Justine Howl, marketing manager at business change consultancy, Entec Si, looks at the importance of communication as part of local government reorganisation.

Local councils are entering into a huge transition period, with the Devolution Whitepaper restructuring the way local authorities make decisions, and proposals for local government reorganisation set to begin later this year. With so much change on the horizon, implementing new systems, structures and processes is going to be commonplace, and in turn, a robust internal communications strategy will be essential to ensure a smooth transition and minimal disruption to staff and services along the way.

But how should councils go about creating an internal communications strategy, and why is it so essential to have one?

Creating a good communications strategy

Internal communications are extremely important for ensuring a smooth transition throughout any organisational change. Within a council, where there are a number of departments carrying out a variety of work and many people with different roles, a comprehensive communications strategy factors in every employee, what change means to them, and helps to ensure people feel valued, heard and considered.

A good communications strategy must firstly be aligned with the overall corporate vision and values and have clear objectives. For example, whether the goal is to inform colleagues of the change and promote understanding, or to change behaviour.

Leadership

In order for the strategy to be impactful, effective leadership is key. People often take on board messages better if they come directly from their manager, so equipping managers with the right tools to cascade messages well, and using the right language, will ensure consistency. It will also help them to deal with difficult questions from their team, particularly the most crucial one: what’s in it for me?

Having the right briefing packs and possible training available to all managers will create consistency of communication style and messaging across the board, which is really important during a time of transition. This could entail managers sitting down with teams on weekly briefings or daily standups to help staff navigate the change in real terms.

Consistency and a regular flow of information is key to reinforcing messaging and ensure everyone is up to date. A multilayered approach can help with this, disseminating targeted information across a combination of media and channels, such as an Intranet, via managers, videos, newsletters, direct emails or apps that issue alerts.

Tailoring your strategy

When considering channels, it’s important to factor in different employees’ circumstances and roles. Not all employees have digital connections or their own email address, such as frontline workers in maintenance or service roles. As public-facing staff, they must understand what’s going on within the council, so it’s important to consider how to reach them. This can be done through feedback loops, such as team meetings, briefings, roadshows, or town halls.

Additionally, creating a timeline that outlines key dates and achievements will help to keep everyone in the loop, as well as boost team morale when milestones are reached. This is where storytelling can be effective to humanise the outcome and how change has delivered meaningful improvements or benefits to people.

Internal communications aren’t just about sending out information; inviting people to listen and ask questions is equally as important, so it’s essential to think of new ways of communicating that facilitate a collaborative and open approach.

Feedback

When looking to create a robust internal communications strategy, councils should start by giving people an opportunity to feedback which methods of communication they prefer. Asking people how they like to receive information will help to inform a bespoke communications strategy. People’s answers will likely differ depending on whether they work in an office at a desk versus operational roles. Also, if something has worked well in the past, councils shouldn’t be afraid to keep it as it is.

To implement a new internal communications strategy in a way that ensures its success and meaningful impact, it must be championed at a senior level. On top of this, the strategy needs to be reviewed continually, especially regarding the messages being conveyed as a project progresses. It’s also vital to ensure the internal communications team is properly briefed on the strategy and fully understand its intricacies.

Measuring Success

Measuring the success of employee understanding is vital, and documenting how many people are opening communications materials, responding to surveys, and reacting to messages on platforms such as Teams will help to map engagement. A high engagement rate can indicate a high reach but to measure understanding, pulse surveys and open dialogue are needed too.

When undergoing a period of change, consistent, open and honest communication is key. Many local councils are overhauling the way they work, so a regular review of any communications strategy is essential. A robust plan that’s frequently reviewed will provide a reference point and outline goals, so councils are always clear on what they’re aiming for throughout a project.