East Lothian Council
Communications
Strategy
2010 – 2012
Revised March 2011
Contents
Page
1. Why have a Communications Strategy?
3
2. The Council’s Aims and Guiding Principles
4
3. Communications Audit
5
4. Our Communications Objectives
6
5. Key Audiences
7
6. Communications Techniques
8
7. Our Partners
10
8. Measurement and Evaluation
11
9. Responsibility for the Communications Strategy
11
10. Achieving our Objectives – Action Plan
12
11. Sources and acknowledgements
20
2
1
Why have a Communications Strategy?
1.1
Across the country, communications is viewed more than ever as a key
function of local government. It is not a peripheral activity but a critical
function of a healthy democracy.
1.2
Market research consistently shows a clear link between how well
informed people are about their Council services, and how satisfied they are
overall. The ‘Communicating with Communities’ toolkit, produced by the Local
Government Improvement and Development Agency, also identifies a number
of key factors in the successful delivery of Council communications.
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Lead communications from the very top, politically, strategically and
managerially
Have a corporate communications strategy in place
Develop a strong and consistent brand
Know your key stakeholders, audiences and how best to reach them
Put special emphasis on communicating with “hard to reach” groups
Have a clear set of messages to communicate
Communicate in a consistent, relevant and frequent way
Be proactive and creative
Engender a ‘pride of place’ about the area as well as promote the
Council
Foster internal communications and encourage all staff to be good
communicators
Have a good website and use electronic communications to target
information and create a dialogue with local residents
Work with the media as partners not adversaries
Be innovative, engaging and relevant
Consult meaningfully
Be brave about communicating the ‘hard stuff’
1.3
The conclusion drawn from all this research is that good, concise,
regular and open communication, supported from top to bottom, leads to more
effective services, a better reputation and stronger relationships.
3
The Council’s Aims and Guiding Principles
2
2.1
The East Lothian Community Planning Partnership has adopted the
following Statement of Intent for East Lothian.
“We will work in partnership to build an East Lothian where everyone has the
opportunity to lead a fulfilling life and which contributes to a fair
and sustainable future for Scotland and the wider world.”
2.2
The Statement of Intent sets out what the Community Planning
Partnership aims to achieve together in the long term. It will guide the
development of the partnership and in particular the direction of the next
Single Outcome Agreement planned for 2011 and, by extension, the direction
of all community planning partners, including East Lothian Council.
2.3
The Council’s Corporate Plan defines our aims based on five key
principles:
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Vision-driven Strategy — we will express a clear vision for East
Lothian and its residents which will inform all key decisions taken on
behalf of those residents
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Democratic Accountability — we will endeavour to discuss and
decide all key matters in public after consulting with those people most
affected
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Community Orientation — we will devolve decision-making down to
the ward level as far as it makes economic and managerial sense

Resource Maximisation — we will seek out and engage financial and
human resources both within and outside of the Council that can help
deliver and maintain the superior quality of life that residents enjoy in
East Lothian
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Customer Service Excellence –– we will ensure that our services are
accessible to all, delivered in a manner that is most appropriate for the
customer, and providing services that give value for money.
2.4
Having an effective Communications Strategy in place is seen as
pivotal as a means of addressing all five key principles and there is unanimity
around the view that excellent communications are vital to achieving these
ambitions.
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3
Communications Audit
3.1
A review of East Lothian Council communications was conducted
between November 2007 and March 2008. This review helped inform the first
version of this Communications Strategy (adopted in 2008) as well as this
updated version (2010).
3.2
The overwhelming conclusion of this review was that an unprecedented
opportunity exists for East Lothian Council to excel in communication –
creating synergies between a ‘can do’ internal culture and sustained good
relations in the wider local and Scottish community. Above all, the review
confirmed that effective communications is a fundamental requirement of local
government. The review report stated:
“At its best, it improves mood, performance and relationships at all levels. It
makes employees, local residents (young and old) and visitors to the area feel
valued and listened to.”
“Planned communication… propels an organisation from the back to the front
foot, clarifies messages and media and gives people at all levels the
responsibility, tools and confidence to be ambassadors.” i
3.3
The review found that East Lothian residents identified clear deficits in
information provision but were clear about what they sought from the Council.
These can summarised as:
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Regular, clear and friendly communication – in printed, digital and
human form
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Clear signposting and easy access to services and information
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To be genuinely listened to and treated with respect by staff
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Enquiries to be dealt with quickly and effectively
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Proactive efforts to seek out people’s views and build relationships in
local communities
3.4
The review findings suggest that East Lothian Council needs to ‘raise
the bar’ on the standards of communication that local residents should expect.
At the same time, an internal drive backed by training, regular briefings and
new learning tools should be undertaken to help staff create the best possible
customer experience.
3.5
From a range of internal and external discussions, an abbreviated
summary was drawn up of the service values most participants agreed on:
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Only be satisfied with the highest achievable standards
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Be willing to help at all times and go the extra mile if necessary
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Always seek new ways of doing things to improve performance and
customer service
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Value customers, partners and staff
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Be positive in attitude and language
3.6
Along with the guiding principles set out in the Council’s Corporate
Plan, and a detailed assessment of the Administration’s communications
priorities, these review findings have been used to develop the following
Communications Objectives for the Council.
4.
Our Communications Objectives
4.1
As a Council, we want to be truly accessible, approachable and
listening – welcoming and friendly at each point of contact; modern and
professional in feel and outlook and connected with people of all ages in the
community. To achieve this, we will:
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Keep citizens fully informed of developments that affect them and their
communities by providing regular, clear and friendly communication – in
printed, digital and human form

Consistently use simple, clear language in all our communications

Ensure that our communications are cost-effective and demonstrate
value for money
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Maintain a Customer Care Charter and provide our customers with clear
signposting and easy access to services and information

Deal with enquiries quickly and effectively, setting high standards for
ease of access and honesty with answers and responding promptly to
requests
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Listen to our customers and treat them equally, appropriately and with
respect
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Inspire our residents to actively improve their own communities and
encourage them to take ownership of ‘their’ Council
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Proactively seek out people’s views and build relationships in local
communities to minimise alienation of and maximise participation
among all residents
6
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Inform and inspire our employees such that they provide exemplary
service and instil within them a justifiable pride in their organisation
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Promote a positive image of East Lothian as a place to live, work or
visit and as a centre of innovation, excellence and opportunity
5.
Key Audiences
5.1
The Council needs to communicate with different groups of people in
different ways. Although local residents and service users are our primary
audiences, we have a number of other key audiences. As a result, our
methods of communication need to be tailored to our different audiences as
far as possible. These include:
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Local residents
Primary
Service users
Audience
Council employees
Secondary
Councillors
Audience
Other local elected representatives (MPs, MSPs)
Community Councils and other local groups
Voluntary sector/ pressure groups
The Media
Partner organisations
The business community
Schools and young people
Tourists and other visitors
National government
5.2
Our strategy for communicating with these groups and individuals should
be based on the three ‘key pillars’ of good communication:
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Information – providing the right information at the right time in the right
way
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Reputation – recognising that effective communications is fundamental
to protecting our reputation
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Participation – encouraging people to become more involved in local
decision-making
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6.
Communications Techniques
6.1
Direct Customer Contact
Despite the expected cutbacks in public sector spending, customer service
expectations remain high – people pay and they expect returns. What used to
be true only of high cost services is now apparent right across the board.
Local Councils are now compared with the experiences people have with
other public and private service providers – these include mobile phone
companies, supermarkets and online shopping services.
6.2
We regard feedback as a positive driving force. Customer enquiries and
complaints, whether face-to-face, on the telephone, by email or letter, must be
handled positively and consistently at each point of contact. This forms a key
element in the customer experience and needs to be reflected in our
Communications Strategy. Training, reinforcement, recognition and reward are
all key features of investment in a successful service culture and a commitment
towards this will have a positive impact on performance.
6.3
This also allows easy measurement through mystery shopping, follow-up
calls and satisfaction surveys. At the same time, an internal drive backed by
training, regular briefings and new learning tools should be undertaken to help
staff create the best possible customer experience.
6.4
Publications
Publications sent directly to residents or made available through local outlets,
have been consistently used by Councils as a key method of communication for
many years. The cost-effectiveness of some of these publications has not
however, always been the subject of rigorous evaluation. While publications
such as regular Council newsletters and service advice leaflets still have a
major part to play in our Communications and Marketing Strategy (a view
supported by market research across the country), the increasing use of
electronic communications affords us the opportunity to look at a more costeffective means of delivering a range of information on the Council and the
services it provides. The ongoing review of the need for printed publications,
with a view to making cost savings as well as contributing to environmental
conservation, must remain a key element of our Strategy.
6.5
Local media
Despite the general decline in newspaper readership, many people still rely
heavily on the media, in particular the local press, as source of information on
the Council. Consequently, our handling of the media needs to be a key part
of our Communications Strategy.
6.6
Our aim is to ensure that we retain a good relationship with the local
press, and seek to maximise the opportunities it gives us to communicate with
local residents and to positively promote the work of the Council. This means
being proactive in providing regular, timely information in the form of press
releases and briefings, setting up photocalls and events. The Council’s
Communications and Marketing team are the central point of contact for the
media but rely heavily on departments and service teams to provide them with
the timely information needed to organise events, produce press releases and
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give background briefings and authorised comment. Councillors, senior
officials and other key officers who may be required to act as spokespersons
for the Council must also be properly trained and confident in dealing with the
media.
6.7
Regional and national media
The national press, specialist and trade press, TV and radio reach key
audiences including government opinion formers, potential recruits and
partners. Although less of a priority for us than the local media, these media
channels are, nevertheless of importance to us in reaching our target groups
within and outwith East Lothian. Our proactive media work must identify and
address their specific needs.
6.8
Advertising
The Council currently spends a considerable sum on newspaper advertising –
particularly public notices and statutory adverts in the local, regional and,
sometimes national, press. Although considerable work has already been
carried out to reduce the amount spent on recruitment and other advertising by
diverting the bulk of this online, more needs to be done to reduce the spend on
other newspaper adverts. While there is an ongoing statutory, public
information and marketing requirement to continue with press advertising,
efforts are underway to reduce the number and frequency of these adverts by
making certain information available online only; reducing the need to advertise
in two local newspapers as opposed to one, and by diverting advertising (and
support income) to Council publications.
6.9
Campaigns
Publicity campaigns, utilising a range of media and communications techniques
over a given period, are often a cost-effective way of raising awareness,
consulting customers and promoting Council services, facilities and events. As
part of its strategic communications approach, the Council’s Communications
and Marketing team will give greater consideration to the planning and
implementation of publicity campaigns on behalf of service areas. Effective
monitoring and evaluation will be key in reviewing the success and costeffectiveness of these campaigns.
6.1.0 Events
The Council both hosts and participates in a range of civic and community
events. These offer us an enormous potential to reach different groups of
people and encourage greater participation in Council activities. To maximise
the public relations value of events and to reduce the possibility of diary
clashes, the programming of Council and other events should be co-ordinated
centrally. The cost of civic hospitality need to be considered carefully when
weighed against the benefits of such events, to ensure value for taxpayers’
money. Openness and transparency are also vital in setting out the cost and
purpose of such events.
6.1.1 Internal communication
Getting the internal culture right is vital to the success of our Communications
and Marketing Strategy and in delivering on the aims and principles set out in
Our Contract with the People and the Council’s Corporate Plan. In the audit
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of communications carried out in early 2008, our staff expressed a strong
desire for the Council to put the problems of the past behind them. In their
place, they expressed the need for strong leadership, clear and shared
objectives, a working culture that delegates decision making and recognises
and rewards good practice, consistent and open two-way communication, and
an enjoyable and motivating work environment. Tapping into and harnessing
that energy and enthusiasm is vital for the Council – motivated staff work
harder and smarter and are far more likely to go that extra mile. An effective
employee communications and engagement programme can create and
sustain staff commitment and empower staff to represent the Council in the
best possible light as well as enhancing levels of customer service.
Developing and sustaining such a programme is particularly challenging in the
current economic climate, with the strong likelihood of cutbacks in staffing and
operational budgets.
6.1.2 e-communications
The Council’s website, Intranet and other electronic media, play a key role in
helping us communicate effectively. Information technology provides us with
the opportunity to customise and deliver individual communications
programmes as well as conduct transactions and deliver services electronically.
6.1.3 The development of the website needs to be driven by the needs of our
residents rather than by the capabilities of the technology and must be closely
aligned to our customer service strategy. A new website, staff Intranet and
content management system were successfully launched in 2008/ 09, giving
the Council the potential to further develop online services, as well as consult
with and inform our customers and our communities in new ways. A new Web
Strategy was developed by the Council in September 2010 to guide this
development and its objectives and planned action reflect those of this
corporate Communications Strategy.ii
6.1.4 The growth of social media sites (Facebook, Twitter, etc.) presents new
communications opportunities and challenges for Councils. Social Media has
wide appeal, but also opens up opportunities to communicate with traditionally
hard to reach groups such as young people. East Lothian Council’s
Communications and Marketing Strategy needs to take account of the rapid
growth of social media and the potential advantages in engaging with it both to
promote services and to protect and enhance the Council’s reputation.
7.
Our Partners
7.1
Partnership working is fundamental to the Council’s approach to service
delivery. In conjunction with our key community planning partners, we have
developed a Single Outcome Agreement which sets out what we collectively
need to do to make East Lothian a better place to live, work, visit and undertake
business in. However, effective partnership working is based on effective
communication. This is why the Council needs to work closely with its partners
in the development and implementation of a communications strategy for
Community Planning – a strategy that must include a key role for our local
communities in shaping how services are delivered.
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8.
Measurement and Evaluation
8.1
The Council’s communications activities need to be measured and
evaluated like any other service. Where possible, communications targets
should link to service improvement targets. We need to be clear about what we
are setting out to achieve and what response we want from our various
audiences before we start. This then allows us to review and modify our
communications activity where required.
8.2
Residents’ surveys, focus groups, feedback and evaluation of media
coverage are all key measurement tools in assessing the success of our
Communications Strategy.
8.3
The Communications and Marketing team is also a member of one of
the largest benchmarking groups of any professional discipline in UK local
government, with over 200 members. This ‘Best Value’ group provides
annual statistics on communications team staffing levels, costs and
performance and provides access to a networking group and website which
allows the sharing of best practice.
9.
Responsibility for the Communications Strategy
9.1
The Council’s aim in devising this strategy is to create a plan that
recognises that while communication needs to be led from the top, it is owned
and delivered at every level of Council activity.
9.2
The Chief Executive and Executive Directors will have overall
responsibility for driving the Communications Strategy forward by actively
applying its principles to all aspects of the Council’s work. The Board of
Directors will communicate key management decisions clearly and quickly to
the Heads of Service and other key staff.
9.3
Heads of Service and managers will take responsibility for ensuring the
successful implementation of the Communications and Marketing Strategy
within their own areas, ensuring that all staff are fully aware of the Strategy
and act upon it.
9.4
This Strategy also provides a template for action by the
Communications and Marketing team who are ideally positioned to lead on its
day-to-day implementation. Communications and Marketing can play a key
role on keeping a focus on communications and helping all service teams and
individual employees to play their part.
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10
Achieving our Objectives – Action Plan 2010–12 (updated March 2011)
Activity
Timescale
Issues/ resource implications
Evaluation
Lead
1. Keep citizens fully informed of developments that affect them and their communities by providing
regular, cost-effective, clear and friendly communication – in printed, digital and human form
2. Consistently use simple, clear language in all our communications
i.
Develop new Council web
strategy, with plans for improved
transactional features and
content on website and Intranet
ii.
Produce East Lothian Council
Living newspaper to be
distributed to all households – 3
times a year
iii.
Continue to take a proactive
approach to media relations
iv.
Review and revise media protocol
v.
Carry out customer survey
among journalists on Council
media response
vi.
Review, develop and promote
staff guidance, raise awareness
and provide training in Inclusive
Communications
Strategy
completed
April 2011
New website and Intranet was launched
in early 2009. Content Management
By
Dec 2011
System upgrade and web refresh project
planned
March 2011
– March
2012
Ongoing
May 2011
By July
2011
By end May
2011
Online surveys, customer
feedback, number of site
visits
Web team/
Comms
Re-tender for production contract carried
out August/ Sept 2010
Reader feedback, focus
groups and residents’
survey; response to ‘calls
to action’
Comms
Officers
Weekly media review underway with
weekly media monitoring paper produced
for Leader/ Depute Leader
Weekly review meetings
and reports
Comms
Officers
Raise staff awareness of protocol and
support for media handling
Staff/ media feedback
Media Mgr
Mainly aimed at local media
Benchmark with other
public sector teams/ use
results to make service
improvements
Media Mgr
Revise and promote staff advice and
guidance on ELNet
Review annually
Comms/
Equalities
Officer/ HR
12
Activity
Timescale
Issues/ resource implications
Evaluation
Lead
Improvements being developed in
conjunction with Customer Services.
Role to transfer from Comms team to
Customer Services
Staff and customer
feedback
Comms/
Equalities/
Customer
Services
Training event, facilitated by external
consultant in February 2009 with 25
attendees. Only one further nomination
has been received for this event since
then
Customer feedback.
Staff evaluation showed
training was well received
with most delegates
scoring highly for
improved knowledge,
skills and confidence
March
annually
Council Tax spending guide to all
households
Customer feedback
Comms/
Finance
Sept/Oct
annually
Publish Key Performance Indicator
information on website
Customer Feedback
Policy/
Comms
Nov 2010
onwards
Incorporate ‘Live Web’ developments into
Council Web Strategy
Online customer
feedback
Comms/ IT
vii.
Review and develop the Council’s
procedures for providing
interpretation and translation
services
By June
2011
viii.
Develop staff training programme
in customer friendly writing/ plain
English
Review by
March 2012
ix.
x.
Produce annual financial and
performance information
Use social networking sites such
as Twitter, Facebook, You Tube
and Flickr to engage with
customers and promote services
and facilities
Comms/
HR/
CusServ
Social media working group set up to help
develop protocol and programme
Incorporate further social media
developments into phase 2 of Web
Refresh project
3. Ensure that our communications are cost-effective and demonstrate value for money
i.
Reduce requirement for preprinted stationery and extend use
of computer templates for headed
paper
June
2011
Headed paper templates to be rolled-out
across Council depts. One-colour printed
stationery introduced in September 2008
resulting in £10K + pa cost savings.
13
Staff feedback/
assessment of savings
made
Comms/
Graphics
and
Print/IT
Activity
Timescale
Issues/ resource implications
Evaluation
Lead
Directive in place since August 2008 and
regularly promoted through ELNet and ealerts.
Staff feedback/
assessment of savings
made
Comms
Tender documentation produced in
conjunction with Procurement team.
Tender award made October 2010
Tender evaluation/
assessment of cost
savings
Comms/
Procure
team
ii.
Reinforce directive that all
Council publications should be
centralised through
Communications team to ensure
consistency and cost
effectiveness and reduce the
number of printed publications
August
2008
onwards
iii.
Re-tender for production of Living
newspaper until march 2012
August/
Sept 2010
iv.
Explore options for shared
communications services with
other councils
Ongoing –
review
March 2012
Discussions underway with Midlothian,
initially focussing on joint working
protocols and possible cost savings from
shared graphics and print projects
Assessment of projected
cost savings
Comms
Mgr
v.
Publish details of
communications spending on
Council website
By
December
2011
To include, for example, costs of Council
newspaper
Customer feedback
Comms
vi.
Offset costs of publications/
campaigns through support
advertising/ sponsorship/
partnership projects, where
appropriate
Ongoing –
review in
developing
2012/13
budget
For example:
 Production of 2011East Lothian
Guide, met by advertising costs
 Joint publications / campaigns
with other councils/ agencies –
e.g. joint design for Council Tax
leaflet, March 2011
Assessment of cost
savings
Comms
14
4. Provide our customers with clear signposting and easy access to services and information
5. Deal with enquiries quickly and effectively, setting national standards for ease of access and honesty with answers
and respond promptly to requests
6. Listen to our customers and treat them equally, appropriately and with respect
Activity
Timescale
i.
Establish Customer Service
Excellence Board and
Implementation Group
ii.
Devise and implement a
customer service vision and a
strategy to achieve the vision
iii.
Review customer service
standards
iv.
Develop customer care training
Ongoing
programme
Review Mar
2012
v.
Review the Council’s Feedback
Customer Complaints and
Suggestions scheme
December
2011
Issues/ resource implications
Evaluation
Lead
Annual reports to Council
Reported October 2009;
update November 2010
CusServ
Strategy implemented and reviewed by
Customer Service Excellence Board.
Focus this year on inclusive
communications
No. of projects completed,
mystery shopper survey
evaluation/ general
residents’ survey
CusServ
To be reviewed annually though
Customer Service Implementation
Group
Customer surveys
Comms/
CusServ
From February Board overseeing work of
2010
Implementation Group. Customer
Contact Strategy implemented October
2009.
From
October
2009
Sept 2011
Customer Service workshops being
Training evaluation sheets/ CusServ/
held for new and existing staff. Specific PRDs/ customer satisfaction HR/ Comms
customer training for certain service
surveys
areas
Focused customer service training for
Specific staff groups
Report to Council
Comms/
CusServ
Report to Corporate
Management Team/
Council
CusServ
New Feedback system in operation but
will be further reviewed in light of SPSO
consultation on complaints handling
vi.
Conduct Mystery Shopper
Surveys
Annually
Surveys undertaken each Spring and
reported through Customer Service
Excellence Board
15
Activity
vii.
Produce reception standards for
all reception areas in Council
offices
Timescale
June 2010
Issues/ resource implications
Evaluation
Standards produced and reception areas Annual audit for reception
audited. Now in second year of audit.
Lead
CusServ
7. Inspire our residents to actively improve their own communities and encourage them to take ownership of ‘their’
Council
8. Proactively seek out people’s views and build relationships in local communities to minimise alienation of and
maximise participation among all residents
i.
Develop and implement a Public
Consultation and Engagement
Strategy
August 2011
Project led by Policy Development team
ii.
Continue to use the Council’s
residents’ newsletter and other
key publications as a vehicle for
public consultation
Ongoing – Specific issues of Council newsletter in
review March 2008, 2009 and 2010 focused on
2012
budget consultation and results
iii.
Develop new online polls and
other e-consultation methods
iv.
Carry out regular market
research on customer opinion of
the Council and its services
v.
Create new links with East
Lothian’s young people – seeking
their ideas, helping them to
shape the area’s future and
giving them the confidence to be
active and productive citizen
By December Part of new web strategy
2011
May 2011 –
reporting
June 2011
Residents Survey planned for May 2011.
Previous Customer Survey carried out in
Spring 2009
Ongoing – New young people’s web pages
review March developed – August 2010
2012
Supported elections to the Scottish
Youth Parliament – March 2011
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Assess response to
consultation exercises
Policy
Evaluate returns/ response
Comms
Monitor and report on usage/ Comms
web stats
Evaluate returns/ response
Policy
Online feedback/ focus
groups/ youth parliament
Comms/
Educ&CS
Activity
vi.
Increase uptake in voter
registration/ participation in
democratic process
Timescale
Issues/ resource implications
By May 2011 Assist Lothian Joint Valuation Board in
voter registration campaign using bus
shelter advertising/ Living newspaper,
website, etc.
Annually
Evaluation
Lead
Propensity to vote and actual Comms/
voting figures
Dem
Services
‘Now you are 18’ cards sent out to first
time voters
9. Inform and inspire our employees such that they provide exemplary service and instil within them a justifiable pride
in their organisation
i.
Review staff recognition/ awards
scheme
August
2011
Star Awards/ Long Service Awards
planned Autumn 2010
More proactive approach across Council
services to entering national/ professional
award schemes
Evaluation of Star Awards
event by Dec 2010
Comms/
HR
ii.
Produce new weekly e-news
bulletin for staff to replace email
alert
From
November
2010
Internal e-survey at minimal cost
Staff evaluation Spring 2012
Comms
iii.
Review and improve staff Intranet
October
2010 –June
2011
Various proposals for review/
improvement as part of Web Strategy
Staff surveys
Comms/
IT
iv.
Review Team Talk/ team briefing
system and other internal comms
By Dec
2011
No cost implications at this stage
Staff surveys
Comms
v.
Implement employee
engagement programme
Survey to
be run
annually Feb each
year
Employee engagement survey carried out Response rate/ findings of
Feb 2010 and Feb 2011 – results
staff surveys
generated and issued. Action planning
packs also issued. Process is repeatable
annually with minimal costs, which amount
to £180 annual ‘survey monkey’ sub.
17
HR
Activity
vi.
Employee Performance Review
and Development scheme/
Leadership Development
Programme/ EL Way
vii.
Service areas should develop
and publicise more active
approach to submitting entries
for national/ professional awards
scheme
Timescale
Issues/ resource implications
Evaluation
Lead
Ongoing –
6-monthly
staff PRDs
underway
ELW is developed and integrated into
numerous HR activities. Independent
evaluations show high success of the
uptake and marketing of this approach.
Employee evaluations/
success in being shortlisted/
winning awards
HR
Ongoing
from August
2010
Board of Directors developed approach
with Executive Director of Community
Services taking lead. New annual
database developed with shortlisted
awards/ awards won
Review March 2012. Number BoD/
of entries shortlisted/ won
HR/
Comms
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10. Promote a positive image of East Lothian as a place to live, work or visit and as a centre of innovation, excellence
and opportunity
Activity
i.
Communications and Marketing
and Economic Development
teams to work on developing joint
marketing initiatives to promote
the area
ii.
Complete updating of new
corporate branding design
guidelines for stationery,
publications, signage vehicle
livery, etc.
iii.
Further develop East Lothian
‘flag’ logo as area promotional/
visitor branding
Timescale
Annual
review
March
Dec 2011
Ongoing –
review
March 2012
Issues/ resource implications
Evaluation
Lead
e.g. Shop Local campaign; Food Festival;
Saltire Event; preparations for 2013 Open
Golf
Customer feedback from
events/ events diary/ regular
monitoring and reporting
Comms/
EDU
New one-colour Council logo introduced
Sept 2008 - gradual introduction at no
additional cost
Customer surveys on public
image of Council
Comms/
EDU
New branding introduced to road signs
and publications 2008/09. Further
development work to promote brand for
other tourism/ events promotion/ business
promotion
Monitor visitor impact/ trade
feedback
Comms/
EDU
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Sources and acknowledgements
Documents used in the preparation of this Strategy:





East Lothian Council Communications and Marketing Strategy 2008-10
East Lothian Council Corporate Plan 2008 – 2012
Win Not Spin – Report on the findings of East Lothian Council
Communications Audit by Design Links agency, March 2008
Council Leader’s Communications Strategy discussion paper,
Councillor Dave Berry, May 2008
Connecting with Communities, Communications Toolkit, Improvement
and Development Agency for Local Government, www.idea.gov.uk
The Communications and Marketing team would also like to acknowledge the
assistance of the national Best Value benchmarking group for local
government communications, in particular those local authority
communications teams who have shared examples of best practice on the
members’ website at www.publicpr.co.uk
David Russell
Communications and
Democratic Services Manager
East Lothian Council
John Muir House
Haddington
EH41 3HA
T. 01620 827655
F. 01620 827442
E. [email protected]
19 November 2010
(Action Plan updated March 2011)
Win Not Spin – Report on the findings of East Lothian Council Communications Audit by Design
Links agency, March 2008
i
ii
East Lothian Council Web Strategy 2010 - 2012
20