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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
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.
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.
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:
The strategic intent is to promote quality services and continuous improvement by:
Departments should strive to meet these objectives by:
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.
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.
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.