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Guide IX: Communications

October 1995

Table Of Contents

Introduction

Strategic considerations

Target audiences

Objectives of a quality service communications strategy

Key themes/messages to be communicated

Approach to communicating messages

Possible vehicles for communications

Evaluation of communication effectiveness

Suggested communications activities for federal departments/agencies

Introduction

The purpose of this guide is to provide advice to departments wishing to incorporate key quality services messages into their departmental communications planning process. Doing so will clearly demonstrate senior management's commitment to such an initiative, help garner employee support, and develop an environment in which quality service flourishes over the long term.

Strategic Considerations

The government's strategic intent is to show that taxpayers are getting value for money and that Public Service employees are competent and dedicated to delivering quality service.

The framework for the quality services initiative provides for phased-in implementation. Departments should build on the numerous "quality" achievements already in place and should tailor the initiative and its related communications strategy to their particular needs.

Quality service both depends on and contributes to employee satisfaction. Front-line employees are the key link in developing and implementing quality services.

Employees, clients and stakeholders are sceptical about new jargon (e.g., "quality," "continuous improvement") and grand promises in this era of severe cutbacks.

Strong executive leadership is essential to the success of the quality services initiative, but departments should also clearly identify responsibility centres within their organizations to ensure long-term sustainability of the initiative.

Senior managers are expected to provide training, give employees authority and decision-making capabilities, and to help employees manage risk and innovate.

Based on client consultation, departments would try to effect cultural change within their organizations, then they would concentrate on measures to promote employee achievements externally.

It is clearly understood that there are already a large number of qualified and knowledgeable Public Service employees providing quality services to Canadians. However, this communications framework recognizes that, because the Public Service is vast and different departments are at different stages in their quality services initiatives, there is always room for improvement in the area of quality services.

Departments will be required to include quality services initiative elements in their departmental Business Plans and Outlook documents beginning in 1996/97. Communications activities should support this.

Target Audiences

A number of groups and individuals have a direct influence on the success of a quality services initiative. Key players include target audiences (listed below), Treasury Board, Public Service communicators and their professional groups, and quality service associations.

Target audiences are:

• all employees
• managers
• clients and stakeholders
• ministers
• deputy ministers
• headquarters and regional executives
• the Interdepartmental Quality Network
• unions
• media
• other levels of government

Objectives of a Quality Services Communications Strategy

The strategic intent is to promote quality services and continuous improvement by:

• motivating senior management to actively support the quality services initiative;
• positioning the quality services initiative to ensure employee satisfaction;
• encouraging departments to communicate real successes over the long term (i.e., best practices); and
• supporting the critical components of the quality services initiative.

Departments should strive to meet these objectives by:

• outlining the present environment to help management and staff understand this initiative;
• consulting with employees and making them part of the process to develop quality services;
• identifying solutions to implementation problems and proceeding at their own pace;
• demonstrating senior management leadership and commitment;
• explaining the advantages of quality services to all parties, including the entire organization, senior managers, clients, stakeholders, staff and managers;
• explaining the link between quality services and employee satisfaction;
• using champions, spokespeople and leaders among employees;
• recognizing and publicizing the work of Public Service employees and the value of quality services as well as existing operations that have been focusing on client satisfaction;
• sharing best practices at every level of government; and
• using incentives and rewards.

Key Themes/Messages To Be Communicated

Quality depends on people

• Public Service employees are dedicated to providing Canadians with quality services.
• Quality means continually building employees' knowledge and skills, because employees are key to quality service. Employees should have the tools they need - including strong management support - to meet the changing needs of the clients they serve.
• Clients are the best judge of the quality of the government services they receive and their input is invaluable for quality service delivery.
• Services should be designed and delivered with clients in mind.

Getting government right

• Canadians want a government that is affordable, accessible and responsive.
• Public Service employees are committed to delivering affordable government programs.
• Quality service is fundamental to getting government right. The government's challenge today is to deliver quality services while making the best use of taxpayers' dollars.

Alliances for action

• The government wants to work with unions to implement this initiative. Quality services come from employees and are supported from the top. Union members will benefit from this initiative because their job satisfaction will increase.

Continuous improvement

• The Government of Canada is committed to offering Canadians quality services that continue to change with the times.
• To that end, the Government is building an environment that encourages both continuous learning and ongoing improvement in quality services.

Approach To Communicating Messages

The current environment includes internal uncertainty due to Program Review and job losses, and increasing external demands for affordable, responsive and accessible quality services. It dictates a low-key approach with gradual demonstration of changes over time. Departments should develop a two-pronged approach: internal communications activities and external communications activities.

Make announcements only when real successes can be demonstrated. Communications should stress that better, more efficient services result from quality initiatives. Those announcements could focus on departmental implementation activities related to the Quality Services series of guides.

Possible Vehicles For Communication

• Internal newsletters
• Staff magazines
• Articles for outside publications
• Departmental e-mail, including e-mail from DMs
• The Internet
• TB RésSourceNet
• Rewards and incentives
• Site visits and open houses
• Promotion of success stories
• Employee champions and spokespeople
• Letters to stakeholder groups
• Speakers' bureau
• News releases
• Brown bag lunch sessions
• Ministerial speeches

Evaluation Of Communication Effectiveness

You should assess the effectiveness of communications activities by measuring the results obtained against the objectives outlined in your communications strategies.

Possible methods of assessment include analysis of consultation results, pre- and post-testing, ongoing monitoring, assessment of correspondence, and client and employee surveys.

Suggested Communications Activities For Federal Departments/Agencies

This section sets out some timelines and ideas for communications activities to support quality services initiatives across federal departments/agencies. Due to the wide range of organizational structures, technological capabilities, and progress on quality services initiatives, it is intended to serve only as a guide and perhaps to prompt other ideas/initiatives suited to your organization. It is effective to have a "point person" who puts a face to quality services initiatives for your department - someone staff can contact for information or feed information to. Here are some examples you may wish to consider.

                             Ideas for Activities/       Details                           
                             Communications Tools                                          

QUALITY MONTH (held     DM's e-mail re: Quality         Quality Month activities may be    
each October)           services initiative activities  coordinated by the                 
                        (government-wide and those      Interdepartmental Quality Network  
                        specific to your department)    (IQN) - membership from 150        
                        Staff seminar on service        departments/agencies.              
                        standards or other quality      Here are some highlights from      
                        issues                          Quality Month October 1995:        
                        Outside speaker on quality      "Learning Event" held in Ottawa,   
                        services (can link with other   seminars free to all Public        
                        departments)                    Service staff.  (Minister          
                        Open house                      Eggleton speaker at luncheon.)     
                        Story in employee publication   Letter sent to ADMs soliciting     
                        focusing on success stories     departmental presentations.        
                        Electronic bulletin board       (Sponsored by IQN, CCMD and TBS.)  
                        postings                         Other initiatives:  Excellence    
                                                        Summit (Toronto), and Canadian     
                                                        Quality Fair (Vancouver).          

INITIAL LAUNCH (starts  DM's e-mail to introduce the    Personalize it:  how staff can be  
end of October 1995     quality services initiative     involved, status of where          
and lasts 6 months)                                     department is, awards and          
                                                        recognition, training, employee    
                                                        surveys, etc.                      

THEMES                  Staff magazine articles         Introductory piece on quality      
  Training                                              services, examples of service      
  Quick hits                                            standards, profile of quality:     
  Service standards                                     services initiative                
  Employee surveys                                      'torchbearer(s)' in your           
                                                        department, how your department    
                                                        pursues continuous learning and    
                                                        training initiatives, etc.         

                        Electronic bulletin board       Post success                       
                        postings (departmental)         stories/complimentary letters      
                                                        from clients (with permission).

Internet listings A TBS group will put up on the TBS Home Page an "Innovative and Quality Exchange" which will contain specific quality service initiatives. The Exchange will allow for the sharing of best practices across federal, provincial, and municipal levels. Contact your quality services representative for details/information or Adel Shalaby at TBS (613) 957-2493.

News releases/media relations Include a quality services message where applicable. Communicate service standards, where possible. Mention 'quick hits' -- when progress in service to the public has been made and can be shown. Announcement (if applicable) Departments need to publish service standards by end of 1995-96 for key services important to Canadians. Minister's speeches Include quality services message, where applicable. Identify 'quick hits' mentioned above. DM's/senior managers' brown This depends on willingness of bag lunches/meetings senior management to pursue this option, face-to-face can be a very effective tool. Employee and client surveys on Publicize results. quality services/management techniques, etc. INTEGRATION (first 18 months) THEMES Communications with NGOs, Three five-year quality service Broad based stakeholders (i.e., improvement plans integrated into implementation introductory letters) departmental Business Plan, Change to starting with spring 1996 accountability Business Plans.

Measure continuous Minister's speeches Focus on projects for improvement improvements in client (if applicable) and report satisfaction in improvements, results of ongoing delivery of key client consultation re: services. services News releases as appropriate (general quality message to be included) Announcements as appropriate Employee and client surveys publicize results E-mail (DM's) special announcements Internet see Phase I Electronic bulletin board information sharing (departmental) Articles in staff publications status information/training opportunities/employee awards and recognition Articles in other publications success stories/ (i.e., private sector, cooperation/client provincial/municipal, NGOs) satisfaction, etc. Awards/Recognition ceremonies employee recognition FULL IMPLEMENTATION (18 months to 3 years) THEME Changes to Policies Media relations Identify concrete examples of See Phase I and II sections improved service to Canadians, above for activities/tools to publicize results of surveys use. indicating change.