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Building a Corporate Strategic Communications Plan

Agency-wide Consultations April 2009

Purpose

2 • Engage the Agency in creating a priorities

Corporate Strategic Communications Plan

for Statistics Canada that will establish strategic direction and - 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

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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

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Examples of major activities

        Consultation processes Survey collection activities/respondent relations Publications Marketing, promotion and outreach Dissemination Media relations Departmental reports Internal communications

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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

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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

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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

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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

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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

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Communications vision and mission

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

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Strategic commitments

1)  Plan and manage our communications Identify opportunities/challenges, develop strategies for major initiatives, improve The Daily, use communications expertise for business results 2)  Improve our Web governance ( www.statcan.gc.ca

) Develop strategic plan, increase user consultation, obtain better information/data about visitors 3)  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

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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)

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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

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Questions for discussion

1) What are some of the opportunities/challenges you see from a communications perspective?

2) Does our proposed vision/mission statement capture where we want to go?

3) Are the four priorities in this plan the right ones for the Agency at this time?