Increased Transparency and Communication

Development of an internal employee communications strategy that supports employee engagement through ongoing updates and communications from SLT and SMT. The strategy shall include transparent communications mechanisms (e.g. blog posts, divisional meetings) and frequency communications (e.g. regularity of the different types of communications so employees know when to expect updates).

To enhance SLT and SMT engagement and trust with staff across TRCA by:

• Being clear and easy to understand
• Regular, consistent and transparent updates
• Tailored communications to both share information and encourage a two-way dialogue

• Sharing of TRCA events
• Sharing of Divisional Updates
• Annual employee feedback
• Sharing of CA related matters of Provincial or Regional interest

• Communication strategies re: TRCA Events, Divisional Updates and Annual employee feedback
• Communications strategy to support CA and related Provincial and Regional interest
• Communications plan on the various types of communications, delivery mode and frequency of corporate communications
• Assessment and review of effectives of the communications strategy and implementation

• Developed a draft template for an interdivisional update newsletter – “In the Loop”
• Developed an enhanced events calendar (Inclusive of all events operated by TRCA or held on TRCA lands)
• Enhanced communications from SLT to staff:
• CEO Update blog posts on Staff Hub
• CA Act Update communications
• Performance Development Program (PDP) communications and training
• COVID-19 communications
• Wellness supports and training
• Employee Engagement communications
• Wellness and Mental Health webinar communications
• Take Our Kids to Work Day
• Manager Tactical Calls
• Supervisors only – Sharepoint site communication
• Supervisors only – succession development program comms
• Supervisors only – minimum wage increase
• Supervisors only – manager fundamentals training
• All hands – at the business unit level
• More regular meetings at the sub-unit level
• Staff Hub recognition blogs
• Leveraging Microsoft Teams channels (e.g. social channels, update channels)
• More frequent field visits
• Regular meetings of Supervisors, Managers and Director – review matters, projects or issues being worked on with other divisions, review SLT meeting outcomes (e.g. new policies)
• Encouraging engagement with staff at all levels – transparency
• Increased discussions with staff about ideas
• Increased involvement of staff in budget and divisional priority preparation
• Encouraging staff participation in workshops and training
• Accountability on any matters where staff request follow-up

JANUARY 2021:

• Division wide meetings held to present 2021 divisional priorities
• Sharing of budget framework material and commenced presentations to divisions
• Ongoing support for open feedback and discussions with and between staff at all levels, fostering transparency and team building
• Sharing ideas on how teams are trying to replicate “watercooler” conversations through virtual and safe distanced meetings (e.g., tailgating meetings)
• Communcations, Marketing and Events continues to refine the organization’s communication strategy, while implementing operational efficiencies

FEBRUARY 2021:

• Site meetings taking place with staff to review work and plans and create open dialogue on issues or questions
• Through site meetings and Team meetings, fostering open communication at all levels through (not limited to) regular reviews of budget status, policy role outs, health and safety, process and procedures
• Ongoing documentation of best practices
• SMT Meeting Agendas have been reformatted to include a Q&A session with SLT during which SMT members are encouraged to bring forward any questions or additional topics
• Communications released on the 2021 PDP Program
• Supervisor and employee meetings held to establish 2021 employee priorities clearly aligned to divisional priorities and TRCA’s Strategic Plan
• Ongoing Wellness Lunch and Learn sessions accessible to all staff, with Feb 18 session held on Managing Worry and Anxiety. Recordings for all the previous Lunch and Learn sessions posted on the Staff Hub for easy access
• Ongoing COVID-19 updates and communications
• Q&A sessions hosted for all staff for the launch of TRCA’s Learning Management System
• Redeployment opportunities shared with TRCA staff on IDEL
• Manager Tactical Calls held for all supervisors on the release of February’s policies
• CEO Update blog post on TRCA’s 2020 Annual Report

MARCH 2021:

• Ongoing site meetings, lunch and learns, meeting reviews and updates to management teams and other engagement activities as detailed in February becoming normalized in all divisions.
• CA Act related: Livestream of MZO Hearing March 12, Issuance of press releases — transparency about new MZO CA Permit process and role.
• Initial draft developed for examples of virtual engagement practices happening across TRCA — once finalized, will be shared through e-mail or staff hub post.
• Communications Plan to be released in Q4 2021.

MAY 2021:

• Site visits by Managers, Directors and the CEO are ongoing and provide for more open opportunities to engage with SMT and SLT.
• SLT and SMT continue to look for ways to meet staff at all levels and disseminate information through annual reporting and other means and continue encouraging staff to ask questions as they arise.
• CEO email to all staff regarding the Conservation Authorities Act Update: Regulatory Proposal (Phase 1).
• CEO Update blog post on second employee engagement survey.

SEPTEMBER 2021:

• Held Virtual Town Halls for all employees on Employee Engagement Survey results.
• Presentation to SMT on Employee Engagement Survey results.
• Directors held meetings to provide Divisional Employee Engagement Survey results.
• Update to SMT on Conservation Authorities Act Update: Regulatory Proposal (Phase 1).
• CEO Update blog post on seasonal staff.
• Regular site visits being held and open-door communication with all staff encouraged regularly.
• TRCA staff are preparing to bring the External Communications Strategic Plan to Board of Directors for approval in October.
• Ongoing COVID-19 updates and communications.
• Manager Tactical Calls held for all supervisors on the release of policies and on HR matters.

DECEMBER 2021:

• Ongoing COVID-19 updates and communications
• Manager Tactical Calls held for all supervisors on the release of policies and on HR matters
• External Communications Strategy endorsed by Board of Directors
• CEO update to staff on Phase 1 Conservation Authorities Act Regulations
• CEO Update blog post on New Administrative Office Building
• 2022 Divisional priorities developed with input from Divisional staff across the organization
• Presentation to SMT on CA Act Updates, New Strategic Plan, Government Engagement Initiatives, Corporate Services Update, and 2021 Year in Review

• Improved Employment Engagement Scoring on future surveys
• Positive feedback from staff –  i.e., staff notice
• Number of hits to applicable Staff Hub sections and content

• Project Start Date: October 2020

• Anticipated Project Completion Date: Q4 2021