Communications Strategy
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Communications Strategy
July 2013
Version 1.1
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River Clyde Homes’ Vision
Our vision is to provide quality, affordable homes, in neighbourhoods we can be proud of and to deliver excellent services that make a real
difference for our customers.
River Clyde Homes’ Values CARES
Customer first, performance driven
Acting with integrity, being professional
Respect for each other, our partners and our environment
Embrace innovation, challenge expectations
Spend our money wisely
River Clyde Homes’ Objectives
Excellent customer experience
Sustainable homes and places
Improved energy efficiency and reduced fuel poverty
An efficiency company
A growing company
Safer and better supported customers
Diverse, committed & empowered workforce
Communications Strategy
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Version Control
Author Version Date Changes made / Comments
Keith Moore Draft 1.0 01 July 2013
Final 1.1 23 July 2013 Agreed by Board
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Communications Strategy
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Contents
1. Introduction ... 6
2 Background to Strategy ... 8
3 Context ... 9
4 Plan and Priority of Strategy ... 10
5 Implementation ... 12
6 Action Plans ... 13
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1 Introduction
Purpose of this strategy
1.1 Communication is a key function for River Clyde Homes and one that has been identified as a priority for improvement by customers, the workforce and partners. How we communicate has a big impact on the perception of the organisation. It is crucial our communication is regular, clear and consistent.
This strategy will provide a framework to assist communications both internally and externally. Whilst the Communications Strategy and media protocols were updated in October 2012, this strategy aims to be more action- led than was the case previously.
1.2 The strategy recognises that communication is a two-way process and that everyone within River Clyde Homes has a responsibility to communicate in an appropriate manner.
1.3 River Clyde Homes acknowledges that customers are at the heart of all its activities. We will maximise opportunities to gain customer insight, encourage feedback. We will be responsive to that feedback and communicate clearly all changes and improvements to service provision as a result by appropriate means.
1.4 The strategy aims to:
Ensure all internal and external communications are effective;
Provide successful mechanisms for two way communication;
Provide guidance to staff on methods and style of communication;
Develop a framework to enable targets to be set and the quality of communication to be measured;
Ensure information about River Clyde Homes (RCH) is open and accessible;
Ensure that all barriers to communications are identified and broken
down allowing easy access to all our information and our services for
customers, staff and partners.
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Impact of strategy
1.5 Once implemented, this strategy will, in a step-by-step way, improve
communications for customers, staff and partners leading to increased levels of satisfaction as to how, what and when we communicate.
1.6 Communications activities should have a very clear impact on all
stakeholders. We will target our communications appropriately and ensure that any barriers are identified and removed. Communications should be:
Clearly defined
Easy to access
Easy to understand
Available to all customers, staff and partners
Cost effective
1.7 Customers, staff and partners should be able to identify the impact their comments and suggestions have on the services provided by River Clyde Homes.
1.8 There will be costs attached to improving our communications activities.
These should be contained within current budgets although there is an
expectation that for communications technology based activities, extra monies may be required.
Links to organisational Vision, Values and Business Plan objectives
1.9 This strategy will provide the direction, capacity and plan for the company to deliver more effective communication of its vision, values and strategic objectives and will help to confirm progress in achieving our Business Plan outcomes.
1.10 This strategy will contribute towards the delivery of our ‘Steps To Excellence’
change programme; in particular the ‘Count Me In’ customer involvement initiative and the ‘Right Person, Right Place, Right Time’ organisational restructure.
1.11 Communications will play a major part in achieving our objective of placing
customers ‘at the heart of everything we do’; the development of a customer
led Communications Panel will help to ensure customers directly influence our
communication plans and activities in the future and will help to make sure our
communication is effective and relevant.
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2 Background
Current Approach
2.1 The previous Communications Strategy was approved by the Board in October 2012 and does not reflect the considerable change currently underway at River Clyde Homes. In contrast the new strategy has been directly shaped by current key priorities and plans such as the ‘Steps to Excellence’ change programme.
Achievements
2.2 It is too early to measure the success of the strategy; this will be undertaken over the coming year in a number of ways including the use of customer and staff satisfaction surveys; feedback from customer and partners at key events;
direct feedback from the customer led Communications panel, and the staff equivalent working group; as well as achievement of other key wider
organisational outcomes.
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3 Context
National and Local Drivers
3.1 National Drivers: There will always be outside influences which will affect the business of the association and therefore the communications activities. The communications function must be able to embrace and respond to changes, for example, in, government legislation, economic pressures, changes to the regulatory framework and developments in best practice in other housing associations. New technologies, or channel shifting, have an impact on customer expectations on how they access information and how they
communicate with the association. We must be prepared to respond to these changes and, where necessary, amend policies and actions. Effective
communications enhance our reputation within the sector and can influence policy at a national level.
3.2 Local Drivers: In addition there are a number of local drivers which will impact upon the communications strategy. River Clyde Homes works in close
partnership with Inverclyde Council, Police Scotland, Fire Scotland, NHS Argyll and Clyde and with many key local partners in Inverclyde Alliance. The development of joint plans and strategies will require communication
activities. However there is always the possibility that one organisation changing a procedure will place a new financial burden upon or increase the responsibilities of the association. These and similar changes could potentially impact upon our business and delivery plans. Our relationship with our
partners and the local media, in particular, is critical. It is important that we
build confidence and trust to improve the perception of River Clyde Homes so
we can work with partners to positively promote Inverclyde as a place ‘to
work, rest and play’ through our housing offer.
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4 Plan and Priority
4.1 When considering how to tackle the communications challenges facing River Clyde Homes it is appropriate to consider the short term, medium and long term direction in order to break down the strategy into manageable and achievable goals. However, in this instance, with the exception of the full redevelopment of the web and intranet sites, this is a one-year, short term plan. Medium and long term communication plans will be developed following the conclusion of the ‘Steps to Excellence’ change programme and the
resultant ‘normalisation’ of the organisation; this is likely to be in 12 month’s time.
4.2 Over the next 12 months the Communications Strategy will have two distinct strands:
Internal communications;
External communications
Both strands will seek to improve the effectiveness of communications, its impact and satisfaction with communication.
Throughout the strategy will be the need to achieve and demonstrate good value for money.
Our internal strategy will:
Ensure action is taken to highlight good practice amongst staff and to
celebrate where staff have gone ‘that extra mile’ for the benefit of customers;
Ensure ease of access for all staff, whether working in an office or out-of- office, to all River Clyde Homes communications;
Ensure that our staff can act consistently, effectively and appropriately in line with the values outlined in The River Clyde Way.
Our external strategy will:
Promote and develop the new River Clyde Homes family of brands –
‘OneCall’; ‘HomeFact’; ‘PropertyCare’; ‘ExtraCare, etc’;
Communicate and promote access to our services to our customers and
partners;
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Develop stronger relationships with our customers by demonstrating how we are listening to them, particularly through our ‘You Said, We Did’ campaign and involve customers in our key communications activities;
Raise awareness and better understanding of the role River Clyde Homes plays in developing communities in Inverclyde;
Build upon the already strong relationships with the local & national media and trade magazine outlets;
Develop the www.riverclydehomes.org.uk website to ensure that there is greater and improved information that is updated regularly and provides greater interaction for customers with effective access and to ensure that any barriers are removed;
3.2 While the Communications Strategy will be led by the Communications Manager, all our employees need to show a commitment to effective
communication with our customers, stakeholders and with each other. This is one of the commitments of The River Clyde Way, which all employees signed up at the 2013 Staff Conference.
3.3 We will ensure our communications are:
Open and honest;
Clear and easily understood;
Timely, up-to-date and trustworthy;
Written in plain English, without jargon;
Available in formats that suit customers’ needs and
Able to adapt to take account of customer feedback.
3.4 A Media Protocol was agreed by Board at the end of 2012. This will be
reviewed and made available to staff.
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5 Implementation
5.1 The SMT, the Communications Manager and all operational teams will have collective responsibility for delivering the strategy and action plan.
5.2 The action plan contained within this strategy will be monitored as part of the performance management framework and reported to the Senior
Management Team on a monthly basis and the Board on a bi-monthly basis.
Monitoring will be carried out against defined milestones and any reported on an exception basis.
5.3 The strategy will be reviewed quarterly by the customer led Communications Panel and the internal staff Communications Working Group.
5.4 This Strategy will be refreshed as a part of the annual business planning process; this will ensure that customer, staff and partner feedback is captured and used to keep the strategy and action plan current and relevant.
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6 Action Plans
Outcome – To provide excellent customer experience
Business plan priority Strategy Actions Lead Date by Links to other strategies
A new website Website to be partially redeveloped by October 2013:
Front page to be completely redesigned to facilitate easier access to information on current initiatives and activities. The pages behind will be developed in
association with the new teams as they develop and complete their SIP’s.
The focus will shift from passive information to more active usage to encourage customers to access services via the web, up to date performance information and forward notification of events and activities.
ICT Project Manager / Communications Manager
October 2013 Business Transformation Strategy
Customer Access and Feedback Strategy Equalities Strategy
Work on a completely revamped website will begin in association with ICT in January 2014 with a new site, including significant improvements to e-serve options
launched by April 2014. E-serve options to be developed to include access to rent accounts, improved payment options, ASB reporting, repairs reporting etc
ICT Project Manager / Communications Manager
April 2014 Business Transformation Strategy
Customer Access and Feedback Strategy Value for Money Strategy
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of branding on every aspect of the customer hubs from interior design, to signage, leaflets and staff uniforms etc;
ensure there are no barriers to access to services at the customer hubs including EA compliance, hearing loops, translation services and private interview facilities.
Customer Communications
‘Up Close’ magazine to be redesigned with the Communications Panel and to contain regular features to underline the change agenda such as a regular
‘You Said, We Did’ feature.
Explore the opportunities presented by social networking technology
One off bespoke communications to promote key messages and/or campaigns such as welfare reform or ASB
Communications Manager Publication dates: June, September and December 2013 and March 2014.
Customer Involvement Strategy
Business Transformation Strategy
Improved Customer Information
A new suite of service leaflets to be produced in conjunction with service managers once new standards are approved.
Communications Manager with service managers
October 2013 Sustainable Homes and Places Strategy
Safe and Independent Living Strategy
‘You said, we did’
Campaign
Focus through regular communications on capturing examples where customer comments have resulted in a change in the way we deliver services. Where a customer is agreeable, we will speak to them about their suggested changes and report
outcomes via Up Close magazine, web site, media campaigns etc.
Communications Manager and service managers
From July 2013 and on-going
Customer Access &
Feedback Strategy Customer Involvement Strategy
Communications Strategy
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‘Making a difference’
Campaign
Communicate and publicise our intention to make a difference in Inverclyde by
confirming on a consistent and regular basis how customer involvement and customer led scrutiny has made a difference to service quality and value for money.
Communications Manager / Executive and Governance Support Manager
From
September 2013 and on-going
Customer Involvement Strategy
Value for Money Strategy
“To Be The Best’
Campaign
Communicate and publicise our intentions to be the best in the sector; major internal communications initiative required starting autumn 2013.
SMT / Communications Manager / OD Manager
From November 2013 and on- going
Organisational Development Strategy
‘Count Me In’ Campaign .
Maximise awareness of the new
opportunities for customer involvement and influence; and for customer led scrutiny of services planning and delivery.
Communications Manager / Executive and Governance Support Manager
From July 2013 and on-going
Customer Involvement Strategy
Customer Access and Feedback
Sustainable Homes and Places
Outcome – To provide sustainable homes and places
Business plan priority Strategy Actions Lead Date by Links to other strategies
River Clyde Homes
‘Community Stars’
Campaign and Event
Develop a customer awards initiative and celebration; launch the campaign in January 2014.
Communications Manager March 2014 Customer Involvement Strategy
Sustainable Homes and Places Strategy
Effective communication of neighbourhood planning events and activities
Support neighbourhood planning activities and events; ensure wide publication of events, agendas, minutes, action plans;
develop area specific information including awareness of agreed neighbourhood plans; provide
mechanisms for reporting on progress in
Neighbourhood Planning and Delivery Manager /
Communications Manager
To commence September 2013 and on-going
Sustainable Homes and Places Strategy
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engagement; develop themed campaigns to develop enhanced community awareness of service priorities such as ASB; sensitive
allocations;
handypersons; ‘Winning In Neighbourhoods’ etc
initiatives via principal communications mechanisms; promote all RCH initiatives through press and media outlets including local and national media as well as trade publications; target of four news releases a month; support awards and accolades through communications activities ensuring awareness both internally and externally.
Organise two customer focussed carnival style events each year; one
spring/summer and one in the autumn.
Support Manager / service
managers Customer Access and
Feedback Strategy
Sustainable Homes and Places Strategy
Green Strategy Equalities Strategy
Maximise awareness across Inverclyde of investment plans and activities particularly SHQS works i.e.
‘Spending £1m a month on our homes’ campaign
Produce regular press releases; scheme openings / completions stories, involving customers and local councillors;
producing scheme banners and signs;
involving local schools and TARA’s in awareness raising initiatives
Neighbourhood Planning and Delivery Manager;
Communications Manager
From
September 2013 and on-going
Sustainable Homes and Places Strategy
Green Strategy
Business Development Strategy
Outcome – To become an efficient company
Business plan priority Strategy Actions Lead Date by Links to other strategies
Maximise participation in Customer Satisfaction Survey
Encourage maximum customer feedback;
ensure wide communication of results;
confirm actions in response to the feedback and results
SMT / Communications Manager
September 2013 Customer Access &
Feedback Strategy
Regular performance reporting and
benchmarking comparisons to
customers and partners
Ensure widespread and regular reporting of performance and benchmarked
information to customers and partners via website; ‘Up Close’ magazine; ‘RCH Matters’ etc; include plans to improve
SMT / Finance and Incomes Manager / Communications Manager
From September and on-going
Customer Access &
Feedback Strategy Value for Money Strategy
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value for money and efficiencies. Sustainable Homes and
Places Strategy Produce Annual Accounts
and Customer Impact Assessments
Design and publish annual accounts for financial year 2012/13 and 2013/14;
launch first ever Customer Impact Assessment for 2013/14 with the Communications Panel
SMT / Finance and Incomes Manager /
Communications Manager / Communications Panel
August 2013 / August 2014
Statutory requirement
Customer Involvement Strategy
Maximise partner support for communication activities and events
Encourage partner financial contributions towards relevant events and activities;
develop advertising in ‘Up Close’; seek partner sponsorship of key events, campaigns and activities.
SMT / Communications Manager
From September 2013 and on- going
Value for Money Strategy
Business Development Strategy
Promote Choice Based Lettings
Support the CBL Project Plan; ensure the effective communication of the new lettings scheme and the marketing of void properties.
Lettings Manager /
Communications Manager
From January 2014
Sustainable Homes and Places Strategy
Outcome – To become a growing company
Business plan priority Strategy Actions Lead Date by Links to other strategies
Re-enforce our Corporate Identity: E-mail; letters;
written communications;
signage etc
Ensure that all e-mails, written communications, letters etc contain standard requirements and predefined information such as awards and accolades..
Communications Manager September 2013 Customer Access &
Feedback Strategy
Business Development Strategy
Promote and market our non social housing services offer: leasehold management / factoring services; repairs and maintenance;
personalised services etc
Design and implement a number of bespoke marketing campaigns to promote interest in our non social housing services offers; to maximise take up and develop new sources of income.
Business Growth Manager / Communications Manager
April 2014 onwards
Business Development Strategy
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Handbook; Customer Handbook
Complete and publish new Repairs Handbook; and same for Customer Handbook confirming a range of service standards and the River Clyde Way;
publish in a range of formats including
‘youtube’, the website; printed versions;
poster versions.
Communications Manager / Head of Customer
Excellence / PropertyCare Manager
April 2014 Customer Access and Feedback
Sustainable Homes and Places
Support achievement of 80% customer profile information
Ensure maximum customer profiling through a “getting to Know You’
campaign; include door to door calling / outbound calling via the contact centre;
bespoke letters and surveys; on-line feedback
Head of Business Transformation /
Communications Manager
October 2014 Safe and Independent Strategy
Sustainable Homes and Places
Awareness of new ‘One Call’ service as a 3rd party reporting centre for hate crime and domestic violence
Promote ‘One Call’ as a 3rd party reporting centre via local media; website and ‘Up Close’ magazine; ensure partner awareness
One Call Manager / Respect and Responsibility Manager / Communications Manager
October 2014 Safe and Independent Strategy
Sustainable Homes and Places
Ensure awareness of welfare reform impacts;
including sources of advice and support for our customers
Ensure awareness of welfare reform impacts via the website; ‘Up Close’
magazine; RCH Matters; staff briefings;
work with partners; bespoke letters from teams; and at the new ‘customer hubs’ via posters and TV screens
SMT / Communications Manager
From July 2013 and on-going
Safe and Independent Strategy
Sustainable Homes and Places
Value for Money Strategy
Outcome – Diverse, committed & empowered workforce
Business plan priority Strategy Actions Lead Date by Links to other strategies
Promote awareness and participation in new RCH
Support participation in new staff awards scheme via ‘RCH Matters’ staff magazine,
OD Manager /
Communications Manager
September 2013 OD Strategy
Communications Strategy
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Develop and support staff intranet
Develop an interim phase 1 intranet, web based ‘Staff Zone’; phase 2 to be ‘outlook’
based – intranet to contain policies / procedures / strategies / guides / RCH Matters / ‘Ask the Chief’ facility etc
OD Manager /
Communications Manager
Phase 1: July 2014
Phase 2: April 2014
OD Strategy
Business Transformation Strategy
Establish a
communications working group for ‘RCH Matters’
Monthly publication of staff newsletter;
cross team / Directorate input and ownership; focus for monthly team meetings in line with published Management Arrangements
Communications Manager / Communications Working Group
November 2013 OD Strategy
Establish and support
‘Ask The Chief’ facility Develop an on-line method of anonymous staff queries and questions to the CEO;
answers posted on the intranet.
Communications Manager From July 2013 and on-going
Organisational Development Strategy
Establish and support Team RCH Staff Briefings
Initiate Team RCH briefings across all teams; bi-monthly and involving all staff;
particular focus on the ‘’Steps To
Excellence change programme and River Clyde Way. Employee of the Month to be confirmed at the briefings,
CEO / Executive and Governance Support Manager / SMT
Communications Manager and service managers
From July 2013 and on-going
Organisational Development Strategy
Communications Protocol Review the protocol to ensure it meets current requirements; ensure all staff are provided with a copy of the finalised document.
Communications Manager November 2013 Organisational Development Strategy
Establish annual Staff Awards event and celebration
Support and promote annual staff event to promote performance, customer care,
‘going the extra mile’ and best practice.
OD Manager / SMT / Communications Manager
December 2013 Organisational Development Strategy
