Communications Strategy and Implementation Plan

xxxxx Project /
Communications Strategy and Implementation Plan /
Author: Richard Hemsworth /

Business Name
Project Name

Communications strategy and implementation plan

Last updated: 23 December 2018

Contents

Introduction

Purpose of the communications strategy and implementation plan

Objectives of the Strategy

Outcomes

Document outline

Background to the Project

Why is it needed?

What are the options?

Project aims and objectives

Project timeline

Introduction

The xxxx Project is a $xx million investment to securexxxfor the future. This project is just one part of the Business’s five year, $xxx million plan to build new or upgrade existing xxx across Australia.
Who is the Business?
The Business is the owner, operator and manager of xxx. It is the Business’s job to ensure the safe and reliable delivery of xxx around New South Wales.

The Business has more thanxxx employees engaged in xxx management.

Purpose of the communications strategy and implementation plan

Thisstrategy and implementation plan (the Strategy) has been prepared to support the communication, engagement and consultation activities relating to stakeholder management during the xxx project.

The purpose of this Strategy is to outline the stakeholder engagement, communications and consultation processes that are to be undertaken during the various stages of the Project. Part oneprovides a background to the Project, a stakeholder scan and identification of potential issues. The Strategyalso lists key messages appropriate to responding to potential issues and broader project messaging. Part two provides a step-by-step implementation plan for communication and consultation activities during the life of the project.

The Strategy is designed to assist the project team to accurately inform, engage and where relevant consult with stakeholders about the Project including scope and duration of works and impacts and progress towards completion.

Objectives of the Strategy

The overall aim of the Communication Strategy is to ensure the development of the Project (including the development approval) that involves all stakeholders and considers their interests throughout all stages of the Project. Effective communications with employees and other key stakeholders is an important component of the Project and is critical to successfully achieving the Project objectives.

The objectives of the Communication Strategy are to:

Learn from the past - This involves understanding what experience the Business have had with other projects, and what has been learnt from these;
Reduce risk - This involves considering the lessons learnt from the past and an analysis of the risks associated with the project. Reducing risk will assist with the timely construction of the project by preventing time delays and commercial impacts;
Identify key stakeholders -This includes identifying their likely interest in the project, potential stakeholder issues and their need to be involved;
Deliver targeted and timely information - This includes providing a process for keeping stakeholders informed through a series of consistent and coordinated communications such as providing information on the need for the project, the site selection process, the assessment process and where opportunities for community engagement are provided;
Create awareness – This includes gaining stakeholder’s interest in, and support, for the Project and increasing understanding of the Business and their role in xxx.
Provide opportunities for feedback and discussion – This may include community information displays, feedback forms, community information lines (free call, email and web) and community forums.
Provide a communications protocol – This includes procedures and protocols for managing stakeholder contact, complaints, the project information line/email, media and issues management, document approval and project branding.

Outcomes

A number of activities need to be put in place in order to achieve an effective and efficient delivery of the Strategy and to achieve positive communication, engagement and consultation outcomes for the Project. Unless these are adopted, it is less likely these outcomes will be achieved.

The key outcomes of implementing the Strategy are to:

Gain valuable insight into the values, interests, opinions and concerns of the community and other stakeholder groups;
Gain local knowledge about the project area; and
Use employee and other stakeholder feedback and information to assist in the development of the project.

This document is based on current knowledge of the project and reflects the activities that are believed to best fit the needs of the project now and for the future. In the light of changing project priorities and needs this document and its approach may need to change. This Strategy should be updated accordingly as the need arises.

Document outline

This document is produced in two parts for the six stages of the project.

Part one - Stakeholder communications and engagement strategy; and
Part two - Strategy implementation plan.
Stage one –Project announcement;
Stage two - Request for proposals;
Stage two –Technical investigations;
Stage three –Environmental Assessment/ Review of Environmental Factors;
Stage four – Development, implementation and construction; and
Stage five – Project completion.

The Strategy is intended to provide an implementation plan from xxxx to the expected end of the Project in xxxx.

Background to the Project

Why is it needed?

xxxx

What are the options?

Needs Document

As part of the Project, the Business has approached the xxx industry through the publication of a “Needs Document” in xxxx. The document described the limitations on the xxxx and sought suggestions on how they could be overcome.

RFP Process

As part of the Project, the Business will approach the xxx industry through a formal “Request for Proposals”. This process will allow industry to propose alternatives to securing xxxx’s solutions or local alternatives.

These proposals may have the potential to defer the need to upgrade the existing xxx system; however, once these proposals have been exhausted, the Business still needs to plan for a longer-term solution.

Other projects considered

xxxx

Project aims and objectives

The primary objective of the Project is to secure a reliable xxxx to xxxx.

To achieve this, the business proposes to:

xxxx

Project timeline

The Project is being delivered in two parts
Construction is anticipated to start in xxxx and be finished by xxxx.

Table 1 – Estimated project timetable

Task / Scheduled completion date
Project commencement
Environmental Assessment
Consultation phase (6 months)
Selection report/Board approval (x months)
Design and tender preparation (x months)
Negotiate and acquire resources
Advertise tenders, evaluate and prepare submission to Board for xxx works and xxx works (x months)
Award contract and funding approval for xxx construction
Practical completion for xxx works (xmonths)
Practical completion of xxx
Ready for service

Statutory requirements

This project will be subject to assessment under thexxx(the Act).

These requirements cannot be predicted at this time; however a robust communications approach has been developed based on previous experience with similar projects.

PART ONE –Stakeholder communications and engagement strategy

Stakeholder engagement is a vital principle in sound planning and decision-making. This is based on best practice community engagement principles and will ensure the community and stakeholders are satisfied they have had the opportunity to be involved in the project development.

‘Stakeholders’ are defined as those individuals or groups (including government and regulatory organisations) who:

Will be affected by or have an interest in the Project;
Will be affected by or have an interest in the decisions made and/or outcomes of the Project; and/or
Can have a positive or negative impact on the Project including its planning, implementation and outcomes.

Stakeholder concerns need to be managed with this in mind. Proactive and well-planned stakeholder engagement and informative and timely community responses are required.

Stakeholder identification

This section identifies external stakeholders and their relationship to the Project.

the Business will continue to research and identify stakeholders to ensure all relevant individuals and groups are consulted at the appropriate stages of the Project. To characterise the amount of influence that a stakeholder may have on the Project, each has been assigned a level as described in Table 2 below:

Table 2 – Stakeholder levels of influence

Category / Description
Level 1 / Stakeholders directly involved in the decision making process for the project or have the ability to influence the decision making process.
Level 2 / Stakeholders important to the project that may have the ability to influence project outcomes, but do not necessarily influence the decision making process.
Level 3 / Stakeholders important to the project that need to be kept informed of its status, schedule and issues.

Stakeholder scan

Table 3categorises the levels of influence and impact of the Project on the different stakeholders from high to low. For example, high impact would be xxx. It also allocates a business unit to lead communications and engagement.

Table 3 – Identified stakeholders

Key: High  Moderate  Low

Stakeholder / Level of influence / Level of impact / BU Leader
Government
Elected Representatives
Business
Community interest groups
Regulator
Statutory Bodies
Print media
Radio media
Television media

Stakeholder issues

Stakeholder issues will be collected through a range of consultation activities. It is anticipated that the level of engagement across community groups and stakeholder agencies may vary. All efforts will be made to work with groups equitably and meaningfully. Issues identified will be reported and integrated throughout the project.

Current stakeholder issues or comments



Potential stakeholder issues

As this Project is yet to reach the public domain there has been no specific community issues, concerns or values raised with the Business. Based on other projects, likely issues to be raised may include (but are not limited to):

Activities undertaken in the early stages of the project, community information days and stakeholder meetings will assist in identifying and confirming these concerns, issues and values. A flexible stakeholder engagement approach such as is proposed will allow for emerging issues to be reflected in all engagement activities.

Negotiables

Stakeholders should be given guidelines as to what they can influence as part of the consultation process. Defining the ‘negotiables’ and ‘non-negotiables’ is a strategy to try and gain trust and minimise unrealistic expectations people may have during consultation process.

The following aspects of the project are considered design constraints and non-negotiables:

The following aspects of the project are negotiables:

Our approach

The approach to community and other stakeholder consultation will be comprehensive and targeted and reflect best practice. It will involve the community and other stakeholders during each of the different stages of the project.

The level of engagement during the project will be according to xxx and change throughout the different stages of the project. By following thexxxthe Business confirm they will keep the stakeholders informed, listen to and acknowledge concerns and aspirations, and provide feedback.

The Strategy will educate and inform the community on the current situation and the benefits of the project. This will enable them to make informed decisions and take ownership of the final outcome. Underpinning this will be a coordinated approach to the various consultation activities. This will enable efficient use of time and project resources as well as providing clear, accurate and timely information.

Adopting a methodology and consultation Strategy that is robust, transparent and flexible will satisfy the communities’ expectations for consultation and provide equitable access. Community involvement activities will provide these opportunities.

Key messages

There are a number of key messages about the Project that should be used in all stakeholder engagement and communications materials to support the strategic positioning of the project as vital infrastructure for the security and reliability of the electricity supply network. These messages are:

Overview of communication, engagement and consultation activities

Table 4outlines the suggested activities to be implemented over the course of the project. This list is not exhaustive and should be updated as the need arises. It reflects the activities that are believed to best fit the needs of the project now and for the future. In the light of changing project priorities, timing and needs this document and its approach may need to change.

Table 4 – Overview of activities(remove activities which will not be utilised for this project)

Activity / Description
Risk management workshop / A Risk Management workshop should be held with the integrated project team. This includes the EMProject Managers and the corporate communication and property teams. The workshop will identify any additional risks and agree on processes to manage them.
Stakeholder scan / A stakeholder scan should be undertaken to ensure all stakeholders are captured in a stakeholder database. A preliminary scan has been undertaken as outline in Table 3. This is essential to identify stakeholders who will be affected by the project and to obtain contact and mailing details for the stakeholder database (see below).
Community contact facilities / Centralised contact facilities will be established including information line (answering machine to respond to out of working hours calls); fax number, email contact facilities; reply post address details; and a project webpage.
Magnet / A magnet should be produced and dropped to all properties surrounding the project area prior to construction starting. This magnet will detail the community contact facilities including information line number, fax number, email and website addresses.
Project webpage / A Project webpage will be established on the the Business website. This will be a port of call for stakeholders who are requiring project information. Information will include; newsletters, feedback forms, fact sheets, brochures, maps, and project reports uploaded throughout the course of the project.
Stakeholder database / All project correspondence between the project team, stakeholder groups and the general community will be recorded on a central stakeholder database. This database will hold information received during the length of the project, including contact details, submissions received and issues raised. It should also be used to record phone calls, meetings or any other correspondence with stakeholders or within the project team.
Project brand development / Key to project delivery will be the development of a ‘brand’ for the project. This will ensure recognition of the project over its lifetime and throughout the area. Depending on funding, the brand may be developed through one of three avenues:

Engage a graphic designer to produce a brand;
Engage local schools through a competitive design process*; or
Engage the local community through a competitive design process*.

* A designer would still be engaged to refine the design into a usable medium.
Internal Q&A sheet / A question and answer sheet will assist the project team and the Business reception staff when talking about the project. It will be provided to staff answering the information line, fax number and email account to ensure project messages are consistent. This document will be revised as required throughout the project.
Letter to directly affected stakeholders / An introductory letter to directly affected stakeholders will advise of the proposal and project timeline. This letter would advise that their property is located close to the existing transmission line or the proposed new transmission line and/or substations and could be potentially affected by the Project.
This is essential to ensure that these stakeholders have a personal connection to the project and are kept informed. Community updates can then provide ongoing information about the project.
Doorknocks / Directly affected stakeholders (within X metres of the substation/transmission line/switching yard) should be personally approached to discuss the project. The introductory letter should be hand-delivered through this process with a ‘community briefing kit’.
A script should be developed to ensure all doorknock teams are delivering the same message. A ‘While you were out’ slip should also be left where properties are unattended.
Meetings with directly affected stakeholders / Further to the letters, meeting should be offered to directly affected stakeholders. This is essential to ensure that these stakeholders have a personal connection to the project and are kept informed. Further meetings should be arranged as required throughout the project.
Community briefing kit / This kit should include the introductory letter, current community update and project fact sheets and be available to residents and businesses as part of the doorknock process and on request. Additional items such as the Business’s easement guide should be included where relevant.
Feedback form / A feedback form will allow the project team to listen to community views and also tailor future communications around gaps in understanding or vigorous objections. This form can be provided at information displays and accompany the community update.

Communications Strategy and Implementation Plan

Introduction

Purpose of the communications strategy and implementation plan

Objectives of the Strategy

Outcomes

Document outline

Background to the Project

Why is it needed?

Needs Document

Other projects considered

xxxx

Project aims and objectives

Project timeline

Related documents

Statutory requirements

PART ONE –Stakeholder communications and engagement strategy

Stakeholder identification

Stakeholder scan

Current stakeholder issues or comments



Potential stakeholder issues

Negotiables