Communications strategy refresh
January 2012
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Contents
1. Introduction
p3
a. SNH: corporate aims and objectives
b. SNH and communications
2.
Considerations
p3
3.
Communication objectives
p4
4.
Key messages
p5
5.
Stakeholders
p6
6.
Communications Strategy 2010 – continuing elements
p6
a. Principles
b. Priorities
7.
Strategic Approach 2012 – 2015
p7
a. Corporate Communications
b. Stakeholder engagement strategy and plan
c. Internal communications
d. Developing and managing communications for our operational Programmes.
e. Media relations
f. Digital communications, including social media
g. Gaelic language plan and projects
8.
Communication Action Plan
p10
9.
Research
p11
10. Monitoring and evaluation
p11
11. Resources
p11
Diagram 1: Context of Communications Strategy and Communications Action Plan
p13
Appendix 1: Stakeholders for SNH
p14
Appendix 2: Corporate identity and brand values
p15
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1.
Introduction
a. SNH corporate aims and objectives
As detailed in the Corporate Strategy, Scottish Natural Heritage’s (SNH) ambition is for
Scotland’s natural assets to generate wealth for all, sustaining and improving the health,
lifestyles and culture of the Scottish population. Specifically, the organisation’s purpose
is:
•
To secure the conservation and enhancement of our nature and landscapes;
•
To foster understanding of our nature and landscapes and facilitate their
enjoyment;
•
To promote sustainable use and management of our nature and landscapes.
To achieve its purpose, SNH:
•
Provides advice to the Scottish Government and its agencies, local authorities,
developers, land managers and others on how best to meet national objectives to
protect and enhance Scotland’s nature and landscapes, including compliance with
Scotland’s international obligations as well as legal requirements.
•
Gathers evidence to inform the public and promote the wider benefits of protecting
and enhancing nature and landscapes in the public interest. This includes
surveillance and monitoring of our nature and landscapes, sharing good practice,
championing the value of nature, and encouraging people to enjoy the outdoors.
•
Takes action to protect and enhance nature and landscapes, working in
partnership with others.
The organisation is responsible through Ministers to the Scottish Parliament and is
funded by the Scottish Government.
b. SNH and communications
The Communications Strategy is key to achieving the organisation’s aims and
objectives. This document details the current Communications Strategy, a framework
for SNH communications, following a review1 of the Communications Strategy 2010 in
Autumn 2011. It is aligned with the revised Corporate Strategy (valid from 2012 to
2015) (see diagram 1, p 13).
We will develop a Communications Action Plan detailing how the SNH Communications
Unit and colleagues throughout the organisation will contribute to and support achieving
the organisation’s corporate objectives.
2.
Considerations
Current and anticipated factors impacting on the organisation’s potential for effective
communications are listed below:
•
The economic challenges currently being experienced are likely to continue to
affect the organisation through the period of this strategy. We will need to
1
Monica Straughan: A Review of SNH Communications Strategy 2010; September 2011,
Objective reference: B962223.
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continually monitor and evaluate the strategy and the action plan to find innovative
ways to achieve results within limited resources.
3.
•
As funding pressures grow, we will continue to demonstrate the value of SNH’s
work for Scottish Government.
•
Digital and on-line communications are now an essential communications tool and
will be incorporated in our tactics where appropriate.
•
SNH’s role in contributing to Scottish Government communications will continue to
grow, for example contributing to delivery of the Homecoming Scotland legacy
programme, the ‘Year of Active Scotland’ in 2011, the ‘Year of Creative Scotland’
in 2012, the ‘Year of Natural Scotland’ in 2013 and the ‘Year of Homecoming’ in
2014.
•
SNH’s merger of the Deer Commission for Scotland has added to the demand for
communications about wildlife management.
•
The development of an
communication demands.
•
The new marine legislation and the creation of Marine Scotland has led to
increased demand for communications about the marine environment and its
protection.
ecosystems
approach
has
created
additional
Communication Objectives
The communications objectives for SNH are informed by the organisation’s business
objectives as detailed in the Corporate Plan 2012 – 2015. The business objectives for
SNH are:
•
High quality nature and landscape that is resilient to change and delivers greater
public value;
•
Nature and landscapes that make Scotland a better place in which to live, work
and visit;
•
More people experiencing, enjoying and valuing our nature and landscape;
•
Nature and landscape as assets contributing more to the Scottish economy.
The communications objectives are:
•
To encourage key stakeholders to understand how nature and landscapes affect
the health and prosperity of the people of Scotland.
•
To raise awareness of people living, visiting and working in Scotland of the
opportunities for experiencing and enjoying our nature and landscape
•
To encourage individuals and communities throughout Scotland to play an active
part in the environment.
•
To raise awareness, appreciation and understanding among key stakeholders of
the importance of nature and landscapes for national pride and international
esteem.
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4.
•
To encourage people living, visiting and working in Scotland to understand the
contribution of nature and landscapes to improved health and well-being.
•
To improve awareness among key stakeholders of the value of our nature and
landscape and its contribution to Scotland’s economy, and to support the
development and adoption of new ways to appreciate our ecosystems.
•
To promote the role of nature and landscapes with key stakeholders as a way to
attract people and businesses to Scotland.
•
To manage the corporate reputation of SNH, positioning the organisation as a
positive, relevant, influential and visible organisation that looks after nature and
landscapes across Scotland, for everyone.
Key Messages
Our key messages are derived from the corporate objectives detailed in the Corporate
Plan 2012 – 2015. These key messages specify what it is that we would like our
stakeholders to understand from our communications. We will include one or more key
messages in each communication opportunity for the organisation. The form of the
message will be adapted to suit the method of communication and the target
stakeholders.
For SNH, as outlined in the Corporate Plan, the key messages relate to purposed of our
work, as well as the reputation of the organisation.
The key messages are:
About the organisation
•
SNH promotes understanding of our country’s nature and landscapes
•
SNH encourages people in Scotland to enjoy our nature and landscapes.
•
SNH promotes the sustainable use and management of Scotland’s nature and
landscapes.
•
SNH guides the investment and action required from Scottish Government and
other partners to develop and maintain high quality nature and landscapes for
Scotland’s people.
•
SNH advises the Scottish Government and its agencies, local authorities,
developers, land managers, and others on how best to meet Scotland’s
international obligations and legal requirements to protect and enhance our nature
and landscapes.
•
SNH works in partnership with others to protect and enhance nature and
landscapes, targeting action through means such as protecting plants and animals
and restoring damaged habitats.
About Scotland’s nature and landscape
•
Scotland’s nature and landscapes are internationally renowned.
•
Scotland’s nature and landscapes contribute to making our country a better place
to live, work and visit.
•
Nature and landscapes contribute to more than 10% of the Scottish economy.
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5.
Stakeholders
A SNH working group identified key stakeholders for the organisation in 2010, as
detailed at Appendix 1. Stakeholders are people, organisations, groups and businesses
of importance to the organisation, both internally and externally. We will develop a
stakeholder engagement strategy that will include an assessment and development of
the attributes of the identified stakeholders.
6.
Principles and priorities
a. Principles
Our communication is guided by three principles:
Focus: “Smaller, smarter, more influential”, taking our lead from the Corporate Strategy.
Smaller is about responding successfully to the challenge of working with fewer
resources, focussing our efforts and resources on communicating the priority areas of
our work. Smarter involves using our information and knowledge as effectively as we
can and working smartly so that we are efficient. More influential is about having good
evidence, good people skills, helping to find solutions, building relationships and
providing information to the right people at the right time.
Cohesion: the brand of SNH, including visual presentation, written communications and
tone of voice, reflect the values of the organisation. SNH staff will apply these principles
across all activity.
Integration: effective communication is integral to achieving the organisation’s
objectives, and essential for successful management throughout the organisation. As
part of our integrated approach, we will produce strategic plans for specific elements of
the organisation’s work including:
•
Stakeholder engagement
•
Internal communications
•
Each of the operational Programmes
•
Media relations
•
Events and sponsorship
Each SNH Programme will have a strategic plan for communications (see section 7(d)
below). (The Corporate Services Programme will be aligned with the Internal
Communications Strategy.) The Communications Unit will support the Programme
Managers to deliver the communications outcomes identified for each of the
Programmes and to ensure that the communications input contributes to fulfilling
Programme objectives.
b. Priorities
Priorities for 2012 – 2015 include:
•
Ensuring all communications continue to reflect our corporate values
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7.
•
Robust prioritisation of communications activity, informed by the Corporate Plan
2012 – 2015
•
Greater corporate ownership of Communications Strategy and its delivery;
•
Comprehensive communications training and development to increase the
potential of our staff as ambassadors for the organisation;
•
Developing and implementing an internal communications strategy;
•
Developing and implementing a stakeholder engagement strategy informed by the
Corporate Plan;
•
Maintaining and developing partnerships with key stakeholders;
•
Developing and implementing
operational Programmes;
•
Increasing awareness of our relationship with the Scottish Government,
particularly our role as an influential Government body and statutory adviser;
•
Proactively engaging with Government and MSPs (such as through events,
advertising, editorial content and targeted liaison);
•
Developing the role of media relations in national and targeted campaigns with a
proactive approach;
•
Implementing the Gaelic Language Plan.
strategic
communication plans for
SNH’s
Strategic approach 2012 to 2015
a. Corporate Communications
It is essential that all staff understand and play their part in delivering excellent
communications to maximise the effectiveness of SNH communications.
We will develop effective corporate communication across the organisation, visibly led
by the Board and Management Team, creating an environment where all staff consider
themselves as ambassadors for SNH. This will include, for example, promoting key
messages within the organisation and ensuring all managers and staff understand and
fulfil their communication roles and responsibilities. We will develop an internal
communications strategy to support the Communications Strategy, segmenting internal
audiences. We will advise and guide employees on their role as communicators and
‘SNH ambassadors’.
Management development programmes and other appropriate training opportunities will
aim to include delivery of the Communications Strategy as a key element, and delivering
good communication as a core competency for all staff.
SNH’s corporate identity provides a focus for consistent and effective communications
throughout the organisation. The Communications Unit will continue to manage the
corporate identity and its implementation.
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b. Stakeholder engagement strategic plan
Understanding our stakeholders is vital to improving the effectiveness of SNH
communications. We will develop and implement a strategic engagement plan,
identifying and prioritising key stakeholders (or groups of stakeholders).
We will align current projects developing our ‘customer focus’ and stakeholder mapping
with the stakeholder engagement plan. We will review and reinvigorate the role of
account managers for stakeholders, along with other communications methods
designed to enhance interactions with stakeholders in future. Listening to (and hearing
and heeding) the message from other parties is vital to stakeholder engagement. The
gathering, analysis, sharing and use of the intelligence gathered must be a core part of
shaping corporate plans.
We will ensure that intelligence sharing about stakeholder relationships is contained in
the SNH Competencies framework and performance reviews. The Communications Unit
will lead in managing the overall approach to stakeholder relationships.
As a public body SNH operates in a political context, although it must be politically
neutral and it cannot participate in lobbying activity. SNH is responsible to the Scottish
Parliament via Scottish Ministers. The organisation has a close working relationship
with its Sponsor Department in Scottish Government and with MSPs on an individual
basis. There will continue to be close liaison between the SNH Government relations
team and the Communications Unit to ensure we align engagement with this particular
stakeholder group to the Communications Strategy,
As media are a key stakeholder, we will develop a strategic plan for media relations as
a priority.
c. Internal communications
Internal reorganisation, voluntary severance schemes, and general economic
uncertainty have reinforced the importance of internal communications for the
organisation.
We will develop a strategic framework for internal communications to include a review of
current internal communications processes.
Our internal audience is a priority, given the staff’s important role in achieving the
success of other elements of the Communications Strategy. The potential for all
employees to be ambassadors for the organisation is a valuable resource for SNH and
crucial to the implementation of the Communications Strategy. Ideally, all employees will
be aware of and understand the organisation’s priorities and key messages.
We will categorise internal stakeholders to enable communications to be targeted
towards different groups, for example by role. Each group is both a recipient and a
deliverer of effective communications. Middle managers have a particularly important
role to play, having potentially the greatest impact on the culture of their teams.
We will develop a strategic approach to internal communications, overtly linked to
particular areas of SNH’s work. A key part of the strategy will be the agreement, at
Management Team level, of a clear vision for the internal corporate culture to progress
towards achieving the organisation’s purpose as defined in the Corporate Strategy.
Once agreed, the vision will be a focus for the Internal Communications Strategy.
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We will review current communication channels and a broader range of internal
communications tools developed to deliver the targeted approach. This may include an
enhanced management briefing system, leadership on communication issues by
Management Forum and directorate Management Groups, the inclusion of
communications in management training and development programmes, and active
links with other areas of SNH work where there are opportunities to engage staff and
managers.
d.
Developing and managing communications for our operational Programmes
We will develop Strategic Communication Plans for each operational Programme. They
will deliver specific communications outcomes, identifying target audiences, key
message(s) and the proposed tactics and activity to be implemented. We will manage
the Strategic Communication Plans for each Programme within available resources and
priorities. The Programmes currently employed by SNH are:
•
The Sea
•
Climate Change
•
Land and Freshwater
•
Protected Areas
•
Biodiversity Action
•
People and Landscape
•
Wildlife Management
•
Socio-Economic Development
The campaigns approach, a planned series of communications activities delivering
specific priorities and outcomes, will continue where appropriate to deliver the
communication objectives for Programmes. Campaigns currently include national
communications activity for SNH’s Programmes for People and Landscape, Designated
Sites and Biodiversity Action, targeting specific segments of Scottish residents,
including: ‘Enjoying the Outdoors and Responsible Access’ and ‘Biodiversity’.
e. Media relations
Engaging with key media for SNH has the potential to impact positively on managing our
corporate communications, as well as engaging with other key stakeholders including, to
an extent, internal stakeholders.
We must recognise media as a key stakeholder, given their potential for significant
impact on SNH’s reputation and their major influence on public and political opinion.
We will develop and implement a media relations strategy with a proactive approach. It
will address managing media relations within complex partnerships, the challenge of
identifying potential issues of media interest throughout the work of the organisation,
and assessment of associated risks.
In outlining the tactical plan for promoting SNH’s key messages consistently across all
areas of the organisation’s work, the media relations strategy will reference its
contribution to corporate communications, developing the ‘communications culture’, and
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links with training and development. It will also cover the role of digital communications,
reviewing how other communication methods will contribute to a proactive approach.
In particular, the media relations strategy will detail the role of internal communications
in promoting and maintaining media awareness, identifying relevant media
spokespeople across SNH disciplines and associated training requirements.
f. Digital communication channels, including social media
The use of digital communication channels, including social media, is integral to the
development and implementation of the SNH Communications Strategy, given that
almost all of our stakeholders are likely to use digital media as a method of
communication now and in the future. It is essential that we monitor and implement new
developments in digital communication where appropriate for our strategy.
SNH’s website is one of the main ways we communicate with our stakeholders and it
will continue to be developed. The organisation has employed social media channels
such as Twitter, Facebook and YouTube on a limited basis to date and it is essential
they become an integral part of the organisation’s communications toolkit.
The Communications Unit will develop a digital communications policy (including social
media), incorporating principles, protocols and procedures for its use. The strategic
action plans (for example for media relations, Programmes, etc) will guide where and
when these channels are used. Where necessary, we will establish and develop official
accounts for key social media (such as Facebook and YouTube),
Communications Unit staff will be authorised to use social media on their work
computers and encouraged to develop their skills and experience in using social media.
g. Gaelic Language Plan and projects
The Scottish Government recognises that Gaelic is an integral part of Scotland's
heritage, national identity and current cultural life. The SNH Gaelic Language Plan is
part of the necessary structures and initiatives put in place by the Government to ensure
that Gaelic has a sustainable future in Scotland.
As part of its commitment to enhance the status of Gaelic, SNH will implement its
approved Gaelic Language Plan, providing support and advice to others in the
organisation in this respect.
The use of Gaelic language and culture are a key element of communications with
specific stakeholders.
8.
Communications Action Plan
The Communications Action Plan will detail the role of staff in delivering
communications throughout the organisation, supporting the communications methods
and actions led by the Communications Unit. The action plan will clarify the roles,
responsibilities and actions to be taken forward by managers and staff across SNH.
As detailed in section 1 above, a Communications Action Plan will support the
Communications Strategy (as illustrated in diagram 1, p12). The action plan will detail
the following:
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9.
•
Actions required to progress and implement the Communications Strategy;
•
Relevance to the corporate strategy;
•
The name of the person(s) responsible for implementing each action;
•
Budget implications;
•
Timescale for implementation;
•
Channels and methods of communication to be used: implementation of the
Communications Strategy will require the use of a wide range of communication
methods. These will be selected according to their suitability and effectiveness for
achieving the required outcomes. They will be detailed in the Communications
Action Plan and will be reviewed on an ongoing basis.
•
Methods of monitoring and evaluation.
Research
We will use the Scottish Nature Omnibus Survey and the Scottish Recreation Survey to
monitor the impact of the Communications Strategy. We will carry out other research as
resources allow.
10. Monitoring and evaluation
The Communications Action Plan will detail performance indicators and these are likely
to include:
•
Numbers of people taking active steps to help look after the environment;
•
Level of awareness, understanding and support among key stakeholders of the
contribution of nature and landscape to improved health and well-being of the
Scottish population;
•
Level of awareness among key stakeholders of the importance of nature and
landscapes as a focal point for generating stronger community engagement with
the environment;
•
Level of awareness among key stakeholders of the contribution nature and
landscape make to Scotland’s economy;
•
Levels of awareness of the Scottish Outdoor Access Code maintained at over
50% of the general public;
•
Level of awareness, understanding and support of SNH and what we do by
Government, politicians and the public;
•
Level of awareness among key stakeholders about the importance of SNH
guidance on the investment required to create a resilient landscape;
•
Level of amount of positive media coverage about the work of SNH;
•
Level of awareness within SNH staff of the role of communications throughout the
organisation.
Specific targets will be identified within the Communications Action Plan.
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11. Resources
The Communications Action Plan developed by the Unit will identify resource
implications.
a. Employees: The Communications Unit is currently undergoing a restructuring which
will create a stronger management structure within the unit. Three teams have been
created: Corporate Communications, Stakeholder Communications and Campaigns.
b. Budget: Bids for communications are placed as part of the organisation’s budget
planning, both from the communications unit and through the various SNH
Programmes. It is intended that the effectiveness of communication spend for each
of the Programmes will be maximised by producing strategic communication plans
for each.
c. Timescales: Clear timescales will be identified for each action.
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Diagram 1: Context of Communications Strategy and Communications Action
Plan
SNH
Corporate
Strategy
SNH
Corporate Plan
Communications Strategy
And Communications Action Plan
Strategic Plans
Stakeholder Engagement
Media relations
Events and sponsorship
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Internal Communications
Programmes
Gaelic Language Plan
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Appendix 1: Outline list of stakeholders for SNH
A detailed list of stakeholders will be produced as part of the stakeholder engagement plan
for SNH. The interim list below identifies defined groups of interest to or with an interest in
SNH.
INTERNAL STAKEHOLDERS
Board
Staff (segmented as appropriate: eg Management Team, Programme managers, etc)
EXTERNAL STAKEHOLDERS
Government organisations
Organisations with Environmental / countryside objectives
People with an economic interest in our natural heritage
Research, knowledge, education sector
Residents of Scotland / visitors (segmented)
Communicators
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Appendix 2: Corporate identity and brand values
SNH’s corporate identity was defined providing a ‘common language’ and the platform for
consistent, coherent and effective communications throughout the organisation. The brand
can be summarised as follows:
Our core purpose
Looking after all of Scotland’s nature and landscapes,
across all of Scotland, for everyone.2
Our essence
All of nature for all of Scotland3
Our values:4
Trust & Expertise
We
are
experienced,
knowledgeable
and
dependable. We build positive and mutually beneficial
relationships with the people of Scotland. We are the
trusted voice for nature in Scotland, whose
knowledge and expertise is both respected and
actively sought.
Celebration & Passion
We celebrate Scotland’s nature in a way that
encourages people to understand, appreciate and
engage with nature across Scotland while valuing its
importance as a cultural, economic and physical
asset.
Inspiration & Empowerment
We empower and inspire others to do what’s best for
Scotland’s nature by sharing our passion, our ideas,
our knowledge, our advice and our funding.
Responsive & Inclusive
We listen to the needs and expectations of people
and partners, share good practice, and look to work
in partnership. We are the only organisation that
represents all aspects of Scotland’s nature, across all
of Scotland, for all of Scotland’s people.
Our brand vision
That SNH will be synonymous with nature in
Scotland, the first organisation that comes to mind
when people, whoever they are, think about Scottish
2
We are the only organisation that looks after all aspects of nature (and relating to nature) in Scotland, across all of Scotland
(land and sea) and for everyone living or visiting Scotland. The word ‘nature’ has been deliberately chosen to reflect the
language of the people. It’s open to interpretation – deliberately so – but it aims to be inclusive and holistic, meaning something
to anyone who reads or hears the term and linking SNH to that meaning.
3
This is our strap-line and it appears on most of our communications materials underlining our corporate logo.
4
These are the values that we present through all aspects of our communications activity, they are the parameters within
which our communications will operate. As such, these are internal cultural values as much as external presentation themes.
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nature. We want to be seen as a positive, relevant,
responsive, influential and visible organisation,
looking after all aspects of nature across Scotland for
everyone’s benefit. This is our ambition for SNH.5
Our personality (‘tone of Inspiring,
caring,
respected,
approachable,
voice’)
celebratory,
trustworthy,
creative,
bold
and
purposeful.6
The brand is supported by a visual identity applied across all elements of SNH
communications and brand guidelines (with advice from communications unit) have been
adopted. It is also reflected in the SNH ‘Writing style Guide’ (May 2010), and as core
competencies in the Performance Management system applied to all staff.
5
This vision is primarily an internal communications tool.
This personality is brought to life through the look and feel of our communications and through our visual ‘house style’ and
communications guidelines. This tone of voice needs to be consistent across all our communications in all media, from websites to our letter-style.
6
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