We also operate from 400 other locations across Tayside including schools, office and community centres etc.
Foreword by Dougie McKay, Managing Director
Thank you for taking the time to read our Communications Strategy. Effective communication is essential to how Tayside Contracts operates and how we present ourselves to our employees, stakeholders and customers. This strategy provides a clear framework for how we communicate, helping us to focus on core messages, engage the right audiences, and make best use of appropriate channels. It also enables us to identify gaps or areas for improvement and ensures that the way we communicate reflects the professionalism and values of our organisation.
Through this strategy we aim to: support the delivery of our organisational objectives. strengthen engagement with our stakeholders. demonstrate the impact and success of the work we do. ensure people understand who we are and what we deliver. positively influence behaviours and perceptions by aligning our communications with our organisational values.
This strategy is designed to help us adapt to a rapidly changing communications environment, adopt modern tools and approaches, and continue to build trust and confidence in the services we provide.
Effective communication is essential to the success of Tayside Contracts. This Communications Strategy has been developed in the context of a rapidly changing communications landscape, where demands on public services, technological expectations and stakeholder needs continue to evolve.
We operate within an external environment shaped by several key factors:
Significant financial pressures coupled with rising public expectations of high-quality, cost-effective services, making it increasingly important to demonstrate the value we deliver.
Active national and local media who may present our services in specific ways, with potential implications for organisational reputation.
A societal shift towards continuous access to information, delivered in short, frequent updates across multiple channels, particularly through new and emerging digital platforms.
The growing dominance of mobile devices, alongside a generational divide in how people access information, with older audiences still preferring print and paper-based communications.
Rapid and ongoing advancements in communication technology and the emergence of new channels.
Our internal self-evaluation has further identified several strengths, weaknesses, opportunities and risks that inform this strategy:
We have a strong record of communicating effectively with the many employees for whom English is not a first language.
Our use of social media continues to grow positively.
Some of our historical communications appear dated and internally focused, rather than centred on what stakeholders and customers want and need to know.
We need to continue moving towards instant-access digital communication through social media, web-based tools, M365 and other emerging platforms.
Failure to modernise risks falling behind communication trends and potentially disengaging stakeholders.
There is a clear opportunity to engage more proactively with local media to strengthen positive perceptions of Tayside Contracts.
We must increase face-to-face engagement with employees, including implementing quarterly briefings cascaded throughout the organisation.
We will also explore the safe and controlled use of AI to support the creation of communication materials such as media releases.
This Communications Strategy provides the framework through which we will strengthen our communication practices, modernise our channels and approaches, and ensure we remain responsive to the needs of our employees, customers, partners and communities
Effective communication is central to everything Tayside Contracts delivers and underpins our ability to achieve our strategic objectives.
This Communications Strategy provides a clear framework for how we plan, deliver and evaluate all forms of communication across the organisation. It sets out our approach to engaging with employees, customers, partners and communities, and ensures that our messages are clear, consistent and aligned with our organisational priorities.
At the heart of our Communication Strategy are our values - the 4 'P's – which guide how we communicate across the organisation. The communications elements of our 4 'P's from our Business Plan 2024-27 are outlined below.
People
We ensure the health and safety of everyone delivering and receiving our services.
We treat everyone fairly, and with dignity and respect. We enable and encourage everyone to express themselves freely.
Partnership
Open and honest communication
builds trust, which is essential for successful partnerships.
We Collaborate and transform together by connecting and sharing ideas.
Performance
We engage in open dialogue with employees about expectations –what we expect from them and what they expect of us
We share information about our performance. We encourage and enable feedback to help us continuously improve.
Perception
We communicate openly, creatively and without jargon We actively promote our messages to shape a positive perception of Tayside Contracts. We reach out and connect with our communities to support and inform them.
Communications vision and our strategic priorities
Our communications vision is to deliver open, accessible and consistent communication that builds trust, strengthens relationships and supports the achievement of our strategic priorities - the 5Cs.
Build confidence in our services
Supporting our Councils achieve their objectives Enhancing our own learning through selfawareness
Identify and deliver on priority commercial opportunities
Develop new market opportunities Developing our commercial creativity, skills and culture
Extend our shared services in priority areas Look for new collaborative opportunities Develop our capacity and skills in collaboration
Making the best use of our assets Validating our internal innovation Prioritisation of our improvements – based on evidence
Supporting Equality and Community Empowerment
Supporting Local Economy and Education Climate Change and Sustainability
Principles
Aims and Objectives
Our Communication Strategy aims to:
fully engage with our stakeholders
support the strategic aims of Tayside Contracts
positively influence perception of our brand through smarter use of internal and external media
have a well-informed and engaged workforce.
Aims and Objectives
Our Communication Strategy aims and objectives
We will continue to enhance our skills to optimise our IT options, especially M365.
We will ensure that our internal and external communications are uniform and modern.
Our Communication Strategy Action Plan 2025 – 2027 details how and when the improvement measures we have identified will be implemented.
Progressing our digitisation agenda - 'Digital by Default'
We will have measures in place to ensure our employees can communicate and feedback to the organisation.
We are clear on rules and responsibilities in preparing and authorising communications, especially in an emergency situation.
These are our main stakeholders:
Who do we communicate
supplies
Our activities and achievements via Target and a range of various social media platforms
Employee information e.g. policies, procedures and working instructions etc.
As many different methods as possible are used during times of crisis such as a pandemic/strike action.
tcschoolfood
Ways we communicate
For a detailed list of all our communications channels, please contact the Communications Team.
Digitally: Email social media website TayNet
Surveys: Viewfinders
Ways we communicate
Interpretation/Translation
Polish/English
Other languages BSL
Face-to-face: In-person or virtual meetings Marketing Jobs CPU videos school meal promotions Training and Development: Induction Safe Working Arrangements Toolbox Talks Tay Review (Appraisal)
Interpretation/Translation
We have a legal obligation to ensure all employees have a clear and full understanding of both written and verbal communications. To support this, the Communications Team provides a comprehensive in-house Polish interpretation and translation service, delivered face-to-face, by telephone or virtually, through audio recordings or written translation.
The Communications Team also provides interpretation and translation services for other languages, including British Sign Language, to support our commitment to equality, diversity and inclusion within Tayside Contracts and the services we provide.
our own Polish/English interpreter/translator interpreter/translators for other languages BSL interpreter/translator audio formats any other formats on request
We will continue to expand and enhance our use of these platforms to reach customers, employees, elected members, parents, pupils and the wider community.
Social Media
The increasing use of social media has fundamentally changed the way people communicate with businesses, organisations and public services.
As of 2024, approximately 94% of UK residents aged 16 and over own a smartphone, equating to around 51.9 million people.
(source: Finder.com)
Mobile phone users aged between 55-64 has increased from 86% in 2023 to 95% in 2024 (source USwitch)
Around 90.9% of the UK population are active users of various social media platforms (source: Global Digital Insights)
Social media is a cost-effective method of reaching large audiences quickly, and Tayside Contracts fully recognises and embraces the benefits it offers.
Social media also supports our Climate Change Plan by significantly reducing the need for printed materials.
Our current platforms are:
Tayside Contracts & Tayside Contracts Jobs
@Tayside Contract
Tayside Contracts
This Strategy sets out our overall approach to communications, however we know that communications is not a ‘one-size-fits-all’ approach, and many of us may have a need to develop and deliver more specific communications messages, for activities such as a new policy, a new operational initiative, information on significant impending legislation, or specific key messages to our employees.
Tayside Contracts Communications Plan
Activity:
Lead person: _______________________________________________
Overall purpose of plan (what you want to achieve):
Audience / stakeholder
(Who is this for?)
Main message to convey to that group or person (What ?)
Delivery method /channels (How?)
Schedule (When?)
Responsible person (Who?)
Progress
Update
Employees
Reason for the new or revised policy.
Email and by written explanation or video Prior to the implementation of the policy
HR Manager Information issued and only a few queries back
Reason for the new or revised policy. Email and meeting
Prior to informing employees HR Manager
TUs informed and feedback incorporated
In a word...
Whilst the Communications Team is responsible for facilitating and enabling effective communications, every manager and employee has an individual responsibility and a vital role to play in ensuring that our communications are a two-way process and not merely a flow of information in one direction. Having the right conversations!
Our communications will only be truly successful if we reach out, connect and engage with everyone we want to have a conversation with.
How we communicate shapes our culture, and our culture shapes how we communicate!
It is a never-ending circular process and to work in a healthy culture we must all communicate in ways that make us all feel safe, respected and valued.
Healthy conversations = healthy culture
Meet the Communications Team
Ultimate responsibility for communications and for ensuring the effective implementation of this Communications Strategy sits with the Managing Director. The Managing Director is supported by the Communications Team, who are responsible for delivering day-to-day communications activity and providing professional advice across the organisation.
In order to identify our key actions and indicators of performance, we conducted a PESTLE analysis to provide a framework for the areas we will focus on and the initiatives and tasks we will prioritise in our Communications Strategy.
Political
We will strengthen engagement with our Joint Committee through more regular electronic communications. This will ensure Joint Committee Members receive the information they need, when they need it.
KPIs
Frequency of Joint Committee updates issued
Target: Minimum of one electronic update per quarter.
Timeliness of updates prior to key decisions or committee dates
Target: 100% of updates issued at least five working days in advance.
Committee member satisfaction with communications
(measured via short annual survey)
Target: ≥ 80% positive feedback.
Economic
In line with our ‘expand and diversify’ Business Plan objective, we will use communication channels more extensively and creatively to reach potential customers and promote the services Tayside Contracts provides.
KPIs
Growth in external digital audience (followers, reach, impressions)
Target: 10–15% annual growth.
Engagement rate on promotional content (likes, shares, comments)
Target: ≥ 5% engagement rate.
Number of marketing campaigns delivered annually
Target: Minimum of four major campaigns per year.
Social
We will undertake a programme of surveys and wider consultation with all stakeholders to help them feel more engaged in what we do, how and why we do it, and the role they can play in influencing our approach.
KPIs
Number of stakeholder surveys or consultations completed annually
Target: Minimum of three per year.
Stakeholder participation rate in surveys
Target: Year-on-year increase of 10%.
Stakeholder satisfaction with engagement opportunities
We will continue to modernise and optimise our technological communication tools to allow us to communicate more effectively and with greater immediacy. We will also explore the controlled and safe use of AI, particularly in crafting communication messages such as media releases.
KPIs
Percentage of communications delivered using modern digital tools (M365, Sway, TayNet)
Target: ≥ 90%.
Number of employees trained in digital communication tools
Target: 100% of relevant staff.
Time taken to publish and distribute digital content
Target: Within 24 hours of approval.
Pilot AI-supported communications (e.g., media releases)
Target: At least one controlled pilot in Year 1; full evaluation by Year 2.
Legal
We will use more visually engaging and high-impact communication methods to better inform managers and employees of their statutory duties across all areas of our work.
KPIs
Number of visually enhanced communications produced (videos, infographics, animations)
Target: 20% year-on-year increase.
Completion rate for statutory information briefings by managers and employees
Target: 95% completion.
Environmental
We will increase our use of electronic meeting systems to reduce transport and energy carbon emissions. We will also support progress towards a paper-free office by increasing our use of electronic communications in line with our strategic objective of ‘Digital by Default’.
KPIs
Percentage of meetings delivered electronically (vs in-person requiring travel)
Target: ≥ 75% virtual where appropriate.
Reduction in printing volumes across Tayside Contracts
Target: 20% reduction year-on-year.
Percentage of corporate communications delivered paper-free
Target: 95% paperless by 2027.
Carbon reduction attributable to reduced meeting-related travel
Target: Year-on-year reduction.
AActionPlan ctionPlan
External Media Protocol
Develop and implement an external media protocol.
Crisis Communication
Strengthen crisis communication across the organisation
Work with the Business Improvement Manager and service leads to establish responsibilities, approval routes and messaging standards
Create and maintain crisis communication protocol and support service areas during incidents.
March 20
March 2026/O
Strategy Review and Evaluation
5Cs & Values Campaign
Review and measure progress against the Communications Strategy
Promote organisational values and the 5Cs internally.
Submit performance reports to the Corporate Leadership Team
Deliver a structured communications campaign
Employee Feedback Mechanisms
Improve opportunities for employee feedback.
Review existing channels and implement a preferred feedback approach.
Bi-annually
March 202
December
March 20
School Meals Content
Support councils with weekly school meal content provided by the F&N team
Provide updates to council Communications Teams Weekly during terms
