Appendix 11 Advertising, public relations campaign and publication spending

106 Pages·2015·4.95 MB·English

Appendix 11
Advertising, public relations campaign and publication spending
3m to
2013/14 2012/13 30/6/12
(‘000) (‘000) (‘000)
Advertising $205 $30 $56
Public Relations
$135 $29
Campaign -
Publications $109 $19 $4
Total $449 $78 $60
COMMUNICATION PLAN 2014/15
SOUTHERN RESPONSE
SAM FISHER, COMMUNICATION MANAGER
14 April 2014

Communication Plan 2014 v17 Page 1 of 12
Introduction

Southern Response’s vision is to play a leading role in supporting the residential recovery of the
Canterbury community following the major earthquakes of 2010 and 2011.
Communication plays a vital role, both in terms of conveying relevant and timely information to
customers and meeting the organisation’s responsibility as a Crown entity.
Communication Objectives

1. Ensure all customers are aware of where they are in the process to settling their claim and
what the next step is
2. Empower and encourage customer decisions
3. Position Southern Response as meeting customer settlements fairly and appropriately
4. Mitigate risks to the Crown, Southern Response, Arrow International and other partners
5. Promote a strong and healthy organisational culture to support the delivery of the project
goal
6. Respond appropriately and clearly to stakeholders
Strategy

1. Clearly communicate the process involved in settling claims in order to assist customers in
moving forward with their claim
2. Ensure communication is focused, effective and creates a seamless experience be it
Southern Response or Arrow International who deals with customers
3. Ensure that Central Government is well informed of the operating environment, key aspects,
and challenges
4. Share innovative and relevant technical learning’s with the industry in order to support the
rebuild of Canterbury
5. Leverage the technical expertise of delivery partner, Arrow international to strengthen
engagement and give confidence in the repair and rebuild programme and push out key
information to reinforce ‘our expertise’
6. Identify and track risks on the Southern Response and Arrow International project risk
register to ensure that strategies are implemented to mitigate and minimise impact
7. To consciously leave a positive legacy:
a. Southern Response did a good job with helping get Canterbury back on its feet
b. Southern Response cared and did a good job
c. Southern Response left behind some positive legacies: The Cantabrian homes; a
greater understanding of how insurance helps us; and some great repair and build
stories
Key Messaging

1. Southern Response is focussed on getting people back in their homes
2. The majority of claims (over 90%) will be settled by end of 2016
3. There are many environmental challenges that Southern Response and Arrow International
are working hard to find solutions.

Communication Plan 2014 v17 Page 2 of 12
4. To date we have led a number of innovations to assist with a more accurate analysis of
damage and developed ground breaking solutions to advance the repair and rebuild
programme (e.g. The Cantabrian, ROVER, TC3 foundation trials,)
5. Southern Response’s interest is in ensuring that policy holders receive what they’re entitled
to in their policies
6. Southern Response has selected a panel of home builders based on their experience, ability
and financial performance to undertake the repair or rebuild of your home
7. Vulnerable customers are being prioritised
8. Southern Response is working closely with community advocates to ensure that all the
relevant information is available to everyone involved
9. Southern Response is committed to resolving disputes in an effective and efficient manner.
We have established a dedicated team to assist with this.
10. Explaining and demonstrating:
• Why the recovery takes as long as it does
International experience
-
Work timeframes
-
• What the actual barriers are
Examples of MUDs, land remediation, flood levels etc.
-
• What we are doing to solve them
Promoting the innovations described in 4. (above).
-
Acknowledgment of Current Environment

Despite performing well in relation to other insurers and players in the market there is:
• Unknown public support and frequent attacks as a result of negative media attention
• A planned high profile class action
• High profile complainants rallying support
• Active protest groups focussed solely on Southern Response
• Potential staff fragility given finite project and fragility of some customers
• Growing evidence of, and increased numbers of, vulnerable customers
• Indications that some customers feel they are in a void, with an underperforming insurance
provider and little information as to where their claim is
• There are conspiracy theories that surface nearly every day affecting Southern Response
• In the current post quake environment satisfying everyone’s expectations is not possible
• A finite existence for Southern Response
• Southern Response is owned by the Government, potentially shaping the activity and
personality of the company (vicariously this also allows for greater conspiracy conjecture)
Key Stakeholders
As a Crown entity, Southern Response’s key stakeholders are wide and varied and not confined
simply to those individuals whose insurance claim we are charged with settling. Furthermore, each
has potentially differing interest in the performance of Southern Response . The tactical programme
has been developed with this in mind. Key stakeholders include:
Priority 1
• Customers (as a group and as members of various sub groups)
• Staff, suppliers and business partners

Communication Plan 2014 v17 Page 3 of 12
• Central Government and shareholding Ministers, Treasury, including CERA, EQC, MBIE
• Southern Response Board
• Insurance industry partners (particularly IAG) and ICNZ
• Reinsurers

Priority 2
• Canterbury Members of Parliament and their electorate office staff
• Community groups, community representatives and iwi
• Media
• Opinion leaders including business leaders and business groups, organisations and influencers
• Banks and real estate industry
• Insurance industry organisations including other insurers, the insurance Council of New Zealand ,
reinsurance brokers, reinsurers and Insurance and Savings Ombudsman
Channels

Engage with customers through both direct and public communication vehicles
• Develop direct strategies to support customers. This is to include regular and focused
contact with customers that is tailored and specific to their individual claim (phone, letter,
email, mail)
• Utilise Southern Response website, customer portal and websites of key partners to provide
information, highlight progress and provide a means for customers to engage
• Gain regular intelligence that assesses the customer environment and in turn utilise these
learning’s to drive key business improvement strategies (Surveys, focus groups, risk register,
complaints, privacy requests and disputes etc)
• Develop advertising, communication, news media and other marketing, including with
partners to support business objectives

Engage with credible media partners
• Push out relevant stories in key media avenues to generate positive perceptions and greater
understanding by all stakeholders
• Develop media protocols for handling media enquiries to ensure risks are minimised and
interactions are maximised

Engage with key industry partners
• Develop on-going initiatives to promote our partnerships
• Educate industry, wider community locally and nationally

Engage with community groups e.g. CANCERN, Earthquake Services and Aged-Care
• Educate on complexities
• Build and foster support
• Establish two way dialogue

Leverage key relationships with CERA, MBIE, EQC and CCC
• Continue to foster collaborative relationships
• Be seen as working together in the best interest of educating and informing Cantabrians in
the course of the Residential Rebuild

Communication Plan 2014 v17 Page 4 of 12
Align internal communication throughout both Southern Response and Arrow
• Provide consistent information externally
• Support a unified culture of one team / one goal
• Ensure communication plays a lead role in change management across both teams

Southern Response Board and Senior Management
• Promote progress and initiatives to central Government and key stakeholders
Outcome

Increase trust and confidence in Southern Response’s ability to settle claims and rebuild Canterbury

# Key actions; deliverables Timeframe
1 Strategic communication plan and tactical programme presented to CEO 14 April 2014
and Strategy Manager for approval
2 Strategic communication plan presented to ECG 17 April 2014
3 Communication plan tactical programme to be reviewed and aligned with 1 May 2014
approved strategic plan
4 Develop a customer strategy with measurable contact points for Q2 2014
operational implementation – on-going review
5 Develop internal communication strategy Q2 2014
6 Customer communication strategy revised and refined for 2015 Q4 2014

Communication Plan 2014 v17 Page 5 of 12
COMMUNICATION TACTICAL PROGRAMME 2014

OBJECTIVE ACTION COMMENT DUE BY
Research and identify customer contact points
Development of customer End of
• Map all current customer contact points
strategy April 14

Ensure all customers are • Review audit team outcomes regarding customer contact gaps and Ongoing
other source material on customer interactions: internal and
aware of where they are in
the process to settling their external surveys, collateral, compliments, complaints and disputes

claim and what the next
step is • Review with community groups what our proposed ideal customer End of
Y
G contact points would look like May 14
E Informative, transparent
T
A and tailored • Work with operations to determine realistic customer contacts, End of
R
T communication direct to frequency and how these could be sustained by the business via May 14
S
customers face to face, phone, email, direct mail. Align with My Repair and
R
E My Rebuild end to end processes
M
Focused, effective, and
O
June 14
T consistent communication • Operations to implement rollout plan for
S
U that creates a seamless System requirements to support
C -
experience between both Customer allocations
-
entities Focus groups to determine key messages for each of the
-
customer contact points during each work stream process
Establish 2-way dialogue Develop suite of material for internal use
-
with customers Develop reporting requirements to monitor customer
-
contact KPI’s
Monitor performance and
Launch to team
-
evaluate environment
Training
-
regularly, identify risks,
Implement on-going monitoring and evaluation of service
-
celebrate successes
standards with direct feedback from customers

Communication Plan 2014 v17 Page 6 of 12
Utilise website, customer Southern Response website
portal and websites of key
partners to provide • Review and refresh Southern Response website to ensure that it is End of
informative information user-friendly and provides a platform for engaging and sharing June 14
that benefits key
information regularly, first port of call for customers and other
stakeholders
key stakeholders
Provides a means for - Engage external expert to review website and provide
customers to engage recommendations / support to increase engagement

Appoint website administrator to take ownership of
-
initiatives, content and working with comm’s team to

increase website hits
Conduct a full review of content accuracy and relevance
-
Implement metrics
-

Research and upload news stories weekly
-
By end of
Customer Portal
June 14
• Ensure portal is an 'added value’ information portal for customers.

Aligned with our key steps for My Repair and My Rebuild in a
seamless manner, secure and user-friendly for customers to
understand where they are at in the build process and the next
steps
Conduct focus groups internally and externally before
-
launch
Trial 100 customers, gain feedback prior to launching to
-
all SR managed repairs and rebuilds
Develop communication plan for roll out and draft
-
material
Monitor and evaluate satisfaction / areas for
-
improvement

Communication Plan 2014 v17 Page 7 of 12
Customer Database
• Leverage the customer database for direct strategies and targeted End of
volume communications / marketing by mail or email June 14

Operations to implement updating database as a standard
-
‘must do’ with every customer interaction

Ensure database is updated regularly and is accurate
-
(monitor)

Drive a ‘call to action’ with all customers communication,
-

inviting customers to subscribe to our database

- Plan a calendar (by quarter) of direct and targeted volume
communication to customers and key stakeholders

Customer Research
Mitigate risks to the Crown,
Southern Response • Gain regular intelligence that assesses the customer environment Full suite

and business performance of
Improve operational measures
Develop customer opinion and climate monitors and
-
performance and outcomes to be
satisfaction for Arrow managed work
for customers defined
Ensure that research is aligned with the needs of various
- by May
levels of key stakeholders such as; board, shareholders 2014
and management. Review requirements
Implement system to record and monitor customer
-
feedback (compliments and complaints)

Seminars
Provide a platform for By end of
engagement, sharing May 2014
• Align customer seminars to support throughput and as an
information and grouping in line
information platform for customers
customers with similar with
circumstances together - Map a 12 month plan in line with throughput forecasts customer
strategy

Communication Plan 2014 v17 Page 8 of 12
• Leverage key relationships with CERA, MBIE, EQC and CCC
Increase trust and Ongoing
confidence in Southern - Establish collaborative relationships through industry
Responses ability to settle communication forums and proactive networking
claims and rebuild Work together on education initiatives to ensure messages
-
Canterbury are consistent and informative

• Share innovative and technical learning’s with the wider industry
Develop on-going initiatives and community in order to support the rebuild of Canterbury Ongoing
to position Southern Develop feature stories with media partners to showcase
-

Response positively technical innovation, learning’s and case studies (bi-
monthly)
Leave a positive foot print
Develop a launch strategy for The Cantabrian concept
-
Link marketing initiatives home launch By end
G
April 2014
N with customer strategy to Develop an on-going marketing plan for The Cantabrian
-
I
T ensure cohesive brand concept home and other similar concepts by our VGHB
E
K positing and key messaging
panel for SR customers and wider CHCH community
R
A

M
• Leverage the technical and capability expertise of key contractors
Ongoing
and delivery partner Arrow International to give confidence in the
repair and rebuild programme

Develop and deliver partnership campaign’s with selected
-
Group Home Builders

• Develop above the line brand positioning marketing to reinforce
objectives, progress and key messages By end
Showcase customer testimonials and third party June 2014
-
endorsements in all volume communication initiatives

Build campaigns to showcase progress updates by utilising
-
a variety of channels

Communication Plan 2014 v17 Page 9 of 12