To view or download this plan as a pdf click Communications Plan

Introduction

Effective communication is key to managing Central Desert Regional Council’s reputation and is vital to meaningful engagement with our community members and other stakeholders.
Communication is the responsibility of every member of the organisation; however, Office of the CEO will plan, develop, implement and review the effectiveness of communication activity.
The Communication plan’s purpose is to develop trust and understanding in Council and help our communities to have an influence on the issues that affect them.

The guiding Communication Principles used to this end are:

• We provide our communities with the opportunity to have their say.
• We use the most appropriate communication channel for our message.
• Our communications are clear, concise and easy to understand.

The Communications Plan links to the CDRC Regional Plan through Theme 4: Our Role as Council is Clear.

The full CDRC Regional Plan can be viewed at Regional Plan.

This document is to be read in conjunction with approval and workflow processes, the Delegations Register, the Media Policy and the Code of Conduct.

Communication Plan

Aims

The aims of the CDRC Communication Plan are to

• promote the range and quality of CDRC services available to our community;
• ensure CDRC staff are aware of and contribute to service developments and planning;
• promote key work and issues within NT and across Australia;
• ensure funding bodies are recognised;
• help ensure successful promotion of CDRC externally;
• assess key reputational issues or risks; and
• communicate key messages.

Responding to media requests

The President and CEO are the Council’s official spokesperson on all matters. The CEO may nominate other staff to act as spokesperson for particular operational aspects of the council.

The CEO is responsible for coordinating media liaison and will be delegated authority to respond to media enquiries of behalf of CDRC. No staff member, other than CEO is to handle an enquiry from the media.

The CEO will be responsible for issuing media releases about CDRC’s activities, decision and plans subject to the President’s approval.

Media releases

The Office of the CEO staff will work to prepare media releases on behalf of the Council. Other staff are also encouraged to prepare their media releases, but they must be forwarded to the Communications Specialist for review, editing and formatting to ensure that they maintain the Council’s style and look as well as a consistent Council message.

All media releases must be approved by the CEO and will be posted on the Council’s website.

Liaising with the media

All media enquiries are to be dealt with promptly and are to be directed to the CEO. Media organisations and their representatives will be treated equally and without bias.

Internal communications

Key aspects of the internal communications strategy include

• encouraging the use of clear, concise and easy to understand language throughout Council;
• building understanding and commitment among staff and between staff and Councillors; and
• celebrating successes and acknowledging achievements.

Council website

CDRC has a publicly available website that contains information on our policies, plans, meeting agendas and minutes, services, elected members, jobs available as well as news stories of the Council. It also fulfils our obligations under the Local Government Act 2019.

Social media

Social media has a wide audience and is a good way to promote positive stories to the public and raise the image of the Council.

Council’s use of social media

Posts on Council social media must

• be honest, polite and considerate;
• include appropriate information;
• ensure relevant permissions have been obtained for photos - photos of children under 16 must have the guardian’s written permission;
• ensure flyers or posters are approved and works of art are credited as appropriate;
• be accurate and comply with Council policies and other relevant requirements;
• adhere to legislation including copyright, privacy, defamation, contempt of court, discrimination, harassment and Council’s Privacy Policy and Code of Conduct; and
• not damage Council’s reputation.

Posts will be monitored regularly during business hours and content will be immediately removed or hidden that:

• defames any individual, group or organisation;
• vilifies any individual, group or organisation because of their political affiliation, race, religion, cultural background, gender, age or sexual identity;
• contains obscene, racist, sexist, threatening or offensive language or images;
• breaches copyright;
• is potentially unlawful; or
• is spam or advertising.

Potential new social media channels that are associated with CDRC must be authorised by the CEO before use.

Personal use of social media

Council does not seek to restrict personal use of social media. However, employees need to be aware that their conduct on social media may impact on their employment.

It is a staff responsibility to protect Council’s brand and reputation.

Employees are responsible for content which they publish on social media platforms. They are to ensure that their personal comments or opinions are not mistaken for Council’s official position. All employees are to always promote a positive image of Council and are encouraged not to comment on local issues that relate to or involve Council in a way that would reflect poorly on themselves or Council.

Staff employed by CDRC are obliged to follow these conditions:

• Employees must not post any statement or comment which brings Council into disrepute.
• Employees must ensure they do not commit Council to any action or initiative without the appropriate authority.
• Employees must not post material that is obscene, defamatory, threatening, harassing or discriminatory to any individual, group or organisation, including CDRC.
• Employees must not disclose official information unless authorised to do so.
• Employees must ensure appropriate approval is obtained prior to using social media options in an official Council capacity.

Sponsorship and events

CDRC will sponsor a number of events, based on the value gained and reputation of the event, and the amount allocated in the budget.

Reputation management

Good communication is essential to the reputation of CDRC. Council must not only perform its key responsibilities well, but also communicate this to the public effectively.

Elected Members, local authority and committee members and staff are not to use or disclose information gained in the ordinary course of business of Council, in a way that may cause significant damage or distress to a person; damage to the interests of the Council or a person; or confer an unfair commercial or financial advantage on a person or business when dealing with the media.

All aspects of communication by staff (including verbal, written, personal or social media), involving council activities will reflect the status and objectives of the Council. Communications will be accurate and professional.

Promoting and defending the Council is a job for all staff and councillors. As advocates of Council, they can be incredibly effective. As detractors, they can be equally as damaging.

Issue/crisis management

It is important to manage issues before they become crises.

If Councillors/staff are aware of an issue that has the potential to impact negatively on Council, they must notify the CEO immediately. Identifying and analysing the issue, then forming an appropriate strategy is the key to success.

Corporate style guide

The Council has developed a Style guide to ensure that all communications, such as emails, posters, business cards and stationery, all create a singular image to the public.

Advocacy

The Central Desert Regional Plan and Community Plans provide the identification of key issues that matter to our communities and residents. Council advocacy campaigns and actions are built from these issues and reinforced by a series of targeted activities, which provide the themes and priorities for how Council directs its resources and uses it voice on behalf of residents.

Council advocacy focuses on what needs to be done to inform, advise and influence external parties that have an authority on particular subject matters. This includes the determination of the frequency of Council’s advocacy campaigns required to meet the needs and aspirations of our community.

Opportunities and challenges for our communications

Opportunities

• To define our key messages to ensure all staff are putting out the same message.
• To increase public awareness of our messages.
• To streamline communications between staff.
• To raise the reputation of CDRC in the community.

Challenges

• Reputational damage due to incorrect/false communications.
• Local Authority meetings not going ahead.

Key Messages

Stakeholders

• Public
• Staff
• Community Residents
• Federal and NT Government
• Other Stakeholders (covered in overall)
• Customers (contracts)
• Research bodies

Channels

• Face to Face
• Email / Letters
• Press
• LGANT
• Newsletters
• Online
• Annual Report / Regional Plan
• Meetings
• Community Visits

This list does not extensively cover internal communications. This document is to be read in conjunction with approval and workflow processes and the Delegations Register.

Communication Action Plan

Public and Overall Stakeholders

Staff

Community Residents

Federal and NT Government

Communication Plan Schedule

Contacts

For CDRC contacts go to Contact Us.