TORONTO COMMUNITY HOUSING
2018 STRATEGIC COMMUNICATIONS PLAN
This plan describes how Toronto Community Housing Corporation (TCHC) will
inform, educate and engage its key audiences about how the company is
implementing its strategic priorities of quality homes, vibrant communities and
service excellence, and working to be more tenant-centric, responsive and
accountable.
Clear, consistent, timely and effective communications will support TCHC in
delivering the objectives and actions identified in its 2018 business plan. Those
objectives include:
Clean, well-maintained buildings
Tenants feel safe in their communities
Well-managed tenancies (with a focus on supporting vulnerable tenants)
Partnerships that build better neighbourhoods
Improved tenant engagement and communications
Improved employee engagement and accountability
Managing risk and using resources efficiently
SUMMARY
External (including TCHC tenants)
Using mainstream media, social media and direct communications, TCHC will
reach key external audiences, including tenants, with messages about how
TCHC is working to improve the safety and well-being of its tenants through
housing repairs, service improvements and partnerships that are expanding
tenant access to services, supports and opportunities. We will communicate
both on our own and with the City of Toronto and our many partners.
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We will implement a protocol to guide how Toronto Community Housing
communicates with tenants about matters that affect them. The protocol will set
clear standards for proactive communications that will apply across the
company, and provide staff with guidelines and tools that support clear, timely
and effective communications.
Internal
Using print, email, web-based and face-to-face channels, TCHC will inform and
engage its team members on the company’s strategic priorities and business
plan, and on its commitment to strengthening employee engagement and
manage the implementation of transformative changes within the organization. A
key focus will be in supporting middle managers and supervisors to engage in
effective two-way communications with their teams. We will also provide tools
and supports to help frontline staff to communicate effectively with tenants.
COMMUNICATIONS OBJECTIVES
Build public confidence and trust by improving perceptions of the
company, and countering negative perceptions, by telling stories about
how we are changing to be more tenant-centric, responsive and
accountable.
Build awareness of how TCHC is working to repair, renew and replace its
aging housing stock to improve living conditions and quality of life for its
tenants.
Inform and educate tenants on matters that affect their tenancies, their
safety and well-being, and their buildings/communities, leveraging
opportunities for two-way communications wherever possible.
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Build understanding and engagement among staff and tenants about the
changes being made through the Tenants First project, leveraging
opportunities for two-way communications wherever possible.
TARGET AUDIENCES
Internal
Board of Directors
Managers and employees
Union partners
Tenants
General tenant population
Tenant reps and councils
Tenant associations
Tenant leaders
Tenants affected by relocation
Youth, seniors, families
City of Toronto
Mayor, Deputy Mayors and Council
City Manager, Deputy City Managers
Shelter, Support and Housing Admin.
Affordable Housing Office
Tenants First project team
External
The public, through:
Mainstream media
Community and ethnic media
Trade publications
Social media
Opinion leaders
Elected officials
Partners
City of Toronto ABCs and partners
Housing sector partners
Not-for-profit sector partners
Private sector partners
Government partners
THEMES AND KEY MESAGES
Themes
Toronto Community Housing’s strategic communications in 2018 will focus on
these themes:
Providing tenants with clean, safe, affordable homes in good repair
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Working to keep our buildings and communities safe
Connecting tenants to services, supports and opportunities through
partnerships
Supporting vulnerable tenants to have successful tenancies
Delivering better service by being more tenant-centric and responsive
Engaging tenants through timely and proactive communications
Managing change to engage and empower our employees
Key messages
Toronto Community Housing is entrusted with a significant responsibility: To
provide clean, safe, secure homes in good repair to more than 110,000 Toronto
residents, including some of our city’s most vulnerable citizens.
Nearly four per cent of Toronto’s population lives in our housing. We are an
essential part of the fabric of our city and its social system.
As a social housing provider, we have a duty to connect tenants to services and
supports so they can stay housed and enjoy a better quality of life.
Our 2018 budget will benefit tenants through record-level funding for capital
renewal that will ensure no more permanent closures of units, and strategic
investments to improve service delivery and access to services, enhance fire
safety in all our buildings and refresh our information technology to be more
responsive and efficient.
We will add more frontline staff in 2018 to improve cleaning and maintenance
services, reduce the time needed to prepare vacated units for new tenants, and
better connect tenants to services and supports.
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Our goal is to become a more tenant-centric, responsive organization, one the
entire city can be proud of.
See Appendix 1 for more on themes and messages.
STRATEGIES AND TACTICS
Strategy: Generate positive impressions of TCHC through proactive media
relations, social media, thought leadership and direct communications, with a
strong focus on joint communications with the City and with partners.
Tactics
Develop and execute proactive media relations with mainstream media to
build understanding of and support for TCHC. Use a full range of activities,
including news conferences, media events, targeted interviews, walkabout
tours with reporters, op-ed articles and long-lead features.
Broaden and enhance positive media coverage beyond the mainstream
media through proactive outreach to multicultural, community and trade
media.
Use targeted social media and direct communications (e.g., newsletters
and posters) to inform tenants about programs, services and opportunities
in their communities.
Continue to use digital platforms (website, e-newsletters) and social media
channels (Twitter, Facebook, Instagram, YouTube, LinkedIn) to engage
existing audiences and build new audiences.
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Identify and leverage opportunities for proactive joint communications with
City of Toronto, the Mayor and City Councillors, the federal and provincial
governments, existing and new partners, and housing stakeholders.
Create a communications calendar of opportunities/events to promote
effective planning, coordination and alignment of all TCHC external
communications.
Strategy: Mitigate reputational risk through disciplined issues management,
including timely responses to emerging issues and proactive strategies to “get in
front” of issues we can foresee.
Tactics
Manage issues by developing effective and timely responses in
collaboration with key stakeholders, including the City.
Keep the board informed on issues and TCHC’s response, as well as on
how we are engaging tenants, the City, stakeholders and partners.
Work with the CEO, the Board chair if appropriate, executive leaders and
affected internal stakeholders to respond to issue-based media requests in
a timely, effective way.
Maintain effective communications channels to keep the Mayor’s Office,
City Councillors, the City Manager and senior City executives informed
about issues and opportunities (“no surprises”).
Deliver effective communications during emergency responses and
service disruptions, guided by TCHC’s incident/crisis response plan.
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Clearly identify who speaks for TCHC in the media on specific issues.
Provide direction and support to team member on how they should
redirect media requests to Strategic Communications, and how they
should inform Strategic Communications on emerging media issues.
Strategy: Proactively plan and deliver communications that provide tenants with
useful, timely, and reliable information in plain language to support successful
tenancies, safe and healthy communities, and improved quality of life.
Tactics
Use print, electronic and face-to-face channels to inform tenants and
engage them in constructive dialogue about:
Progress and results through our building capital renewal plan
Tenant education campaign on fire safety and fire prevention
Tenant communication campaign on changes to the tenant
engagement system
Improvements to safety and security (e.g., digital cameras)
Milestones in our six active community revitalization projects
Energy retrofits to improve tenant comfort, and reduce utility costs
and greenhouse gas emissions
Services and supports for vulnerable tenants in the community
Improvements to service delivery and business processes
Changes in TCHC policies (e.g., transfer policy)
Community development programs
Active living and youth employment programs
The Tenant Charter / customer service standards
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Plan and deliver community meetings and town halls so that TCHC
leaders, managers and frontline staff can hear directly from tenants about
their issues and ideas.
Ensure tenant communications meet legislated standards for accessible
communications and TCHC’s standards for clear language and design.
Produce and mail a tenant newsletter with useful, helpful information for all
tenant households up to four times a year.
Create low-cost tools and processes (such as an opt-in email distribution
list) to improve direct communications with tenants using digital channels.
Continue to improve products and processes for service disruption and
repairs notices (e.g., 24-hour notice of entry) in collaboration with all
internal partners.
Continue to consult tenants on how best to communicate with them by
seeking advice and input through TCHC’s tenant engagement channels.
Continue to translate, on request, communications materials for tenants,
and build a database of predominant second languages in buildings so we
can consistently provide translated materials to these communities.
Strategy: Build a common understanding among all TCHC employees about
how their work helps TCHC to deliver its mission and priorities, leveraging
opportunities for two-way communications wherever possible.
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Tactics
Keep staff informed in an open, timely, respectful manner, using a range
of channels: print, email, the intranet, and meetings led by the President
and CEO, executives and managers.
Equip managers and supervisors with the tools to communicate with staff,
and give staff the tools they need to communicate with tenants and
stakeholders (e.g., key messages, Q&A, “meeting in a box” planning kit).
Use face-to-face communications to promote staff engagement through
regular staff meetings at the work unit, divisional and company-wide level
(i.e., all staff meetings or videoconferences).
Showcase best practices, milestones and successes, and celebrate staff
accomplishments, in stories published in the biweekly staff email
newsletter (In the Know) and on the intranet (inHouse), and presented at
staff meetings.
METRICS
Number of positive media stories placed through proactive media relations.
Target is that the total number of targeted positive stories placed in print
publications and electronic media exceeds the number of negative stories in
the calendar year.
Social media metrics show positive trends in reach, engagement, number of
followers, etc.
Metrics for TCHC tenant and stakeholder newsletters shows increased
readership and engagement.
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Website metrics (opens, hits, click-throughs, strategic measurement of
specific pages and sections) show increased visits and engagement.
Tenant responses on communication effectiveness and tenant satisfaction
with communications in the 2018 Tenant Survey shows a 25 increase over
2017.
Analysis of all-staff communications channels such as the biweekly e-
newsletter (number, timeliness, volume/tone of feedback).
Analysis of inHouse stories (number, timeliness, volume/ tone of feedback
from polls, comments, employee postings).
VISUAL IDENTITY STANDARDS
Toronto Community Housing will maintain its existing brand identity and logo. A
key focus is to ensure all communications products meet standards of
accessibility, clear language and design, and usability. It is recommended,
however, that Toronto Community Housing refresh its brand strategies, visual
identity and logo standards in 2018 as part of the development of TCHC’s next
multi-year strategic plan.
Toronto Community Housing will set clear professional standards for business
communications (e.g., letters to tenants and stakeholders, email messages to
employees, and email signature blocks for employees). The standards will
promote, clear, respectful and open communications with tenants and
stakeholders. Strategic Communications will develop the standards in
collaboration with the President and CEO’s office.
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APPENDIX 1
2018 Strategic Communications Themes and Key Messages
THEME #1: Providing tenants with clean, safe, affordable homes in good
repair
Our homes are a $10-billion public asset, but most are over 50 years old.
We will deliver a $300-million building capital repair plan in 2018 to improve
living conditions, safety and quality of life for tenants.
We are making progress in improving our buildings, but more must be done.
We are encouraged that all levels of government recognize the importance
and value of investing in social hosing repairs.
THEME #2: Working to keep our buildings and communities safe
We work with Toronto Police Service, City partners and tenants to keep our
communities safe.
We are adding and upgrading digital cameras and hiring more special
constables in the community.
With Toronto Fire Services, we are accelerating our enhanced fire life safety
program in all our buildings.
THEME #3: Connecting tenants to services, supports and opportunities
through partnerships
Partnerships leverage our strengths to deliver better outcomes for tenants.
We create stable, healthy, vibrant communities through partnerships.
o We connect tenants to services, supports and opportunities in the
community.
o We help tenants access recreation programs, jobs, training and
learning opportunities.
o We build capacity though community economic development and
community programs.
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THEME 4: Supporting vulnerable tenants to have successful tenancies
We have a duty to treat all tenants fairly and with respect.
Our staff connect vulnerable tenants to the supports they need.
We want all tenancies to be successful tenancies.
THEME #5: Being more tenant-centric and responsive
We are updating our standards and operating procedures to improve service
delivery to tenants.
Our Tenant Charter, created with tenants, sets clear expectations and
accountabilities.
We will focus on making improvements in areas that drive tenant satisfaction,
such as building conditions.
THEME 6: Engaging tenants through timely and proactive communications
We will deliver timely, accessible and proactive communications with tenants.
Tenant awareness and education on fire safety is an important focus in 2018.
We will support team members to be better communicators with tenants.
Communications starts with listening. We want to hear from tenants about
what we can do better.
THEME #7: Managing change to engage and empower our employees
Having engaged employees is essential to our success at becoming more
tenant-centric and responsive.
We are committed to fostering high levels of employee engagement and a
stronger tenant-centric culture.
We are gathering input from our employees and will use what we learn to
develop an action plan for building a more positive work environment.
We will respond to Tenants First in a strategic manner that enables us to
continuously improve our operating and financial performance.
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