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2. Contents. What are brands, purpose and PS brandingDeveloping the brand: approach, steps and timelineBuilding the brandEarly initiativesNext stepsBranding initiatives underway. 3. Purpose of this presentation. Develop a shared understanding of branding, propose key actions, timelines and ne
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1. Branding the Public Service of CanadaDecember, 2007
2. 2 Contents What are brands, purpose and PS branding
Developing the brand: approach, steps and timeline
Building the brand
Early initiatives
Next steps
Branding initiatives underway
3. 3 Purpose of this presentation Develop a shared understanding of branding, propose key actions, timelines and next steps in developing a brand for the Public Service of Canada
4. 4 What is a Brand? A brand is “promise” future employees, employees, consumers, clients, citizens believe in.
Branding is much more than a logo, a tagline or a slogan
Branding is:
A 360° look at every aspect of the organization
Every touch point with members of the organization’s target audiences (external and internal)
Branding requires consistency, clarity and commitment
5. 5 Some Facts about the Public Service Canada’s largest employer – approximately 250K employees
Canada’s most national employer – 1,600 points of service across Canada
Canada’s most international employer – present in more than 150 countries
Offers over 1,000 different types of jobs
Offers real opportunity for advancement – 36 CEO-equivalent positions and over 4,500 executives
Works in many different lines of business (economical, social, cultural, scientific)
Delivers vital services that touch citizens’ lives every day
Has a direct impact in the country and in the world
Average age of a new indeterminate employee is 36 years
Average age of new EXs is 46 years
6. 6 Canada Post Corporation (CPC)
Canadian Blood Services (CBS)
Parks Canada (PC)
Canada Mortgage and Housing Corporation (CMHC)
Canadian Museum of Civilization
Business Development Bank of Canada
Farm Credit Canada
CRA, DND, RCMP
Province of British Columbia Branding in Government Organizations
7. 7 Why a Branding Strategy for the Public Service? To support government’s plan for a stronger Canada
To support one of the key objectives of the government to strengthen and promote Canada’s foundational values of freedom, democracy, human rights and the rule of law
To build employees’ trust and pride, and encourage them to act as ambassadors for their organization, its values, products and services
To attract and recruit qualified new employees
To reflect government’s efforts in ensuring that the Public Service meets the evolving needs of Canadians and the Canadian society with excellence in policy development and advice, and professional service delivery
8. 8 Why now? Demographics and labour market urge to position the PS as an employer of choice
Commitment by Clerk in PS Renewal Action Plan
100th Anniversary of PSC and 140th Anniversary of the PS in 2008
Recommendation by the PM Advisory Committee on PS
Suggestions made by the Senior Level Committee on Retention and Compensation
9. 9 PS Branding and Sub-brands? Public service branding needs to be flexible to allow for strong complementary sub-brands “customized to suit the particular needs and circumstances of individual departments and agencies or functional communities”.
Some departments (e.g. CRA, DND, RCMP, etc.) have developed and are implementing a brand with emphasis varying from recruitment (DND, RCMP) through to business development (CRA).
10. 10 Mission (options) Serving the public and the public interest
Canadians serving Canada with excellence and pride
Canadians serving Canadian interests
Serving Canadians
Serving the public interest
Dedicated to excellence in public service
11. 11
Building a strong Canada
Keeping Canada strong
Make Canada better
Building a country that is a source of pride
Contributing to Canada’s advancement
Vision (options)
12. 12 Approach The development of an overall umbrella brand for the PS with brand segments for all four main components (recruitment, internal, Canadians and Parliamentarians)
13. 13 What to Brand for? Prospective Employees
Attract qualified prospective employees that share our common values and ethics to join the Public Service of Canada
2. Current Employees
Reinforce a culture of pride and engagement across the PS where each employee can exercise their full potential in a workplace that is healthy, rewarding, high performing, supportive, challenging, professional and adaptive
3. Canadians
Strengthen the PS image with Canadians at large to build trust in the institution
4. Parliamentarians
5. International Community
14. 14 Approach with our Value Proposition Holistic – cannot be only about recruitment or culture
2. Consistent and coherent
3. Integrated – to resonate with prospective employees, current employees and citizens
15. 15 Development Process Intelligence gathering, analysis and consultations
Discuss branding approach, lessons learned, identify key contacts, etc.
Presentation of preliminary findings and approach to DM PS Renewal Committee and other senior-level committees
Public tender and engagement of a professional firm
Development of the PS-wide branding strategy
Engagement of key stakeholders (DMs, DG Communications, Managers’ Community, Unions, Youth, HRMAC, etc.)
16. 16 Engagement and Outreach Development of an engagement and outreach strategy to include:
Volunteers
Development of a Working Group of DGs representing departments agencies
Regional Federal Councils
Youth network
Functional Communities
Managers network and Conference
Communications community and Conference
Communications strategy for external audiences
Dialogue with key stakeholders on best practices in branding
Presentations to senior-level committees: DMs PS Renewal Committee, Communications Council on PS Renewal, DGs Council on PSMA, Regional Federal Councils
17. 17 Timeline
18. 18 Issues and Challenges Brand has to be relevant to our targeted prospects, our employees and Canadians in general
Diversity of the Public Service
Positioning and Messaging
Managing and sustaining the brand
19. 19 Managing the Brand
Requires strategically-driven senior management leadership and commitment (e.g. Clerk and DMs) to ensure success
An accountability mechanism to make sure “we walk the talk”
Engagement and buy-in by opinion leaders at all levels across government (including bargaining agents)
Generate buy-in and bring the organization and its various components into alignment with the brand (I.e. deliver on the promise of the brand)
Monitoring and assessing the brand performance
Sustaining the Brand
Holistic and consistent approach
Change of government direction
Timing considerations (e.g. impact on collective bargaining)
Requires a long-term and sustained commitment of resources for implementation
Requires in-place systems to support and facilitate the brand (i.e. recruitment and staffing processes)
20. 20 Linkages and partnerships Central agencies, PSC, PCO, TBS, Finance
Canadians serving Canadians (e.g. Service Canada)
Department and agencies
Unions
CCO and other reps of functional communities
Networks (Youth, Manager Community, HR Council, HRMAC, DM PS Renewal Committee, etc.)
NGOs (e.g. United Way, YMCA, etc.)
21. 21 Benefits Attract highly skilled workers to the PS
Motivate, retain and engage employees
Strengthening the image of public servants and public service with Canadians
22. 22 Anticipated Results Establishing “brand equity” for the organization (e.g. goodwill and “benefit of the doubt”, useful in times of crisis or policy change).
Communicating a set of values that speak to employees, future employees and Canadians
Improving the PS and its different entities’ ability to communicate and internalize its corporate vision and mission
Increasing consistency of internal and external communications
Provide a strong platform for future policy or program development and services
23. 23 Lessons Learned from Others Branding is a long process, take the time to brief and re-brief to build support
Branding is still misunderstood, take the time to brief and re-brief to build understanding
Use research to “bullet-proof” the branding work
Identify and work with a champion (a high-level champion)
Focus on the process (logical, sequential, research-based)
Source: CRA MARCOM Presentation
June 07
Conducted significant research (focus groups and surveys) to clearly understand the values communicated by the institution
Ensured brand was consistent with policy direction
Made sure senior leadership was "on-board"
Ensured consistency through all parts of the organisation
Make sure brand can be used for all media - Television, Internet, print, others
Ensure proper budget to give the brand adequate visibility
Applications for recruitment increased from 22K (Sep 06) to 35K+ (06-07); Web visits increased from an average of 120K/month (04-06) to a record of 1.3M in March 07
Source: DND, August 2007
24. 24 Actions Completed Established an action plan for the next 18 months and received Agency funding until end of Fiscal 07-08.
Prepared Request for Proposal (including a Statement of Work) for identifying firm(s) that will assist in the development of a branding strategy and implementation planning. The RFP will be published on a public tendering system
Continued to gather intelligence, consulted and held meetings with senior management and key groups and individuals in various jurisdictions, departments and agencies – Farm Credit Canada, Government of BC, Canada Revenue Agency (CRA), Department of National Defence (DND), Public Works and Government Services Canada (PWGSC), PSC, TBS, PCO, Service Canada, CPSA etc).
Developed and updated a strategic Framework that sets out the key issues and a proposed approach to branding the PS.
Developed a PowerPoint presentation to complement the Framework and made presentations to senior-level committees, e.g. DMs’ PS Renewal Committee, DG Communications on PS Renewal, Human Resource Council, Regional Federal Councils.
Created three supporting committees comprising a Steering Committee with ADM-level members, a Working Committee with DG-level members, and an Advisory Group made of experts from various non-governmental groups such as academia, private sector, media, Crown Corporations, and held initial meetings
Developed mission and vision statements
25. 25 Next Steps December 2007
Gather profiles for the first issue of A Day in the Life/Did you know? Theme: Diversity of positions in PS
Select the company with expertise in branding through the competitive process (RFP)
Final report of market analysis reports
Strategy development for Engagement and Outreach
January 2008
Meeting with the three branding committees
Meeting with the Functional Communities leaders
February 2008
Post a Did you Know?
Launch of job shadowing project
Development and finalization of branding strategy
March 2008
Second issue of A Day in the Life / Did you know?… Theme: Diversity of locations of jobs in the PS
Testing of Brand promise and character with key audiences
April 2008
Post a Did you Know?
Completion of strategy and development of implementation and evaluation plans
May 2008
Post a Did you know?
June 2008
Soft launch of brand during PS Week
3rd Issue of A Day in the Life/Did you know?. Theme: Front line services to the public
September 2008
4th issue of A Day in the Life/Did you know? Theme Public servants receiving national and international recognition
June to October 2008
Further development of the brand strategy that will include a PS vision, objectives, positioning, brand analysis, situation/gap analysis, brand character, brand promise, brand identity, messages, action plan, implementation and evaluation plans
October 2008 and on - Implementation of brand strategy, tracking and evaluation
Ongoing – Engagement of stakeholders, presentations and seminars, outreach, inreach and participation at events such as the 100th anniversary of the PS Commission and the Public Service week
Ongoing – Continuous tracking and collaboration with various stakeholders to ensure successful implementation and sustainability
26. 26 Annex - “Early Initiatives” during planning/development phase Under development:
A Day in the Life… - real-life stories profiling public servants on the job
Did You Know?... – interesting facts and figures about the public service
Job Shadowing for students – pilot program to match students with public servants in their field of study
Other proposed activities:
Be a PS Ambassador Initiative
Use champions to have case studies in Universities/Colleges to ensure students think about PS as a challenging and interesting place
Contests for High School Students / Debates
Curriculum mini-course in PS (during Spring break)
Use of Statistics Canada Outreach Network to share some early messages for schools
Tell your PS Story Website
Internal Newsletter to all of PS
Bring your Kid to Work Day
GC’s success story online portal
External Newsletter to the Public
Op-Eds on the Public Service
Encourage and show case volunteering efforts by public servants (potential partnership with GCWCC
Public Recognition of Public Servants
Use testimonies from outside executives who participated in Interchange Program.
27. 27 Annex – PS Renewal Activities where branding elements can be integrated Communications
Integration of PS renewal messaging in departmental employee communications; distribution of integrated plans to all employees; learning plans; A Day in the Life…
Planning
Integrated human resources/business planning; Roundtables and seminars; Learning events with senior PS leaders – ongoing; Learning modules and leadership courses; lessons learned dissemination at a national Public Service Executive Conference – January 2008; Recruitment plans and strategies; “Fast Track” staffing model
Recruitment
Recruitment activities to increase the number of post-secondary graduates appointed directly to indeterminate positions – March 2008; Collaboration with functional communities and departments/agencies to implement recruitment plans in the area of human resources and Information Services – March 2008
Employee Development
Talent management Plans implemented by COSO and DMs for all ADMs – 2007/2008; Revised performance management approach for all managers
Enabling Infrastructure
Various activities related to process and infrastructure that can reinforce the positioning of the brand – March 2008
28. 28 Annex – Lessons Learned about Timeframes and Costs DND “Fight” (CF Recruit Advertising Campaign)
Cost of Campaign
Media Buy (06/07): $16M
Prod (06/07): $1,3M
Timeframe: three years (from development to launch of campaign)
CRA
Development costs: Approx $1M
Timeframe: From development of Mission, Vision, Values Statement to start of implementation (mid-07): 18 months.
Province of British Columbia
Development Costs : Approx $500,000 so far, two thirds of cost for research and remaining for development of artwork (including logo)
Timeframe: almost one full year so far, and not completed yet