JUDICIAL COMMISSION COMMUNICATIONS STRATEGIC PLAN.pptx

A presentation on the communication strategy process of the Judicial Commission

1. JUDICIAL SERVICE COMMISSION 2020 STRATEGIC PLANNING EXERCISE COMMUNICATIONS AND CORPORATE AFFAIRS

2. INTRODUCTION The Communications and Corporate Affairs Department is the face and voice of the Judicial Service Commission (JSC) and is a vital cog in connecting the Commission with its stakeholders. The department manages all internal and external communication of the organisation and works closely with other departments to ensure it understands the dynamics of JSC and the information needing to be communicated.

3. The main functions of the department are ; Media and public relations to increase visibility of the JSC To add JSC’s voice to national conversations Crisis management and addressing unfavourable press coverage or misinformation To prove that JSC is an important stakeholder in the implementation of democracy and upholding of the constitution. To create rapport between the ordinary citizens and the justice delivery system. The department aims to establish ease of communication among various departments of the JSC for a common vision to be achieved at departmental level. Aims to create a conversational relationship between the employer and the employees through various initiatives as dictated by trending demands. To plan, manage and organise events, meetings, local and foreign visits and meetings The department also aims to ensure the Commission is involved in corporate social responsibility programmes Drafts media statements, answer media inquiries, compile publications and internal newsletters and plan press conferences

4. To ensure efficient and effective communication internally and outside the organisation. To ensure the increased visibility of the JSC through various media platforms and maintaining good publicity To see to it that workers welfare is prioritised and their voices are heard as clear communication is given between the employer and employee. Creating transparent and accessible records of judgements, results and cause lists for the public on the website platform. Effective planning of events and providing protocol services for local and foreign visits and meetings Publishing of the quarterly newsletter KEY RESULT AREAS

5. DEPARTMENTAL STRUCTURE The department is managed by the Head of Communications and Corporate Affairs. There is one Communications officer, one website administrator, one protocol officer and two assistant protocol officers. Below is the Departmental Organogram;

6. ORGANOGRAM

7. DEPARTMENTAL FUNCTIONS FUNCTIONS OF THE HEAD OF COMMUNICATIONS AND CORPORATE AFFAIRS Management of internal and external communication. Management of JSC website. Media liaison. Management of protocol services. Editor of the internal magazine. Promotes the Judicial Service Commission Brand. Oversees the implementation of performance standards and systems aimed at improving service delivery in the department. Oversees the development and enforcement of discipline over all staff in the department. Execution of other tasks assigned by management from time to time.

8. DEPARTMENTAL FUNCTIONS FUNCTIONS OF PROTOCOL OFFICERS Planning and orchestrating ceremonies, special events, conferences and meetings in their entirety Advising the organisations staff on etiquette and courtesies expected during official visits, events and ceremonies Generating welcome letters, invites and arranging for follow ups and tokens of appreciation to dignitaries for different functions Making phone calls and establishing communication for arrangements to facilitate VIP local or foreign travel plans and act as liaisons for special visitors Oversees security, logistics and etiquette in internal, national and international functions Protocol officers also serve as advance teams to engage as first contact between departments and external stakeholders for the planning of events, meetings, visits and conferences.

9. FUNCTIONS OF THE WEBSITE ADMINISTRATOR Managing website infrastructure, monitor performance and create and update web pages Is required to track, compile and analyse website usage data and set up monitoring tools on the website Develop and document style guidelines for website content and updates Continuously updating pages (judgements, results, cause list, publications) and implementing upgrades in a timely manner and recommending website improvements Collaborate with website development teams to discuss, analyse or resolve usability issues FUNCTIONS OF THE ASSISTANT WEBSITE ADMINISTRATOR ( VACANT ) Test new software packages for website use and staying up to date with shifting trends Design website content, pictures, videos and still graphics Continuously linking updated social media content to the website and vice versa Determine the sources of webpage or server problems and take action to correct the problem

10. FUNCTIONS OF THE COMMUNICATIONS OFFICER Responsible for creating marketing and communications content and material including press releases, blog content and social media posts Creating and maintaining a digital archive assets which includes videos and pictures for future use or reference Work with communications team members to conceptualise and implement communications strategies and campaigns Coordinate with newsletter contributors for engaging content to publish in the inhouse magazine and social media platforms FUNCTIONS OF THE ASSISTANT COMMUNICATIONS OFFICER ( VACANT ) Track analytics and create reports detailing the successes and failures of communications campaigns Perform media outreach to achieve brand placement in publications Conduct research on international best practices for communications and marketing campaigns and generating content for television, radio and online programming Manage and monitor social media and online presence Produce and edit documentary content, videos and pictures for broad use

11. CURRENT DEPARTMENTAL PERFOMANCE Considering the department has been operating for two (2) months since its establishment, it has performed relatively well with a few hitches along the way as all members of the department are working towards establishing new, functional systems to ensure the smooth running of operations. Efforts are being made to ensure the department has strong links with all departments within the organisation for the smooth flow of information and duty delegation for different activities. Events planned so far have been smooth with hopes for better performance with future events, ceremonies and meetings.

12. CURRENT DEPARTMENTAL PERFOMANCE The protocol team has managed to conduct their duties effectively with new protocol officers still understudying established officers to ensure they learn the ropes. Website administration has been rather unsatisfactory as challenges have been faced in ensuring full control of website functions by the administrator who still relies heavily on the I.T department to upload and make changes to certain areas of the website. Efforts are underway to ensure the website is redesigned to ensure the backend is friendly for easier website administration

13. CURRENT DEPARTMENTAL PERFOMANCE OPERATIONAL CHALLENGES Operations have been mostly affected by the unavailability of a department vehicle and office space. The lack of essential tools of trade have seen a slow paced development of the department as most of the work is done through improvisation For a department that has a heavy obligation to online platforms, internet connectivity for members of staff has been hampering the smooth flow of operations. Relations with service providers have been strained due to unreliable payment functionaries, posing a challenge for future endeavours

14. CAPACITY REQUIREMENTS HUMAN RESOURCES AND SKILLS Currently the department is lopsided, more towards protocol with a gap in the communications and website administration functions of the department. The department requires three (3) additional members, one filling the Assistant Website Administration vacancy another filling in the Assistant Communications Officer slot and an Office Orderly for errands. The additional members will fill in gaps in areas that include social media monitoring and management, research, copywriting, generation of social media and publication content, videography, photography, media production work, video and picture editing, graphic designing and production assistance for envisaged television, radio and online programmes and publicity campaigns.

15. CAPACITY REQUIREMENTS There is a need to establish regional communications officer in all provinces for effective dissemination of information, rolling out of publicity campaigns and flow of information on what may be transpiring at all the stations. These officers can also double as content creators or coordinators for the flow of stories on issues taking place within their provinces for the internal newsletter, the Miranda All identified members of the department will need regular training to establish a common goal and uniformity in operations and skills sharpening towards keeping up with international standards. There should be room for attending events and conferences being hosted by other organisations for exposure and comparison to maintain quality service.

16. CAPACITY REQUIREMENTS TOOLS OF TRADE Being a new department, there are many gaps that need to be filled within communications, protocol and website administration in terms of tools of the trade. The department requires a full media kit which can cater for press conferences, the creation of documentaries, advertisements, jingles, fliers, posters, magazines and social media content which needs to be generated on a daily basis. The department also requires a vehicle dedicated to its operations and office space for the communications and website administration personnel. Because the bulk of the departments’ work needs internet connectivity, there is need for dedicated WIFI access for officers when they are out of the office, functional mobile gadgets are also needed which include smart phones (which should take good quality pictures and videos), iPads/tablets (for ease of following social media and online activity and any administration required including the editing of the Miranda) , laptops, portable lapel microphones, editing software and a projector.

17. CAPACITY REQUIREMENTS OFFICE INFRUSTRUCTURE Currently the department has two small offices which are not adequately equipped for the work required. The department handles and processes sensitive information which needs secure offices for safe keeping. The department also receives many visitors and shared office space with other departments for the officers is not ideal. The department does not have a much needed direct line which is needed for external communication. The department needs another office to create a media space where recording and editing equipment may be stationed with a mini studio within the same office for effective creation of content for online platforms and press statements. There is need for laptops and editing suits that can accommodate heavy editing software for the ease of operations.. There is a need to move towards digital/electronic means of filing with assistance from the I.T department.

18. CAPACITY REQUIREMENTS FUNDING OF OPERATIONS The JSC newsletter, the Miranda, has the potential to bring in money through the selling of advertising space. This move will make it easier for the department to run activities and campaigns with the use of the revenue collected through these advertisements. Recycling projects can be initiated that will see the department creating revenue through the sustainable use of recyclable material. The JSC’s operations use large sums of paper and recycling and creating a system to ensure sustainable use of resources will double as a corporate social responsibility project while raking in some capital towards departmental operations. Quarterly fundraising events can also be created strategically with a view to create partnerships and not appear to be begging. One such example is the Chief Justices golf day which can take place once towards the end of every year, bringing in partnerships from law firms to government departments and other stakeholders locally and internationally. The organisation can purchase a public address system which will cut costs of hiring such equipment when there are events.