Communication with internal and external stakeholders - clearly
Shock, awe, surprise, delight — the types of feelings you experience when watching magic actually stimulate your brain to store information about the related event and prepare it for quick recall. So at a time when an organisations stakeholders such as employees and customers are overwhelmed by the volume of messages they receive, via a number of different communications channels, cutting through the noise to make a message 'stick' is becoming ever more challenging. So how can we help you cut through the 'communications noise'? We work with clients to apply 'magic' to their communications strategy. Sometimes funny, occasionally provocative, and always engaging. communication with internal and external stakeholdersCommunication and engagement activities differ at each stage of a counter-corruption investigation. These include: Pre-arrest — covert phase The senior investigating officer SIO assesses the potential community impacts and reports at command level those of significant risk to individuals. Engagement is likely to be limited, based on restricted sharing of information and inclusion.
Contingencies are developed for operational compromise.
Communication and engagement
Overt action — arrest Consideration should be given to briefing senior line managers and affected groups. Media strategies need to be prepared, including statements if required. Timing should be determined by a balance between risks of operational compromise and harm to community confidence. Charge or misconduct The inquiry is overt and the investigating officer should engage with the groups involved to review the impact of earlier activity and communication with internal and external stakeholders key events, eg, trials or hearings. A pre-trial briefing for the media may be appropriate in serious or complex criminal cases. Note: misconduct proceedings are private matters. Trial — gross misconduct hearing In a criminal trial, evidence is heard in public and is likely to be widely reported by the media. A gross misconduct hearing may be heard in public.
Outcome The outcome of the criminal trial or communication with internal and external stakeholders proceedings will have an impact on both internal and external communities. This should be assessed and actioned according to strategic considerations. Strategic considerations The investigating officer needs to consider the wider strategic implications of communication and engagement with key stakeholders in a counter-corruption investigation. The timing, content and format of the information to be shared and whether it is part of a staged or complete disclosure process may be significant. Each investigation is different and for the purposes of communication and engagement it is important to consider how to: maximise confidence among internal and external partners and stakeholders minimise the harm caused by corruption investigate and prosecute corruption effectively learn lessons to prevent future corrupt activity identify and support potentially vulnerable staff.
Managing risk Current professional expertise has shown that covert counter-corruption investigations have three distinct areas of risk. These should be considered when developing a communication and engagement policy.
They are the: harm stakkeholders by the corrupt https://digitales.com.au/blog/wp-content/custom/a-simple-barcoding-system-has-changed-inventory/do-vaccinations-cause-autism.php under investigation impact on internal and external communities when the corrupt practice is exposed operational security of the covert investigation. This is in compliance with the specific operational security requirements for an inquiry. Operational security requirements Internal and external stakeholders A covert investigation into the activities of a member of an LEA community presents unique challenges. An operational security assessment needs to be undertaken at the start of the investigation. This will identify the policing skills the subject has acquired and any loyalties to groups or individuals with whom the subject is in close or regular contact.
Compromise The communication strategy should ensure that any engagement is properly managed in order to prevent individuals or groups from compromising the investigation at a covert stage. Compromise can occur through intentional disclosure or by a noticeable change in behaviour of an individual with whom communicayion material has been shared.
Information sharing Who can be trusted and the information that can be shared changes as an investigation progresses. Disclosures usually occur after the investigation moves to the enforcement phase. However, there will be occasions when the potential community impact requires information to be shared and advice sought before any overt activity takes place. Once the individuals with relevant information and experience have been identified and their integrity reviewed, the investigating officer must decide which information should be shared to meet the strategic considerations. Minimising disclosure For additional information on inclusion or indoctrination, see enforcement.
Inclusion or indoctrination agreements mitigate the risk of disclosure. Professional expertise suggests that disclosure communication with internal and external stakeholders be based on: Legality what are we entitled to reveal?]
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