Content

Both organisations have historically
approached internal communications in an ad-hoc manner. However,
the complex challenges posed by the Transformation and
Collaboration Programme, alongside Local Government Reorganisation
(LGR), have significantly elevated the importance of internal
communications in supporting staff wellbeing, morale, and securing
buy-in for changes to organisational structure and culture.
This shift demands a more strategic approach. We propose the
creation of a dedicated role focused solely on developing and
delivering a comprehensive internal communications strategy.

Reasons for the decision

The current approach to internal
communications lacks strategic direction, consistency, and the
capacity to support staff through complex change. Without
improvement, there is a risk of:
•Low staff morale and wellbeing, due to unclear or
inconsistent messaging.
•Reduced engagement and trust, especially during periods of
uncertainty.
•Limited staff buy-in, which could hinder the success of
transformation efforts.
•Duplication of effort, such as separate newsletters and
overlapping activities.

Alternative options considered

Remain as is: Continue with the current ad-hoc
approach to internal communications, relying on existing staff and
informal processes.
Do minimum: Introduce minor improvements, such as better
coordination between existing teams or slight enhancements to
current tools (e.g., shared newsletter content).
Do maximum: Create a dedicated internal communications role and
develop a comprehensive strategy across both organisations, with
clear objectives, channels, and evaluation metrics.
(recommended)
Other: Explore a hybrid model, eg appoint a strategic internal
communications lead internally, supported by external expertise for
specific projects or campaigns.