As I began my five-year term as Vice President, Communications at the University of Toronto, I identified the need for a new vision for integrated strategic communications management and brand strategy – one that could expand our team’s scope, help the University of Toronto meet its operational goals (enrollment, investment, partnership), and deepen people’s understanding of our team's work. Following my arrival in May 2023, I learned that our division was built on a one-way broadcast model of communication (not a best-practice two-way symmetrical model). Communications wasn’t fully integrated with marketing and brand strategy, and we lacked aspects of a strategic communications management function. Respecting the nature of our doctoral university and its culture of consultation, I built the vision using three prongs of research: qualitative in-person interviews, an analysis of institutional documents, and a literature review. Recognizing that culture eats strategy, I worked in tandem to earn the team’s trust and convince staff to support the plan. The resulting five-year vision establishes a framework to deliver alignment and consistency across our tri-campus marketing and communications groups and to engage, counsel, and build trusted relationships with institutional leaders. It was developed with the team’s support, unanimously endorsed by executive leadership, and received positively by vice presidents, principals, and deans. The plan informed our budget submission for the upcoming fiscal year, development goals, and the creation of two new positions in our division. It will help unify our team and provide clear direction.
From the Judges
Toronto spent no additional money and was able to raise morale while lowering turnover. Two-way communication and buy-in are often the hardest part of any new vision; they seemed to achieve both. This program improved internal communications and provided insight into the work of university leadership.
