Building a Corporate Strategic Communications Plan - PowerPoint PPT Presentation

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Building a Corporate Strategic Communications Plan

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Engage the Agency in creating a Corporate Strategic ... Contentious media environment ('gotcha' journalism) Growing concerns over respondent burden ... – PowerPoint PPT presentation

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Title: Building a Corporate Strategic Communications Plan


1
Building a Corporate StrategicCommunications Plan
Agency-wide Consultations April 2009
2
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 Governments Communications Policy

3
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

4
Examples of major activities
  • Consultation processes
  • Survey collection activities/respondent relations
  • Publications
  • Marketing, promotion and outreach
  • Dissemination
  • Media relations
  • Departmental reports
  • Internal communications

5
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

6
What is strategic plan?
  • 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

7
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

8
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

9
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

10
Communications vision and mission
  • Vision
  • Timely, effective and integrated communications
    to support the Agencys business objectives
  • Mission
  • Increase access to and effective use of our
    statistical information while improving public
    understanding and participation in our programs

11
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

12
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)

13
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

14
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?
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