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Engaging our Audiences - Transforming Local Government

Essex County Council Communications Strategy

2014 - 2018

Have your say...

Your Essex

is changing

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Contents

Foreword

Our Principles

Chapter 1

Transformation in a Changing World

5

Chapter 2

Our audiences

7

Chapter 3

Supporting elected Members

8

Chapter 4

Supporting our employees

10

Chapter 5

Our brand

12

Chapter 6

Digital strategy

3

Chapter 7

Consultation

15

Chapter 8

Campaigns

16

Chapter 9

Influencing

17

Chapter 10

Professional development

19

Appendix A

Our audiences

Appendix B

Key campaigns

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Introduction

by

Cllr David Finch, Leader, Essex County Council

Essex is one of the largest Counties in the UK in both population and geographical area.

We are faced with significant challenges over the coming years with large-scale reductions to our budget. These budget reductions are driving transformation across the Council, as it rapidly moves towards a model of commissioned services instead of direct delivery. More outcomes will be delivered through contractors and partners. Increasingly, the focus of the Council’s role will be helping to create the right conditions for business to thrive, so that citizens enjoy the benefits of a strong and robust local economy. Our plans to integrate health and social care services, driven by new legislation, will radically alter, and improve, how vulnerable people across the County receive the care and support they need. We also need to develop a new relationship with our citizens – one that helps them take responsibility for their own lives and those of their families, because we know the Council won’t have the capacity to help and support in the way it used to.

If we don’t transform, we simply won’t be able to maintain our 5,000 miles of roads, make sure that 200,000 children in Essex schools get the best start in life, or ensure that 20,000 older people receive the care and support they need. In all of these challenges, how we communicate is a crucial factor in achieving our vision for the County of Essex.

This strategy defines how we will talk to all our audiences – citizens, employees, businesses, partners, government, elected representatives, the voluntary and community sector – and how we will listen to what they are telling us. It establishes the principles that will guide how we communicate and engage, with openness and transparency, in language that people can understand, and through channels which are easy to access.

It sets out how the Council will shift many of its communications activities to digital channels, to enable citizens to self-serve, but also, through social media, engage with the Council in a style, at a time and in a place which suits them. It explains how we will protect and enhance our brand and how we will develop it to accommodate the partnerships, collaborations and commissioning which will characterise how we work in future.

This strategy also explains the activities through which our communications will be delivered. It is underpinned by a set of individual plans, which relate to key areas of the Council’s communications and marketing function, which explain what will happen and when, with what desired outcome. Our vision is for Essex to be a County where innovation brings prosperity. This strategy will help us to engage with all our citizens, our businesses and our partners, to make the vision a reality.

Cllr David Finch

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Our Principles – how we will get the job done

Our Promise

Our communication will be timely, open, trustworthy and focused on outcomes that matter to residents and employees;

We will communicate in plain English.

Our Goal

The central goal of the Council’s communications is to help the organisation improve the lives of residents and help create the right conditions for growth and prosperity. To achieve this, we will aim to:

communicate as one organisation, with one voice;

engage with all our audiences, through channels which work for them: listen and ensure we are easy to talk to;

whenever possible, act on what we are told, and;

enable our partners to communicate effectively where they are delivering services which the council has commissioned.

Our Commitment

We will work with internal and external audiences to support planned or reactive communications through direct delivery or by providing expert advice and guidance.

We will ensure our communication is successful by measuring the quality and impact of what we do.

We will provide strategic communications advice and support to help the organisation overcome challenges, issues and risks, however large or small, to help ensure better outcomes for

residents and for businesses.

How we will deliver Our Promise

We will deliver clear, creative and value-for-money communication campaigns and activity based on the outcomes that matter to Essex residents.

We will ensure ECC’s brand and profile are maintained and enhanced so that all out audiences recognise the Council’s role in improving the lives of residents and create the right conditions for growth.

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1. Transformation in a Changing World

Communicating as one organisation, with one voice

Essex County Council, like all other local authorities, faces significant challenges to deliver what residents need in a hugely testing financial climate. Demand for services is increasing, the number of people living to old age is growing, inflation is putting the cost of services up and the funding we receive has been reduced, and represents the largest single challenge to the council’s finances.

While we serve our 1.4 million residents, the 37,000 people who need social care support, the 200,000 young people who attend our schools, we also have to find £200,000 of savings every single day for the next three years (£235 million in total) to cope with the pressures we face. That is the scale of the challenge we confront. Against this challenge, we know that in order to build strong relationships with our residents, stakeholders and partners, we must:

1. Prove we provide value for money,

2. Inform and engage residents and staff,

3. Build trust in what we do,

4. Improve key services and demonstrate we are doing so,

5. Focus on changing lives for the better.

Our communications approach must demonstrate:

o Leadership - clarity about what Essex County Council stands for, and;

o Values - having a clear sense of purpose, believing and living our values as expressed in our brand.

Reputation matters.

Research shows that those councils with the best reputation are 10 times more likely to be high performers than the average. And employees who are engaged and who understand and live and breathe the values of the organisation are likely to be 43% more productive, perform up to 20% more effectively and take 3.5 fewer sick days per year.

ECC performs well on reputation compared to other counties. Our reputation score is higher than models predict it should be. A key objective of this strategy is to identify what drives reputation and therefore how we can improve it.

The research referred to in this section is primarily the Reputation Index Research commissioned by the LGA and conducted by The Research Unit, Feb 2010. www.reputation.lga.gov.uk

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County Council Reputation Reputation Reputation Index Index Gap Quartile Performance

West Sussex County Council 51 +2 3 Essex County Council 48 +2 3 Norfolk County Council 44 0 2 Hampshire County Council 43 -2 2 Suffolk County Council 41 -2 2 Oxfordshire County Council 37 -5 2 Kent County Council 37 -4 2 Surrey County Council 35 -7 1 Cambridgeshire County Council 33 -7 1 East Sussex County Council 30 -7 1

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2. Our Audiences

Communication and engagement in Essex, and beyond

Essex is one of the largest counties in the country, with a large population and diverse needs. For instance, the urban/rural split in the county means that over 90%of residents living in the south of the county live in urban areas. In contrast, in Mid Essex and North East Essex the figure is only around 50%.

We have some of the most affluent and some of the most deprived wards in the country. At the extremes, there is a 14% gap between the districts with highest and lowest proportion of economically active resi-dents, a 17% difference between districts in perceptions of quality of life, and a 20% difference between districts with deprived households.

That diversity presents a challenge and a range of opportunities to ECC. It will mean us knowing:

Who we want to talk to and listen to;

What we want them to do, experience or become aware of;

Where and how they prefer to access information, using traditional and new communications tools and channels to reach people.

In 2013 just over half of residents (55%) felt informed about the services and benefits Essex County Council provides; a 10% improvement on two years ago but still not good enough. Our aim is to continue to improve our communications so we engage with, talk to and listen to all communities across Essex. Better engagement with our residents starts with our employees. Our role is to build awareness, understanding and engagement among employees so that they can lead the delivery of positive outcomes. Effective communications enable and support employees in meeting the operational needs and service standards of the Council, delivering our Corporate Outcomes and embedding the changes required to deliver our transformation vision. Leaders and managers at all levels have a role to play in listening and responding to employees, ensuring that communication is two-way.

Resourcing our work

Our resources are finite and will reduce because of the savings targets the Council has to achieve through its transformation. The service plans attached in Appendix C indicate the key activities which the Communications and Marketing Team will undertake in 2014/15. Other elements and emerging issues and projects and resources for them will need to be agreed with functions as requirements become apparent.

Attached in Appendix A is a simple table outlining our key audiences.

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3. Supporting elected Members

We aim to protect and enhance the reputation of ECC,

our Members and their role as Community Leaders

In July 2013 the Political Leadership defined our vision for Essex to be a county where innovation brings prosperity. This vision has been translated in to seven outcomes the organisation must secure. They are:

Children in Essex get the best start in life,

People in Essex enjoy good health and wellbeing,

People have aspiration and achieve their ambitions through education, training and lifelong learning,

People in Essex live in safe communities and are protected from harm,

Sustainable economic growth for Essex communities and businesses,

People in Essex experience a high quality and sustainable environment,

People in Essex can live independently and exercise control over their lives. Our proactive communications and our campaigns will align to these outcomes. Our Cabinet Members are the lead spokespeople for each of their portfolios.

The Communications team provides expert support and advice to develop two way conversations with the public, with employees and with our partners through proactive communications and responding to news and events locally, regionally and nationally.

We support our members and lead officers to deliver clear communications with one voice by providing:

Daily and weekly updates on the news agenda/week and defining a proactive news agenda featuring stories about ECC and Essex,

Providing briefings, in relation to key national and local issues to all Cabinet members and the Council’s Management Board,

Communications plans and strategies for consultations, transformation projects and high profile issues,

Media training to help the Cabinet and senior officers deliver clear messages,

Support for employee engagement, particularly in respect of transformation projects and activities.

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4. Supporting Our Employees

Employees are our most important communicators.

We will make sure they are fully engaged in the change as we transform our Council.

Within such changing and challenging times, it’s never been more important to ensure we communicate and engage with employees – ensuring momentum is maintained, and employees are active

participants on our change journey. Employee engagement is closely linked to productivity and while change can excite and engage some employees, it can also cause uncertainty and anxiety in others. Engaged employees play a vital part in organisational change – therefore it’s critical that we maximise employee engagement.

The way employee communications is delivered reflects the council’s new operating model across People, Place, Corporate and Transformation in integrated teams combining internal and external communications. Our communications will raise employees’ awareness and understanding of the vision, purpose and ambitions of the functions they work in and engage them in the future direction of the council as it enters the next phase of transformation.

The functions, together with changes to our wider infrastructure including buildings and IT, will give us a modern working environment and make it easier to work collaboratively.

Employee communications approach

Delivering clear, consistent, honest and timely information to relevant audiences

Ensuring communications are delivered in language that is free from jargon and easy to understand

Delivering face-to-face any decisions impacting on our people

Tailoring communications for specific audiences

Working in partnership with commissioned services and partners to ensure messages are consistent and timely

Making sure that, whenever possible, ECC employees hear news about ECC first.

Communications objectives

For all employees:

Continue to communicate our overall aims and vision and progress on our transformation journey,

Explain our new commissioning-led operational model and what this means to employees and customers,

Communicate the work of the Commissioning Outcomes Groups and their successes,

Showcase the outcomes and success of the new approach, and;

Maintain the momentum of the Council as it transforms while keeping the focus on key service delivery.

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For employees within functions:

Raise awareness and understanding of vision, purpose and ambitions of the function,

Engage them in the future direction of the function through regular updates, and;

Build awareness and understanding of how their function relates to and works with others.

Communications plan for next 12 months

Detailed employee communications plans for all functions have been developed to reflect the priorities for our

next phase of transformation (2014/15). These plans will be aligned to change plans and include transformation, cross-cutting, corporate and business-as-usual activity.

Organisation-wide transformation communications

An organisation-wide plan for the next stage of the organisation’s transformation has also been developed and outlines the key messages and activity forming a transformation narrative for employees.

Measuring understanding

Employee understanding of organisation-wide and functional transformation is gauged monthly based on a sample of 25 per cent of our workforce as well as feedback gathered from face-face activity and page impressions from digital communication.

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5. Our Brand

We will provide strategic communications advice and support to help the

organisation overcome challenges, issues and risks, however large or small

Strong brands help businesses perform better. They lift products and services to more prominent positions in their market places and enhance trust and reputation. As the council seeks to generate income through traded services, our brand can also help us secure a competitive advantage.

A key part of our transformation is to develop service areas with the potential to operate commercially, selling services or products to external organisations and individuals. The income from these initiatives will help create income for the local authority. We will face competition from other local government bodies and private sector suppliers, whose experience and horizon-scanning put them in a strong position to identify opportunities, and critically be able to act at the moment of best advantage. A strong brand will help us achieve this.

It is essential that our brand guardianship is respected by all parts of ECC, by those working in partnership with other organisations, those trading as part of ECC as well as those delivering services directly to Essex communities.

The communications team protects and develops the ECC brand. We will provide a clear and simple overview of the brand strategy for the organisation which will be clear and easily accessible for employees, partner organisations and suppliers to use.

Services which are trading successfully, which show a clear understanding of their product and market opportunities and which generate sustainable income will also be able to access individual guidelines, providing a quick reference guide on how to apply their identity across relevant channels.

This does not mean that traded services will necessarily be able to establish their own brand; but they will be supported in order to develop their brand in the market place to best commercial effect.

We will measure and track the power of the ECC brand every quarter, providing an indicator of brand health for the organisation and a measure of how positive the association with ECC is. This will be vital for those trading and being commissioned to provide services. We will also seek to lead a brand network for other local authorities, sharing best practice and monitoring the health of local authority brands.

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6. Digital Strategy

Transforming our channels and approaches

to become more engaging and empowering

An engaging, creative and effective digital strategy is an essential factor in our communications approach. The rise of social media and mobile has led to an expectation of direct and timely information and our communications strategy must use these channels to engage our audiences. In-keeping with our need to be where our audience is, we will be proactive in using the right channel for the right message.

Our digital communications will improve engagement and understanding of our audiences and create a two-way conversation. Using skills incorporating design, web, channels and analysis we will focus on the creative use of data and technology to improve our understanding of our communities and our employees and support the council in delivering targeted, personal and effective communications.

Key channels

Our starting point for communications delivery will be digital. This will also help ensure cost-effective communications delivery.

Our website, Essex.gov.uk, while informative, is not interactive or transactional. Communications is driving a change programme working with our customer teams and IS to create a more interactive website. The first phase is underway and includes a redesign of the customer journey based around digital transactions for three key areas, Adult Community Learning, Highways and Adult Social Care, and a redesign of the look and feel of the website and intranet.

Our Social Media presence is largely through Twitter, including Highways alerts and updates. ECC does have a presence on Facebook for the Council and public facing services such as libraries and Country Parks and uses YouTube to feature videos of our political leadership team on key issues such as Council Tax and consultation outcomes providing accessible explanations in plain English to employees and residents. We will aim to expand both of these channels in their followership and reach. A revamp of our social media strategy and presence will start in June 2014 beginning with training for our people on how to use and communicate with our audiences through social media channels. We will maintain a proactive approach to evolving our digital strategies to incorporate developing technologies and channels and ongoing legislation such as responding to FOI requests.

Our digital channels will be a central foundation to the Council’s key campaigns and allow employees to work collaboratively. We will look at our customer journeys from analysis of social media and website interactions and work towards an integrated reporting process for these channels.

Using our wide range of social media channels we will empower service areas to engage with the public. While we aim to ensure everything that can be produced digitally is; there remains a legitimate amount

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We will develop a digital press office which will be a one stop shop for all media, providing them with press releases, statements and multimedia content. An online base for media will enable journalists to have access to a wealth of information that currently does not exist centrally. This will create an improved experience for media outlets and allow the press office to become increasingly proactive and have greater control over content.

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7. Consultation

We are easy to talk to and we listen to what’s being said.

The impact of change on our local residents is a critical consideration which is why we consult with the people most closely affected by any proposed change. The Communications function plays a critical role in ensuring the right audiences are reached for consultations. Changes to the way we deliver services do not just impact residents or service users but also the employees responsible for delivering that service.

To ensure consistency in our approach to consultation: we launch all our consultation communications under the “Your Essex, let’s talk” banner. We always clearly state the purpose of the consultation and ensure any supporting documentation is in plain, accessible English, quality assured by Communications, Strategy, the functional area and the Corporate Law teams. We are clear about dates and how to respond. We make clear what ECC’s next step will be and how ECC will respond to those participating in the consultation.

We want to ensure that our consultation is genuine community engagement, that will enhance trust, improve our working practices and enable co-produced decision-making.

Informal engagement, as opposed to formal consultation, is a key part of our approach to communications.

Social media, feedback from customers and employees and daily interactions between employees and customers all provide a rich source of intelligence as to how the council and its services are perceived and how we can improve.

Our 7-step consultation process

Step 1: Cabinet member gives a steer on whether consultation is necessary

Step 2: Officers develop consultation plans and notify ECC’s internal Consultation Group Step 3: The Consultation Group provides early advice on plans and makes recommendations

to directors and CMB where appropriate

Step 4: The Cabinet Member notifies the Scrutiny Board Chairman with a view to ensuring appropriate provision for scrutiny is built in to forward programming

Step 5: The consultation documentation is quality assured by Corporate Law, Insight & Analysis and Communications (and may be considered by the relevant scrutiny panel) Step 6: A CMA/COA may be drafted, as appropriate, and consultation is launched

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8. Campaigns

We will deliver clear, creative and value-for-money communication campaigns

and activity based on the outcomes that matter to Essex residents

Our communications team delivers award-winning creative campaigns that help us to raise awareness, change minds, support different choices made by our residents, and ultimately help us achieve our outcomes and vision.

In line with ECC’s Outcomes Based Accountability approach, each campaign is underpinned by a campaign mandate which will outline SMART communications objectives for the activity. Key performance indicators (KPIs) will reflect both the effort (inputs/quantity) to be delivered as well as the anticipated effect (outputs/impacts).

The communications team will ensure there is evidence to provide KPIs that allow us to evaluate the effectiveness of the programme of activities we undertake. Our objectives, audiences, messages and channels help us formulate a communications plan that outlines the key communications activities, budget and resources allocated to delivering the strategy. For each audience identified in the activity plan we can then choose the most appropriate channels for communicating with them.

All our communications campaigns define their purpose and outcome. Our campaign activity must be coherent and reinforce our core priorities and outcomes. Each of our campaigns will have a clear goal in terms of improved perceptions, increased understanding or changed behaviours. Campaigns are developed using the ROSIE model combining Research, Objective, Strategy, Implementation and Evaluation. Using ROSIE we can ensure all aspects of a campaign are covered.

Appendix B sets out the campaign-based activity that we expect to conduct in 2014/15, in line with the emerging Commissioning Strategies.

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9. Influencing for Essex

We will ensure ECC’s voice and identity is heard, seen and acted on by residents,

our people, and our partners as well as by local and national decision-makers

Our public affairs and partner communications work will maintain and enhance ECC relationships with Essex’s MPs and other key influencers. A core objective is to build ECC’s reputation and our contacts to ensure key Essex priorities are communicated directly to Ministers, MPs and other influential audiences. We are keen to highlight key achievements and initiatives and offer these as examples for how the Government could improve public service delivery. We want to influence this debate and position ECC as a beacon of excellence. We will position ECC as a forward and outward-looking local authority, responding positively to the current and future economic and social challenges that affect our residents. We will promote Essex’s thought leadership on key policy issues whose implementation will create service and delivery challenges affecting both local and national government. This will involve promoting and positioning the Council’s senior leaders, taking advantage of media and public speaking

opportunities and events, and ensuring that Essex is always among the key players across all our areas of business.

Our commitment to the organisation is that we will respond quickly, effectively and with evidence to policy announcements, legislation, calls for evidence and consultations. If we deliver on the above, ECC will be able to influence at both local and national government level. We will recruit advocates, identifying the people who will support us and who will have impact on the key issues we want to influence.

Essex Partners

Our public affairs team support the core objectives and communication activity developed by the Essex Partnership Board. In addition, the team provides public affairs advice and guidance to other strategic partnerships, including across health and social care integration, public service reform, voluntary and community sector and Essex district councils.

Our public affairs team provide the following to our colleagues in ECC:

Advice and guidance on engaging with MPs and Government both in response to an issue and to raise awareness of one

Daily monitoring of Parliament for relevant information relating to the outcomes ECC pursues and swift action to follow up

Provision of briefing, speaking notes and events management for lobbying activity

Advice on the political dimensions of a decision and on how to lobby to influence national policy or legislation

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Key Relationships: Essex MPs

Relations with MPs will be managed through ad hoc engagement on specific issues. This process will be subject to a review following the 2015 General Election.

Ad hoc engagement will be taken forward at regular times, both in terms of BAU activity and in response to/in anticipation of policy/political/legislative issues relevant to specific MPs for geographical or political reasons (ie membership of relevant Select Committee)

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10. Professional Development

We will ensure our employees are informed and engaged in all we do

The communications function has been nationally recognised as industry leaders, competing and winning awards in recognition of work at regional and national level and measuring up well compared to public and private sector in-house teams. We recruit talented communication professionals alongside nurturing talent. Our employee communications work has consistently increased the employee

engagement index with over 80% of employees believing the organisation communicates effectively and our resident-facing activity has increased reputation resulting in 82.5% of residents feeling satisfied with Essex as a place to live.

We work to a core communications competency framework based on the professional competency framework developed for professional communicators working in central government. This framework covers the general behaviours and attitudes expected of our communications team.

There are six core competencies we expect our communications professionals to demonstrate and which you can expect communications staff to demonstrate:

Communications – Drafting, Layout and Design:

Produces clear, persuasive and accessible communication products

Channels and Technologies:

Uses the most effective and appropriate channels and technologies to deliver communications

Business Knowledge and Communication Environment:

Understands the organisation’s business and how communication supports it; is aware of the wider communication context; is fully aware of and applies propriety guidelines

Relationship/Account Management:

Understands, responds to and satisfies the communications needs of diverse audiences – clients, stakeholder groups, partners, media and employees; builds and maintains constructive relationships and balances different demands

Strategic Marketing and Communication:

Plans, builds and manages delivery of strategies, campaigns and day to day marketing and communication services which are based on audience insight and are effective in getting the organisation’s messages across and delivered to the highest professional standard; promotes coherent and consistent organisation brand(s)

Evaluation, Research, Evidence:

Gathers and interprets data on the effectiveness of communication strategies, campaigns and services and their impact on audience behaviour and business outcomes; identifies improvement opportunities

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Appendix 1 – Audience analysis

Essex County Councils Audiences

Keep Satisfied

Volunteer organisations

Partner Organisations & First Respnsers National MPs

Key Players

Elected Members Our Employees Essex Residents

Government and Businesses Policy Makers

Essex MPs Local Media Online Media

District, Borough and City Councils

Monitor

Pressure Groups Think Tanks

Wider general Public

Keep Informed

SE Local Enterprise Partnership

Influencers on Policy & Resources

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Appendix B – Key Campaigns, 2014-15

Key Campaigns in 2014/15

All campaign work undertaken by Communications will be aligned to our corporate outcomes and support the Council’s next phase of transformation. Our campaigns will be linked to the seven outcomes defined by the Leadership and our emerging commissioning strategies.

Overarching all of this activity is the annual campaign on the Council’s budget setting process.

From the consultation phases through to the Council meeting where the budget is set, this work sets the tone and is a key element of the Council’s wider strategic agenda, helping to manage expectations in a time of reducing resources, while at the same time encouraging people to take greater responsibility for themselves and their families.

The following areas will be key:

Children in Essex get the best start in life

Related campaign activity will be to recruit more foster carers for Essex children. This is a year round integrated campaign utilising events, advertising, direct marketing and media relations.

The campaign will focus on specific audiences and look to recruit carers for children with disabilities, sibling groups and teenagers. The campaign may encompass short breaks, respite care and supported lodgings. An adoption campaign may also be considered.

A campaign looking at school readiness and supporting the home learning environment is scheduled for Autumn.

People in Essex enjoy good health and wellbeing

The work of Active Essex will be promoted in a way that highlights the key public health messages that the Local Authority wishes to address and communicate.

The change in legislation and responsibilities due to the Care Act will need to be communicated to Essex residents, employees and businesses. There will be an emphasis on community resilience, helping people to help themselves, supporting and increasing independence. We will look to communicate initiatives taken forward as a result of the Who Will Care Commission.

People have aspiration and achieve their ambitions through education,

training and lifelong learning

A rolling 12 month programme will provide content and news hooks for the roll out of a wider education campaign with the overarching narrative of Essex being a great place to go to school, achieve your potential etc. The communications activity will showcase the best of education in Essex, the work the authority is doing to improve schools and teaching standards, bringing in the importance of Early

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People in Essex live in safe communities and are protected from harm

An ongoing 12 month programme of communications activity will inform the audiences of the key issues which make Essex a safe and popular place to live. Areas such as highways and highways maintenance, road safety, flood management, emergency planning and waste management are regularly updated and developed for a variety of reasons including safety. This needs to be communicated and shared with the public to help drive confidence in ECC’s approach to looking after its residents. Dedicated sections of the ECC website are used to share updates and information is disseminated via social media channels and used to compliment and extend reach.

Sustainable economic growth for Essex communities and businesses

Our campaigning in this area is likely to be led by the Commissioning Strategy for economic growth; the Strategic Economic Plan for SELEP and the Economic Plan for Essex – the content of these campaigns is to be determined. In addition, one of the key projects for Essex is to roll out the Superfast Broadband programme. Superfast Essex aims to deliver high-speed fibre broadband to thousands more homes and businesses in Essex through a partnership between Essex County Council and BT. When combined with plans by the private sector, this should result in around 87% of premises in the county being able to access fibre broadband by the end of summer 2016.

This year marks the 25th anniversary of Essex County Council’s successful relationship with China. This partnership has resulted in an increase in exports and attracting big businesses to the county. People in Essex experience a high quality and sustainable environment

Related campaign activity will be to build awareness of our work to support our highways, infrastructure and environment.

This will be a year round integrated campaign using channels events, marketing, awards and media relations. The campaign will focus on specific audiences and look to inform businesses and residents about our ongoing work to build strong infrastructure for Essex. This combined with the Superfast Broadband campaign and work to promote Inward Investment will promote Essex’s high quality and sustainable environment.

Our campaign work to promote the Country Parks in Essex demonstrates the beautiful parkland in the county. The marketing collateral produced as part of the campaign has helped engage young families and the elderly to enjoy a range of activities from Easter Egg hunts to visiting reindeer at Christmas.

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