Cornwall Housing Communication Strategy 2013-2017This three year strategy will make sure all...

Cornwall Housing Communication Strategy 2013-2017

Resources

Cornwall Housing Ltd 2 Version Author/s:

Current document status Status Draft Reference VB/Dec13 Last reviewed Document type Strategy Document location Area applicability All areas

Version history

Version Version created

Date approved

Date for review

Author/s Approved by

Revised by

1.0 Dec 13 VB

Equality impact assessment record

Date Type of assessment conducted

Stage/level completed

Summary of actions/decisions

Completed by

Impact assessment review date

Dec 13

Full Complete V Brooke

Dec 14


Notes Legal influences on this policy Non-legal influences on this policy Other documents linked to this policy

• Tenant Participation Compact • Cornwall Council’s Information Security Policy • Cornwall Council’s Internet Policy • Cornwall Housings Internal Communication Strategy • Cornwall Housings Social Media Policy • Cornwall Housing Guide to Using Our Logo • Cornwall Councils Communications Strategy • Our Visions and Values • Cornwall Council Style Guide • Website Development Strategy • Cornwall Council’s Computer Access and Usage Policy

http://cornwallcouncilintranet.cc.cornwallonline.net/default.aspx?page=4945


Table of contents

Introduction 5

Context 5

Cornwall Housing key aims and objectives. 5

Who are our target audiences? 6

Where are we now? 8

Ongoing challenges 8

Strategic objectives 9

Consultation and engagement 11

Monitoring and effectiveness of the strategy 11

Equality and diversity 11

Appendix A: Communication Action Plan 13

Alternative Formats 17


Introduction Excellent communication, good quality publicity and effective public relations are vital to the on-going success and reputation of Cornwall Housing. It is particularly essential that clear messages are transmitted to Cornwall Housing’s customers and potential customers so they know what services are available and how these can be accessed. This strategy is designed to improve communication between Cornwall Housing and its customers and stakeholders. This will be achieved by linking a range of communication led objectives with the organisation’s aims, using the latest communication tools available. This three year strategy will make sure all communications activities support and embed our vision, and strategic objectives. It will be reviewed once a year to reflect developing objectives and the principles set out in the Cornwall Housing Business Plan.

Context The way in which organisations communicate with customers and stakeholders is changing. The biggest innovations in communication include:

• Social media; • Website development; • Smartphones (plus games and applications or apps); • Online videos; • Webinars; • Online publications; and • Forums and online communities.

This strategy compliments Cornwall Housings Social Media Policy and will enable Cornwall Housing to reach audiences using innovative and cost effective communication channels. Cornwall Housing key aims and objectives. These are: Number Key aim and objective 1 To be a high performing housing company providing exemplar

service to the population of Cornwall. 2 To be an ambitious, innovative and business focused organisation. 3 Be a successful employer that our staff want to work for. 4 Provide an assured future for social housing in Cornwall. 5 Offer a one stop approach for housing services. 6 Listen, learn and respond to our tenants and customers to ensure

we meet their needs. 7 Alleviate homelessness and invest in communities.


These objectives mean that we will:

• Improve the publics experience with Cornwall Housing-through direct contact, the media or other channels;

• Give people the information they need about services and how to access them;

• Listen and act upon people’s views; • Use the right channels to suit people’s needs and explore new

channels; • Use customer feedback systematically to influence outcomes; • Promote Cornwall Housing as ambitious innovative and business

focused; • Increase advocacy from within and outside the organisation through

strong internal communications and engagement. Delivering clear narrative to stakeholders via media and other channels on Cornwall Housing objectives, achievements and challenges;

• Support democracy and communities; and • Engage in more face to face engagement with the public,

stakeholders and staff.

Who are our target audiences? Audience Key messages Our key communication

objectives Tenants, customers, prospective customers & leaseholders

• What we offer them, • How to access our

services, • Where to go for

advice.

• Cornwall Housing offers a one stop approach for housing services.

Staff, Board and Trade Unions

• What we offer, • How to access our

services, • Where to go for advice

• Cornwall Housing offers a one stop approach for housing services.

Local residents and community groups

• How to become involved,

• The benefits of involvement for Cornwall Housing and the community.

• We listen, learn and respond to our tenants and customers to ensure we meet their needs.

The media • Cornwall Housings brand and identity.

• We are honest and trustworthy.

Cornwall Council, local Councillors and MP

• How are performing, • What we are doing to

ensure delivery of a value for money service.

• Cornwall Housing is a high performing housing company providing exemplar service to the population of Cornwall.

Partner organisations

• How we can work together.

• We want to work together to benefit the communities and


population of Cornwall. Other social housing organisations

• Innovative developments to ensure Cornwall Housing is a high performing company who lead the way in social housing in Cornwall.

• We provide an assured future for social housing in Cornwall.

Regulatory/accrediting & funding bodies

• What we are achieving.

• Cornwall Housing is a successful employer that our staff want to work for.

Central and local government offices

• How are performing.

• We provide an assured future for social housing in Cornwall.

Private tenants/owner occupiers

• How they can help to build closer communities in Cornwall.

• We are working to alleviate homelessness and invest in communities.

Communications produced by Cornwall Housing are designed to meet the needs of these different target audiences and contribute to delivering the Governments “Digital by Default” objectives which focus on encouraging people to access services electronically. Cornwall Housing communications and marketing work takes into account Cornwall Councils communication policy. This approach ensures a good working relationship with the Council’s corporate communications team to share best practise and publicity opportunities. Currently Cornwall Housing is comprised of several services within which there are smaller teams. The teams operate from many different office locations and as a result communicating in a consistent, timely manner is a real challenge. Cornwall Housing’s communication, PR and marketing work aims to compliment Cornwall Council’s communications strategy; this approach ensures a good working relationship with the Council’s corporate communications team to share best practice and publicity opportunities and promote a positive image for Cornwall Housing.


Where are we now? It is 18 months since Cornwall Housing was formed and some measures are already in place to ensure that communication is improving. This includes:

• Phase 1 of the staff restructure has been completed; • We have improved our website to ensure information is correct and

more accessible; • Implementation of the new Cornwall Housing intranet which is

accessible to Cornwall Council staff who also provide Housing information from the Councils One Stop Shops;

• The agreement and communication of the new Tenants Compact; • The first Cornwall Housing customer STAR survey seeking customer

feedback was sent to customers in October & November 13. An action plan will be communicated as a result;

• Our first Cornwall Housing Staff survey was sent to all staff in September 13. Feedback and an action plan will be set up as a result; and

• Most telephony is now dealt with by our specialist in house team who aim to deal with the majority of enquiries at the first point of contact.

Ongoing challenges We have recognised that we may have the following communication challenges:

• Colleagues work from many office locations and work different hours which present many communication challenges;

• We need to develop consistency of communication given the different work locations and working styles in operation;

• More work is required to ensure a flexible approach that works and reaches all staff and customers regardless of the geographic spread of home and office locations;

• Use of a wide range of communication mechanisms to ensure we communicate and engage with all customers who prefer traditional methods of communication;

• Ensuring that the diversity of customers are represented and included in various customer focus groups;

• Working smartly around communications, providing value for money; and

• Determining and selling the Cornwall Housing brand. Our vision-To deliver high quality homes and housing services to the communities of Cornwall


Strategic objectives Communication objective

This will include

To improve communication by optimising customer access

• Promote options for accessing services effectively and encouraging more customers to access information on-line;

• Use the website to communicate information clearly and in a well-structured way;

• Recognise and reach digitally excluded customers;

• Ensuring communications are in line with the Cornwall Housing’s branding guidelines;

• Review all hard copy communications regularly to identify the scope for efficiencies and to ensure customers receive timely and well planned communication; and

• Promote partnerships with relevant organisations such as Cornwall Council One Stop Shops and CAB.

To use the latest developments in technology to improve efficiency and engage with harder to reach stakeholders

• Use social media to communicate key messages to stakeholder groups who emerge as users, complementing but not replacing traditional media channels;

• Develop the website into an efficient and easy to use self- service portal for on-line services and downloading of publications;

• Encourage customers to ‘channel shift’ to more effective and less costly ways of engaging with services;

• Consider using on-line forums for feedback in reviewing services, allowing harder to reach groups to participate in on-line consultation;

• Research target audiences and relevant media channels to develop bespoke marketing plans for new initiatives; and

• Reviewing the social media offering from peers to take on board emerging good practice and further develop Cornwall Housing’s Media Strategy.

To proactively develop and nurture media relations

• Build long term relationships with the media to ensure they are supportive of Cornwall Housing’s work, maximising the likelihood of positive coverage and minimising negativity;

• Supply positive press releases to the media to promote Cornwall Housing and its services;

• Ensure timely responses to media enquiries


so Cornwall Housing’s statement are included in press articles; and

• Make effective use of the trade press by showcasing innovation.

To ensure all communications are produced efficiently, sustainably and with the minimum impact on the environment

• Ensure more information is available digitally to reduce paper wastage (printed copies also available);

• Publication of our Digital strategy for Cornwall Housing linked to CC;

• Implement social media policy; • Develop Facebook as a customer access

channel to deliver more accessible service and value for money;

• Timetable advertising campaigns for: o New builds o Universal credit o Events

• Annually review publications to reduce duplication and encourage merging, where appropriate.

To influence policy makers and key stakeholders locally, regionally and nationally

• Raise the profile of Cornwall Housing through regular communication with local Councillors and MPs that builds relationships, ensures they understand Cornwall Housing’s role and potential for new business and that assists them when dealing with constituents’ enquiries;

• Work with bodies such as the National Federation of ALMOs to lobby civil servants and politicians, ensuring the interests of the ALMO sector and Cornwall Housing are promoted;

• Continuously scan the policy horizon and producing briefings for senior staff to assist them in preparing for change; and

• Maintain a detailed knowledge of the interests of local MPs and Councillors and producing targeted communications material/arranging bespoke events to promote Cornwall Housing’s work and key messages in a way that will interest them.


Consultation and engagement We believe that services for tenants, leaseholders and our wider customers are improved when customers themselves are continuously involved in this development. The Communications Team will work with the Consultation and Engagement team to help deliver commitments around communication in the Tenant Participation Compact, Strategy and Policy:

• Develop a tenant and leaseholder participation toolkit; • Assist the team to promote the benefits of customer participation to

Cornwall Housing employees and develop initiatives to encourage them to sign up customers;

• Ensure there is reference to tenant and leaseholder participation on all communications sent from Cornwall Council; and

• Provide and maintain a comprehensive section on the Cornwall Housing website dedicated to customer involvement.

Monitoring and effectiveness of the strategy It is the responsibility of the Communication manager to deliver this strategy, to monitor its success and review and report performance on an annual basis. Performance monitoring will include:

• Customer satisfaction levels using the STAR survey; • Changes in customer behaviour following communications; • Readership levels of key publications, measured by response to

questionnaires and website” hits” ; • Media monitoring to track the extent of positive and negative

coverage; • Monitor visitor numbers to the Cornwall Housing website and intranet

pages and the number of “likes” and “followers” of its social media pages; and

• Monitoring the number of customers requesting documents or information in alternative formats or languages.

As other forms of communication become available we will produce a suitable monitoring of the communication medium.

Equality and diversity We will make sure the diversity of our communities is taken into account in the way we choose to communicate with our customers, and be sensitive to different cultural needs. We will endeavour to communicate and engage with customers who are “harder to reach”.


Printed materials are only provided in languages other than English and in alternative formats when requested. Details of how to do this can be found on the cover of any Cornwall Housing literature. Cornwall Housing through Cornwall Council will provide information in other languages, using interpreters or translators as required. This includes providing British Sign Language interpreters as required. Alternative formats can be provided including for example provision of the newsletter on a CD, tape or in Braille. Our Cornwall Housing website has been designed to ensure that it is accessible to everyone. Cornwall housing follows clear print good practice guidelines in relation to font and accessibility. Where it has been identified that customers have low literacy levels, these customers are provided with verbal communication rather than printed material. To assist other customers who have low literacy levels, information is accessible to everyone, regardless of background or ability, and is written using jargon free, plain English.


Appendix A: Communication Action Plan

Our

Objectives What are we going to do?

Communication Channel

Responsibility Date Monitoring & review

1 To be a high

performing housing company providing exemplar

service to the population of

Cornwall

Promote the services we

offer

Team Bulletin RWD End of each

month

Conduct satisfaction

surveys

Staff newsletter

RWD

Jan April July

October

Customer feedback

through Tell us what you

think and social media

Report performance and actions

Website PW-page owners

Ongoing

Review and report KPI information

Intranet PW-page owners

Ongoing

Tenants newsletter

RWD

March June Sep Nov

Annual report DLT/VB/RWD/D

B/EW/TH Sep

Changes to ILS

Board update figures

DB/RWD

May/Sep

TBC

Mailing to customers

NM

Dec 13

Team Bulletin NM/RWD Jan 14 Website FAQ NM Jan 14

Article for Tenants

Newsletter NM/RWD Feb 14

Training TSO NM/VB/TSO Feb 14

Enforcement

Article for tenants

newsletter each quarter

AF/RWD

Quarterly

TBC

Welfare reform

Team Bulletin

SN/RWD

Monthly

TBC

Article for newsletter each

quarter plus timetable of

events listed in Welfare reform Communication

strategy

SN/RWD

Quarterly


Rent collection

Team bulletin LH/RWD

Monthly

TBC Article for

newsletter each quarter

LH/RWD

Quarterly

Gypsy and Traveller

Regular article for tenants newsletter

TH/RWD Quarterly

TBC

2 To be ambitious, innovative

and business focused

Agree our position

regarding facebook

Tenants Newsletter

Team bulletin Website

Social Media Local and

National media

DLT/VB

April 14

Number of followers,

likes dislikes etc

Close working with the NFA to promote our service and brand

Team bulletin Tenant

newsletter Website

DLT/VB/RWD/PW

Ongoing

Number of positive

media stories

3 To be a successful

employer that our staff want

to work for

Communicate action plan as a result of the staff survey

Team Bulletin Intranet

Staff newsletter

DLT/SMT/TG

Jan 14

Impact and effectiveness of

internal communications and satisfaction

levels using annual survey

Hold staff focus groups

Staff Wellbeing group held bi

monthly

VB

Bi-monthly

Annual staff consultation

and engagement

Events to be held at all locations

JB/DLT/VB/EW

March 14

Staff suggestion scheme/Ask

Jane

On line suggestion

scheme with suggestion boxes

at depot locations-feedback

published in monthly team

bulletin

JB/DLT/PA’S/RWD

Monthly

Recognition scheme

Link to pay and rewards-info to be confirmed

Thank you’s to

go in staff newsletter

JB/DLT/RWD Quarterly


4 Provide an assured

future for social housing

in Cornwall

Communicate information regarding new builds

“Coming soon” notice board on

website

MR/PW

Jan 14

Customer feedback &

positive media messages

Tenants newsletter

MR/RWD

Leaflets drop to local people on

the housing register

LS?

Media press release & event

MR/RWD NB/JB/Directors/VB/PW/RWD

Feb 14

Paint and repair

contract

Press release/photos

MB/NO/VB/PW/RWD

Jan 14

Team bulletin RWD Jan 14 Website PW Jan 14 Tenants

newsletter RWD March 14

5 Offer a one stop approach

for housing services

Promotion of website

Newsletter Website

JB/DLT/VB/PW

Quarterly

Website and social media

likes followers etc

Use social media to

communicate key messages

Social media

TBC

TBC

Use of on line forums

Newsletter Website

TBC

TBC

Accommodation review-head office

Bodmin

Tenants Newsletter Website Intranet

JB/DLT/VB/RWD/PW

March 14

6 Listen, learn and respond to our tenants

and customers to ensure we meet their

needs

Promotion of the “Tell us what you

think policy”

Newsletter Website

VB/PW

TBC

KPI performance information

Proactive

community consultation

and engagement

Planning at the time of writing-

TBC

EW

TBC

Surveys and STAR survey

feedback

Use of focus groups

Planning at the time of writing-

TBC

TBC

TBC

TBC


7 Alleviate homelessness and invest in communities

Promotion of the Gold service

standard How to apply for housing

Information in Team bulletin

JC/RWD

Feb 14

TBC

Train support teams

JW/SR

Feb 14

Article needed for Tenants newsletter

JC/RWD

Feb 14

Information to go on website

JC/PW

Feb 14

Provide a comprehensiv

e on line Enhanced Housing

Options tool providing tailored Housing

advice with possible options

Production of video for website

JC/PW

Feb 14 TBC

Rough sleeper TBC MV Dec 13 TBC STAR (short

term accommodati

on and resettlement)

Allocations policy review

Homeless transition

fund


Alternative Formats If you would like this information in another format or language please contact us on our postal address below. Contacting Us: Telephone: 0300 1234 161 Text: 07941 712 712 Email: [email protected] Postal Address: Cornwall Housing, Higher Tenant Road, Wadebridge, PL27 6TW Or visit the website on www.cornwallhousing.org.uk You can also visit us at any of Cornwall Housings One Stop Shops or our housing offices at: Trewithan House Greenbank Lane Liskeard PL14 3HG

Carrick House Pydar Street Truro TR1 1DP

mailto:[email protected]

Cornwall Housing Limited

Agenda No: 6

Report to: Customer Focus Committee

Date: 20 March 2014

Title: Communications Strategy

Author: Vicky Brooke Role: Communication Manager

Contact: 441600/ [email protected]

For Board reports only

Committee:

Date:

Recommendations:

1.Strategy for approval

1. Executive Summary:

The Communication Strategy links to Cornwall Housings 7 key priorities and objectives and explains how these will be delivered in terms of external communication. It provides detail about how we will improve communication and also how we will make use of the latest available communication tools. These tools include traditional forms of communication for example letters, newsletters, telephone, leaflets etc and also:

• Website development • On line publication and videos • Social media

The Communications Team will work with the Consultation and Engagement team to help deliver commitments around communication in the Tenant Participation Compact, Strategy and Policy. This will include:

• Developing a tenant and leaseholder participation toolkit; • Assisting the team to promote the benefits of customer

participation to Cornwall Housing employees and develop initiatives to encourage them to sign up customers;

• Ensuring there is reference to tenant and leaseholder participation on all communications sent from Cornwall Council; and

• Providing and maintaining a comprehensive section on the Cornwall Housing website dedicated to customer involvement.

2. Background and Cornwall Housing Objectives:

Strategic objectives include:

• Improving communication by optimising customer access • Use the latest developments in technology to improve efficiency

and engage with harder to reach stakeholders • Proactively developing and nurturing media relations • Ensuring all communications are produced efficiently, sustainably

and with the minimum impact on the environment • Influencing policy makers and key stakeholders locally, regionally

and nationally

3. Decision and Supporting Information (Including Options):

Appendix A is the action plan and activities calendar for the next 12 months, linked to organisational objectives.

4. Financial Implications and Budget:

N/A

5. Other Resourcing Implications:

a. HR/Staffing – The Communications Manager, Communication

Officer, Communication Team Leaders and Web Development Officer will respond to Social media enquiries. It is anticipated that by using facebook/twitter as a means of communication, telephony call volumes will reduce.

b. Information Services – The Web Development Officer works

closely with the Communications team as above. 6. Legal Implications:

N/A 7. Equality Impact Assessment:

Positive impacts as customers have more choice regarding how they wish to communicate with us and access our services. 8. Significant Risks:

Once we engage in social media we will need to make sure that we control and monitor posts to mitigate reputational risk. 9. Consultation:

Tenant representatives, staff and directors have been consulted

10. Board committee: (For Board reports)

Supporting Information

Appendix 1: Communication Strategy 2013-2017 Background Papers: None Approval and Clearance of Report

Report cleared by: Emma Blatchford (Head of Resources) Date: 11 March 2014

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