TABLE OF CONTENTS. 3 Acronyms. 4 Introduction, Background and Objectives. 5 Aims and Objectives of the Communications Strategy.

Transcription

1 THABA CHWEU LOCAL MUNICIPALITY COMMUNICATIONs AND MARKETING STRATEGY

2 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e 2 TABLE OF CONTENTS Page Contents 3 Acronyms 4 Introduction, Background and Objectives 5 Aims and Objectives of the Communications Strategy 6 Strategies 7 Legal Framework 8 Existing Communication Initiatives 9 Corporate Identity 13 Target Audience 14 Communication Tools 17 Press Statements and Briefings 17 Internal Communications 18 External Communications 18 Intergovernmental Relations 18 Communication with National and Provincial Government 19 Communication through Ward Committees and Development Workers 19 Messages and themes 20 Action Plan

3 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e 3 Acronyms TCLM ADR CBO DPLG IDP KPI Thaba Chweu Local Municipality Alternative dispute resolution Community based organization Department of Provincial and Local Government Integrated development plan Key performance indicator MFMA Local Government: Municipal Finance Management Act No 56 of 2003 MM OAG PCC PMS PR PRC RSA SALGA SMME Municipal Manager Office of the Auditor-General President s Coordinating Committee Performance management system Proportional representation Presidential Review Commission Republic of South Africa South African Local Government Association Small, medium and macro enterprise

4 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e 4 1. INTRODUCTION AND BACKGROUND Developmental Communication within the Public Service is a legislative requirement in terms of the Constitution, Local Government: Municipal Structures Act No 117 of 1998 and the Municipal Systems Act No. 32 of Thaba Chweu Local Municipally (TCLM) must have a Communication Strategy to ensure that the municipality's strategic objectives are communicated in a simple manner to the relevant target audience. Communication in any organization refers to all forms or techniques used to transmit information amongst members within the organization and external stakeholders. Thaba Chweu is one of the Municipalities that are at the coalface of service delivery and the closest sphere of government to communities. As such, they are held accountable for all government services, even when these functions are not assigned to them. It is therefore critical that TCLM provides an effective Communication Strategy to communicate proactively with both the media and with all its stakeholders. 2. AIMS AND OBJECTIVES OF THE COMMUNICATION STRATEGY To manage and maintain a correct image of TCLM. To inform the public about the overall functions and activities of TCLM. 2.1 To improve the quality of information and frequency regarding the current and planned activities of the municipality. 2.2 To ensure that councilors and officials have the communication skills and techniques to communicate effectively within the municipality and also externally;

5 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e 5 3. OBJECTIVES To improve communication to the intended communities as well as the organs of state, To ensure an accountable, open, transparent and responsive local government, To disseminate the correct and reliable information to the communities, To comply with all relevant statutory prescripts regarding making available of information held by the municipality, To ensure public participation and support to Integrated Development Plan (IDP) which is aligned to the cycle for both provincial and local government, To adhere to time frames and deadlines when information is communicated, To improve communication mediums (website, marketing and branding of the institution), To enhance the coordination of communication activities among the three spheres of government, To conduct constant monitoring of communications, marketing and events management; To promote community awareness campaigns towards meaningful participation of civil society in municipal activities and government as a whole, To strengthen and sustain media relations and to communicate proactively with the media; To aggressively market the TCLM programmes and to strengthen and improve an effective internal and external communication system. 4. STRATEGIES In order to achieve the stated objectives, TCLM shall embark on the following: 4.1 Subject councilors and officials to appropriate communication skills training, including report writing skills, presentation skills, public speaking skills, reading skills and all other skills related to communications. 4.2 Use a variety of non-structural methodologies to ensure a free flow of information within the municipality's administration and between the administration and the municipality's political structures and political office-bearers. 4.3 Regularly issue media releases regarding the municipality's current and planned activities. 4.4 To maintain a website that will be informative and useful for local communities, government agencies, tourism industry as well as potential investors.

6 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e 6 5. LEGAL FRAMEWORK Section 195 of the Constitution of Republic of South Africa prescribes that TCLM s administration is governed by the democratic values and principles enshrined in the Constitution, including the following principles: People's needs must be responded to, and the public must be encouraged to participate in policy-making processes. Public administration must be accountable. Transparency must be fostered by providing the public with timely, accessible and accurate information. In terms of section 19(2) of the Local Government: Municipal Structures Act 1998 (Act No 117 of 1998) TCLM must annually review o the needs of the community; o its priorities to meet those needs; o its processes for involving the community; o its organizational and delivery mechanisms for meeting the needs of the community; o It is further required to develop mechanisms to consult the community and community organizations in performing its functions and exercising its powers. Section 55(1) of the Local Government: Municipal Systems Act 2000 (Act No 32 of 2000) states that the municipal manager, in his/her capacity as head of administration is, subject to the policy directions of the municipal council, responsible and accountable for, amongst other things o Managing communications between the municipality's administration and its political structures and political office bearers; Section 6 of this Municipal Systems Act requires TCLM s administration to: o Be responsive to the needs of its communities; o Facilitate a culture of public service and accountability amongst staff; o Establish clear relationships, and facilitate co-operation and communication, between the municipality and its communities; o Give members of the local community full and accurate information about the level and standard of municipal services they are entitled to receive; and

7 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e 7 o Inform the local community how the municipality is managed, the costs involved and the persons in charge. o All the statutory duties referred to above have one common theme and requirement that they impose on the municipality, namely to communicate internally between different structures and persons and to communicate with the communities. 6. EXISTING COMMUNICATION INITIATIVES Thaba Chweu is currently using the following techniques, namely: 6.1 House journals: types of house journals (printed media) Magazines Newspapers Newsletters 6.2 Notice board Placed at strategic points throughout the municipality The Communication and Marketing Acting Manager should be responsible for placing items on the notice board. This provides employees with current information. 6.3 Radio Station Secure Radio Slots to promote activities. 6.4 Phone in service Information is provided while you are on line waiting for a consultant to take your call. 6.5 Idea box/suggestion box This is not being effectively utilized at the moment. 6.6 Intercom Use for communicating information to staff members.

8 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e 8 7. CORPORATE IDENTITY 7.1 The Head of Communications is responsible for the overall corporate identity of TCLM, although implementation will be the responsibility of all Heads of Department. The Head of Communications is directly responsible for the following: The look of the municipal buildings; The type of communication material to be used by TCLM e.g. folders, letterheads, business cards, nametags etc The way communication material is used and produced e.g. the font, the use of logos, corporate identity, branding etc The Coat of Arms is to be used in the prescribed format as laid out in the branding protocol, copy of which shall be available from the Communication and Unit Advising management of communication problems, solutions and techniques Monitor outside opinion and conveying such to management Writing and distributing news (press) releases, photographs and feature articles of the press also compiling press lists Maintaining a media information service Arranging press, radio and television interviews for management including politicians Editing and producing external journals aimed at distributors, users, customers, etc Handling PR Sponsorships. 7.2 Branding and Promotional Material Promotional material using the corporate identity (coat of arms) of TCLM may only be used for official purposes The municipal departments are encouraged to utilize institutional marketing logo to assist with branding and is for the purpose of promoting tourism, investment, etc. 7.3 Events Management The Communications Unit must be advised at least in advance of any major event that is planned and must be involved right from the start in the planning process The Communications Unit shall provide assistance and advice where necessary to plan events including the following: (a) Advertising (b) Press statement (c) Media briefing

9 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e 9 (d) Mobilisation of communities (e) Posters (f) Brochures/Pamphlets (g) Speech (h) Invitations (i) Photography (j) Promotional material (k) Branding (l) Loud hailing (m) Programmes The affected or relevant Councilors and Senior Officials need to be in attendance and it is important to ensure that delegates are available to grace the occasions/events. 7.4 The importance of communication in public affairs Chapter 3 of the Constitution sets out a number of principles of cooperative governance and intergovernmental relations. The Municipality must promote intergovernmental relations by communicating with the government departments both provincially, regional and nationally by: Fostering friendly relations Assisting and supporting one another Informing one another of, and consulting one another on, matters of common interest Coordinating their actions and legislation with one another Adhering to agreed procedures Avoiding legal proceedings against one another In terms of Section 152 of the Constitution a municipality must strive, within its financial and administrative capacity, to achieve amongst others, the following objects- To provide democratic and accountable government for local communities; and To encourage the involvement of communities and community organizations in the matter of local government The achievement of these objects is not possible without a sound and comprehensive communication strategy. 7.5 Method of communications

10 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e 10 Government's national communications policy calls for a consistent approach to communication across all spheres. It provides the following guidelines in this regard: Publicity campaigns: The most cost-effective way of communicating with the public is to use existing mass media that is local community newspaper (Steelburger News, Thaba Chweu News and Panorama) and local radio stations (Mash FM). This requires a communication practitioner with an understanding of news and media High-level communication: Municipal communicators should be able to communicate at a high level with opinion formers - the media, academic, community and business leaders, etc. This means that they need to be able to explain the philosophy behind government policy choices Grass-roots communication: Municipality shall also be able to communicate with the general public, through community liaison and use of the mass media Educational communication: Municipality shall be in a position to launch educational campaigns to government programs Advertising campaigns: However, they are expensive and must be professionally managed. They shall therefore be used carefully.

11 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e TARGET AUDIENCE Thaba Chweu area has a range of stakeholders that it considers important. 8.1 Internal target audience The internal audience of the municipality consists of the following: Executive Mayor/Mayoral Committee Political structures within the municipality-portfolio committees, etc Senior Management Departments and administrative structures within the municipality Officials at all levels Trade Unions 8.2 External target audience The external audience consists of the following: National Government departments National political structures Provincial government administrative departments District Municipality (Ehlanzeni) Provincial political structures Local business (Local Chamber of Commerce) Media houses The community at large NGO's Parastatals All civil servants Private sector 8.3 Traditional Leaders The Traditional Authorities within the Thaba Chweu area, deserve focus attention as a special interest group.

12 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e Government regards traditional leaders as partners in the implementation of its programmes. Hence the Traditional Leadership and Governance Framework Act, 2003 (Act 41 of 2003) provides for the establishment of local houses of traditional leaders. The establishment of local houses of traditional leaders will deepen and cement the relationship between municipalities and traditional leaders on customary law and development initiatives. 9. COMMUNICATION TOOLS 9.1 Thaba Chweu communicates with its public in order to keep citizens informed of its policies and procedures, to comply with citizens' requests and to acquire feedback. 9.2 TCLM provides information to its audience through: Written reports Public meetings Electronic media (internet, radio, , etc.) Loud hailing Municipal events Newspapers (i.e. print media) The various spheres of government are also required to communicate with each other, in line with the notion of cooperative government enshrined in the Constitution. Local Government, in particular, is legally compelled to provide a continual stream of information in the form of performance reports, budgets, etc. to other spheres of government that have a monitoring and oversight role over it The municipality must use a range of communication tools that are appropriate for both the target audience and the occasion Communication tools may generally be divided into written and oral communication. 9.3 Written communication Written communication takes the form of the following tools: Formal reports (e.g. progress reports by department) Accessible publications (e.g. summary of IDP for citizens) Glossy publications (e.g. aimed at tourism market brochures) Newsletters, brochures, pamphlets and posters Press releases and other media briefings Electronic media (internal, s, memos etc.)

13 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e Effective communication skills Good written communication shall: Short and simple State your arguments and preferences in an unambiguous way Be backed up with facts 9.5 Oral communication Oral communication includes the following tools: Speeches and other oral briefings at public meetings, etc Face-to-face meetings and house visits Outreach programmes 9.6 Effective communication skills Adapt your speech, in terms of language, to suit your specific target audience Adopt positive body language and make eye contact Speak in a clear, well-modulated tone of voice Express different ideas logically and clearly Remain calm when faced with aggression from the audience Use humour Be honest and don't evade difficult questions. 10. RADIO 10.1 TCLM shall utilize Ligwalagwala FM, MPower, Mash Community Radio, Bushbuckridge Community Radio, Thobela FM for its broadcasts, and any other radio stations, depending on the nature of the event. 11. TELEVISION 11.1 TCLM shall utilize the television broadcasting for the interest of the public South African Broadcasting Corporation (SABC) E-TV (Independent) Any other TV Station, though we are receiving much lesser attention as the local municipality

14 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e NEWSPAPERS 12.1 The following shall be classified as the newspapers to be used by EDM. Bushbuckridge news Panorama news Mpumalanga news Lowvelder Steelburger News Thaba Chweu News Any other newspapers that are within the areas of jurisdiction of Thaba Chweu and occasionally National print are been utilized Emerging new publications shall also be considered for publication. 13. MAGAZINES AND JOURNALS 13.1 TCLM shall publish activities, programmes, projects, budget related issues and other important issues to be published in the Municipal Newsletter called "Thaba Chweu Newsletter" we are still suggesting the name for the publication 13.2 Municipal Newsletter to be published four times per year on a quarterly basis Municipal Newsletter to be circulated in English for now and shall also consider including other languages used within the municipality Municipal Newsletter will publish not less than 5000 copies per issue The municipal issues shall publish constitutional and basically human resource matters. Every directorate or employee should have a say thereon. 14. PRESS STATEMENTS AND BRIEFINGS 14.1 Press briefings shall be held on service delivery, developmental issues and any other urgent or important issues. Crisis communication strategy shall be developed if such crises rise The Executive mayor, Speaker, full-time political Office Bearers and Municipal Managers shall address the media as they are principal communicators HODs will attend the press briefings to assist on clarities. 15. INTERNAL COMMUNICATIONS 15.1 Internal communication can be of three kinds: Downward from employers to employees Upward from employees to employers

15 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e Sideways between employees 15.2 The main purpose of these activities is to facilitate and manage the flow of information within the municipality in order to create an informed workforce Internal communications involves information about municipal services, relevant human resource information, information on government programs, special days and other useful information that staff may have an interest in The following communication tools and medium are used to communicate with the staff: Newsletter Posters Notice boards Workshops Mass meetings Municipal PA System/Intercom 16. EXTERNAL COMMUNICATIONS 16.1 The main purpose of the external communication is to inform stakeholders of the policies and legislative matters of TCLM, its IDP, PMS, information about campaigns, best practices, service delivery issues and roles and responsibilities Different communication tools and mediums shall be used to communicate with stakeholders: Radio Television Community newspapers Magazines Road shows Exhibitions Summits Workshops Websites Loud hailing 17. INTERGOVERNMENTAL RELATIONS 17.1 Communication amongst the different spheres of government in South Africa must be understood against the backdrop of our intergovernmental system. South Africa has three spheres of government national, provincial and local which are "distinctive, interdependent and interrelated"

16 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e Municipality shall participate in the intergovernmental relations activities. 18. COMMUNICATION WITH NATIONAL AND PROVINCIAL GOVERNMENT 18.1 Municipalities are obliged to communicate with national and provincial government about their core development policies and plans. The most important of these are the: Integrated Development Plan (IDP) Municipal Budget Performance Relations Forum Intergovernmental Relations Forum Ad-hoc Communication Platform 19. COMMUNICATION THROUGH WARD COMMITTEES AND COMMUNITY DEVELOPMENT WORKERS 19.1 Ward Committees, Community Development Workers are structures that are intended to enhance participatory democracy in local government and should be utilized to strengthen communication and community participation However, encouraging community members to serve on structures like these deepens community involvement in municipal affairs and communication. 20. MESSAGES AND THEMES All departments and units within TCLM have to operate with reference to the Corporate Identity Manual which has been implemented since June This document is a guide on how branding and marketing within TCLM should be done. MESSENGERS TARGET AUDIENCE CHANNELS Councilors; Ward Committees; CDW s; Traditional Leaders; Municipal Managers; HOD s and officials; Project Managers; Community leaders; Communicators; SALGA; Trade Unions; Political Organisations. Youth; Children; Elderly; Communities; Community members; NGO s; CBO s; Faith based organizations; Business and Formal business structures; Women; Disabled persons; Local Municipalities; Traditional leaders/healers; Officials; Councilors; Ward committees; Media; Labour Unions; Other Media; Ward Committee sittings; Newsletters; Website; ; Izimbizo events and Outreach programmes; Brochures and Pamphlets; Correspondence; Awareness Campaigns; Public meetings.

17 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e 17 spheres of Government; Donors; International partners. 21. ACTION PLAN (2013/2014) MONTH THEME ACTIVITY OUTLINE JULY Elderly People Crime Prevention Month IDP Updating website information; Promote participation and support to IDP structures; Implement communication priorities aligned with IDP priorities; Support and Participate in Performance Management implementation; Co-ordinate District Communicators Forum; Implementation of Public Participation Programmes (PPP) /Community Outreach Programmes; Implementation of Strategy. AUGUST Women s Month Updating website information; Co-ordinate District Communicators Forum. SEPTEMBER Heritage and Tourism Month Quarterly newsletter to be distributed (external); Updating website information; Co-ordinate District Communicators Forum. OCTOBER National Imbizo Focus Week Vuna Awards Updating website information;

18 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e 18 Co-ordinate District Communicators Forum; Co-ordinate Council Calendar for 2013/2014. NOVEMBER 16 Days of Activism Updating website information; Co-ordinate District Communicators Forum.

19 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e 19 MONTH THEME ACTIVITY OUTLINE DECEMBER Local Government Week AIDS Day Quarterly newsletter to be distributed (external); Updating website information; Distribution of Council Calendar for 2013/2014. JANUARY Back to School Updating website information; Internal newsletter to be distributed FEBRUARY State of Nation Address (SONA) State of Province Address (SOPA) Submission of content for Annual Report; Updating website information; Assess capacity of communication unit and function in Local Municipalities; Monitor Communication, Marketing and Event Management services MARCH Human Rights Quarterly newsletter to be distributed (external); Updating website information; Implement identified priorities from the capacity assessment; APRIL Freedom Day Updating website information; Draft strategy to be presented to GCIS for comment.

20 T h a b a C h w e u L o c a l M u n i c i p a l i t y C o m m u n i c a t i o n s a n d M a r k e t i n g S t r a t e g y P a g e 20 MONTH THEME ACTIVITY OUTLINE MAY Workers Day Updating of Events Calendar; Updating website information; Draft strategy to be presented to MMC: Corporate Services, Manager: Corporate Services and Municipal Manager; Draft Strategy to be presented to Mayoral Committee. JUNE Youth Month Draft Communications Strategy to be presented to and adopted by Council; Quarterly newsletter to be distributed (external); Finalisation of Events Calendar (to be posted on website and forwarded to GCIS, other government departments, stakeholders); Updating website information; Develop Public Participation Programmes (PPP) /Community Outreach Programmes to be included to be in line with strategy and events calendar Draft strategy to be submitted to Council for adoption.