Metropolitan Subway Company (SubwayCorp) Communications Strategy

Transcription

1 SAMPLE Metropolitan Subway Company (SubwayCorp) Communications Strategy 2012 Ingenium Communications Inc.

2 Methodology This strategy is the result of an extensive research and consultation phase, including: A review of all available background resources related to communications performance at SubwayCorp, including the Customer Service Survey, Employee Satisfaction Survey and metrics related to the website and advertising campaigns spanning the last five years. A rigorous benchmarking exercise comparing SubwayCorp s communications programs to the top 10 transit companies world wide, as identified by TransitInfo Inc. Key informant interviews with executives representing all branches of SubwayCorp. An employee communications survey (response rate of 68%) providing staff insights on internal communication and engagement. A Discovery Phase Workshop held with 20 representatives of SubwayCorp, including human resources, operations, finance and the executive office to gain a breadth and depth of perspectives on communications requirements. For details on the research and consultation phase, please consult Appendix A Ingenium Communications Inc. 2

3 Objectives Corporate Increase ridership by 10% year over year by delivering reliable, quality service excellence to the residents of Metropolis and the surrounding areas Expand service to the surrounding communities by securing government partnership investments Become an employer of choice to attract and retain the best talent Communications Objectives The following objectives are intended to guide internal communications at SubwayCorp for the next fiscal year: Enhance the public profile and reputation of SubwayCorp as a leader in providing reliable, safe and environmentally responsible transportation for its passengers. Build community engagement in Metropolis and surrounding communities in support of contributing to a strong customer experience to increase ridership. Foster employee engagement through open, meaningful two way communication Ingenium Communications Inc. 3

4 Strategic Considerations Internal TheSubwayCorp has undergone significant changes over the past three years. Ithas struggled with change fatigue and low staff engagement as a result of rapid CEO turnover, significant labour strife, and persistent incidents of harassment and discrimination. These factors have contributed to worrisome levels of staff morale: 87% of employees reported low or very low morale in the most recent Employee Satisfaction Survey. In addition, 62% of operations staff and 74% of management employees indicated that they are actively looking for employment elsewhere. Executive interviews with the senior leadership team and Board of Directors uniformly highlight a high degree of concern about these factors in terms of business continuity and maintenance of service level standards. There are significant gaps in internal communication and collaboration across the organization. The operational staff has traditionally been hard to reach, given the challenge of shift work and a highly mobile workforce. At head office there tends to be a siloed corporate culture, with limited cross functional collaboration and information sharing. i Employee communication tends to be heavily reliant on and the monthly electronic On the Move newsletter; however, in the employee survey, operations staff reported a high level of frustration in accessing this information due to their limited access Ingenium Communications Inc. 4

5 Strategic Considerations (cont d) Stakeholder SubwayCorp works with a range of public and private sector stakeholders as part of its mandate. These relationships tend to be managed in a highly reactive, ad hoc fashion, which has led to gaps in performance due to inconsistent messaging. In particular, SubwayCorp has recently come under local media criticism over its lack of collaboration and compliance with the municipality s recent GreenCity initiative, which established guidelines for reducing carbon footprints and increasing levels of recycling. The Strategic Plan calls for an enhanced focus on stakeholder partnership particularly with key government stakeholders, given SubwayCorp s objective of securing a major federal investment for infrastructure enhancement. In addition, external benchmarking reveals a strong trend in the transit industry toward the creation of service delivery partners (such as ticket sales firms and travel authorities) to provide better service experience dli delivered dat reduced dcost. The Board of Directors has highlighted hli ht this as a major gap at SubwayCorp, and has mandated the organization to do feasibility analyses based on leading models in Europe and Asia Ingenium Communications Inc. 5

6 Strategic Considerations (cont d) External SubwayCorp continues to struggle with its public profile and reputation, which were significantly damaged by the service disruption caused by the strike two years ago. Media coverage, and commentary in transit publications as well as in consumer blogs, point to an ongoing negative impact on public perception of the organization and its brand. In particular, there is a lack of public trust in the organization and its reliability to provide consistently high quality service. This lack of public trust and confidence was exacerbated by a recent City report that was highly critical of SubwayCorp s accounting practices, which were seen as being out of step with acceptable practices related to accountability and transparency. The negative public perception has had a direct impact on SubwayCorp s business, which has seen a 20% decline in ridership since the strike. Customer satisfaction rates are low among 42% of riders. Compounding these challenges is a sharp rise in competition for transit users. Metropolitan Bus has launched a major advertising campaign to recruit new commuters, and early indicators show that the initiative has been successful in converting SubwayCorp commuters to the bus by highlighting hli hti the speed, efficiency i and lower cost of the service Ingenium Communications Inc. 6

7 Strategic Directions Work from the inside out. Strong employee communication and engagement should be the foundation of the communications strategy. The employees represent the SubwayCorp brand it s vital that they feel well informed and aligned with the company s direction and service standards. Establish the CEO as the key spokesperson. The new CEO can be a very effective spokesperson for SubwayCorp her personal style and authentic, open leadership approach can greatly contribute to refreshing the company s brand and improving relations with staff, labour and customers. Create an engagement campaign. A staff led engagement campaign is recommended to help contribute to the SubwayCorp brand, and its relevance, commitment to quality and relationship to Metropolis. A campaign focused on environmental responsibility and leadership is a natural fit to act as a catalyst for authentic employee and community engagement while helping to position SubwayCorp effectively for its expansion plans. Focus on openness and transparency. SubwayCorp s communications strategies, activities and messages should focus on openness and transparency. The organization needs to break out of its traditionally insular position and have a much more direct connection to its employees and the community it serves. Build momentum for the funding application. Communications activities should be designed to effectively promote and position SubwayCorp for its major funding application exercise Ingenium Communications Inc. 7

8 Key Audiences Primary Employees Operational staff Management Board of Directors Union Municipal Government Elected officials Transit department staff Federal Government Minister of Infrastructure Infrastructure Program Staff Provincial Government Funding Taskforce SubwayCorp Riders Secondary Residents of Metropolis Residents of Surrounding Suburbs Media Print/electronic Trade publications Social media Transportation bloggers Service delivery partners Community groups Youth/student organizations Environmental stakeholders Accessibility advocates Service groups 2012 Ingenium Communications Inc. 8

9 Message Architecture Value Proposition SubwayCorp provides safe, clean, reliable transit service for more than 500,000 customers a day throughout the Metropolis area. We deliver quality, affordable and environmentally responsible transit services that link people, jobs and communities. Employees At the heart of SubwayCorp is our team. We are committed to being an employer of choice, offering our employees a dynamic working environment with opportunities to learn and to contribute to a world class leader in transit service. Riders SubwayCorp is your best choice for safe, clean, reliable transportation in the Metropolis area. For efficient, green and affordable transportation, come ride with us. Federal Government SubwayCorp is a world class leader in transit service. We are building on our solid ldtrack record and looking to expand our ability to provide safe, clean, reliable transit service to the greater Metropolis area through the Federal Infrastructure Program Ingenium Communications Inc. 9

10 Tactics cs The following core communications tactics are recommended: CEO round tables with staff Manager Forum Bilateral meetings with Union Intranet Staff events Employee recognition events GoGreen weekly bulletin Newsletter CEO Blog Media/editorial board campaign on GoGreen Ad campaign in stations/subways Social media campaign to promote SubwayCorp and GoGreen Community Group outreach/round tables with CEO CEO presentation to City officials CEO and Executive Team outreach (once a month rush hour ride and community outreach ) Pilot program (mobile devices for operations staff) YouTube video competition to promote GoGreen activities at the community level SubwayCorp blog School tour program of SubwayCorp Funding Task Force Ambassador program to advocate for expansion Media relations in support of SubwayCorp/GoGreen Community event delivered in partnership with City Staff and Board event to celebrate and showcase the funding request effort Bi lateral meetings with community groups to garner support for funding agreement Media event with ihfunding Task Force CEO presentation to federal government for funding program tie in to YouTube video campaign 2012 Ingenium Communications Inc. 10

11 Action Plan Q1 Audience Focus Laying the Foundation Activities Employees/Managers CEO round tables with staff Launch of Manager Forum Intranet news updates, launch of CEO blog Staff event to launch GoGreen program announce Staff Committee/Chair Board of Directors Briefing on internal communications plan Invitation to GoGreen program launch event Union Bilateral meetings 2012 Ingenium Communications Inc. 11

12 Action Plan Q2 Audience Focus Community Relations: GoGreen Activities Employees/Managers Develop a GoGreen weekly bulletin Re launch employee newsletter with input from CEO round tables/gogreen Committee CEO round tables with staff Manager Forum Intranetwith CEO Blog Board of Directors GoGreen weekly bulletin Employee newsletter Union Bi lateral meetings SubwayCorp Riders/ Ad campaign in stations/subways Residents of Metropolis Mt CEO and Executive Team outreach once a month rush hour ride and community outreach Social media campaign to promote SubwayCorp and GoGreen Media Media/editorial board campaign on GoGreen Transportation Bloggers Social media campaign to promote SubwayCorp and GoGreen Community Groups Community Group outreach/round tables with CEO Municipal Government CEO presentation to City officials 2012 Ingenium Communications Inc. 12

13 Action Plan Q3 Audience Focus Building Engagement: GoGreen Activities Employees/Managers Employee recognition pre event ceremony in advance of Community event CEO round tables with staff Manager Forum Intranet with CEO Blog GoGreen weekly bulletin Employee newsletter Board of Directors Invitation to employee recognition pre event ceremony and Community event GoGreen weekly bulletin Employee newsletter Union Bi lateral meetings SubwayCorp Riders/ School tour program Residents of Metropolis Launch SubwayCorp blog Launch of YouTube video competition to promote GoGreen Ad campaign in stations/subways CEO and Executive Team outreach once a month rush hour ride and community outreach Social media campaign Media Mediarelations in support of SubwayCorp/GoGreen Transportation Bloggers SubwayCorp blog Social media campaign Community Groups Launch of YouTube video competition to promote GoGreen Community Group outreach/round tables with CEO Municipal i lgovernment Community event delivered dli din partnership with ihcity Funding Task Force Funding Task Force Ambassador program to advocate for expansion 2012 Ingenium Communications Inc. 13

14 Action Plan Q4 Audience Focus Funding Agreement Activities Employees/Managers Staff and Board event to celebrate funding request effort CEO round tables with staff Manager Forum Intranet with CEO Blog GoGreen weekly bulletin Employee newsletter Board of Directors Staff and Board event to celebrate funding request effort GoGreen weekly bulletin Employee newsletter Union Bi lateral meetings SubwayCorp Riders/ Residents of Metroplis Ad campaign in stations/subways CEO and Executive Team outreach once a month rush hour ride and community outreach Social media campaign Media Media event with Funding Task Force Media relations Transportation Bloggers Social media campaign Community Groups Bi lateral meetings with community groups to garner support for funding agreement Municipal Government Community event delivered in partnership with City Funding Task Force Media event Federal Government CEO Presentation for funding program Tie in to YouTube video competition 2012 Ingenium Communications Inc. 14

15 Budget The Communications Strategy will be implemented based on the existing O&M budget for Communications, at current staff levels (3 FTEs). Should the Funding Request for expansion be approved, a budget review will be recommended to ensure appropriate resourcing for a broader scale of communications to Metropolis and the surrounding communities Ingenium Communications Inc. 15

16 Evaluation Framework Baseline Data SubwayCorp has limited baseline data available. Key data sets that will function as baseline levels for measuring the results of the Communications Strategy are as follows: Employee Survey 87% of employees report having low or very low morale 1/3 of employees report having experienced or having witnessed harassment in the workplace 62% of operations staff and 74% of management employees indicate they are actively seeking employment elsewhere Intranet metrics The Intranet averages 550 unique visits a day The average visit lasts 3 minutes 82% of employees report using the Intranet Website metrics The website averages 32,600 unique visits a day The average visit lasts 90 seconds The top areas of the site visited are schedule, maps and hours of service Business outcomes Ridership has been declining 20% year over year 42% of riders report a low or very low level of satisfaction in the Customer Service Survey 65% of riders report considering switching to bus service 2012 Ingenium Communications Inc. 16

17 Evaluation Framework The following indicators and associated measurement tools are recommended: Performance Indicators Process Activity Relationship Result Response time for media requests Adherence to Communications Policy Internal client satisfaction (Operations, HR, Executive Office, Board of Directors) # of staff events Level of participation in staff events Feedback from employees Feedback from managers # of media hits Tone of media coverage # of comments on blog (internal and external) # of participants in community events Level of engagement of partners in Funding Task Force (participation in meetings, contributing to submission, supporting campaign through external relations) Third party endorsements for funding application i Level of integration of messages among key partners (e.g. Municipal government) Feedback from participants in community events Level of staff engagement Level of engagement with labour organization Ridership level Approval for government funding Staff retention 2012 Ingenium Communications Inc. 17

18 Evaluation Framework Measurement Tools Surveys Customer Service Survey Employee Satisfaction Survey Web analytics Intranet analytics Focus groups with managers (end of Q4) Feedback tracking/analysis Operational Review 2012 Ingenium Communications Inc. 18

19 Reporting Plan The Communications Strategy will be evaluated on a Quarterly basis with findings presented to the Communications Branch, Executive Committee and Board of Directors. An end of year summary will be provided to City officials Ingenium Communications Inc. 19

20 Appendix A Insert reference list and summary of consultation findings here 2012 Ingenium Communications Inc. 20