Communications, Marketing and Brand Strategy

• The Communications, Marketing and Brand Strategy has six principles for delivery that reflect national, local, and sector-relevant external considerations regarding key communications factors including reputation and risk, customer satisfaction, as well as general principles to deliver effective internal and external communications, marketing and brand to all relevant stakeholders.
• We recognise that effective Communications, Marketing and Brand facilitates customer service excellence to connect colleagues, customers, and communities. This is reflected in the principles of the strategy and how it will deliver on One Manchester’s values.
• This Communications Strategy ensures that we can deliver organisational-wide support, helping to drive all aspects of the corporate plan, and ensuring all key stakeholders are engaged with and can deliver our vision, mission and values.

This strategy outlines communications, marketing and brand priorities and principles for the next two years, aligning with and supporting our Corporate Plan and delivering on our three corporate priorities of People, Place and Prosperity. The purpose is to effectively communicate our commitment to providing support, opportunities, and inclusive, connected, and sustainable places where people live well.

The housing sector is under scrutiny from customers, the government, media, and society more widely. There is renewed attention on the quality of homes and services, especially regarding issues like damp and mould, building safety, wellbeing, financial security, and vulnerability. All of this is happening against the backdrop of significant challenges and disparities in our communities, exacerbated by the post-pandemic environment.

In customer consultation linked to the strategy, customers focus on certain factors when it comes to communication. They want to see improvements in how we use their feedback, how quickly we respond, how clear and accurate our information is, and how well we follow through on our promises and handle complaints. They also want to feel like we’re listening to them and that there are clearer ways and suitable channels for them to communicate with us. Specifically, repairs and contact centre communication are areas highlighted as needing improvement.

Both the Government and the Regulator stress the importance of effective communication and building positive relationships. Through Tenant Satisfaction Measures (TSMs) and Consumer Standards, housing associations are being asked to prioritise transparency, accountability, accessibility, tenant engagement, and regulatory compliance. In our current environment, it’s crucial to adopt a strategic, long-term approach to gain the full benefits of good communication.

A recent review of our service has resulted in a multi-functional Communications team and a Business Partnering Model that will enable the successful execution of this strategy.

Through the life of this strategy, we’ll meet all necessary legislative to remain compliant and account for the impact of the following factors that have significant communication themes or requirements within them:

• The Social Housing Bill and Consumer Standards
• Better Social Housing Review
• Regulatory Framework for Social Housing
• Data Protection Act 2018 and General Data Protection Regulation (GDPR)
• Equality Act 2010
• Fire Safety and Building Safety legislation
• Tenancy Agreements and Lease Obligations
• Complaints Handling Procedures / Housing Ombudsman Complaint Handling Code
• Customer voice and insight influencing future investment decisions
• The cost of living crisis
• The sector response to condensation, damp and mould

It’s also important to highlight that One Manchester has been through a large programme of change (Shaping Our Future) which has refocussed organisational structure and services and provides a great chance to reconnect people with each other and with our streamlined services. 

This strategy covers all aspects of communication, marketing, and branding efforts, including internal and external communications, marketing campaigns, and brand development, for the next two years.

As a values-led organisation, our values and communications must shape each other. Our communications will always uphold and promote our values with all stakeholders and deliver each value through practical actions, emphasising the connection between our core beliefs and the way we express them. We will define how our values are interpreted, within our action plan and Communication Guideline documents resultant from the action plan.

This strategy is built on six principles that make sure we deliver on our aims in line with our values. They will apply to, and guide, all communication, marketing and branding activities across One Manchester.

Strategic communication is well-informed, forward planned, and contributes to the achievement of the highest-level organisational goals, in a way that can be evidenced, and moves us closer to our vision.

Our Communication Strategy must be fully integrated into services to make sure every message serves One Manchester’s broader objectives. It aligns and prioritises all communication, marketing and brand activities with organisational goals, our Corporate Plan, and the satisfaction of our customers and stakeholders. We’ll shift focus to proactive communication, establishing robust internal and external processes, fostering strong connections with other teams. Our Business Partner approach will support this and anticipate communications needs at the earliest stages, staying updated with best practices. We'll build a knowledge base to inform decision-making and enhance measurement. Through agile, data-driven approaches, we'll adapt campaigns for best impact.

To do this, we will:

• Use customer and colleague feedback, including TSMs, to analyse and improve activity effectiveness
• Collaborate with Customer Voice to address communication-related feedback
• Roll out our new Business Partner approach, integrating communications, marketing and brand into service plans
• Implement defined campaign/PR/communication calendar aligned with Corporate Plan
• Embed Corporate Affairs, Social Media and Policy and External Affairs roles, for comprehensive organisational comms
• Regularly report progress and performance to the Leadership Team

Effective communication is vital for developing our most crucial relationship, with our customers, so they can fully understand our services and engage with us on their terms.

In line with regulation, we must be a more transparent, effective communicator and attentive listener. This will involve a cross-team effort, so we must also use communication to help build a company culture dedicated to customer satisfaction, delivering the best customer services possible.

Good communication within customer service provision is crucial, and heavily impacts overall satisfaction with One Manchester, so we'll actively engage in service improvements, emphasising effective communication in service design. We'll learn about customers' communication preferences and improve our offer accordingly, focusing on areas like Repairs Service communication. We'll ensure consistency and quality across all customer communications through a comprehensive audit and Tone of Voice training.

Given the diverse communication needs of our customers, information will be provided in various formats to meet diverse communication needs and remove access barriers.

To do this, we will:

• Consult with customers to gain communication preferences and communicate their priority areas
• Create Communication Plan linked to improving Tenant Satisfaction, including regularly communicating our TSM performance and our TSM Action Plan
• Conduct cyclical campaigns for informing, advising, increasing service uptake, and managing changes
• Participate in service reviews to enhance customer communication journeys
• Provide colleagues with training on maintaining consistent Tone of Voice. Audit accessibility of communication channels and materials.

Our brand shapes the culture, identity, and values of our organisation. A strong brand is vital for business success, building professionalism, credibility, recognition, and trust. It is therefore crucial that we create and deliver a strong brand and identity and take responsibility for its consistent delivery.

We’ll develop clear guidelines, supported by systems and training programmes, to restrict brand inconsistency and empower every colleague to effectively communicate our brand. Building on our 2023 rebrand, we’ll make sure One Manchester’s identity and culture is clear and reflected in what we communicate, focussing on what we do well or differently. We’ll plan communication initiatives that celebrate and promote our story, including our commitment to Equality, Diversity, and Inclusion (EDI). We’ll take a considered approach to positive storytelling and focus on what we do that benefits and celebrates our customers and colleagues.

To do this, we will:

• Finalise and implement the Communications Strategy, Brand Guidelines, Tone of Voice, Service Style, and communications procedures
• Ensure adherence to established guidelines across all internal and external communications, including partners and contractors, providing training on Tone of Voice and Service Style to all colleagues
• Audit company materials and collateral to align content and visuals with new brand
• Launch positive storytelling campaigns to promote services and uphold brand values; establishing content pillars for brand-aligned communications
• Collaborate with E&D events and INC. team to foster an inclusive culture
• Engage in campaigns, awards, and accreditations reflecting organisational values

Strategic risk refers to the events and circumstances that may make it difficult, or even impossible, for One Manchester to achieve the objectives and goals set out within this strategy.  It also refers to the danger of One Manchester’s strategic choices being incorrect.

To mitigate the latter, this strategy has been through several stages before being approved including:

• Full consultation with key areas of the business and all business leaders
• Customer consultation 
• Customer Scrutiny Panel review and approval

The strategy will also be subject to frequent review and, if necessary, rescoped depending on those reviews and the changing operational environment.

Examples of events or circumstances that could prevent achieving the objectives set out within this strategy and which should form part of the risk management/monitoring of this strategy include:

• Strategic decisions that are unclear or poorly made
• Changes in senior management and leadership
• The introduction of new products or services
• Sector changes, such as a shift in the needs or expectations of customers
• Problems with suppliers and other stakeholders
• Financial challenges
• Failure to adapt to a changing environment
• If departments don't collaborate or prioritise communication goals, a unified voice is compromised
• Inaccurate or outdated data, can lead to misdirected communication and hinders engagement
• Crises, emergencies, or policy changes can disrupt communication plans and require rapid adjustments

The following process will be used and will form part of the reports to Leadership as part of the monitoring process as per One Manchester’s risk policy:

1. Identify the risk
2. Conduct a strategic risk assessment to determine the likelihood of risks occurring, and the impact they might have;
3. Agree a method for dealing with each risk
4. Monitor each risk over time to keep on top of any changes
5. Report at each stage of the strategic risk management process

The strategy will be implemented in May 2024.  Progress against the delivery of the strategy will be monitored every six months by the Leadership.

A detailed Action Plan has been developed and is appended to this strategy.