicate with its audience in a way that is inclusive and ensures that the message is understood. The Service has legal communication obligations under the Civil Contingencies Act 2004 and Data Transparency Codes; these drivers shape the communications activities of the Service. Politically, good communications are imperative to secure the reputation of the Service. This approach has the following objectives:

to ensure communication forms an important and integral part of the planning process for strategy, projects and campaigns

to protect and build the Service’s corporate reputation, promote greater satisfaction and confidence

to further improve the engagement of DFRS with the diverse communities it serves by delivering its messages in an inclusive manner

to fulfil the Service’s duties under the Civil Contingencies Act 2004 to ‘warn and inform’ the public, before, during and after emergencies

to fulfil any obligations required by the Code of Recommended Practice for Local Authorities on Data Transparency

to work with the Prevention and Inclusion Department to deliver community safety messages that raise awareness, understanding and change behaviour that contributes to a reduction in fire deaths and injuries

to communicate in an effective, two-way manner with the Service’s employees

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3. Principles of Communication

The communications approach is underpinned by seven principles. These principles describe what DFRS expects from its communications and provides a framework of guidance and direction that all of the Service’s communication shall embrace.

1. Clear and Concise: Communications will use plain language, be easy to understand and be consistent. Communications will reflect the Service’s Vision and Values.

2. Inclusive: The approach recognises that all people are individuals who have different perspectives and communication preferences. All communications will be inclusive to avoid isolating audiences.

3. Accessible: The Corporate Communications team will use a range of different media formats and channels to deliver the message. The message will be repeated to ensure accessibility.

4. Two-Way Communication: DFRS’s Communications Approach recognises the value in a two-way communication model. This approach engages with the audience and draws on their knowledge and networks.

5. Corporate Reputation: All communications will show the Service in a professional way which uses the Service’s branding to re-enforce its reputation. It is important that the Service is open and not misleading and recognised as such.

6. In Line with Normal Working: This approach empowers staff to deliver corporate messages at a level which reflects their normal working.

7. Evaluated: The Service will strive to evaluate the effectiveness of its communication by listening for the message echo and its effect.

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4. Audience

DFRS communicates with a range of internal and external audiences. It is important that DFRS understands why the audience is important and what issues concern them. DFRS will focus its communications activity to a targeted audience and deliver its message through suitable communication channels designed for either internal or external audiences. This section provides the user with the Service’s full range of audiences and defines the importance of each one.

Internal Audiences Why are they important to us?

DFRS Employees DFRS employees are the Service’s ambassadors and

deliver the service. Their actions within and outside of the

Service directly affects the corporate reputation of DFRS

and public satisfaction.

Elected Members As the governing body of DFRS; the Fire and Rescue

Authority is critical in shaping the direction of the Service.

The Fire and Rescue Authority provides scrutiny, overview

and assurance that DFRS is providing the best service

possible.

Again, their actions within and outside the Authority can

affect the reputation of the Service.

Representative Bodies Representative Bodies can have a great effect on how the

community and employees perceive the Service and how

they understand its aims, direction and the requirements of

their roles.

External Audiences Why are they important to us?

Residents of Derbyshire They are the customers of DFRS who pay for the Service.

Their satisfaction and confidence in the Service is a key.

Their opinions form a significant part of the Service’s

corporate reputation.

The Service needs to engage with them to help develop

and offer ways for them to access and influence the

services offered. It also needs to ensure they understand

the impact of future changes and their role in keeping

themselves and others safe.

Seldom Heard Groups In addition to all of the above, there is a need to engage

effectively with those who may not have received

communications from DFRS before. This is a legal

requirement under the Equality Act 2010.

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Businesses in Derbyshire They are the customers of DFRS who pay for the Service.

Their opinions form part of the Service’s corporate

reputation.

The Service needs to engage with them to help develop

and offer ways for them to access and influence the

services offered.

It also needs to ensure they understand their role in

protecting their businesses and those who work/spend

time within them.

Service Users Service users are members of the public who have dealt

with, experienced and interacted with DFRS.

Voluntary and Community

Groups

Often provide the key to accessing individuals or groups,

particularly those that are seldom heard.

Can be champions for communicating corporate

messages among the people they represent and work

with.

Media Key avenue through which DFRS communicates the

Service’s key messages to its stakeholders.

Amongst the biggest source of information through which

the stakeholders of DFRS form judgements, affecting the

Service’s corporate reputation.

Partner Organisations Joint service delivery, achievement of joint targets or

shared agenda requires understanding of different needs,

perspectives and issues.

DFRS needs to influence partner organisations to ensure

that the Service’s agenda is understood, valued and

promoted through partnership working.

Public view of the Service can be influenced by the

perception of partner agencies.

Other Fire and Rescue

Services

Service resilience and future planning increases the need

for understanding between Services.

A good understanding with peers assists the development

of corporate reputation.

Government Departments Increased awareness and understanding of the Fire and

Rescue Service can help influence the development of

national policy.

A good profile nationally can identify the Service as a top

performer.

Suppliers The Service wants to attract the best suppliers who

provide high standards, value for money and share the

same values.

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5. Communication Channels

DFRS uses a range of different communication channels and media to deliver its messages to the identified audiences. By considering the make-up of the audience, their interests, needs and the nature of the message, the Service will be able to select the most appropriate channel through which it will deliver the message most effectively. As in section 4; the communication channels are similarly categorised as either internal or external. Internal Communication Channels:

In 2012, DFRS undertook a survey of its employees to evaluate which communication methods were most effective. This information will be used to shape any communications to the employees of DFRS. Taking this information as best practice; the Service will ensure that it is communicating with its employees in a way that delivers the message most effectively. DFRS will review these findings to ensure their currency.

DFRS Employee Survey, 2012

This diagram shows that Watch / Section meetings, the Weekly Information Sheet (WIS) and one to one meetings are means of communication, while social media and noticeboards are perceived as being much less effective. High involvement communication methods such as meetings, briefings and visits also allow for immediate two-way communication but also require greater time and cost commitments when compared to more detached methods. By referring to this information, users will be able to select the most effective communications channel when delivering a message to the Service’s employees.

0

10

20

30

40

50

60

70

80

90

Percentage of employees who

consider the different

communication channels either

'Very Effective' or 'Effective'

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External Communication Channels:

DFRS has a wide range of methods available for communicating with external audiences and is open to new methods and technologies which provide a new communication tool. Each communication channel has various characteristics which may or may not be advantageous to a given situation. DFRS will consider the aspect of each channel when planning a communications activity in order to ensure that the message is received by the targeted audience. The following table enables users to select the most appropriate external communication channel by providing an overview of their characteristics.

Advantages Disadvantages

Press releases May be picked up by a wide

range of media outlets.

Clarity of message; quotable

and exact.

Low-cost.

Develops press relationships.

No guarantee that a press

release will be published /

broadcast.

Can be lost amongst stories of

higher-interest.

May not reach the non-

mainstream groups.

Only remain prominent for a

short period of time.

Limits on the amount of

information that can be

published.

Statements and ad-

hoc inquiries from

local or national

media

Provide a fast response to an

event.

May help promote a specific

message.

Often reactive to incidents.

Information may be unclear,

misinterpreted or misused.

Interviews with

external media

Provide a figurehead for the

message.

Can deliver thorough detail to

the message.

Flexibility to link to other

corporate messages.

Can be well circulated.

One interview may be repeated

over different networks and

formats.

Time demanding.

Pressure on the interviewee.

Requires the interest of

external media.

Recorded interviews will be

edited and may lose key

messages in the editing

process.

Need to ensure sufficient

individuals have required skills.

Video recordings Can be repeated on different

host locations.

Mix of visual and audible media.

Requires equipment and

editing capability and are time

consuming to create.

Likely to be in a single

language.

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Forums,

consultations and

presentations

Ability to target specific

stakeholder groups.

Two way form of

communication.

Can provide detail and

background to the message.

Time consuming to plan and

facilitate.

Audience may wish to move the

attention to a different subject.

May be confrontational.

Social media feeds

(Twitter & Facebook)

A two-way form of

communication.

An instant way of conveying a

message to a wide audience.

Allows control of information.

A free service.

Large number of users.

Information is easily updatable.

Format restrictions.

Unwanted association with

malicious or inappropriate

messages from other users.

Maintenance and monitoring of

page content is required.

Only reaches a technologically-

minded audience, although this

audience is growing.

DFRS website Significant potential.

Low cost/ease of message

distribution.

Ability to easily update/amend

and keep information current.

Direct control over what is

published.

Provide an opportunity for two

way communication.

Potentially difficult to reach

certain groups (e.g. elderly,

people with no internet access)

Website visit required.

Printed media

(leaflets, booklets,

newsletters, posters)

Able to target specific audiences

e.g. leaflets in different

languages or in braille.

Control over what is published.

High time and monetary cost.

Limited reach.

Preparation time required.

Cannot be updated / amended.

Banners and ultra-

large images

Attention grabbing.

Cannot provide detail.

Often a one-off for the event or

key campaigns.

One-way communication.

Costly.

Vehicle livery

Message can be widespread

and mobile.

Message re-enforced through

the visual link to Fire appliances.

Message limited to image and

selected words.

One way communication.

Voice bank A secure telephone-based

system which enables the

Service to provide the media

with specific information

regarding incidents and safety

alerts.

Reliant on the interest of the

media.

Information goes out of date

quickly.

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6. Resources

The Corporate Communications team will develop the communication resources available on Fireview. By making the resources available to the wider Service, this will enable and empower the Service’s employees to deliver the messages which are appropriate to their level. The resources will be provided as tool kits and will include the following:

Corporate Message House:

This is a ‘live’ resource which draws on the key corporate messages of the Service to provide a unified and clear message resource for all employees to use for their own reference and when speaking to the public, the media or any external body. The ‘house’ is constructed of ‘pillars’ which are the communications agenda for specific corporate communication themes. Each pillar will have a key message or messages. To make the resource easily accessible, it will be located within the ‘Employee Information’ section of Fireview.

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Media contacts list:

The Corporate Communications team act as a central hub for the Service’s communications and will hold the master media contacts list. A copy of this list will be available on the Corporate Communications team site on Fireview to enable DFRS employees, of appropriate roles, to be able to contact them as required.

Seldom Heard Groups contact list:

The Corporate Communications team will maintain a list of community groups who represent individuals that are traditionally hard to reach. This list will enable employees to consider how to engage with the audience they are trying to communicate with.

Planning a Communications Campaign: Templates for developing a communications campaign will be made available. This will enable employees to incorporate communications effectively in to all processes and plans.

Press Statement Templates:

A range of draft press statement templates will be developed with set standard statements. While not every eventuality can be covered, guidance will be developed to help employees writing statements by using successful media principles. For example duty managers will be responsible for the development of press releases as necessary with regards to any incidents they attend.

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7. Roles

The Corporate Communications team is the centre point for the Service’s corporate communications and ensures a unified, corporately informed and structured approach for any communications activity. The Press and Communications Officer shall provide guidance and support to the Service’s employees when carrying out internal or external communications in line with their role, supported by members of the Service Management Group and the Executive Support function. The wider Corporate Communications team further support the communications of DFRS by providing web, photographic and graphical design expertise. All employees within DFRS are empowered to deliver the Service’s messages in a way which reflects the principles of communication and the Service’s values. This must be conducted at a level which is appropriate to their role and to the training received. The nature of the message can be categorised into three general levels. Each level requires an individual of a suitable role to deliver it with the relevant knowledge gained through appropriate training. By applying these levels to the Service’s communications activities, the communication principles of clarity will be delivered in a way that reflects the Service’s normal workings and ensures that the Service will not expose its reputation to risk.

•e.g. when answering normal queries from the public

•Requires a straight-forward, un-contentious message which is informed from the 'Message House 'and cannot put the organisations reputation at risk

•Deliverable by all employees

•any query outside of the 'Message House' or beyond the guidance contained within the Media Relations Service Procedure must be escalated to a level 2 message

Level 1 Messages

•e.g. media queries following more complex events in which there is a area of contension or the potential for escalation

•Requires an appreciation of media relations and a wider corporate understanding

•Deliverable by Station Managers who have received a media awareness session

Level 2 Messages

•e.g. Press statements and interviews following major, multi-agency incidents or events which pose a risk to the Service's corporate reputation

•Requires an individual / team of suitable authority to act as the spokesperson and as a figurehead for the Service

•Deliverable by Group Managers and above who have attended an accredited and appropriate training course

Level 3 Messages

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8. Social Media

Social media has dramatically changed how an organisation can communicate in a society that is being reshaped by advances in technology. Twitter, Facebook and other social media platforms are already established as part of our diverse community’s lives and DFRS embraces the opportunity to communicate in new and effective ways. As an emergency service DFRS has a legal obligation to ‘warn and inform’ the many diverse communities within Derbyshire. Social media provides a new platform by which the Service can communicate messages. No longer is the Service solely reliant on traditional forms of communication, DFRS is now able to communicate and engage using this fast paced form of two-way communication, providing a quick, timely and effective form of dialogue. DFRS will use Twitter and Facebook to send incident updates, messages of reassurance during an incident, other corporate and prevention messages. Where possible, DFRS will encourage people to follow/ ‘like’ us on Twitter and Facebook in order to increase the number of Derbyshire residents receiving these valuable and informative messages. Monitoring and updating the Service’s social media channels: DFRS’s Twitter and Facebook accounts will be monitored by the Press and Communications Officer who will also ‘tweet’ messages and post comments to the Facebook page. The Command and Control room operators will also ‘tweet’ messages of interest and reassurance regarding incidents and prevention messages. Due consideration will be given to all messages being posted. Direct messages will be responded to in a timely manner with an appropriate response: DFRS will ‘re-tweet’ tweets from other Twitter users which add value to the Service’s messages. DFRS account details are: Twitter - @DerbyshireFRS, Facebook – Derbyshire Fire & Rescue Service. The risks involved: By its very nature, social media encourages instant two-way communication with users in a less formal style. DFRS will therefore ensure that all messages are professional, clear, concise and relevant. Due consideration must be taken in all responses to direct messages.

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All DFRS employees must ensure that any posts to social media on personal accounts do not bring the Service’s reputation into question or disrepute, otherwise

they will be subject to the Service's disciplinary policy and procedure. Furthermore the Service's ICT policies and data protection policy should be adhered to. Any posts on social media that cause concern will be immediately reported to the Press and Communications Officer who will take any necessary action and inform the appropriate level. DFRS will not ‘follow’ commercial organisations as this may be interpreted as an endorsement of products or services provided by that company. 9. Legislative Drivers

DFRS recognises that there are external communication requirements which the Service is required to fulfil. The importance of each driver and how its requirements have been achieved are detailed below:

Civil Contingencies Act 2004:

The Civil Contingencies Act 2004 states that by communicating with the public about emergencies and possible risks then the public will be better placed to respond to an emergency; thereby minimising the impact. Information regarding emergencies and risks should be disseminated without causing undue alarm. As a Category 1 Responder, the Service has a statutory duty to have arrangements in place to warn the public about any possible risks and to inform and advise the public in the event of an emergency. This is achieved through the Local Resilience Forum who identify local risks within the Derbyshire Community Risk Register. The Local Resilience Forum Warning and Informing subgroup has been established to provide the public with information regarding the risks identified within this register and advice in the event of an emergency. This subgroup will be attended by the Press and Communication Officer of DFRS and has representatives from other Category 1 Responders, local radio and newspapers.

Code of Recommended Practice for Local Authorities on Data Transparency: The Code of Recommended Practice for Local Authorities on Data Transparency is issued by the Secretary of State for Communities and Local Government in exercise of his powers under section 2 of the Local Government, Planning and Land Act 1980. The code aims to create greater transparency through the publication of data which allows the public to see how money is spent, to demonstrate how value for money has been achieved or to highlight inefficiency. The Code stipulates that DFRS must make the following information publically available:

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Expenditure over £250

Senior employee salaries (salaries above £58200), names (with the option for individuals to refuse to consent for their name to be published), job descriptions, responsibilities, budgets and numbers of staff

An organisational chart of the staff structure including salary bands and details of currently vacant posts

The Authority’s Pay Policy Statement and the ‘pay multiple’ – the ratio between the highest paid salary and the median average salary of the whole of the authority’s workforce

Councillor allowances and expenses

Copies of contracts and tenders to businesses and to the voluntary community and social enterprise sector

Grants to the voluntary community and social enterprise sector

Policies, performance, external audits and key inspections and key indicators on the authorities’ fiscal and financial position

The location of public land and building assets and key attribute information

Data of democratic running of the local authority including the constitution, election results, committee minutes, decision - making processes and records of decisions

DFRS has a comprehensive section on the Service website entitled ‘Data Transparency’. This section provides a wealth of public information including those stipulated within the Code of Recommended Practice for Local Authorities on Data Transparency. DFRS will ensure it adheres to the requirements of the Data Protection Act 1998 and the Freedom of Information Act 2000.

10. Evaluation

The Corporate Communications team will carry out evaluations of the effectiveness of its communications. This will be locally administrated with guidance from the Consultation and Evaluation Officer. The effectiveness of communications can also be seen through the results of the portfolio actions that the Corporate Communication team supports. For example, the outcome and effect of a Community Safety campaign will demonstrate how effectively the communication was conducted.