AUCKLAND TRANSPORT COMMUNICATIONS STRATEGY JUN 2016 – JAN 2018
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1 2 3 2
Context • • • • •
Statement of purpose Vision/mission/strategic themes Scope & model Overview Function
Strategic Framework • • • •
Strategic intent Objectives Communication principles Communication themes & key messages
Delivery • • • •
Key actions AT priority projects Timeframe Monitoring and review
CONTEXT SECTION ONE 3
Statement of Purpose AT Communications is setting its strategic direction to 2018. The Strategy outlines the overall strategic intent, objectives, key messages, themes and priorities to take AT forward, with emphasis on providing proactive and responsive communications to inform and engage all stakeholders and enhance the customer experience.
It aims to achieve the following: Provide a clear strategic view
Establish an integrated, agreed policy and approach across all AT communications and the business, making an effective use of investment and people
Align with AT’s strategic themes
Provide positive and confident positioning of transport in Auckland supporting the objectives of the Auckland Plan
Shape AT’s key messages
Encourage proactive, big picture thinking and behaviour to enhance AT’s reputation
The Strategy supports AT’s direction as articulated by Chief Executive David Warburton to the communications managers/leaders in May 2016. All communications plans will be developed to align with, and deliver on, the Strategy. It will be reviewed quarterly to ensure resilience, relevance and results.
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Strategic Themes
Prioritise rapid, high frequency public transport
Continually transform & elevate customer experience
Build network optimisation & resilience for travel times
Enable quality urban growth to meet demand
Vision, Mission & Strategic Themes This Communications Strategy will contribute to the achievement of AT’s Vision and Mission by supporting two of AT’s Strategic Themes
Fast-track creative, innovative & efficient transport services
AUCKLAND’S VISION
AT VISION
AT MISSION
AT STRATEGIC THEMES
To be a world class city where talent wants to live Delivering transport choices to get you where you want, when you want To deliver effective and innovative transport solutions to customers Transform and elevate customer focus and experience. Develop creative, adaptive, innovative implementation
AT COMMUNICATIONS STRATEGY 5
Scope
CONTEXT
• Situation Analysis • Vision Mission • Strategic Themes • AT Direction
This Communications Strategy impacts the full range of AT’s wider communications and engagement, covering the following disciplines: consultation and stakeholder engagement; media relations; campaigns and brand, digital services; events; internal communications; and Māori engagement. It also includes communications on projects such as New Network, CRL, and LRT.
It will also set the context for Campaigns and Design.
The Strategy will be applied across the business through co-ordinated and aligned messages, activities and communications plans. In this way it will help achieve an integrated approach across the organisation, and with our partner organisations Auckland Council and NZTA.
This Communications Strategy does not include any organisational resourcing or changes that may be required to deliver the Strategy. This will be reviewed and advised by Group Manager Communications.
COMMS STRATEGY
COMMS PLAN
• Comms Direction • Objectives • Themes • Key Messages • Key Actions
• Activity Plan • Tools • Channels • Audiences • Timeline
P LANNING 6
As well as outlining key actions, the Strategy identifies AT’s priority projects over the next 12 months. A core communications projects work stream will be developed as part of the resulting Communications Plan and business as usual activities will continue.
EVALUATION
• Review for ongoing relevance
I MPLEMEN T I N G
SUSTAIN
• Resources • Responsibilities
Overview Auckland’s growing population adds vibrancy and diversity to our city but also places pressure on its transport networks. More people mean more cars, with 112,000 cars purchased in the Auckland region last year alone. Auckland’s growth is predicted to continue at 30,000 people per year. In July this year the population reached 1.6 million. The city is spreading as communities move further afield for housing needs. Lack of investment in infrastructure over the past decades has AT playing catch-up, while also successfully delivering major projects to sustain transport in Auckland 30 years hence. Issues and challenges for AT include: • Auckland’s growth • More congestion as Auckland’s growing population moves around the region • Operational delivery • Changing media environment, including the impact of social media • The impact of all these on AT’s ability to manage and improve its reputation
Since 2010, AT has come a long way. We have delivered a range of major projects to improve infrastructure and the customer experience. Public transport patronage has significantly increased and surpassed targets. Yet despite our successes, we are still facing challenges communicating brand recognition/ sentiment and corporate function to our audiences. Independent reviews undertaken in March 2014* identified the need for the business to develop its strategic direction and a strategic communications framework. Further research and SWOT analysis in preparation for this Strategy concur. Current state sees AT’s reputation marginally declining and the organisation described in less than favourable terms (Market Perceptions Survey March 2016). We are perceived as central city-focused and with work underway on CRL and City Centre development we run the risk of further reputational damage in this area. Additionally, congestion is seen as a significant issue affecting Auckland businesses (Auckland Business Transport Survey, May 2016).
AT Communications seeks to address key issues and challenges through a clear Strategic Intent, agreed messaging, telling its stories more widely and taking an integrated communications approach across the business. The Strategy recognises the requirement for AT as Auckland’s transport leader to conduct bold conversations highlighting the multifaceted work being done throughout the entire Auckland region by the organisation, while being publically and fiscally responsible. AT is a complex organisation with a large public interface, managing a myriad of operations on any given day. Because of this complexity, excellent communication matters. *Exceltium and SpikeSpearman Ltd
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Function The 2015 restructure and introduction of a Group Manager role provide a catalyst for the strategic framework requirement. A number of communications initiatives currently underway will continue as part of the Strategy delivery. These include: increased skill set within the media team; an enhanced consultation function to meet specific business needs; expanded social media; and the proposed Content Hub. Heightened use of technology and digital tools will allow AT to open up new avenues of communication and provide a main conduit for the management and dissemination of all materials and messaging. Communications is essential to AT projects from the time they are conceived. Communications provides a pivotal link across the business requiring close inter-divisional working relationships across the organisation from strategy through to operational and delivery units.
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In order to deliver consistent messaging, proactive storytelling, AT reputation enhancement and more customer focus, AT Communications must be an integrated entity, covering all communications activity in all parts of the organisation; CRL, LRT, New Network as well as the core communications division. The division is keen to coherently and cohesively manage these activities, and cross-functional collaboration is a key platform to achieve this. Best practice communication processes and tools to support this will be instigated by the Group Manager Communications. AT Communications aims to establish closer working relationships with key transport partners– Auckland Council and NZ Transport Agency, allowing for sharing of ideas and resources and working towards aligned programs and messaging in line with the Auckland Plan and ATAP.
STRATEGIC FRAMEWORK SECTION TWO 9
Communications Strategic Intent Proactive and engaging communications focused on Aucklanders’ needs, that provide a consistent AT voice, so that: • the everyday challenges facing transport in Auckland are understood • AT can build trust and confidence that it will deliver realistic solutions and benefits AT Communications will achieve this by being an integrated, professional and trusted team that understands the business, its environment and its customers, and takes the lead in building and enhancing reputation and relationships.
Objectives • Position AT as a transport leader, understanding the city’s needs, having a planned approach and being a catalyst for change to move Auckland forward • Create a greater level of understanding of the AT brand and functions by capturing and communicating AT’s full story
• Open • Timely • Consistent
• Manage and enhance AT’s reputation by providing context for our customers around what we’re doing and what it means for them
• Relevant
• Align messages for consistency and coherence
• Customer-focused
• Integrate communications advice and expertise into the planning and delivery of AT’s key projects • Align activities and messages with key partners, Auckland Council and NZTA 10
Communication Principles
• Aligned
Communication themes and key messages The themes and key messages are the cornerstone for all communications activity generated by the Communications Strategy. They create an identity for AT. As such, they need to be understood, embraced and utilized by all AT people in all parts of the organization. The themes capture AT’s place in Auckland; how it is contributing to a great city and moving it forward.
People come first Key Messages: • We’re working with our partners, communities and businesses to meet their needs • We talk, we listen and we engage with people • We include you in the decision making process • We make hard decisions that don’t always please everyone • We understand change isn’t easy for everyone • The safety of all customers and staff is paramount
We are working to shape our city Key Messages:
Each theme is an umbrella for several high level messages underneath.
• With others we’re creating the future shape of Auckland
All communications plans are expected to show, within their own context, what they will do to deliver on and reflect the relevant themes and key messages.
• Transport is an integral part of building and growing a world-class Auckland for all of us • We’re developing thriving and attractive places for people to live, work and do business • We’re working on transport services that grow with Auckland • We’re giving you different choices in the way you travel • We’re making the best use of spaces for everyone to enjoy
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There is a plan Key Messages: • We’re planning today for Auckland’s tomorrow • There is a long term plan to deliver Auckland’s transport needs • We work in partnership with Auckland Council and NZTA in particular to deliver a one plan approach for Auckland • Each project contributes to the wider Auckland transport picture • AT’s plan considers how all Aucklanders get about • All journeys are important when we are planning • Each project is well planned, delivered and maintained
Taking leadership Key Messages: • Auckland Transport is part of the global network of transport providers • We have local and international expertise • We’re clear-sighted leaders building Auckland’s transport solutions • We have a growing track record • We’re forward thinking and looking for innovative and creative solutions • We deliver value for money
We are catalysts for change Key Messages: • We’re developing innovative and sustainable transport choices • We’re guiding change in the way people travel • We’re offering you the opportunity to be part of the solution • We’re supporting innovation and new ideas • We’re addressing congestion in Auckland • Change has its challenges 12
DELIVERY SECTION THREE 13
Key actions The following high level key actions are designed to deliver on the Strategy and will be developed within a Communications Plan prepared by the Group Manager Communications
Develop a shared AT story and roll out plan • Develop a comprehensive AT story that people understand and engage with • Deliver the story over the next 12 months (internally and externally) • Investigate appropriate internal communication and HR channels for embedding internally • Work with Campaigns & Media/Digital on external delivery channels to communicate to the wider market • Encourage all parts of the business to bring in their stories under the overarching one
Develop a collaborative process for communications planning and two-way sharing across AT • Essential for embedding the Strategy and delivering on it. • Two-pronged approach; oo
collaboration within all AT communications for sharing ideas and resources and operating as a cohesive team
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collaboration across all AT divisions to encourage sharing of relevant communications opportunities; identifying stories, thought pieces, leadership pieces, challenges and risks so communications can be more proactive
• Allow for the effective use of data and metrics via Customer Insights to inform and measure communications • Process will be developed in consultation with Communications Managers outside the core communications division
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Develop the Content Hub aligned with the Business Technology Strategy for the delivery of proactive and consistent communications • In progress • Allows for the input of material from a range of AT sources • Manages and maintains editing rights for consistency • Drives channel delivery
Maximise opportunities presented by social media as a proactive communications tool • In progress • Digital Services Manager is charged with the resourcing, planning and delivery of social media communications and campaigns • Alignment of currently used social media for consistency • Proactive channel for AT communications and will become a business as usual activity once fully implemented
Prepare the Communications Plan • Core phase of the Strategy implementation. • The Communications Plan will outline activities, tools, stakeholders, channels, responsibilities, timelines, and identify risks. • It includes; oo
Media
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Digital
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Consultation and Engagement
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Internal Communications
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Māori Engagement
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Events
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An agreed core projects work stream
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Measurements
• Ownership of the Plan sits with the Group Manager Communications with individual managers and leaders within the AT communications division responsible for the development of their respective elements.
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Priority AT projects AT Communications is involved with numerous AT projects. It has identified priority AT projects to meet the Strategy’s objectives
Development of communications plans for agreed priority AT projects
Monitoring & review of the Strategy
• The following range of AT projects (within the overall communications programme) are identified as priority ones for the next 12 months. As such they are required to align with and deliver on the Communications Strategic Framework.
Touchpoints to regularly monitor and review the effectiveness of the Communications Strategy and check it is on track.
• Communications managers/leaders for each project are required to develop or update their communications plans to support this.
• Quarterly review sessions between communications managers/leaders to check effectiveness of Strategy delivery and ability to sustain it
• The projects include: oo
AMETI
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Parking
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New Network
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AT On The Move
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CCNO
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oo
SAFE
Walking & Cycling programme
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ATAP/ITP
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MRT/LRT
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CRL
TIMING
• AT reputation tracking via Market Perceptions Survey. Link the Communications Strategy to the Survey through inclusion of reputational questions that relate to the Communications Strategic Intent
Development of AT Communications Strategy
May – June 2016
• Voice of Customer
Strategy sign-off (ELT and Board)
August – September 2016
• ELT feedback
Development of Communications Plans
September – November 2016
• Media monitoring (includes social media tracking)
• This list will be reviewed (and updated) as appropriate
MILESTONE
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• Development of scope and reporting format to validate this process