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Building a Corporate Strategic Communications Plan

Building a Corporate Strategic Communications Plan. Agency-wide Consultations April 2009. Engage the Agency in creating a Corporate Strategic Communications Plan for Statistics Canada that will establish strategic direction and priorities

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Building a Corporate Strategic Communications Plan

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  1. Building a Corporate StrategicCommunications Plan Agency-wide Consultations April 2009

  2. 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 Purpose

  3. 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 Our business is communications

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

  5. 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 Managing communications

  6. 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?

  7. 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

  8. 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 Overview of public environment

  9. 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 Some challenges we face

  10. 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 Communications vision and mission

  11. 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 Strategic commitments

  12. 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) Outcome

  13. 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 Next steps

  14. 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? Questions for discussion

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