UNIVERSITY OF NAIROBI

COMMUNICATION POLICY

JANUARY 2014
 Foreword
This policy document stipulates how the University of Nairobi will handle
communication between its internal and external stakeholders. The policy is
founded on the strength of our Strategic Plan 2013-2018 which emphasizes
communication between the university and its stakeholders as a two-way
VISION processopen communication from governance organs to its stakeholders and
a system that encourages feedback.
A world-class university committed to scholarly excellence
Addressing the concerns of our stakeholders, the university shall provide the
necessary communication infrastructure to ensure that information reaches
its stakeholders using the most effective means. We shall also undertake
MISSION stakeholder surveys to gauge perceptions so that we project our right identities
To provide quality university education and training and to embody to stakeholders.
the aspirations of the Kenyan people and the global community
The policy puts in place a solid communication structure that will give every
through the creation, preservation, integration, transmission and
facet of university life adequate visibility. The structure will ensure that academic
utilization of knowledge and research activity and community relations are anchored on different
communication platforms to reach the targeted stakeholders. Communication
CORE VALUES of research from scholars and students will be prioritized as a key output of the
revamped communication office.
Freedom of thought and expression
Innovativeness and creativity To ensure that the university takes advantage of web-based technology which
has become a new frontier of communicating, a revamped structure providing
Good governance and integrity
for personnel in each college is catered for in the policy. The personnel will
Team spirit and teamwork ensure that our web based communication strategy is timely, focused on
Professionalism creating mutual understanding with our stakeholders and shall ensure that our
Quality customer service products and services are available through different interactive forums.
Responsible citizenship
The policy demonstrates that our institution is among organizations that have
National cohesion and inclusiveness embraced best communication practices. It defines how communication is
structured and practised. The university has chosen this path to realize its
vision of moving towards world-class academic excellence that emphasizes
the centrality of the stakeholders in its communication web. We appreciate
feedback in any format as the best way of strengthening our university.

The management commits itself to the implementation of this policy and will
subject it to a periodic reviews to ensure its relevance in line with the changing
circumstances and needs of our stakeholders.

Prof. George Magoha

Vice Chancellor
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Table of Contents 5.1.2 Clarity ....................................................................................... 9
5.1.3 Pro-activity ................................................................................ 9
Foreword............................................................................................. iii
5.1.4 Transparency ............................................................................. 9
Table of Contents................................................................................. iv
5.1.5 Efficiency.................................................................................... 9
Abbreviations....................................................................................... vi
5.1.6 Cultural awareness ..................................................................... 9
Definition of Terms...............................................................................vii
5.1.7 Responsibility............................................................................ 10
Executive Summary.............................................................................viii
5.1.8 Integrity................................................................................... 10
The Communication Policy.......................................................................... 1
5.1.9 Best practices........................................................................... 10
1.0 Introduction........................................................................................ 1
5.2 The University Spokesperson............................................................. 10
1.1 Preamble........................................................................................ 1
5.3 Audiences........................................................................................ 10
1.2 Purpose.......................................................................................... 1
5.3.1 Internal audiences ................................................................... 10
2.0 Background to the communication function in the University of Nairobi...2
5.3.2 External audiences ................................................................... 10
2.1 Corporate communication ............................................................... 2
5.4 Types and methods of communication ............................................... 11
2.2 Communication practices ................................................................ 3
5.4.1 Internal communication............................................................. 11
2.3 Current status................................................................................. 3
5.4.2 External communication............................................................ 11
3.0 Challenges: A situational analysis of the University of Nairobi.................. 4
5.4.2.1 Electronic communication ....................................................... 11
3.1 Information reach........................................................................... 4
5.4.2.2 Public lectures........................................................................ 12
3.2 Uniformity of information................................................................. 4
5.4.2.3 Meetings................................................................................ 12
3.3 Flow of information......................................................................... 4
5.5 General guidelines for internal communication ................................... 12
3.4 Sharing of information..................................................................... 4
5.6 Flow of information .......................................................................... 12
3.5 Clarity of expectations are not clear ................................................ 4
5.7 Crisis communication....................................................................... 12
3.6 Sharing of trust and information ...................................................... 4
5.7.1 Crisis response......................................................................... 13
3.7 Communication between units in different locations........................... 5
5.7.2 Crisis Communication Management Team .................................. 13
3.8 Sequencing and systematizing of information.................................... 5
5.7.3 Releasing information to the media............................................ 13
3.9 Uptake of communication technologies............................................. 5
5.8 Corporate Advertising ...................................................................... 13
3.10 Attitude issues............................................................................... 5
5.9 Branding ......................................................................................... 14
3.11 Fragmented communication........................................................... 6
5.10 Responsibility................................................................................. 14
4.0 Rationale for a communication policy.................................................. 7
5.10.1 Staff....................................................................................... 14
4.1 Goal and objectives ........................................................................ 7
5.10.2 Supervisory and management staff........................................... 15
4.2 Justification..................................................................................... 8
5.11 Monitoring and Evaluation............................................................... 15
5.0 Communication Policy.......................................................................... 9
5.12 Review .......................................................................................... 15
5.1 Principles of good communication practice ....................................... 9
5.1.1 Effectiveness............................................................................... 9
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Abbreviations Definition of Terms
Corporate communication: the activities undertaken by the
CCM - Corporate Communication Manager University of Nairobi to communicate with internal and external stakeholders
as well as with the wider public. The term implies an emphasis on promoting
CCMT - Crisis Communication Management Team a sense of corporate identity and ownership, thus presenting a consistent and
coherent corporate image.
DPEC - Development, Planning and Establishment Committee
ICT - Information and Communication Crisis communication: designed to protect and defend the university
in case of a swelling public challenge to its reputation, coupled with its brand
or community or both.

Internal communication: exchange of information and messages

between employees or departments across all levels or divisions of the
university.

External communication: the exchange of information and

messages between the university and organizations, groups, or
individuals outside its formal structure.

Spokesperson: someone engaged, elected or appointed to speak on

behalf of the university.

Collaborating institutions: institutions with which the university has

entered into formal agreements.

Stakeholder: a person, group or organization with a stake in the

university.

Media: a means of communication that reaches or influences people widely

and rapidly where necessary.

University community: the university Council, Senate, staff and

students.

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Executive Summary The Communication Policy
Simply understood communication is the creation and sharing of meaning 1.0 Introduction
through common symbols. In an institutional framework, it is the fine thread
that connects all the activities and functions both internally and externally. It is 1.1 Preamble
therefore critical to the effective functioning and productivity of any enterprise.
It can of course take many forms and shapes depending on the nature of who There have been changes in the handling of corporate communication all over
is communicating and for what one is communicating. It can be quite complex the world, with an implication that if an organization has to survive and thrive,
and the rapid growth in the information communication technology has added then it must communicate effectively with all its stakeholders.
to its complexity.
The University of Nairobi continues to generate knowledge, and it must ensure
Every organization has its own nature and culture and in this regard the that the knowledge is appropriately transmitted to stakeholders. Consequently,
University of Nairobi occupies a social and cultural space particular to itself in the the manner in which the university communicates, the content of that
Kenyan academic arena. Taking into consideration dimensions and complexity communication and the feedback generated are powerful indicators for the
of communication and its effects in as far as they are put in place to add university to position itself strategically as it releases its goods, products, and
value to the proper functioning of our university, it is in order for the university services to the market.
community to have a common understanding in this matter. This need perhaps
together with the requirement from the Commission for University Education A major challenge facing the university is updating the content of information
brought about the need to come up with our own policy on communication. and presenting it in appropriate forms to its diverse audiences. The range
of audiences makes it imperative that the university develops appropriate
The committee that was put together to develop this policy sought to address approaches to sharing information and to gauging feedback.
the internal and external communication function of the university. In regard
to internal communication, the committee focused on communication as it This policy was developed against this backdrop as part of the universitys
happens within the administrative structure of the university as well as the commitment to provide stakeholders with timely, accurate, objective and
dissemination of knowledge which is the core function of our institution. In complete information. The policy will enable a smooth flow of information,
regard to external communication, the committee looked critically at the Public create feedback mechanisms and manage communication which has been
Relations Office of the university and recommended strengthening the office handled in an ad-hoc manner without requisite professionalism.
with the possibility of a decentralized structure that extends to the colleges.
To this end, as part of the universitys commitment to providing stakeholders
Developments in the information communication technology cannot be wished with timely, accurate, objective and complete information, the policy establishes
away by any institution that intends to be productive and competitive in todays the principles, rules of engagement and procedures for communication within
world. As such, the use of Information Communication Technology (ICT) the university community and with the universitys stakeholders.
within our communication function took centre stage in the deliberations of the
committee. 1.2 Purpose
It is expected that this policy will enable the university community to harness The purpose of this policy is to outline the principles, guidelines, practices and
opportunities availed by the internal and external communication function of processes that the university will embrace in fostering excellent internal and
the university. external communication. Implementing the policy, the university will realize
its vision, mission and core values by reaching out to its stakeholders with
messages that help to create a sense of ownership of the policy.
Dr. Wamugunda Wakimani Dominic
Chairman, Communication Policy Committee

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2.0 Background to the communication function in the 2.2 Communication practices
University of Nairobi
That there is no clear structure on how the communication function works
within the university is partly attributable to a lack of a communication policy. In
2.1 Corporate communication the circumstance, the public relations office in the Office of the Vice Chancellor
There is little documentation regarding the communication function. Interviews partly handles some communication activities, such as media and publicity, while
with key stakeholders indicate that the history of corporate communication most departments in the university enjoy some limited degree of autonomy in
in the university dates back to the institutions inception as a fully-fledged carrying out key communication activities including advertisement, signage,
university in the early 1970s. branding, and production of documentaries. Thus, communication activities are
not properly coordinated. Best practices dictate that for purposes of sending
The communication function was initially run as a section under the Registrar uniform messages from and portraying a common identity of the university, the
but was constituted to be run under the Department of Planning, Public communication function should be centralised and coordinatedfrom a focal
Relations and Information in the 1970s to, among other duties: point.

a) prepare the academic calendar 2.3 Current status

b) prepare the annual report
c) prepare publications The staff in the Public Relations Office are the Public Relations Manager, the
d) prepare estimates Web Communication Officer, and one secretary.
e) prepare development plans
As and when the need arises, the Public Relations Office outsourced:
f) coordinate graduation ceremonies
g) service the Development, Planning and Establishment Committee (DPEC) a) photographers (co-shared with the library),
and b) documentary producers,
h) manage publicity and related materials. c) media liaison and mobilization staff,
d) writers and editors, and
The corporate communication function was placed in the Office of the Vice e) advertising liaison officers (jointly handled with media houses).
Chancellor and assigned to the Vice Chancellors personal assistant after 1982.
For more than 20 years during which this arrangement existed, personal The Public Relations Office:
assistants to the Vice Chancellor were required to be trained journalists in a. deals with links between the university and a variety of publics,
order to handle the function. The function was not effective in this mode as b. gives updates through websites and social media,
the officer shuttled between the immense duties of a personal assistant and of c. profiles and markets the university through avenues such as
corporate communication. The outcome was that the public relations function documentaries, in-house publications, and supplements,
was relegated to the periphery as the duties as a personal assistant were given d. monitors media (only newspaper coverage is monitored, however),
priority. e. manages events in liaison with other departments,
f. manages some corporate responsibility activities,
In 2005, the university advertised the position of a public relations manager
g. organizes public lecture series,
to be based in the Office of the Vice Chancellor as a separate function from
h. handles advertising,
that of a personal assistant. This was a knee-jerk reaction as the function was
i. prepares speeches for the Vice Chancellor, the Chairman of the University
not properly structured and staffed, or premised on any policy hence making
Council and the Chancellor, and
it difficultly for the public relations manager to discharge its duties effectively.
j. performs any other functions as may be assigned.
Yet, the office has become an important reference point for many internal and
external stakeholders, though often it relies on staff from other departments to
discharge its duties especially in regard to publications, documentaries, special
events and crisis communication. This prevailing situation needs review as we
go forward.
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3.0 Challenges: A situational analysis of the competition, which undermines productivity of teams, departments or units,
University of Nairobi and the organization.

3.1 Information reach 3.7 Communication between units in different locations

The assumption is that the usual modes of communication (such as emails, The university is a college-based institution, with units located in separate
memos, and circulars) send important information to everyone who needs to geographical regions. Departments or units in different locations do not
know and that everyone will receive this information. It is possible however that communicate with one another as often and as much as those in close
information does not reach people who do not use some of those methods of proximity do. The distance makes face-to-face meetings difficult to arrange
communication (such as email) may not always be read by shop floor workers. and collaboration takes time.

3.2 Uniformity of information Even in this age of email, cell phones, text messaging, and video conferencing,
critical communication among leaders, between the management and
Different supervisors might sometimes give different, conflicting messages employees, and between departments or units, is still not as effective as it
on important issues. These messages cause confusion and distrust among should.
employees.
3.8 Sequencing and systematizing of information
3.3 Flow of information
Every organization must solve the problem of what pattern and content of
Information may not get to employees when and where they need it. Without communication shall be created, and what information shall be directed to
vital information at the right time and in the right place, the decision-making which offices. There are limits to the amount and nature of information that
process is hampered. This delay impacts negatively on project completion and can be received, processed and effectively handled by any one unit. The
outcomes. apparent absence of clear communication policy guidelines results in unduly
large amounts of information being channelled to units at once, resulting in
3.4 Sharing of information information overload.

In some cases, critical information is not shared by key stakeholders. The top 3.9 Uptake of communication technologies
management often does not engage the employees, who have regular contacts
with the customers, on important aspects of the organization. This oversight The university uses a number of different communication technologies such
hampers feedback at all the levels of the institution. as data-based reporting systems, e-mail, voice mail, intranet, bulletin boards,
websites, and video conferencing. They are cost-effective in eliminating
3.5 Clarity of expectations are not clear distance barriers and providing information to large numbers of people quickly.
In spite of the robust ICT infrastructure in place, the uptake in use of these
The existing structures that are designed to establish effective information technologies by many members of the university community has not been
sharing and ownership have not yet produced the desired impact with respect impressive. The low uptake could be explained by peoples preference for
to harmonizing expectations. The structures have not been utilized optimally to more personalized modes of communication.
benefit the wider membership among management, staff and students.
3.10 Attitude issues
3.6 Sharing of trust and information
The more traditional communication problems such as the manner in which
Some employees are not freely sharing information with one another. This failure messages are coded and receiver resistance to change, change initiatives often
has a bearing on trust, which is an integral element of our institutional core fail to meet their objectives. Some of the communication sent out is lofty,
values: a lack of trust has the impact of allowing unhealthy intra-institutional vague and impersonal to the extent that a message is never really understood

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and therefore fails to make the intended impact. Further, pervasive rumours 4.0 Rationale for a communication policy
and innuendos militate against desired changes in the university.
Communication is an important tool for disseminating the universitys values
and philosophy to its external and internal publics. Internal communication
3.11 Fragmented communication is particularly vital in strengthening our organisational culture and feeling of
Communication within the university tends to be fragmented in that it is commitment and belonging among staff and students.
perceived only as a tool rather than a thread within a system. At the same
time, communication takes place in disparate and isolated ways rather than in To support the universitys quest for world-class excellence, there is a need
a collaborative and well-coordinated way as a concerted effort geared towards for effective communication among all stakeholders, hence, the rationale for
achieving the overall goals of communication in the university. a comprehensive communication policy. This policy document is designed to
support the universitys mandate as spelt out in the Universities Act No. 42 of
2012, the University of Nairobi Charter, the University of Nairobi Strategic Plan,
and the universitys statutes as well as policy documents and guidelines.

Overall, the policy will ensure that at all times there is a viable approach to
communication and that the responsibilities and expectations of staff are
identified and understood.

4.1 Goal and objectives

The goal of this policy is to support the universitys aspirations and mandates as
spelt out in the Universities Act 2012, the University of Nairobi Charter, and the
universitys vision, mission and objectives outlined in the University of Nairobi
Strategic Plan 2013-2018.

Firstly, the broad objectives of the University of Nairobi Communication Policy

are to:
a) provide efficient and effective communication mechanisms among man-
agement, staff, students and other stakeholders,
b) promote the coherence and consistency of information flow, internally
and externally,
c) minimize communication breakdown and delays including overseeing a
customer feedback programme,
d) promote the use of appropriate channels of communication and
e) disseminate research findings.
Secondly, the specific objectives of the University of Nairobi Communication
Policy are to:
a) interpret information emanating from the university and present it in a
useful and sustainable manner to enhance relations with stakeholders,
b) correct lapses in the flow of information between the groups both that
make up the constituency of the university and which constitute opposi-
tion to and competition with the university,
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 c) facilitate the role of the university in taking up its place in society as a 5.0 Communication Policy
gesture of cooperation in civil, educational and charitable situations,
and 5.1 Principles of good communication practice
d) facilitate the role of the university in articulating its interests and to
direct attention to its activities through the development of a visible, The university endeavours to provide its stakeholders with timely, accurate, clear,
long term community relations and outreach programme for research objective and complete information about its policies, programmes, services,
uptake. and initiatives. Consequently, to realize the universitys communication goal,
this policy outlines core principles of good communication practice as a guide to
4.2 Justification its stakeholders. It is appropriate to adapt these principles to suit the working
environment, however.
This policy emphasises professionalism in communication and serves as a guide
to members of the university community with respect to their responsibility
in serving the interests of the university. It therefore outlines the planned 5.1.1 Effectiveness
effort to influence opinion through good character and responsible performance The university shall ensure that all communication is effective and appropriate
based on mutually satisfactory communication. and shall convey information and respond to requests by stakeholders through
appropriate communication channels.
There is a need to gain public goodwill and acceptance as well as to sustain
and expand the market for university products and services. Cultivating and
enhancing confidence in dealer and distributor relations has the critical impact 5.1.2 Clarity
of protecting the reputation and integrity of the university. The university undertakes to transmit clear, uniform and easily understood
information, using as appropriate the university logo, corporate colours and
publications to reinforce, clarify or authenticate communication.

5.1.3 Pro-activity
The university shall continue to demonstrate leadership by proactively seeking
and engaging external contacts in areas of mutual interest in line with its vision
and mission.

5.1.4 Transparency
The university shall continue to be as transparent and accountable as possible,
disclosing reasons for decisions made, while the management shall openly
engage in dialogue as appropriate.

5.1.5 Efficiency
The university shall endeavour to ensure that all information duly reaches the
intended recipients.

5.1.6 Cultural awareness

As a national institution that is international in character, the university shall
continue to respect cultural diversity of all stakeholders in its communication.
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5.1.7 Responsibility The mass media is one of the most sensitive and key audiences of the university
because, if they carry clear information regarding the university, the university
The university shall endeavour to ensure that editorial operations and marketing can better be understood. To this end, the Corporate Communication Office will
of the universitys products, which constitute an integral part of the institutions seek to:
communication process, reflect a high level of accountability and responsibility.
a) provide accurate and objective information,
b) maintain an open-door policy culture,
5.1.8 Integrity c) package as newsworthy and current information coming from the
Internal and external communication, like all other university activities shall university, and
continue to be guided by high levels of integrity. d) monitor the media continuously.

5.4 Types and methods of communication

5.1.9 Best practices
Best communication practices call for clarity. All our communication processes
5.4.1 Internal communication
in the university must therefore be guided by the same values that characterize To maintain a good working environment for the realization of its vision and
the best communication practices worldwide. These practices are embedded mission, the university aims at facilitating efficient and effective internal
in the code of conduct and should be adhered to at all levels of university communication to staff and students as well as to all its stakeholders. In this
operations. respect, it will utilize, but not limited to utilizing, these three communication
channels:
5.2 The University Spokesperson a) Print media: newspaper articles and supplements, Varsity Focus, fliers
On all matters pertaining to the university, the Vice Chancellor is the and ad-hoc publications; this written communication will remain a vital
spokesperson. From time to time as and when necessary, the Vice Chancellor component of communication in the university.
may authorize other officers to be spokespersons. These officers will be fully b) Broadcast: documentaries, podcasts, advertorials, interviews, and spots.
informed on developments in the university requiring external communication c) New media: web-based communication; controls on these will be
or response. In this connection, heads of departments are expected to keep the professional at the level of content.
spokespersons appraised on significant developments in the university. All communication should be easy to understand and devoid of slang, obscene,
offensive or discriminatory remarks, ethnic slurs, or sexist innuendoes. At
5.3 Audiences the same time, the university shall promote e-learning as an avenue for
disseminating educational content.
The university has two types of audiences or publics: internal and external.
5.4.2 External communication
5.3.1 Internal audiences
The internal audiences of the university are staff and students.
5.4.2.1 Electronic communication
E-mail and the web are the primary modes of electronic communication
5.3.2 External audiences and constitute a key platform for external communication. The Corporate
Communication Office shall have the overall editorial responsibility for all
The external audiences of the university include the Government of Kenya, university websites. The content of the university web pages should always
the Commission for University Education, the ministry in charge of university be up-to-date, user-friendly and regulated to conform to the objectives of the
education, collaborating institutions, suppliers, industry, donors, development organization. The content must meet the set standard for web publishing as
partners, parents or guardians, alumni, and the general public. defined in the University of Nairobi System of Websites Policy.

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Further, the university shall encourage the use of emailguided by the rumours, speculation and insider lack of confidence that give the university
University ICT Policyas a way of engaging with external stakeholders. At the negative publicity. In these cases, appropriate crisis communication should
same time, the university shall encourage the generation of general podcasts enable the university to respond rapidly and effectively to potentially negative
and video clips for marketing and enhancing its corporate image; these must be situations.
authorised by the Vice Chancellor, however. Meanwhile, access to information
technology (IT) shall be made available to more staff, while the university shall Given the importance of crisis communication:
embrace the use of social media and blogging by the university community to
a) Only the Vice Chancellor or any authorized person shall give informa-
the external stakeholders.
tion to the media.
b) The Corporate Communication Office shall maintain regular contact
5.4.2.2 Public lectures with stakeholders and give advice where issues or developments ap-
pear to cause problems.
Public lectures are tools of delivery and engagement with external audiences. It
c) The Corporate Communication Office shall monitor local and interna-
is envisaged that the university shall continue to attract prominent personalities
tional news and events and advise the Vice Chancellor on issues or
and international academics wishing to interact and discourse with the university
events relevant to the university.
community. These engagements are critical to the enhancement of the image
of the university. 5.7.1 Crisis response

5.4.2.3 Meetings When a crisis occurs, the Vice Chancellor shall develop and advise on appropriate
strategies to deal with the situation and communicate appropriate information
The university uses meetingssuch as courtesy calls, meetings with to relevant stakeholders.
collaborating institutions, staff meetings, and governance and management
meetingsto communicate with stakeholders. Given the importance of 5.7.2 Crisis Communication Management Team
meetings for sharing of and passing on information, the university will regulate
meetings to ensure that the agenda, lists of participants, timing, and minutes In case of a crisis, the University Management Board and Senate shall become
or records are available, as it is appropriate to good communication practice. the Crisis Communication Management Team (CCMT) and co-opt other members
Where possible and appropriate, meetings should be covered through the as the situation may demand. The Corporate Communication Manager (CCM)
existing communication channels. shall be a member of the team. The CCMT shall constantly monitor, interpret
and manage issues with potential to escalate into crises and shall gather details
5.5 General guidelines for internal communication about crises and approve strategies for internal and external communication.

The university shall encourage openness in internal communication and sharing 5.7.3 Releasing information to the media
of information unless the content is deemed likely to compromise the interests
of the university. The Vice Chancellor will release relevant, appropriate and verifiable information
to the media regarding any crisis. The Vice Chancellor shall institute mechanisms
5.6 Flow of information to continually monitor media coverage and respond to accordingly.

The university shall encourage the use of communication channels that facilitate 5.8 Corporate Advertising
authentic dialogue and feedback.
Utilizing print, electronic and support media for corporate advertising, the
5.7 Crisis communication university shall use corporate advertising to continually promote a positive
image of and ensure observance of the best advertising principles and practices
The university shall continue to proactively prevent events that are likely to lead in the university.
to loss of stakeholder confidence and to take care of events stemming from

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The use of the university of Nairobi name and logo in advertising by collaborating 5.10.2 Supervisory and management staff
or any institutions without authority from the Vice Chancellor is prohibited and
shall be subject to legal action. All the supervisory and managerial staff shall ensure that:
a) all staff members are sensitized on the Communication Policy,
The production of promotional university items or material shall at all times b) communication systems and processes actively support the vision and
reflect the correct institutional name and logo. Where there are uncertainties, mission of the university,
the concerned parties shall consult with the Vice Chancellor. c) they act as role models by leading by example and demonstrating
good practice in all aspects of communication,
5.9 Branding d) effective, timely and appropriate feedback is provided to staff and stu-
dents,
As it is the case of the University of Nairobi, branding is a powerful identity tool e) they reflect on communication standards and practices within their re-
for any organization and should be clear to all its stakeholders. To maintain its spective teams and identify opportunities for improvement,
strong brand, the University will use the correct logo, name and staff uniforms f) they take action to ensure they are resolved amicably where staff and
as well as the right fonts and colour at all times to reflect the true identity to students raise issues of poor communication,
its stakeholders. g) there is effective communication between the staff, students and other
stakeholders,
5.10 Responsibility h) they support and promote a culture that encourages inclusion, trans-
parency and involvement of all concerned parties,
All staff are duty bound to make known the good name of the university, and
i) all staff members in their areas of responsibility have an understanding
all employees have a responsibility to demonstrate the institutional standards
of the strategic direction of the institution, faculty and service depart-
in communication.
ments, and
j) there is consistency, equity and parity in communication processes
5.10.1 Staff across the university.
Members of staff shall: 5.11 Monitoring and Evaluation
a) be aware of the communication policy and demonstrate the institu-
The Corporate Communication Office shall:
tional standards in communication,
b) demonstrate the principles of good practice, i. develop appropriate strategies for monitoring and evaluation of the
c) be responsible for ensuring that they communicate effectively and ap- Communication Policy,
propriately in line with the given standards of communication, ii. carry out annual evaluation on the implementation of the policy, and
d) be aware of the various methods of communication and utilize them iii. define the short-term, mid-term and long-term interventions based on
appropriately in their work, the outcomes of the evaluation reports.
e) tackle incidents of poor communication in proactive and constructive
ways, 5.12 Review
f) ensure that information is shared appropriately and in a timely manner,
and To enhance uniformity with national and international higher education aims,
g) consider carefully feedback in situations where stakeholders construc- this policy shall be reviewed every three years in line with emerging global
tively raise issues relating to poor or inappropriate communication, and trends in communication.
adjust their communication style appropriately and timely.

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