Effective Communication in Public Service

1. Effective Communicationin Public Service March 1, 2007 IPAC Young Professionals

2. Objective Discuss methods of making communication work corporately in a public service setting ~ Corporate direction – Margaret MacDonald ADM, Treasury and Policy Board ~ Support Network/Expertise – Laura Lee Langley ADM, Communications Nova Scotia ~ Line-Department Reality – William Lahey Deputy Minister, Environment and Labour

3. Fortune Editor: Thomas Stewart A knowledgeable workforce is the key to competitiveness. Ineffective communication is a strategic error. Keeping people informed with the vital information they need to do their jobs, and valuing them as assets are critical tactics for any organization that wants success.

4. Corporate Direction Hay’s study of employee satisfaction: Trust and confidence in top leadership is the single most reliable predictor of employee satisfaction in an organization

5. Corporate Direction • Effective communication by leaders in three critical areas is the key to winning organizational trust and confidence: • Employees must understand overall business strategy. • Employees must understand how they contribute to achieving business goals. • Employees must know how you’re doing

6. Corporate Direction • Corporate tools • Management Manuals • Improved processes, including more transparency • Strategic initiatives designed to foster info sharing • Business Planning (Departmental and Corporate) • Performance Management Requirements (PFP) • Accountability Reporting

7. Corporate Direction • Effective communication by leaders in three critical areas is the key to winning organizational trust and confidence: • Employees must understand overall business strategy. • Employees must understand how they contribute to achieving business goals. • Employees must know how you’re doing

8. Corporate Direction • Communication • Core competency for all senior leaders • Treasury Board • Requires communications plans for all documents going to Cabinet • Human Resource Strategy • Compels leadership to give attention to communication

9. Employee Survey

10. Employee Survey

11. Success Through People • Human Resource Strategy – Goals • To make a difference through a skilled, committed and accountable public service • To be a preferred employer • To be a safe and supportive workplace • To be a diverse workforce • To be a learning organization

12. Communications Nova Scotia • Government’s full-service communications agency • Provide communication planning services to departments, senior officials, ministers • Provide production services • Provide one level of interface between departments and the government agenda

15. Lines of Contact • Communications staff assigned to departments and agency • Work through assigned Managing Directors • Work with Communications and Strategic staff at Premier’s office and Treasury and Policy Board

16. Lines of Contact • Early warning system • Consistent information shared • Continuity

17. Benefits • Natural two-way network • Provides mechanism for informing employees • Provides consistent touch-point • Members sit at every senior management table in government

18. Communication Policy • Policy statement: • The Government of Nova Scotia recognizes that a central agency for the management and delivery of communication services will ensure issues are thoroughly reviewed, communication goals are met, and the policies and actions of government are clearly communicated to Nova Scotians.

19. Communication Policy Objectives Link all communications initiatives to corporate government direction Coordinate government communication activities through a corporate communications calendar Develop strategic communication plans Provide central delivery and knowledgeable procurement of communications

20. Communication Policy Objectives All departments and agencies must: • Distribute all gov’t news releases through CNS • Receive approval of complans and related materials from their Minister, Deputy and Managing Director • Acquire approval from PO through the MD at CNS for complans involving the Premier • Coordinate advertising, print, publishing, graphic design, editorial, web and related services through CNS • Ensure government web materials are in accordance with the internet policy and guideline

21. Communication Policy Objectives Helps to manage expectations internally and externally • Communication behavior is: • Product of leadership assumptions and beliefs • It is the difference between those beliefs – and the expectations of the followers that exposes the gaps

22. It’s Not Rocket Science • Principles of effective internal communications • Supervisor’s role • Effective methods • Walking the talk • Nature and timing of message • Quick guide

23. It’s Not Rocket Science • Shared with public service leadership • Adopted by various provinces and federal departments • Designed to improve the effort…… • Managers still have to be comfortable • Has to be genuine • Must be two-way

24. Communication in Nova Scotia “The art of communication is the language of leadership” - James C. Humes

25. Internal Communications at Nova Scotia Environment and Labouror “Hey, Maybe This Stuff Really Works!” William Lahey Deputy Minister

26. The basic message Communicating is important, but what you say (and how you say it) when you are doing what you do, is more important than what you say (and how you say it) when you are “communicating” - Me

27. What Is NSEL? • A unique department of assorted regulatory programs created in 1999, spanning • environment, workplaces, liquor licensing, gambling, theatres and and video games, pensions and aspects of public health and safety • A diverse “multi-organization” • The department of “necessary evil”?

28. The Lay of the Land in 2004 • One Minister and DM but multiple organizations • Relentlessly tough and high profile mandates • Weak identity, low stakeholder confidence • More a problem to be fixed, than an opportunityto be exploited • High negatives on employee survey (like other departments), including on communications,engagement and leadership

29. The Broader Context • Two Areas of importance • Human Resources Plan that Aims to make NS Public Service an “Employer of Choice” • New profile for regulatory programs at the centerof the “winning conditions” that will definethe “New Nova Scotia”

30. Aggressive and bold Semi-annual surveys Premier’s awards of excellence Healthy workplaces Take back the lunch Embracing diversity Governext (championed by NSEL) Aspiring to be an Employer of Choice

31. Excellent report Emphasis on need for cultural change [and for “sustainable prosperity”] Yet, if a picture is worth a 1,000 words … Regulatory excellence, c. 2004

32. Integration (not balancing) of prosperity and protection (other values) Positive, optimistic, ambitious, innovative Places trust and confidence (and responsibility) in regulators, including NSEL Regulatory excellence, c. 2004

33. Making Progress at NSEL • Revitalizing business planning process • DM road shows (at both ends) and e-mails • Broader senior management ownership • All manager forums • Business plan on a stick • Emphasis on two interconnected themes • Building on the strength of our people • Competitiveness and Compliance Initiative

34. Human Resource Initiatives • Four themes - career development, diversity, wellness and recognition • Developed and led by voluntary teams from across the department and all levels • Heavy emphasis on career ownership, on talent management and on orientation • Walking the “learning organization” talk • Profiled in business plan, in frequent e-mail updates, and on intra-net

35. What is CCI? • It is about advancing protection and prosperity by consistently performing as we do on our best days • It has five streams: improved regulatory management processes; science strategy, regulatory learning; compliance promotion and better laws • It emphasizes applied learning, internal and external capacity building and creative problem solving

36. What’s in it for staff? • Knowledge days and science forums • Specialized training, such as the II&E course • Better support, expanded opportunities: cross-divisional task teams; stronger policy guidance; specialized colleagues and external resources • Greater recognition (CCI “fact sheets”) • Opportunity to “Nominate a Problem” • Membership in a more respected organization

37. Regulating is a distinct and difficult governmental responsibility We are good at it and want to be better What we do is vitally important It’s About Professional Pride!

38. The Results?

39. More Results?

40. Concluding Thoughts

41. Communications Nova Scotiawww.gov.ns.ca/cmnswww.gov.ns.ca/psc/www.gov.ns.ca/tbp/

42. Questions