CFA Comms Audit: Improve Social Media, Campaigns & Recruitment
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Communication Audit:
Country Fire
Authority (CFA)
Headquarters
This audit was conducted during August and
September in 2014
It was finalised and submitted on: 12/09/14
Conducted by Deakin University Public Relations students:
Alyssa Anderton, Abigail Harris, Saania Habeeb and Rukaiyah Abdullah
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TABLE OF CONTENTS
1.0 Executive Summary……………………………………………………………….......3
2.0 Introduction …………………………………………………………………...….…….4
3.0 Methodology …………………………………………………………………….……..5
4.0 Audit diary ……………………………………………………………………….……..6
5.0 Results ………………………………………………………………………….……...7
(Target Publics):
5.1 Employees …………………………………………………………..…7
5.2 Volunteer and career firefighters ………………………………..…...7
5.3 Rural and suburban communities ……………………………..…….9
(Communication Analysis):
5.4 Internal communications ………………………………………….....10
5.5 External communications …………………..………………………..11
6.0 Essential Strategic Communication Practices ………………………………….....13
7.0 Conclusions and Recommendations …………………………………………........16
8.0 References …………………………………………………………………………....18
9.0 Appendices …………………………………………………………………….......…19
(Quantitative surveys results of target publics):
9.1 Appendix A: Employees ……………………………………………..19
9.2 Appendix B: Volunteer and career firefighters ………………….....24
9.3 Appendix C: Rural and suburban communities …………………...26
(Qualitative key leader interview transcriptions):
9.4 Appendix D: Mark Sullivan, Director of Communications ………..30
9.5 Appendix E: Jason Leigh, Internal Communications Advisor …...34
9.6 Appendix F: Duncan Russell, Editor of ‘Brigade Magazine’ ……..37
(CFA Publications):
9.7 Appendix G: Communications Survey Results 2012 ………...…..38
9.8 Appendix H: CFA Communication Channels ……………………...39
9.9 Appendix I: Communication & Stakeholder Engagement Plan ….39
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1.0 EXECUTIVE SUMMARY
The purpose of this audit is to assess the effectiveness of CFA internal and external
communications; specifically focusing on Internal and Digital Communications
departments. The recommendations provided based on the report results can be
utilised by the CFA to improve these communications and their implementation of
current and future campaigns.
The audit has identified three target publics; headquarter employees, firefighters
(career and volunteers) and the community (rural and suburban). Overall, the CFA
communicates quite effectively with the aforementioned target publics, however, it
was found that there are areas of improvement to be made in each target public;
rural and suburban communities the most notable.
Semi-structured interviews were used to gain insights from members of management
on the CFA’s communication strategies. In addition to this qualitative research, three
quantitative surveys were developed based on each target public to assess each
public’s awareness of CFA communications.
Media analyses identified the CFA’s use of social media platforms, including Twitter,
Facebook, Instagram and the FireReady App, to communicate with its external
publics. Community open days and mass media platforms such as television and
radio, are also utilised means of communication. Moreover, internal stakeholders,
including staff members and firefighters, are communicated to via the CFA’s Brigade
Magazine, intranets, social media platforms, and emails from management.
Based on research and evaluation, four suggestions have been provided to
conceivably advance the effectiveness current CFA communications.
Recommendations:
1. Update and improve some aspects CFA’s YouTube channel.
2. Effectively communicate the recently launched Safe Mistake Zone
Campaign, and adopt an early evaluation of the campaigns
effectiveness.
3. Utilise social media as a means of recruiting volunteer firefighters.
4. Promote and raise awareness of CFA’s social media in suburban
communities.
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2.0 INTRODUCTION
Established in 1945, The Country Fire Authority (CFA) is a volunteer and community-
based fire and emergency service organisation (The Country Fire Authority, 2012a). The
CFA is responsible for the safety of country areas and regional townships within Victoria,
as well as large divisions of outer suburban areas (The Country Fire Authority 2012b).
The CFA attends to numerous emergency situations, both fire and non-fire related, in
conjunction with other emergency services such as the Metropolitan Fire Brigade,
Victoria Police and Ambulance Victoria (The Country Fire Authority 2012a). The
organisation partakes in many non-emergency activities such as community awareness,
education and safety programs (The Country Fire Authority 2012a).
The CFA has approximately 55,000 volunteers and 1,500 career firefighters, along with
other support personnel (The Country Fire Authority 2012c). Throughout Victoria there
are 1,218 brigades, 20 CFA districts and eight regional headquarters; State
Headquarters is located in Burwood East, Victoria. Collectively, they help protect over
three million Victorians and more than one million homes and properties across the state
(The Country Fire Authority 2012d).
Vision: ‘To work together with communities to keep Victorians safe from fire and other
emergencies’ (The Country Fire Authority 2012e).
Mission Statement: ‘To protect lives and property. Our focus is on supporting our people
on the front line and those who are delivering our services to the community’ (The
Country Fire Authority 2012e).
Headed by CEO Mick Bourke and Board Chairperson, Claire Higgins (The Country Fire
Authority 2012f), the CFA falls under the Emergency Services portfolio. It is accountable
to the Minister for Police and Emergency Services, Kim Wells, and to the CFA Board
Authority (The Country Fire Authority 2012g).
Under the Country Fire Authority Act 1958, the CFA receives funding of annual
estimated expenditure through the State Government via the Fire Services Property
Levy (The Country Fire Authority 2012h). The CFA also generates a lesser amount of
revenue from a number of brigade fundraisers and internal activities (The Country Fire
Authority 2012h).
Presently, the CFA is undergoing a new program called ‘Creating Our Future Together’
(C.O.F.T). C.O.F.T is an internal operation focused on building a modern and
sustainable organisation that will help carry out its mission effectively (The Country Fire
Authority 2012e).
The purpose of this audit is to assess how effectively the CFA’s Internal and Digital
Communications departments communicate with both internal and external publics.
Several suggestions are provided to conceivably advance the CFA’s communication
strategies.
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3.0 METHODOLOGY
Both qualitative and quantitative research methods were used to complete this
communications audit. Three separate quantitative surveys were developed for CFA
employees, volunteer/career firefighters, and members of suburban communities. 24
employee surveys were utilised to assess the internal communications of the CFA, and
38 volunteer/career firefighter surveys were used to analyse the CFA’s external
communications received by this public. Furthermore, a sample of 31 suburban
community members were surveyed, allowing us to evaluate whether or not the majority
of this public are aware of the CFA and its utilisation of external communication methods
to communicate with them. For more detailed information of the survey results refer to
Appendix A, Appendix B and Appendix C.
Moreover, qualitative research was conducted in the form of semi-structured interviews
with CFA key leaders. The interviews were used to gain an in-depth understanding of
internal and external communications undertaken by the CFA. Those interviewed
included Mark Sullivan as Director of Communications, Communications Advisor, Emma
McDonald, Internal Communications Advisor, Jason Leigh, and Duncan Russell, the
editor of Brigade Magazine. All interviews were conducted on Thursday 21st August at
the CFA Headquarters in Burwood. For more detailed information of the interviews refer
to Appendix D, Appendix E, Appendix F, Appendix G. These interviews were used
comparatively with the quantitative surveys as a means of analysing the effectiveness of
communications within the CFA.
Furthermore, quantitative and qualitative media analyses were conducted to gain a basic
awareness of the CFA's current use of media as a means of communication with
publics. It also allowed for the identification of different media channels used by the CFA
to communicate with publics, and the contents of these communications.
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4.0 AUDIT DIARY
Task
Week 1
(w/c 14th July)
Week 2
(w/c 21st July)
Week 3
(w/c 28th July)
Week 4
(w/c 4th August)
Intra-trimester break
(w/c 11th August)
Week 5
(w/c 18th August)
Week 6
(w/c 25th August)
Week 7
(w/c 1st September)
Week 8
(w/c 8th September)
Find a company to audit
Get in contact with key
leaders
Communicate with CFA
headquarters
Conduct background
research on the CFA
Identify Target Publics of the
CFA
Identifying
Gruinig's Linkages
Develop quantitative CFA
employee surveys
Develop quantitative
community surveys
Develop quantitative
volunteer and career
fire fighter surverys
Develop qualitative
interview questions on
Social Media
Developed by all
group members
Develop qualitative
interview questions on
Internal Communications
Conduct quantitative surveys
Conduct qualitative interviews
Conduct media analysis
on the CFA
Analyse survey results
Analyse interview responses
Formulate recommendations
based on research results
Discussed within
group
Create visuals for audit
Draft audit
Edit audit
Edited and
proof-read before
final submission
Finalise and submit audit
Submitted on the
12th September
All group members participated in ongoing communications with the director of communications, the internal communications
department, and the social media manager
Researched suitable organisations
Contacted CFA for permission to conduct audit
Conducted by all members
Developed by all group members
Collated and discussed results
Collated and discussed results
Pie and bar graphs formulated based
on survey results
Completed by all group members
Developed by all group members
Developed by all group members
Developed by all
group members
Distributed and completed by all group members
Conducted by all group members
Gathering quantitative and qualitative information
through media channels
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5.0 RESULTS
Target Publics
The three primary target publics focused on in this report, all relevant presently and in
the future, are:
1. CFA Headquarters' employees
2. CFA volunteer and career firefighters
3. Rural and suburban communities
5.1 Employees:
Employees of the CFA Headquarters have an understanding of currently implemented
communication strategies, with 95.8% aware of the CFA's current campaign, 'Creating
Our Future Together'. Ages are varied, with most employees ranging between 26-45
years of age, and above (Figure 1.1). 100.0% of employees are content with internal
CFA communications, believing that they have a voice within the working environment.
Communications with employees are effective, and employees are kept up to date with
CFA news, issues and programs.
5.2 Volunteer and career firefighters:
Volunteer firefighters make up the majority of the CFA’s front-line, at approximately
55,000 people, in conjunction with 1,500 career firefighters (The Country Fire Authority
2012c). 52.6% of firefighters joined the CFA as a result of word-of-mouth, highlighting
the importance of utilising the influence of community-power (Figure 1.2).
0
0
5
6
0
1
9
3
0-18 year olds
19-25 year olds
26-45 year olds
46+ year olds
Male Female
Figure 1.1: Age and gender of employee respondents
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Information provided by the CFA to volunteer and career firefighters through separate
communication channels are effective, with 82.9% finding the communication messages
relevant, or relevant and useful (Figure 1.3). These communications adopt a relatively
low literacy level in order to improve accessibility.
3
20
0
2
11
Through the
CFA
Friends/Family Social Media Volunteer Fire
Brigades
Other
Other responses:
- Television advertisements
- 1 response
- Always aware of the CFA’s volunteerism
- 2 responses
- Through high school programs in the
1970’s
- 1 response
- Visiting local brigades
- 2 responses
- Through letter box drops
- 1 response
- Researching on the internet
- 1 response
- Personal experiences with the CFA
- 1 response
- Future career prospect
- 1 response
- Residence in a high fire risk zone
- 1 response
Figure 1.2: Reasons of firefighter recruitment
13
19
5
1
Relevant and Useful Relevant Irrelevant Irrelevant and Unuseful
Figure 1.3: Firefighter perceptions of CFA news updates
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5.3 Rural and suburban communities:
Victorian rural and suburban communities benefit from the workings of the CFA to
protect them from fire and other emergencies. The Country Fire Authority (2012b) shows
where members of the community are geographically located, within which a variety of
CFA communication strategies are implemented to reach a large number of people. Of
these people, 83.8% currently have knowledge of the CFA as an emergency service
organisation. Communications via social media are the most effective for reaching
community members, with 52% using social media at least once a day.
The Country Fire Authority (2012b)
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However, there is minimal knowledge of the CFA’s social mediums, with 80.6% unaware
of the accounts (Figure 1.5). All publications sent out by the CFA to rural and suburban
communities are designed to be of a low standard of literacy, as a way of remaining
accessible to a wide range of people.
Communication Analysis:
5.4 Internal Communications
A number of internal communication tools are used by CFA members to communicate
with each other across several mediums, including email, magazine, website, blogs and
the CFA members Facebook page. It was found that 80% of employees prefer face-to-
face communication above any other means, and communications via email were
preferred over printed newsletters and/or magazines.
{CFA website}
The CFA website adheres CFA members, containing current information regarding CFA
member achievements and the latest CFA news and media updates. By increasing the
online presence of the CFA, the website effectively maintains and builds the CFA's
reputation and establishes accountability for information that is released.
{CFA member intranets}
CFA volunteers and staff can access CFA Online and Brigades Online intranets. These
intranets aim to build two-way communication channels, are designed to be easily
accessed and used, and reflects the communication priorities of the CFA; maintaining
brand and reputation, managing and enhancing relationships with external stakeholders
and ensuring people have the opportunity for input and information to support them.
{Employee emails}
Employees are contacted via email as a media base to distribute fortnightly news
updates and arrange meetings. Emails promote two-way communication engagement
among CFA employees and firefighters. It was found that 40% of career and volunteer
firefighters check emails sent to them from the CFA once a week, while 14% never
check their emails. Furthermore, 92% of employees believe news updates from the CFA
contain relevant information.
6
25
Yes
No
Figure 1.5: Community knowledge of CFA social media accounts
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{CFA ‘News and Media’ blogs}
Blogs are published on the CFA News and Media web section to communicate important
announcements and explain issues. They are designed to increase the presence of CFA
leaders, and through the provision of fortnightly question and answer sessions, aim to
encourage 'bottom up' communications within the CFA. However, while it was found that
83% of staff members are content with the way management communicates with them,
most prefer face-to-face over electronic communications.
{Brigade Magazine}
The Brigade magazine is distributed quarterly to CFA members, as a print and E-
magazine, to appeal to a wider audience. Brigade Magazine aims to provide CFA
members with information to support them in their roles (Appendix H), with 80% using
the magazine to keep up to date with the CFA (Appendix G).
5.5 External Communications
{CFA website}
The CFA website aims to keep members of the community well informed, aware and up-
to-date with relevant fire safety and preparation information. The website plays a vital
role in ‘protecting lives and property’ (The Country Fire Authority 2012e), through current
warning and incident information, fire bans and ratings, and emergency advice. It
enables people to actively engage with the organisation through allowing two-way
communication; an effective strategy given that 78% of people using the internet every
day (Appendix G).
{Social media}
Several social media accounts are utilised by the CFA to communicate externally with
members of rural and suburban communities, including Facebook, Twitter, YouTube,
Instagram, Sound Cloud and blogs. The CFA Facebook is designed to provide warnings,
advice, fire safety updates and general information from the CFA. It is an effective form
of two-way communication, and has the capability to reach wide audience. Furthermore,
Twitter is used as a means of communicating official emergency warnings, incident
updates and media releases. Twitter largely contributes to the communication of current
social media campaign '#safemistake'; a collaboration between the CFA and
Metropolitan Fire Brigade to raise awareness of fire safety in the home. However, it was
found that only 6.5% of the community were aware of the campaign (Figure 2.1).
Nonetheless, the CFA Facebook and Twitter accounts are the two most effective social
media communication tools, with 341,310 people 'liking' the Facebook page, and 40,500
people following the 'CFA Updates' Twitter account. In order to further reach younger
demographics, the CFA introduced an Instagram account. However, this social media
account fails to reach people to the same extent as other social mediums, maintaining
only 635 followers.
3
28
Yes
No
Figure 2.1: Community awareness of #safemistake campaign
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Several social media channels are targeted towards CFA members, yet remain
accessible to community members. These include their YouTube channel, CFA Sound
Cloud, and blogs. The CFA YouTube channel provides CFA members with information
relevant to coping with the risks associated with fire emergency, reaching 2,548
subscribers. Furthermore, Sound Cloud and blogs are used to keep CFA members
further informed and engaged in CFA activity.
{FireReady app}
The Victorian Government's FireReady App provides access to provide access to timely,
relevant and tailored bushfire warnings and information in Victoria. The app includes
CFA, Metropolitan Fire Brigade (MFB) and Department of Environment and Primary
Industry (DEPI) emergency warnings and information. It was found however, that just
26% of females and 13% of males are aware of the FireReady App's existence.
{CFA Open Day (previously CFA Sunday)}
CFA Open Days are held between September and December, providing families with the
opportunity to ‘have fun with their local CFA brigade’ (The Country Fire Authority 2012i),
and gain knowledge and understanding of fire safety, preparation, planning and
volunteering. In 2013, over 10,000 people visited their brigades across Victoria on CFA
Open Day (The Country Fire Authority 2012i).
{Other external communication tools}
Other external communication tools utilised by the CFA include radio, television and
publications (posters, brochures, flyers). These mass media outlets aim to keep
community members well informed, engaged and up-to-date regarding the work of the
CFA. They serve as two-way communication tools, helping to maintain and build the
CFA’s reputation. Moreover, the CFA holds a close relationship with the Australian
Broadcasting Corporation (ABC) which enables the CFA to broadcast emergency
information instantly via radio. Furthermore, CFA news and information is occasionally
published in 'The Weekly Times', a newspaper established in 1869 (The Weekly Times
Now 2014), as another means of communicating with members of rural and suburban
communities.
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6.0 ESSENTIAL STRATEGIC COMMUNICATION PRACTICES
Coffman (2004) [lists] sixteen essential strategic communications practices:
They are grouped into three categories: 1) strategy, 2) implementation, and 3) support and
alignment. Strategy includes the core tasks of communications planning and strategy
development. Implementation includes practices most common to an organisation with an
active communications function. Support and alignment includes non-communications-
specific practices within the organisation that help to ensure the communications function is
successful. (Coffman 2004, p.2)
(Coffman 2004, p.3)
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To measure and illustrate the CFA's level of performance, a Practice Maturity Scale has
been adopted. The practice maturity scale contains five levels, where ‘higher levels in
the scale represent higher levels of organisational commitment to, integration of, and
performance on the practice’ (Coffman 2004, p.4). The five possible levels/classifications
of a practice include:
1. Ad hoc: the communication practice is ad hoc, disorganised and uncoordinated.
2. Planned: the practice is planned and deliberate, but does not occur regularly and may still be
performed by one or two individuals.
3. Institutionalised: communication practices are routine, and are coordinated within and outside
of the organisation.
4. Evaluated: the communication practice is evaluated and analysed. Often, a quantitative
understanding of success is known, and the organisation has an increased ability to predict
future performance.
5. Optimised: due to its importance to the organisation, the communication practice is
continuously reflected on, and improvements are incorporated.
(Coffman 2004, p.4-5)
(Coffman 2004, p.4)
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The CFA’s Internal and Digital Communications departments are well advanced and
many of their strategies, implementations and support and integration have been fully
optimised. Most practices were able to reach level 5 of the Practice Maturity Scale,
however this report identified one weakness in their 16 essential strategic practices; their
development of effective materials, contained under the implementation category (Figure
3.1). The report found that the communication strategies were routine and coordinated,
however many of their communications were not analysed, evaluated or continuously
improved upon.
Figure 3.1: Evaluation of CFA’s communication practices
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7.0 CONCLUSIONS AND RECOMMENDATIONS
The CFA have outstanding and effective communication strategies and approaches,
however the audit has uncovered minor flaws within their Digital Communications and
Internal Communications departments. The weaknesses mainly relate to social media
optimization to increase engagement and awareness within rural and suburban
communities, as well as CFA members.
1. CFA’s YouTube Channel
YouTube is the CFA’s weakest social media platform (Figure 4.1). Videos are regularly
uploaded and provide relevant information to CFA members. However, videos tend to
focus on content rather than presentation of content; impacting their effectiveness.
Disabled comments on numerous videos prevents feedback, and therefore gives the
CFA limited options to measure the effectiveness of the information provided.
This report recommends the CFA:
To allocate more resources to the video production costs
To enable YouTube comments and designate a moderator to ensure social
media policy is implemented.
It would be in the best interests of the CFA to optimise full use of this social medium as it
could increase their reach and engagement with broader communities and CFA
members.
2. The Safe Mistake Zone Campaign
Awareness of the campaign was found to be low in a majority of the community (Figure
4.2). The campaign should be communicated effectively to those who represent the
CFA, as well as to rural and suburban populations.
This report recommends the CFA:
To implement a more consistent evaluation method to measure the campaign’s
success.
To actively promote the campaign to its members as frequently, if not more
frequently, than the rural and suburban community.
3. Promotion of volunteerism through social media
CFA
Facebook
10%
CFA Twitter
10%
CFA YouTube
0%
CFA Instagram
7%
Fireready App
29%
None
44%
Figure 4.1: Community awareness of specific social media accounts
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Family and friends’ recommendations are responsible for the majority of volunteer and
career firefighter recruitments. The CFA have a large existing social media base,
however it is not explicitly promoting volunteer recruitment.
This report recommends the CFA:
To launch a small social media campaign promoting the recruitment of volunteers
for specific brigades.
4. Promotion of social media to suburban communities
Awareness of the CFA’s multiple social media platforms is lacking in suburban
communities. Engagement and two-way communication is essential to provide more
detailed information of fire safety and bushfire risk.
This report recommends the CFA:
To allocate resources promoting social media platforms, among targeted
communities that are not engaged in CFA communications.
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8.0 REFERENCE LIST
Coffman, J 2014, Strategic Communications Audits, Communications Consortium Media
Centre, Washington, D.C, USA
The Country Fire Authority 2012a, What we do, The Country Fire Authority, retrieved 1
September 2014, <http://www.cfa.vic.gov.au/about/what-we-do/>
The Country Fire Authority 2012b, Where we are, The Country Fire Authority, retrieved 1
September 2014, <http://www.cfa.vic.gov.au/about/where-we-are/>
The Country Fire Authority 2012c, CFA at a glance, The Country Fire Authority, retrieved
1 September 2014, <http://www.cfa.vic.gov.au/about/cfa-at-a-glance/>
The Country Fire Authority 2012d, Who we are, The Country Fire Authority, retrieved 1
September 2014, <http://www.cfa.vic.gov.au/about/who_we_are/>
The Country Fire Authority 2012e, Our mission, The Country Fire Authority, retrieved 1
September 2014, <http://www.cfa.vic.gov.au/about/our-mission/>
The Country Fire Authority 2012f, Our structure, The Country Fire Authority, retrieved 1
September 2014, <http://www.cfa.vic.gov.au/about/our-structure/>
The Country Fire Authority 2012g, Our board, The Country Fire Authority, retrieved 1
September 2014, <http://www.cfa.vic.gov.au/about/our-board/>
The Country Fire Authority 2012h, Our funding, The Country Fire Authority, retrieved 1
September 2014, <http://www.cfa.vic.gov.au/about/our-funding/>
The Country Fire Authority 2012i, CFA open day, The Country Fire Authority, retrieved 1
September 2014, <http://www.cfa.vic.gov.au/about/cfa-open-day/>
The Weekly Times Now 2014, About us, The Weekly Times, retrieved 10 September
2014, <http://www.weeklytimesnow.com.au/help/about>
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9.0 APPENDICES
9.1 Appendix A: Employee survey and results
