The three-year Communications and Engagement Strategy is based on 7 key pillars as outlined below. Under each pillar are the key actions and activities that will be taken forward in Year 1 (as set out in Appendix 1). The overall strategy and action plan will then be reviewed on an annual basis. The delivery of the actions will be dependent on the level of resources available.
- Organisational Ownership and Cultural Change
- Strategic Approach
- Child and Parent Centred
- School and Youth Focus
- Proactive Media and Political Engagement
- Supporting Staff
- Promoting the Work of EA
Pillar 1: Organisational Ownership and Cultural Change
Effective communication is fundamental to EA’s success and is the responsibility of every member of our organisation, not solely the Communications team. From frontline staff to senior leadership, each person plays a vital role in how we communicate and engage with our internal and external stakeholders.
The key is to embed communication excellence as a core organisational value rather than just a function of the Communications team.
Pillar 2: Strategic Approach to Improving Communications and Engagement
It is essential there is an overarching approach to how we communicate and engage, ensuring that we listen, involve and respond effectively to all stakeholders, including children and young people, parents/ carers, schools, youth services and our staff.
This is critical for providing a clear sense of direction; setting out the vision, values and priorities of the organisation; and introducing a clear framework for measuring outcomes.
Pillar 3: Child Centred and Parent/Carer Focused
Children and young people and their families are at the core of communications. It is essential they get the information they need throughout their educational journey.
It is equally important that parents and young people shape how we design, implement and improve services, for example (not exhaustive), SEN, pupil support services, youth services etc.
For younger children, engagement will be mainly via their parents/carers; and for older children there are opportunities through, school, youth services and other initiatives to have a voice on issues that are important to them.
Pillar 4: Supporting Schools/other settings and Youth Services Delivery for Children and Young People
Significant feedback from schools around the need to improve how EA communicates with them; enhancing service responsiveness; and involving the voice of school leaders in shaping service design and service improvement moving forward.
This improvement piece is broader than the scope of the Three Year Communications Strategy but there are a number of specific actions that will be taken forward as part of it (outlined in Appendix 1).
Also, it is important that as an organisation, we maximise opportunities for greater collaboration with schools/other settings and Youth Services to promote and support the delivery of these key services.
Pillar 5: Proactive Media and Political Engagement
It is critical that there is a proactive approach to engaging with the media and political that representatives to build greater confidence in the organisation; articulating clear messages in partnership with DE and other sectoral bodies; creating a clearer understanding of the role and function of EA; setting challenges and developing issues into context; challenging misinformation; and promoting and raising awareness all of the excellent work across the organisation.
Pillar 6: Supporting Staff to Deliver Excellent Services
The EA’s greatest asset is its dedicated and professional staff. The EA is firmly committed to delivering on its wide range of responsibilities towards all colleagues, including effective leadership and engagement.
In line with the direction set by the EA People Plan 2024-29, we are firmly committed to ensuring that the voice of our colleagues is at the core of what we do, and how we do it.
This is essential for ensuring that colleagues feel valued, part of EA, and are empowered to make a difference.
Leadership, visibility and internal communications and engagement play a key role in how we deliver this.
Pillar 7: Promoting the Work of EA
Feedback from both EA staff and schools, as well as parents and carers highlighted a lack of awareness of the role and work of EA.
It is important that, as part of the strategy, there is a strong focus on raising awareness of what EA does, how we do it and the impact of this work.
Not only is this critical for staff morale, it is essential for building trust and confidence in the organisation which strengthens collaboration, relationships, and service design to ultimately improve outcomes for children and young people.