Dundee City Council Communications Strategy 2023 Update by Dundee City Council

ommunication Strategy

2023 Update

Contents Introduction

Social & digital media

Marketing and design

Crisis communications

Partnership Working

Engaging with our people

Statistics

Introduction Effective communication is critical to everything we do as a Council.

From delivering statutory services to hosting a major music event, supporting people through the Cost of Living crisis to transforming and modernising for the future, people need to know what is happening, what it means for them and how they can engage. The past 12 months have seen a continued focus on delivering impactful and inclusive communications, both in the way information is conveyed and in the channels used to reach more and more people. The corporate communications team, and the wider Council, have embraced these changes in order to best support the delivery of the outcomes set out in the Council Plan and the Dundee Partnership’s City Plan. The outcomes are demonstrable, in financial and human terms. Effective communication has played a significant part in over 31,000 people locally accessing advice on the support available during the Cost of Living crisis last winter. It underpinned the recovery of the tourism sector after the Covid pandemic. And it allowed almost 1100 people to have their say in the annual Council budget consultation. Put simply, Council services and projects best deliver for the people of Dundee when communication is good. The Council has developed strong partnerships - with neighbouring councils, other public

sector bodies and the business community to support wider initiatives and amplify our collective voice in line with Best Value. A digital-first approach means that corporate channels showcasing services, disseminating information in impactful ways and providing immediate feedback now reach over 80,000 users – a two-thirds increase in three years. Supporting the Council’s Digital Strategy, communications have played a part in the growth of online skills, encouraged the use of online services and extended access to information to members of the workforce who don’t have day-to-day IT access. But it’s not all about digital. Working closely with the Fairness Commissioners, the Council has put inclusivity and accessibility at the heart of its communications in line with its shared vision of being a caring and fairer city. The annual update reviews the progress made over the past 12 months, and sets out how good communication will continue to underpin the vital work the Council does.

continued focus on delivering impactful and inclusive communications Communication Strategy Update 2023 • Dundee City Council

Social and Digital Media While the social media landscape has changed significantly over the past year, one thing remains constant – the growth of our online audience. In the past 12 months alone, the number of users following Dundee City Council’s corporate social media channels has increased by 15% to over 80,000. That encouraging trend reflects the value that citizens give to the information and content being shared. Beyond bald numbers, it means increasing numbers of people the Council can inform and engage with. The platform now known as X (formerly Twitter) continues to have the largest following, but a focus on diversification has led to strong growth across Facebook, Instagram and LinkedIn, along with the successful creation of a TikTok account.

This cross-platform growth has been achieved by putting the most relevant content on each channel, engaging rather than broadcasting, and presenting information visually wherever possible – for example through infographics or animated videos.

Social and Digital Media

Engagement is closely monitored to ensure that digital communications are effective. A measure for Facebook is now in place and showing an average of over 21,000 engagements per month. Digital delivery can get important updates to citizens quickly and effectively. During the funeral cortege operation which followed the death of HM The Queen, vital information about the arrangements was

viewed over 41,000 times in the space of two days. More broadly, pages on the corporate website are seen around 400,000 times every month. Over the next year, work will be undertaken to help services ensure that their areas of the site are maintained and that the information shared with the public is as up-up-to-date as possible.

...reflects the value that citizens give to the information and content being shared.

Case study: BBC Radio 1’s Big Weekend The biggest event of its kind ever held in Dundee, BBC Radio 1’s Big Weekend required a complex communications strategy targeting a wide range of audiences and key messages. Working closely with colleagues in the BBC, national agencies and neighbouring local authorities, as well as the Council’s project team, information about event safety, transport disruption, Camperdown Park closure and much more was disseminated. Maps were created to inform road users and attendees alike about the arrangements in place, while videos and other content over the weekend created a buzz and made people aware of updated safety and transport measures.

A video showcasing Dundee was shown multiple times on the event’s big screens, and dedicated web pages were set up to ensure that the city maximised the national spotlight shone on it. The engagement with Dundee City Council event-specific social media included 255,000 Facebook views and 227,000 Twitter views. Media coverage was extensive, with millions of people watching on the BBC’s live and catchup channels. All of this helped contribute to a hugely successful event – subsequent evaluation showed that it was worth £3.7million to the local economy, while net satisfaction overall for festival-goers was recorded at 94%.

Marketing and Design The demand from the Council and its partners for design services is ever increasing. Services are becoming more and more aware that impactful communications materials, whether in print or digital form, bring better engagement from customers. This leads to improved outcomes, whether that be increased awareness, changes in behaviour or higher levels of service takeup.

ouncil

Plan

2022-20

Examples of this include the suite of materials, from recognisable branding to detailed maps, which helped communities and festival-goers understand the arrangements in place during Radio 1’s Big Weekend.

VISION

MEASURES

by half by 2030 in poverty reduced • Children living and care yr olds from SIMD1 n, Employment • The % of 16-19 leavers in Educatio experienced school or Training ent Tariff P1-7 • % Gap in Attainm numeracy between and literacy in SIMD 5 areas • The % gap SIMD1 areas and pupils living in

a Dundee will have and e, smart strong, creativ jobs economy with sustainable city for all. and opportunities

y Group Economic Advisor • Create a Dundee of the city City • Raise the profile Tay Cities Deal being a Living Wage • Deliver the commitment to • Maintain the skilled green jobs strategy • Attract more nt jobs ity wealth building • Deliver commun grow Dundee Waterfro Local campaign and • Continue to ’s Scotland Loves on Parc’s vision Scotland Innovati • Build on Dundee nities Michelin opportu • Deliver iceship s, • Maximise apprent ion business plan employment pathway Sciences Innovat Life enhance and develop to • Increase jobs • Continue work paid private sector • Increase better District s and SMEs ls for Eden Scotland number of start-up take forward proposa ent Plan • Increase the • Continue to Centre Investm the long-term City • Implement

R es cue

Du n

•D un de e

de e

TACKLE Climate Change and reach Net Zero carbon emissions by 2045

ng us

tis ot e Sc v lleg A • s De VV e• l •D kil Job ee Centre Plus • DWP •S •U rtay nive Abe rsities – Dundee and

DELIVER c Inclusive Economi g Growth (includin Community Wealth Building)

merce • of Com be r ham tnership • re Par sC l Ca cia So &

REDUCE and child poverty inequalities in n incomes, educatio & health

h Go lo pm vern me en nt tS co tlan d

• Scottish Fire and

O RITIE S

lth

• Community represe nta ti ve • Scottish Enterprise s• •D Po un lic de e e Ci t

P RI

ltu re

id e Tays

S NH d• lan cil un Co

RSHIP KE Y

gap between children ce attendance for SIMD 2-5 • % point differen areas and the average living in SIMD1 d as obese or 1 children classifie • % of primary overweight drug deaths d and • Number of 15% most deprive into fall that • % of data zones in Scotland d Income deprive

ACTIONS

a Dundee will be up of strong greener city, made people feel communities where proud to live. and empowered, safe

for Dundee new advice strategy • Implement and sustainable cash first, dignified • Ensure that in place approaches are destinations for the gap in positive • Support closing 16-19 year olds care experienced participation for • Improve ongoing those from SIMD 1 areas young young people and supporting our number of mentors s approach • Increase the the MCR Pathway people through nities for our young ips number of opportu and paid internsh • Increase the work experience people to gain

welfare benefits

a Dundee will be root has tackled the caring city which fairness y and delivered . causes of povert ion and health in incomes, educat

- 2027

nt the local fairness develop and impleme West • Continue to n & Stobswell initiatives in Linlathe 22s free bus travel uptake of the under er • Increase the Child Poverty Pathfind implement the • Develop and Child Poverty the next Local publish and • Develop Action Plan Living Wage City ent to being the • Maintain commitm apprenticeship Promise’ offering ‘Dundee the • Create ced young people to all care experien UK and Scottish m take up of all • Ensure maximu

for Dundee 2022-2032

E RT N

cil Plan 2022

City Coun

for Du n 2022-2 dee 032

ACTIONS

A & e de Cu un & •D ure eis •L

Communication Strategy Update 2023 • Dundee City Council

Dundee

Families of documents, such as the City and Council Plans and related strategy documents including this one, have a consistent design as well as easy-tounderstand one-page summaries where appropriate.

City

Dundee

ed employers based living wage accredit • Number of in Dundee ent or headquartered workforce in employm counts for all 16+ • % of the Dundee yment and claimant t Workers as a • The unemplo s of Total Residen olds • Median Earning and 16-24 year Average no qualifications in area Percentage of Scottish age people with employees living 10,000 • % of working pay for full time y start-ups per real Gatewa the than • Gross weekly Business less • Number of es in Dundee earning • % of employe population ion living wage per 1,000 populat most • Visitor Number that are in the 15% rate (%) • % of data zones retail units vacancy d in Scotland • City centre employment deprive Dundee s households in workles of • Number

MEASURES

, sustainably by reducing waste • Manage waste and recovering Action Plan reusing, recycling s and the Dundee Climate ities, green network g climate • Implement lan Ensure our commun changin Energy Masterp and • adaptable to a • Develop a city infrastructure are challenge of transport systems g decarbonisation ities about climate wheelin • Support the walking, cycling, Engage with commun for • cture improve infrastru need to travel and reducing the

ACTIONS

MEASURES

Emissions (Kt CO2) and cycling) • Citywide CO2 within the city (walking • % active travel

old • % of Househ

Waste Recycled

ES THAT WE THE OUTCOM ACHIEVED IN E EXPECT TO HAVINCLUDE: 10 YEARS City Plan

INCREASE IN:

for Dun

dee 202

- 2032 ent well-paid, perman rates with more • employment jobs available. number of local economy - the and inward • growth in local key growth sectors entrepreneurs, investment. and places of culture. at cultural events • attendance meet the needs opportunities that - encouraging • the variety of of our young people ity or and aspirations and/or univers leaving school them to stay after

college. living in the 20% of males and females • life expectancy areas most deprived to green space - greater access • physical activity

REDUCTION IN: poverty. families living in of children and • the number debt. • problems with . and food poverty ts living in fuel • number of residen e in the gap with an increas ent deprived attainm most the 20% • living in the attainment of pupils areas.

n and loneliness

• social isolatio people.

amongst older

• drugs deaths. and ve place to live be a more attracti n, leisure • Dundee will nt education provisiohousing and work with excelle rt links, good quality facilities, transpo unities. employment opport ed sense of pride, will have an enhanc improved quality • Communities g in resultin e, identity and influenc with living in the area. tion of life and satisfac will improve through of our citizens • Mental health nity supports accessible commu a sense in Dundee and will have pride • All residents ing to the area. belong and of identity reduced population with stable a have tion. • Dundee will as in multiple depriva areas classified it accessible, and rt will be more • Sustainable transpo around Dundee. get will be easier to

Marketing and Design

That same consistency applies to major incidents such as Storm Babet, where the designs applied to social media posts allowed citizens to quickly recognise important updates in the mass of content filling their feeds. Major marketing campaigns undertaken in the past 12 months have included a largescale TV campaign raising awareness of the Low Emission Zone, promotion of garden waste permits and the latest phase of the Put Dundee On Your Map tourism-focused campaign. The latter delivered over 88,000 engagements during the year, an increase of 50% on the previous 12 months.

The design team continues to evolve its skills to meet the changing demand, including an ever-greater focus on infographics and digital content. In keeping with the strategic goal of making communications more inclusive, designers have undergone training in accessible design.

Increased demand for design of documents means that a tiered approach is being implemented. Widely-consumed publicfacing documents are given full design treatment, while internal and other publications are supported as appropriate with designs for covers, back pages and page footers. That approach will continue to roll out over the next 12 months. Alongside that, an online commissioning form for design services will be implemented, streamlining the process for clients and allowing for more effective workload management and reporting.

impactful communications materials... bring better engagement from customers

Case study: Macmillan Improving the Cancer Journey The Dundee City Council communications team has supported the Macmillan Improving the Cancer Journey project since it was launched in Dundee in 2017. That has included creating bespoke social media graphics, leaflets and highprofile animations telling the stories of people who had engaged with the service. All with the aim of raising awareness and signposting so people can be connected to supportive care. Now, as the project rolls out to the rest of Tayside, the Council’s design team has created an updated visual identity for it.

each of the three health and social care partnership areas within Tayside. That work has been undertaken in close collaboration with the neighbouring authorities, IT colleagues, the project team and Macmillan, ensuring that all assets are effective and meet the charity’s design standards. Over the coming months, the team will continue to support the project as it expands and work with design colleagues to ensure consistency of materials as localised assets are created in Angus and Perth and Kinross.

Taysi

The existing animation material has been re-edited and repurposed to make it relevant to the wider geographic area the project will now serve. New leaflets and customisable document templates have been created, and web pages developed for

de M

acmil

New

Why u

se ou

lan Im

prov

slette

r serv

ing th e Ca

ncer

Journ

Taysid ice? e Canc Macmilla er n local Journey m Improving Wha suppo th a t SCAN rtive ca ximises acc e our se to expect ess to re. ME! from rvice We a ? re On re peop an establis ceipt le hed se o co f a nt peop affected b re act th le imp y canc rvice for e per ferral our a nd son rove th staff er offe eir qua . We help appo r them a fr affected by will Our lin lity of in ee te life. lepho cancer area. tment with with th k worker w ne a W ill e per Angus e have lin link worker son a have a co them k , in th D w bo and th undee ork nv en co ut what m ersation appro and Pe ers based eir ord atters p in rth & Depen to in thei riate supp inate acc K inross d o ess to r loca . we ca ing on wha l com rt already n munity availa to the offer advi t the perso . ble Why ce and n wa right se use o nt s make rvices ur se . referr We ca als We he rvice n help lp ? and is anyone peop w le with a peop ffected by ho lives in Mone : le with Ta ca y Wo peop rries a canc ncer. This yside le Buildin in cancer who know er diagnosi cludes g Soci sa someo . al Co Movi nnectio ne with nd ng M ns ore Findin g reduc advice and e canc er rela support to ted anx iety

TAYS IDE

Improv

ing th e Can

cer Jo

urney

www .Taysi d

eICJ.c

o.uk

rsity

dive

Bio

Dut

for ged ana nd my ssla nd ssla Gra iversit gra d sed bio rali

-20

021

t|2

or Rep

er flow

u ann

div

a coa 1h d tive a na eate 3 hssland cr

ion ssla s gra addit ulb h ve b wit nati

me nersh part

natu

ved ity ers impro ha g

bio

h2 a din 0 h nd wit al see

00 50,0 d nte

pla

llium

s bulb d lise

tive

ood nd W ativ

n 00

na ha eated den 3.3adows crip with E

ss nt in es cro nd me c a ks a age spa r pic teers Eng blue Litte volun s nity nd 16e9city byity group urho mu en a o m n b th re u o h m C eig lic g Com rN b u u o f Y p rs o Its

a ra 00 to natu

d in areas 10,0 nte pla land ss gra

12 ups

h 50 g 4,1lunteerin vents vo

train

e f ee ha o ogw agem 40 h giant hing man

wit ongo h wit

nity mu g ens Com enin Gard Gard nity ts mu Com

lic e

pub

ged

nga

gro

nt P

26 Allotme 550

nds

Frie

gro ream Upst

Urb

uct

red

ion

rs 45% pocke dde n la w 2 ne amphibia 100

ward rd dA a tlan y Aw l Sco abilit ies it utifu ain Bea t Sust mmun Gold Wrigh g Co rd to a in • ues The Grow ry Aw rds ntin each a a • S co n w B A RH etio ish e each lag • cr n F erry B l Scott receiv ality Dis ree F nua ues to ter qu 7 G ghty n a u a n • e Bro ive th conti ing w • rece rd and r bath a fo Aw llent Exce

Rapid Charg 50kW ers

sag

icid

erb

in h

rk t pa

Pon s ard Aw

or Anch r nity dee fo un nt

5 C ups in DBattle o

che 45 ildre tea 0 ch EM 180 urs of ST ho ups 50 ing Gro

s ecie e s e Sp asiv rea Inv -Nativ d a ed p wne Non C o d map t DC n

Elect ric Charg Vehicle ing H ub

nte pla ees e tr yed rve 32,0 trees su Disease 0 back 32r0Ash Die fo

es a

Tre

are

stal

gra

lan

ativ

istin

x ha e 3.4adows me

sign

s on ate tion rati ecla d Clim hD an ero burg ood et Z Edin ow F n to N sg • Gla aratio Race • Decl Cities: C40 • lara

Dec

all inst

fo ced han e cr th s en ond nting, n. o

ty p

5 ci oval, prelastorati rem lade and

an rine sa

a of 1 hod defe flo

Crisis communications Communications are a statutory duty on local authorities and their partners in crisis situations, warning and informing the public to minimise impacts and support recovery. By providing reassurance, giving advice and signposting to help, clear messaging can be an incredibly powerful tool at a time when people are in distress. Good internal and stakeholder communications, meanwhile, can galvanise a response by giving people clarity on roles and mission, as well as encouragement and support. This requires both corporate communications and cascade updates from managers. Recent years have seen a number of major events requiring extensive communications support, from the Covid-19 crisis to Storm Babet which wreaked havoc in the city in late 2023. Communication Strategy Update 2023 • Dundee City Council

The Council’s team works closely with services and partner agencies to ensure that accurate, consistent and compassionate communications are delivered to the public, elected members, our own workforce and other agencies.

Speed is often of the essence..

Crisis Communications

Speed is often of the essence, and the Council is able to harness a range of digital channels including social media and the corporate website to quickly issue and update information.

Over the coming months, the Council’s emergency communications plan will be reviewed and updated to reflect experience and learning from recent major incidents.

This approach works well – pages set up to inform about HM The Queen’s funeral cortege and Storm Babet (see case study) were clicked on tens of thousands of times in a matter of days. And it’s augmented by “on the ground” communications such as the briefing of volunteers and creation of leaflets or other hard copy materials.

Case Study: Storm Babet Storm Babet was one of the most damaging and distressing weather events to hit Dundee, and the wider east Scotland area, in recent years. During the lead-up to the storm, the period of severe weather itself and the aftermath, there was a requirement for coordinated and compassionate communication to support the response and recovery operations. Learning from previous major incidents, a web page was created to give citizens a single source of information including service disruption and road closures, the latest weather warnings and advice, and ways to get help and support. Awareness of this resource was raised through social media. This proved an effective means of broadcasting updates, with over 25,000 page views over the space of around four days. The page was updated regularly throughout the storm, signposting the creation of a rest centre, the reopening of individual roads due to flood

damage, ongoing service disruption such as the partial closure of a school, and much more. It also ensured that citizens were constantly aware of the current weather warnings status and the related travel advice. Alongside this, leaflets were created with more detailed information for people living in areas affected by flooding, which were distributed by staff on the ground. Media were also kept updated proactively and in response to inquiries. As the storm passed, the online resources were further updated with links to sources of help for people whose properties had been damaged. The communications team also provided regular updates for Council staff, from the latest information on building closures to messages of thanks from the Chief Executive. Reflections and learning from Storm Babet will feed into the review of the emergency communications plan.

Partnership working As the delivery of public services evolves to meet financial challenges and public expectations, so the need to work closely with partners increases. The Council plays a key or leadership communications role in a number of critical projects, from the Tay Cities Deal to the Cost of Living crisis support, the Macmillan Improving the Cancer Journey project to BBC Radio 1’s Big Weekend.

Communication Strategy Update 2023 • Dundee City Council

Often this is complex work, ensuring that the needs of all partners are met and that agreement is reached on proactive and reactive communications.

Partnership working

A number of groups have been established to deliver this, including a pan-Tayside communications group and Tay Cities Region Deal communications group. In addition, the Council is an active member of the National Communications Group Scotland and the National Resilience Communications Group. The communications team also works closely with NHS Tayside and the Third Sector in supporting the Dundee Health and Social Care Partnership, including PR, design and committee support.

...used our collective channels to reach as large an audience as possible.

Through the Dundee Partnership, the Council has worked with other agencies to raise awareness of the City Plan objectives, and used their collective channels to reach as large an audience as possible. This ever-expanding network of partnerships, within Dundee and beyond, has provided opportunities for the Council to collaborate on communications, share best practice and amplify messaging. Collaborative work will continue in the months and years ahead to meet demand and resource challenges in the most efficient and effective ways possible.

Communication Strategy Update 2023 • Dundee City Council

Case study: Cost of Living During the winter of 2022/23, agencies including the Council came together to co-ordinate support for people in the city who were struggling due to the Cost of Living crisis. Communications was one of the key pillars of that work, alongside the Open Doors scheme, community food network, warm coats and blankets provision and advice services. The aim of the communications group, led by the Council, was to raise awareness of the help offered as a result of the other pillars, while ensuring a consistent and inclusive approach. It was therefore agreed that all partners would signpost people to a single page on the Council website which was updated regularly with the latest information, advice and sources of support. Promotion was undertaken through social media, radio adverts, media engagement, bus and bus stop adverts,

posters in Council and partner buildings, and the distribution of cards with contact information. The approach was evaluated throughout, and demonstrated that the message was getting through to target audiences. The page has been viewed 31,500 times to date, while the telephone helpline promoted through the marketing activity was extremely busy with calls. A renewed campaign to promote help and support during winter 2023/24 is now being launched.

gling with the g u tr s u o y re A

G? COST OF LilIaVbIlN e. Help isndeeacityv.gaov.uk/costofliving Go online du

Scan the QR code

or call today

01382 431188

OPE DOO

Dund ee sh ould has meet somewhe be a city wh re other peop to go and ere eve le and be w elco take part in ac

EN ORS

eryon e omed , ctivit ie

Communications Strategy Update 2023 • Dundee City Council

Engaging with our people If the strategic priority of delivering a Modern Council is to be delivered, then effective two-way communication with employees will be essential. Much progress has been made in recent years in opening up different channels of communication with the diverse group of around 6,500 people who make up the Council’s workforce. From the corporate centre, key information is now distributed through a monthly video blog from the chief executive, all staff emails and a regularly updated carousel on the OneDundee intranet.

Communication Strategy Update 2023 • Dundee City Council

Access to the intranet has been opened up through the On The Move portal, which is viewed thousands of times by members of staff every month. OneDundee will continue to be the central source of corporate news, policies and other key documents, and all employees are encouraged to visit it regularly.

Engaging with our people

The focus over the past 12 months has been on augmenting internal communications through effective use of cascade by managers to their teams. This was identified through employee surveys, particularly during the pandemic, as being an area for development in some parts of the Council. A session organised for Council leaders stressed the role they have to play in communicating with the workforce, ensuring that every member of staff is aware of the

ensuring that every member of staff is aware of the corporate vision and priorities and the role they play.

corporate vision and priorities and the role they play. This type of communication also provides for dialogue and immediate feedback to be considered by senior leaders. Service-level communication is also being developed through the use of miniintranets, harnessing the power of the Microsoft 365 suite to easily create and manage these information portals. L EA

DER S

HIP

10th - 3

1st May

Annual Employe Survey e Our Emp loy Survey fo ee cuses on our enga ge you, how ment with the coun c can inno vate, and il our performa nce and cultu

re.

2023

Please sc an the QR complete code to the surv ey.

bit.ly/DC

25 CEmplo

yeeSurv

ey23

Case study: Council Plan A multi-channel approach was adopted to ensure that employees across the Council, and the wider public, were aware of the Council plan and what its vision, values and priorities mean for them. The Plan was launched and communicated in different ways to stakeholders. This included holding a leadership conference to make sure that senior employees were aware of the new priorities and could cascade these to their teams.

To follow this up, a video blog from the Chief Executive focused on the new Council Plan and the importance of designing a modern council that’s fit for the challenges of the future. Posters were displayed in staff areas of Council buildings. The posters were also distributed to community centres and libraries for display, and digital adverts were shown on bus stops and other public screens. To coincide with the launch of the Plan on the Council’s website, intranet and social media channels, engagement was undertaken with local print and broadcast media. A single-page summary document of the Council Plan 2022-27 was also made available. The awareness-raising approach undertaken was praised in the Best Value Thematic Review of the Council, with Audit Scotland noting that “the Council had a good communication strategy for its plan.”

Communication Strategy Update 2023 • Dundee City Council

Engaging with our people

ouncil

S RITY ACTION

PRIO

Dundee City

Plan

2022-2027

OUR VISION

be a Dundee will the root h has tackled caring city whic vered fairness erty and deli causes of pov on and health. cati edu , in incomes

OUR ol day cost of the scho land’s most • Reduce the to care for Scot The Promise • Implement ren. child le vulnerab 16-19 year olds of ge enta perc or training • Increase the employment in education, el for participating essionary trav uptake of conc • Promote the and young people l Child Poverty ress of the Loca prog itor Mon • s Fairness Initiative

be a Dundee will ng made up of stro greener city, feel where people communities proud to live. and safe empowered,

Transition Plan

R VALUES

LIVING OU Be fair and inclusive

Be innovative and transforming

Be constantly learning

Net Zero implement a ACTIONS • Develop and OUR PRIORITY get ianised Heat & Energy s for pedestr and Carbon Bud Energy Plan and er opportunitie to develop • Provide furth elop a Local Area ort empowered Dev supp • s ity park areas, pocketing and commun s to invest iency Strategy grow plan Effic s food ent’ l loca tish Governm to biodiversity, port the Scot next 5 years and reuse or • Sup onally over the spaces structure reduce waste, £500million nati and cycling infra action plan to ing, wheeling walk initiative • Deliver the ort ets’ supp stre ‘safer school of participatory n ut recycle more gree rollo d l cil-le • Expand the within the Loca land’s first coun Climate Fund le Network Plan • Deliver Scot Embed a Cyc ative – Dundee rove air quality • budgeting initi t Plan n Zone to imp Developmen ssio Emi Low • Deliver the (LEZ)

DESIGN ncil a Modern Cou

OUR PRIORITIES

DELIVER omic Inclusive Econ g Growth (includin lth Community Wea Building)

Counc for 202

has be

City city of visitors to the • the number n of council • the proportio spent locally procurement ng ge of waste arisi • the percenta that’s recycled ing cycl of unt • the amo RSL of Council and • the number ed each year homes complet get Bud ncil Cou ge of • the percenta participatory decided on by budgeting for of applications • the number t transfer community asse ncil transactions cou of ber • the num self service that are digital s of opportunitie • the number ng people to you to ided prov (e.g. modern ncil Cou the for work ) apprenticeships REDUCE:

il Plan

2-2027

en laun

ched

wh Find o at i t m ut f o ea r Sca n th you. ns e QR

cod

on ’s corporate carb

• the Council footprint

sumptio ’s energy con • the Council il units • empty reta nts aviour Complai • antisocial Beh

dunde

ecity.g

ov.uk/

or sit vi

BUILD resilient and empowered communities

ACT OUR PRIORITY

TACKLE ge Climate Chan Zero and reach Net s carbon emission by 2045

OUR OUTCOM

INCREASE: inment ndance and atta from • school atte young people by children and experienced SIMD1 and care 9 year olds tions • number of 16-1 positive destina participating in ol meals and scho free of • uptake bus travel local jobs & number of • investment in the of SME start ups • the number

for the City munity Hubs roved • Deliver Com in new and imp Local er £80+ million Campus) ernment on a local • Invest a furth n Gateway and East End Scottish Gov councils and r ster needs owe (We • Work with ols emp scho t community to further ses that mee hou le Democracy Bill rdab centre and • Build affo . s es in the city communities e vacant plac geting in all form icipatory bud • Help reanimat s ed part e own imis ncil • Max ip of Cou urhood concept other retail area munity ownersh Minute Neighbo t Plans • Increase com rporate the 20 Developmen leaders in • Inco ing the Local assets partners and into the forthcom nerships munities to be ity Planning Part • Support com mun Com l Loca each of the 8 ss the Council working acro king ACTIONS Roll out hybrid hing of new wor OUR PRIORITY get each • tal learning, teac employees Council’s bud • Increase digi the skills of our to balance the ing ons elop opti dev ver • Deli methods and and graduate ern mod of me year uptake mation program • Increase the digital transfor reviews to • Roll out a ice redesign apprenticeships ramme of serv rment • Deliver a prog tal and community empowe embed the digi changes IONS

REDUCE and child poverty inequalities in ation incomes, educ th & heal

ding

wealth buil e community

extensiv ACTIONS • Deliver an OUR PRIORITY stment Plan s in the city strategy City Centre Inve t-ups and SME dee the long-term number of star jobs within Dun • Implement • Increase the on the number of grow to their expansi e ort tinu Council • Con and supp of Dundee City ge the nt in enta nisations with perc erfro Wat opportunities dee based orga • Increase the apprenticeship spent with Dun a • Maximise Procurement the city through the profile of omically Council ways for econ Continue to raise activities • path ent loym keting • Enhance emp range of mar ng 16-19s erienced you Inactive and exp care of percentage • Increase the ions itive destinat people in pos

have a Dundee will , smart and strong, creative jobs economy with sustainable city nities for all. ortu and opp

Be open and honest

all s education to free early year from low • Expand our with children olds, starting 1- and 2-year lds seho hou of the ts me inco on the Righ UN Convention n • Support the Right campaig families Child #MakeIt to children & ts gran ort are supp to reduce • Prioritise welf rgy efficiency entum in ene • Maintain mom 1 - 2025 fuel poverty comes Plan 202 Equalities Out • Deliver the

council

plan

“the Council had a good communication strategy for its plan” Communication Strategy Update 2023 • Dundee City Council

5,704 80,843

OneDundee intranet page views every day

601

media inquiries handled

188

social media followers

15%

COMMUNIC news releases issued

4,854,138

corporate web site page views

36,534

10%

followers on Twitter

120,000

CATIONS

88,000

free ad plays on digital bus stop boards per month (approx)

designs created per month (average)

engagements with Put Dundee On Your Map city marketing campaign

50%

Design by Communications DCC KL/11/23

Steven Bell Service Manager Corporate Communications Chief Executive’s Service Dundee City Council t: 01382 307489 e: steven.bell@dundeecity.gov.uk