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