1. Introduction & context

We (North Yorkshire Fire and Rescue Service) recognise the importance of effective external and internal communication.

This strategy demonstrates how the Service will deliver communications support to meet the purpose (To reduce risk and vulnerability as a progressive, people centred Service, embedded at the heart of the community) and commitments set out in the Strategic Framework 2023-2025.

In particular, it shows how two-way communication with the public and internal audiences will be achieved.

The strategy will be reviewed annually. Separate communication plans for major projects or issues will be produced and reviewed by the appropriate governance board/meeting.

2. Scope

The strategy covers internal and external communications, including: media relations; publications; internet-based communication including website and intranet; stakeholder communications; events; brand and corporate identity; and community safety campaigns.

The strategy also covers how engagement with the community will be managed when making decisions that affect them, primarily when developing the Community Risk Management Plan.

It links to, but does not consider in detail, two other important aspects of communications:

• Major incidents and emergencies: which are considered as part of emergency planning procedures. However, many of the communications resources and channels referred to in this strategy will be deployed during such incidents.
• Delivery of the Prevention (Community Safety) Strategy
• Delivery of the Protection (Technical Fire Safety) Strategy

3. Aims and objectives

The Communications Strategy’s aims are to deliver against the Service’s Strategic Framework alongside the Police, Fire and Crime Commissioner’s CARE principles:

Caring about the vulnerable

• Prevent harm and damage before it happens
• Enhance our role in achieving wider public safety
• Embed compassion for the vulnerable

Ambitious collaboration

• Enhance collaboration
• Take a whole system approach to tackling core problems

Realising our potential

• Maximise funding to improve our services
• Properly skill and equip our people
• Build a diverse and inclusive workforce
• Develop our people and organisation to meet our communities’ needs

Enhancing our service for the public

• Embed a customer and community focus
• Promote a more visible presence in communities

We do this through:

• community safety campaigns and interventions.
• supporting public consultation and engagement through improved and accessible communication and information.
• developing new approaches to communication which reduce costs whilst providing effective and measurable results.
• maintaining an excellent relationship with employees through open and timely two-way communication.
• promoting and celebrating the success of the Service to enhance its reputation.
• providing the resources and communications channels to allow us to work with partners to deliver accurate and timely public information on operational incidents and emergencies.
• supporting the work of our partners and playing our part in campaigns and initiatives aimed at improving public safety.

4. Audiences

The work we do impacts upon the safety of every individual in our area of operation. Our Communications Strategy therefore seeks to make important information accessible to all. In practical terms, this means identifying our audiences to allow targeting of important information to specific groups of people:

Business Community: Our work to improve safety in business (and other non-domestic) premises requires specific communications programmes.

External Stakeholders: People affected by the topic, leaders and influencers of public opinion. This includes politicians (local, regional, national), business leaders, the media, the voluntary sector and other public services.

Internal Stakeholders: Our employees are our most important asset. Effective two-way communication with staff and representative bodies is essential to maintain and build upon good internal relations and to deliver an effective fire and rescue service to our communities.

Our Communities: This includes everyone in North Yorkshire and the City of York

Vulnerable people: For community safety work, we place particular emphasis on vulnerable people, including the elderly, children and those with disabilities; that is, those who are proven to be most at risk.

5. Key messages

 

We have developed a set of key messages which reflect our Strategic Aims. They are:

North Yorkshire Fire & Rescue Service…

…maintains public confidence in the service”

… is striving to improve further and to deliver the most effective fire service possible for the people of North Yorkshire.”

… provides a professional and resilient response for fire and rescue incidents and emergencies.”

… actively promotes campaigns and interventions which improve the safety of local people.”

… listens to local people and responds to their needs.”

… works with businesses to ensure that safety standards in the workplace are maintained and safety regulations enforced.”

…is committed to open and honest communications and a two-way dialogue with all staff.”

 6. Brand and corporate identity

We recognise the importance of the image we present to the outside world. This includes the professionalism, quality and consistency of public safety literature, advertising, social media content and our website, as well as the visual image projected by vehicles, uniforms, signage and stationery.

The Service seeks to ensure consistency and quality of its visual image, whilst ensuring that any communication is undertaken in a cost-effective manner.

We have a set of Corporate ID Guidelines and a Style Guide.

7. Communication channels and tactics

We use a  wide range of communication channels and tactics, appropriate to the target audience.

7.1 External communications tactics

A significant consideration for the choice of communications tactics is the wide range of communication media and channels.

We use digital communication methods, partly to reach the widest possible audience and partly because of the significant cost advantage which digital enjoys.

Nonetheless, we recognise the value that printed publications, newspapers and magazines still have for many people and will continue the appropriate use of these communication channels.

Media relations

We maintain excellent relationships with print and broadcast media across our area of operation, providing timely information on operational incidents, service changes and news on the achievements of the organisation.

Website 

The Service website is a focal point for external communications. Its emphasis is on communicating community safety messages and campaigns, informing the public of operational incidents, and giving respondents the opportunity to interact with the Service – for example to book a safe and well visit.

Social media

We use social media to communicate with our communities for a variety of reasons, including:

• It is cost effective
• It allows us to communicate and engage with a large audience at once
• We can target communications to specific audiences, including hard to reach
• All messages are direct from us – a trusted source of information

Community safety campaigns

A number of campaigns are planned on an annual basis around key community safety issues, as set out in our Prevention Strategy.

Publications

Information about our organisation and community safety will be provided to the public on our website. We will also provide printed versions, where necessary, to meet the needs of the audience.

7.2 Internal communications tactics

The Service recognises the difficulties in communicating effectively with a workforce which is dispersed across multiple locations across a large geographical area, with many staff working outside normal office hours and without access to on-line resources. Technical developments and the rollout of the facility for on-line meetings via Teams has been of benefit in connecting teams across geographical locations.

We place great emphasis on internal communications, using a wide range of tactics to ensure that information reaches every employee and that they have the opportunity to raise issues and questions.

The programme includes:

Briefings

All teams are briefed on a regular and structured basis, both by line managers and by strategic leaders. Strategic leaders and middle managers have an integrated programme of briefings, which ensures that all employees have regular opportunities for two-way, face-to-face contact with senior managers. This includes station visits, Teams Meetings and briefings/seminars.

Intranet

The intranet site will continue to provide access to essential information for all staff. This will be the primary mechanism for document management.

E-newsletters/ bulletins

The staff newsletter(Call Out) weekly bulletins, monthly update bulletin and staff newsletters are used for dissemination of critical content and ‘good to know’ messages.

8. Consultation

Through the Office of the Police, Fire & Crime Commissioner the views of external stakeholders, internal stakeholders and communities are gathered for any major changes to the Service.

For changes that only affect how we organise our work we will seek the views of internal stakeholders and, where appropriate external stakeholders.

Where statutory consultation is required this will be managed by the Office of the Police, Fire & Crime Commissioner.

External Consultation

This will be undertaken using a range of methods including:

• Direct mail to potentially affected people or groups
• Public meetings
• Letters to stakeholders
• Briefings to political leaders and key stakeholders
• Website, press releases and social media to publicise the consultation
• Online surveys will be the primary method for capturing responses to the consultation

Internal Consultation

This will be undertaken using a range of methods including:

• Staff newsletters
• Letters direct to staff
• Meetings with representative bodies
• Briefings/ focus groups at workplaces
• Information published on the intranet
• Online surveys will be the primary method for capturing responses to the consultation

9. Diversity and accessibility

We recognise our responsibility to provide information which is accessible to all. We meet this requirement by making information available in a range of formats, including large print, audio and minority languages, where appropriate. Video content is subtitled. The website is designed to aid accessibility.

10. Resources

There is an internal Corporate Communications Manager and external Corporate Communications Manager for NYFRS who are supported by the wider enableNY Corporate Communications team when required.

All operational middle managers are trained in media handling techniques to provide communications support when required during major incidents.

Communications training programmes are commissioned to ensure relevant staff are fully conversant with current techniques. This includes media handling, website management and social media communications.

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Published to this website 25 June 2024