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

2. 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 Government’s Communications Policy

3. 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. 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. 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. 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. 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. 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. 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. 10 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

11. 11 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)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

12. 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. 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. 14 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?