Issue - meetings

The Overview Board considered a report of the Assistant Chief Executive on the 2009 Communications Strategy Review of the Council. The Baord was asked to consider any immediate recommendations for its further development for submission to the Cabinet on 4th November 2009 and to identify the key linkages of the strategy to the proposed Scrutiny Board Task Group on Improving Residents’ Satisfaction.

The Assistant Chief Executive introduced the report and summarised the development and review of the Communications Strategy.  He explained that the Communications Strategy had been originally written in 2006 and was reviewed annually. He noted the link between the Communications Strategy and the Improving Residents’ Satisfaction Task Group due to be considered by the Scrutiny Board.  He was of the view that the Communications Strategy would help to further improve residents’ satisfaction and noted that although residents’ satisfaction needed to be further improved it was not very low when compared to other councils’ performance in this area.   

Questions and comments were received from Members of the Overview Board.  It was recognised that the Communications Strategy of the Council could be even further enhanced if there were resources available but that this was not possible in the current financial context.  The Assistant Chief Executive indicated that the implementation of the strategy was a “long game” of delivering the key messages to residents through stealth and cost effective targeted delivery mechanisms. 

It was highlighted that Bromsgrove (BDC) and partner agencies ran stalls in town centres focused around popular events and there was a Bromsgrove District Housing Trust (BDHT) information bus, which engaged directly with residents in community centres. It was pointed out that elected councillors also have a role in engaging in a two way dialogue with residents and building a positive relationship with the public.  It was proposed that more focus be given on communications to local neighbourhoods, including communities outside the town centres, including schemes such as the stalls at popular community events and similar initiatives to the BDHT bus, to ensure that BDC communications reached all sections of the community across the District. 

The Assistant Chief Executive pointed out that a lot of the complaints received by members of the public were built on misinformation, and were often satisfied through a proper dialogue and corrective information.  The Executive Director of Services pointed out that a lot of communications work was defensive in nature, responding to bad press or incorrect information. 

The idea of a “fridge magnet” or other handy, easy to read quick reference guide summarising the key contact numbers for Council services was considered, but it was thought that the costs would not offer value for money.  It was nevertheless pointed out that the advertising of key dates of events and services (e.g. refuse collections dates) would be very useful for many residents. 

It was proposed that there should be delivery mechanisms to relate key messages to local residents at key times of the year, e.g. when residents received their Council Tax bill.   The Assistant Chief  ...  view the full minutes text for item 33