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    Download/display Word Perfect Download/display Word Perfect Presentation Transcript

    • Building a Corporate Strategic Communications Plan Agency-wide Consultations April 2009
    • Purpose
      • Engage the Agency in creating a Corporate Strategic Communications Plan for Statistics Canada that will establish strategic direction and priorities
        • - Communications is fundamental to achieving business objectives
        • Communications is a shared responsibility
        • Having a strategic plan is a requirement under the Government’s Communications Policy
    • Our business is communications
      • The statistical process:
        • An ongoing communication with Canadians: asking questions, receiving responses, analyzing data, communicating results back to Canadians
      • Communications:
        • Two-way dialogue
        • Includes vast repertoire of skills: from planning (listening and understanding audience needs) through to delivery and evaluation
    • Examples of major activities
      • Consultation processes
      • Survey collection activities/respondent relations
      • Publications
      • Marketing, promotion and outreach
      • Dissemination
      • Media relations
      • Departmental reports
      • Internal communications
    • Managing communications
      • Three-part approach:
      • Develop strategic communications plan
      • Establish framework for managing communications – roles and responsibilities (ensures better co-ordination, resource planning)
      • Engage management through presentations to various committees to provide strategic direction and feedback on major communications issues
      • A document that:
        • Helps us understand environment in which we operate
        • Sets out communications goals and priorities (1-3 years out)
        • Establishes performance measures and risks
        • Broadly owned – based on consultation
      • Not an operational plan with specific actions
      What is strategic plan?
    • Overview of public environment
      • External perceptions:
      • Positive public image (80%) and broad recognition (90%) reinforced by continuous national media attention
      • Client departments very satisfied with our ability to understand and meet their needs and with quality (some concerns over timeliness and costs)
      • Well regarded by other stakeholders (financial information services, provincial governments, etc.) and solid international reputation
    • Overview of public environment
      • Internal perceptions:
      • Employee satisfaction among the highest throughout the public service
        • 92% proud of work
        • 96% committed to success of Agency
        • 90% said they are treated with respect
        • 91% said it is a good place to work
        • 79% felt they could balance personal and work needs
      • New survey results are coming
    • Some challenges we face
      • Increasingly difficult to reach Canadians (fragmented audiences, culture/language issues, Web generation)
      • Contentious media environment (“gotcha” journalism)
      • Growing concerns over respondent burden
      • Increasingly less knowledge about anonymous Web users
      • Aging workforce creating knowledge gaps
      • Tightening fiscal situation
    • Communications vision and mission
      • Vision:
      • Timely, effective and integrated communications to support the Agency’s business objectives
      • Mission:
      • Increase access to and effective use of our statistical information while improving public understanding and participation in our programs
    • Strategic commitments
      • Plan and manage our communications
        • Identify opportunities/challenges, develop strategies for major initiatives, improve The Daily, use communications expertise for business results
      • Improve our Web governance ( www.statcan.gc.ca )
        • Develop strategic plan, increase user consultation, obtain better information/data about visitors
      • Strengthen and expand outreach efforts
        • Agree on priorities, increase outreach to business, regional/community media, others
      • 4) Build our brand
        • Ensure consistency, strengthen corporate communications, improve internal communications
    • Outcome
      • Overarching:
      • Communications is integrated at front end of business planning process (value-added, not just a service)
      • Agency communicates with consistent voice through a focused program to support mission
      • For Fields:
      • Improved business results (e.g. helping to address response burden, greater clarity/success on major initiatives requiring good communications)
      • Less reactive, better risk management, fewer communications urgencies (more time to spend on core business)
    • Next steps
      • Broad consultation to seek input (January to April 2009)
      • Finalize plan (April 2009)
      • Roll out (May 2009)
      • Monitor progress and assess performance (ongoing)
      • Strategic plan provides framework for operational planning/activities in 2009-10
    • Questions for discussion
      • What are some of the opportunities/challenges you see from a communications perspective?
      • Does our proposed vision/mission statement capture where we want to go?
      • Are the four priorities in this plan the right ones for the Agency at this time?