Strategy for city of kingston Essay Example

University assignment only

Public Relations Strategy: Issues and Crisis Management — 2014

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Whizz and Fizz Public Relations

A public relations strategy prepared for:

City of Kingston

Executive Summary

The city council of Kingston in its operation encounters factors which make it possible to operate and offer quality service to the people of Kingston such as steady and open communication which the city council sends the message to the public about the activities and the plans that it intends to undertake, good governance system which ensures that the councils functions effectively, efficiently, independently and with truthfulness and compassion, risk management whereby Kingston has greatly engrossed on constantly growing the knowledge and skills of the team leaders, managers and the staff in order to identify and moderate risk occurrence at all organisational levels, asset management which mostly emphases on the quality of data, condition of assets, accountability, maintenance and expenditure renewal necessities for a total period of over ten years, presence of the community grants and the external grants and funding (L’Etang, 2007).

The city also has weaknesses which comprises of lack of advocacy, lack of good consultation platform, lack of a well-established communication channels that could enable them to pass on the information about is operation and defined partnership strategy. It also has opportunities such as the recently elected City Council which comprises of four first time Councillors, has a great opportunity to offer greater and better service delivery to the community of the Kingston. Restriction of the expansion of non-aviation interrelated activity on the nationally possessed and managed Moorabbin airdrome land by the private developers who has in many occasions encroached on many state owned land and the joint vision for the future (Living Kingston 2035) is the project which was formed by the leaders of the Kingston city from over 13,500 ideas from the community of the Kingston and it was completed in August of 2013.

The city council of Kingston has embarked on major goals plans such as construction of infrastructure in the city for a safe and dynamic community, constructing a sustainable environment, construction of strong, healthy, and connected societies, construction of an innovative, and successful business city and building of leaders who are inspired by the community they live in. the council also has set various objectives such as understanding the various challenges and opportunities that the city of Kingston faces today and in the future, determining the superlative way of achieving the vision of making the city of Kingston a great city that makes it more hospitable for everyone and eventually acting on the suggestions from the community leaders and the stakeholders so as to fulfil the desires and wants of the growing community. The city Council of Kingston target publics are the local business in Kingston, the residents of Kingston, the Kingston government and the external fiscal resources.

CONTENTS Page

Executive Summary 1

Situation Analysis 3

Strategy

Objectives 5

Target Publics 5

Messages 6

Message Strategies 7

Tactics 7

Implementation

Timeline 9

Evaluation 10

Strategy explanations 11

Situation Analysis

The city of Kingston has various strengths such as it has a steady and open communication which the city council sends the message to the public about the activities and the plans that it intends to undertake. The council communicates through different channels including the monthly journal KYC (Kingston Your City), Council’s website, advertising, publications, online newsletters, monthly community radio broadcasts, various community events and social media platforms these comprises platforms such as Twitter, Facebook, Instagram, LinkedIn and YouTube. The city of Kingston also has a council that offers support to the Kingston’s robust business community of more than 10,000 peoples by providing or facilitating the networking opportunities in order to help them carry out their activities with ease and manage their businesses operations well.

The city also has a good governance system which ensures that the councils functions effectively, efficiently, independently and with truthfulness and compassion. The city of Kingston embraces good governance principles by ensuring that the process of decision making is grounded on proper processes and systems and most importantly ensuring that the council officers do make these decisions correctly. The city of Kingston good communal governance integrates the key philosophies of leadership, honesty, involvement, commitment, accountability, transparency and receptiveness. The leaders are guided in their operation by the code of conduct so as to ensure that they adhere to the laid down rules and regulation during their daily operatives and also to ensure that they do not fall short of the people’s expectations and most importantly ensuring that the councils goals and objectives are met and achieved at the set or agreed time frame (L’Etang, 2007).

The city of Kingston success is also buoyed by the risk management whereby Kingston has greatly engrossed on constantly growing the knowledge and skills of the team leaders, managers and the staff in order to identify and moderate risk occurrence at all organisational levels. The city of Kingston has asset management mostly emphases on the quality of data, condition of assets, accountability, maintenance and expenditure renewal necessities for a total period of over ten years. This is done in consideration of the various issues that mainly affect the service delivery outcomes, legal compliance, life cycle, strategy development plans, disposal, risk management, service standards and occupational health and safety.

Kingston also boost of presence of the community grants which greatly supports not-for-profit community groups in order to deliver the services and the activities that they are associated with. The existence of the external grants and funding helps the city council to be able to deliver a wide spread and all-inclusive range of services to the community in partnership with the community members.

The city of Kingston is faced by great weaknesses in its operation and service deliverance to the community. This weaknesses comprises of lack of advocacy in it leadership and daily management. The council does not get or give the required support to the people Kingston whenever they are in dire need of the support during their business or personal activities. The city council of Kingston also fails to have in place a good consultation platform whereby they are in a position to consults the public about the viability of certain projects that are being undertaken and the need of those projects to the community. The council should consults with the community and also its stake holders whenever they are embarking on the utilisation of the community funds and resources so as to ensure that, projects they shall be undertaking they will be in line with the needs and requirements of the community. The council also lacks well established communication channels that could enable them to pass on the information about is operation to its stakeholders and the community at large. The city council only utilises monthly journal KYC (Kingston Your City), Council’s website, advertising, publications, online newsletters, monthly community radio broadcasts, various community events and social media platforms these comprises platforms such as Twitter, Facebook, Instagram, LinkedIn and YouTube. As much these channels of communication are good they are not frequent and they are not accessible to everyone who really needs the information about the government operations. Also the information that is contained in these communication channels is either repetitive or in many cases insufficient to the stakeholders.

The city of Kingston also fails to have well defined partnership strategy with various interested and likeminded parties who can assist the council in the running of the daily operatives and in the planning and the implementation of various viable projects in the city of Kingston so as to benefit the entire community of Kingston.

The city of Kingston have great opportunities in its environment which if well utilised can lead to greater service delivery, planning and implementation of the projects in the community of Kingston. These opportunities comprise the following; the recently elected City Council which comprises of four first time Councillors, has a great opportunity to offer greater and better service delivery to the community of the Kingston. This is because of the strong financial, policy and strategic basis that were laid down by their predecessors.

The city council has in the recent past been able to attain success in its advocacy in its operations on the behalf of Kingston community. The council has been able to do this by restricting the expansion of non-aviation interrelated activity on the nationally possessed and managed Moorabbin airdrome land by the private developers who has in many occasions encroached on many state owned land and properties and created a lot of havoc and disruption of the delivery of services to the community (L’Etang, 2007).

The council also has great project at hand that has to be implemented so as to achieve the best outcomes from the project and ensure quality services are delivered to the community of Kingston. The joint vision for the future (Living Kingston 2035) is the project which was formed by the leaders of the Kingston city from over 13,500 ideas from the community of the Kingston and it was completed in August of 2013.

The city council of Kingston has embarked on major goals plans such as construction of infrastructure in the city for a safe and dynamic community, constructing a sustainable environment, construction of strong, healthy, and connected societies, construction of an innovative, and successful business city and building of leaders who are inspired by the community they live in. the council also has set various objectives such as understanding the various challenges and opportunities that the city of Kingston faces today and in the future, determining the superlative way of achieving the vision of making the city of Kingston a great city that makes it more hospitable for everyone and eventually acting on the suggestions from the community leaders and the stakeholders so as to fulfil the desires and wants of the growing community. The city Council of Kingston target publics are the local business in Kingston, the residents of Kingston, the Kingston government and the external fiscal resources.

Strategy

Goal 1: Infrastructure for a safe and active community.

Objective 1: We are building, maintaining and planning a safe and reachable substructure for our community something that will provide an extended period value.

Objective 2: construction of local roads, drainage system, footpaths, planning of transport and traffic, engineering design, road safety, recreation reserves and the capital mechanisms program.

Objective 3: We have been able to make an investment of $44.8 million when compared to what was initially budgeted of $46.6 million.

Goals 2: We are building a sustainable environment for the people of the Kingston.

Objective 1: We are embracing a sustainable and a well-balanced methodology so as to guarantee the conservation, safeguarding and enhancement of Kingston’s natural assets and natural environmental resources.

Objective 2: We are embarking on statutory planning, strategic planning, environmental planning, parks and urban design, depot services and building preservation that all come together to maintain and conserve Kingston’s building and natural resources.

Objective 3: We have managed to invest $32.9 million when compared to the budgeted amount of money of $31.5 million

2. Target publics

  • The residents of city of Kingston

  • The local businesses community of Kingston.

Secondary

  • The Kingston government.

Tertiary (or intervening)

  • The external funding resource.

3. Messages

Healthy, strong and connected communities

  • We are in a greater way struggling to set up healthier and stronger communities. We are being able to do so by quality service delivery and programs which have an optimistic impression on the welfare and safety of our community.

  • The community health, safety and happiness are at the core of engagement of the community, children services, youth services and family services, social rapport, community welfare, animal management, library services, environmental wellbeing services, parking and local laws enforcement, fire prevention as well as culture, sports and arts.

  • Investment of $63.1 million compared to the budgeted $45.2 million.

A prosperous, innovative business city

  • We are supporting all businesses for sustainable local economic growth, employment opportunities and wealth generation that are fundamental to a globally competitive community

  • Kingston businesses employ just over 66,500 people and contribute an estimated $8.7 billion per annum to the Australian economy’s gross regional product

  • Investment of $3.3 million compared to the budgeted $4.6 million

Community inspired leaders.

  • We are engaging with the community to encourage and support its development and strength through exemplary leadership and advocacy

  • Building and supporting a culture of service delivery

  • Aim to focus on inspired innovation based on a shared vision for a better future

  • Investment of $30.6 million compared to the budgeted $33.0 million.

Good governance.

  • Within the City of Kingston, candidates can stand for one of the three wards

  • Council Commencement Program

  • Councillor Code of Conduct

  • Democratic Governance

  • Statutory Information: Charter of Human Rights, Cares Recognition Act 2012

Message strategies and tactics

Goal 1, Objective 1: To build, maintain and plan a safe and reachable substructure for our community something that will provide an extended period value.

Target publics:

Message delivery strategies

1: Uncontrolled

Media releases, media conferences, media interviews.

2: Controlled

Websites, brochures, annual reports, direct mail

3: Interpersonal

Meetings, personal visits, lobbying, letters, emails, telephones calls.

Goal 1, Objective 2: To construct local roads, drainage system, footpaths, planning of transport and traffic, engineering design, road safety, recreation reserves and the capital mechanisms program.

Target publics:

Message delivery strategies

1: Uncontrolled

Media releases, media conferences, media interviews.

2: Controlled

Websites, brochures, annual reports, direct mail

3: Interpersonal

Meetings, personal visits, lobbying, letters, emails, telephones calls.

Goal 1, Objective 3: To make an investment of $44.8 million when compared to what was initially budgeted of $46.6 million.

Target publics:

Message delivery strategies

1: Interactive

Internet, new groups, social media apps, emails, chat rooms, blogs.

2: Special events

Trade shows, exhibits, conferences, speeches, anniversaries, sponsorships, demonstrations

3: Sponsorship

Alliances, sponsor not-for-profits, scholarships, awards

Goal 2, Objective 1: To embrace a sustainable and a well-balanced methodology so as to guarantee the conservation, safeguarding and enhancement of Kingston’s natural assets and natural environmental resources.

Target publics:

Message delivery strategies

1: Uncontrolled

Media releases, media conferences, media interviews.

2: Controlled

Websites, brochures, annual reports, direct mail

3: Interpersonal

Meetings, personal visits, lobbying, letters, emails, telephones calls.

Goal 2, Objective 2: To embark on statutory planning, strategic planning, environmental planning, parks and urban design, depot services and building preservation that all come together to maintain and conserve Kingston’s building and natural resources.

Target publics:

Message delivery strategies

1: Uncontrolled

Media releases, media conferences, media interviews.

2: Controlled

Websites, brochures, annual reports, direct mail

3: Interpersonal

Meetings, personal visits, lobbying, letters, emails, telephones calls.

Goal 2, Objective 3: To have managed to invest $32.9 million when compared to the budgeted amount of money of $31.5 million.

Target publics:

Message delivery strategies

1: Interactive

Internet, new groups, social media apps, emails, chat rooms, blogs.

2: Special events

Trade shows, exhibits, conferences, speeches, anniversaries, sponsorships, demonstrations

3: Sponsorship

Alliances, sponsor not-for-profits, scholarships, awards.

Implementation

Timeline

The city council of Kingston has set major time frame of five years of implementing the set goals and attaining the objectives of their operations.

strategy for city of kingston

Amount invested

Amount budgeted

$44.8 million

$46.6 million

$32.9 million

$31.5 million.

  • Goal 1: Infrastructure for a safe and active community

  • Goal 2: We are building a sustainable environment for the people of the Kingston.

Evaluation

Infrastructure for a safe and active community it shall be determined by how much has been delivered in the capital
works program which was 93% of the adopted budget, the Carrum foreshore precinct works, implementing the playground renewal program, implemented actions identified in the, open space strategy, regional soccer strategy and litter and graffiti strategy and the aligned the capital forward plan to Kingston’s new council plans.

We are building a sustainable environment for the people of the Kingston shall be evaluated on the implemented strategies and plan including green wedge management
plan, the coastal management plan, the integrated water cycle strategy, the
energy efficiency strategy and
tree strategy, construction of the Moorabbin arts link, modelling of the 14 local catchments to
confirm the extent of flooding during
extreme storm disasters and engagement with the community and
schools.

Explaining the strategy

Goals and objectives

Explain in at least five sentences why your goals and objectives are consistent with the issues you identified in your situation analysis.

Your answer:

They are all tailored to meet the needs of the people of Kingston and deliverance of quality service to the entire community such planning, building, and maintaining safe and accessible infrastructure for our community which will provide long term value. Construction of the local roads, Kinston buildings, drains, footpaths, engineering design, traffic and transport planning, road safety, the capital works program and recreation reserves.

Target publics

Write one brief sentence explaining why each target public was chosen, including why you categorised each as a Primary, Secondary or Tertiary (or intervening) public.

Your answer:

The local business of Kingston and the residents of Kingston are more directly affected by the activities of the councils hence they are regarded as primary. The government of Kingston is indirectly affected hence the secondary target. While the external grants and funding influences the actions of the primary and the secondary targets hence tertiary targets.

Messages

Explain in at least one sentence for each message why it is an informative or persuasive message and how it relates to your objectives and target publics.

Your answer:

Message delivery (communication) strategies

In at least two sentences for each, explain why you chose the message delivery strategies used in this public relations strategic plan and how they relate to your goals and objectives you nominated.

Your answer:

Controlled strategy is based on the fact that the organisation uses its own material in directly reaching target publics. Uncontrolled media applies a one way communication in which messages are mediated by the third parties. Interpersonal media because it ensures that it usage is personal such that the conversation is two way that is face to face. Special events make sure that the public gets the information in a special way. Sponsorship ensures that the information is delivered in a one way communication and the message is well chosen by the experts or specialists. Interactive media the messages are non-personalised and there is creation of a dialogue.

Explain in at least two sentences for each how the tactics you used in this strategic plan relate to the target publics, messages and message delivery (or communication) strategies.

Your answer:

Websites, brochures and annual reports are based on the fact that the organisation uses its own material in directly reaching target publics. Media releases, press conferences and media interviews applies a one way communication in which messages are mediated by the third parties. Meetings, lobbying, personal visits and telephones because it ensures that it usage is personal such that the conversation is two way that is face to face. Trade shows, exhibits, displays and conferences make sure that the public gets the information in a special way. Alliances, scholarships and awards ensure that the information is delivered in a one way communication and the message is well chosen by the experts or specialists. Internet, email, chat rooms, blogs and wikis ensures that the messages are non-personalised and there is creation of a dialogue.

Evaluation

Justify in no more than five sentences why your evaluation plan would show that this strategy, if it was implemented, worked.

Your answer:

The will be based on the achievement of the set goals and objectives in the set time frame and the achievement and deliverance of the services to the community. Also the goals and the strategies are laid down in accordance to the available resources and the consideration of the community ideas and suggestions of how the projects should be implemented in their community. The leaders also are community motivated therefore; their work will mostly be focused on the growth and development of their community.

References

City of Kingston

http://www.kingston.vic.gov.au/Home

L’Etang J., (2007). Public Relations: Concepts, Practice and Critique, Paris: SAGE Publishers.