The 411

DATE NOT SET
8:45 a.m. - 4:30 p.m.

CEC Training Facility
1900 Merivale Road, Suite 206
Ottawa, ON K2G 4N4

$675 (+hst)
Discounts available.

Registration Closed

Meet the Instructor

Josef Jurkovic

Josef Jurkovic

Josef Jurkovic is a CEC director and founding partner. He has over 35 years of public and private sector experience across diverse areas of internal and external communications, public consultations, branding and marketing.

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G107
PORTFOLIO AND HORIZONTAL COMMUNICATIONS


WHY SHOULD YOU ATTEND?

In the context of the ever increasing demands by Canadians for fast, open and consistent communications from all levels of government as well as any other large organizations, public sector communicators, their senior managers, Ministers and CEOs are under significant pressure to ensure that activities and communications from all parts and from all levels of governments and organizations are coordinated to the maximum possible extent and that messaging on a given portfolio subject is consistent. The emphasis is on encouraging integrated portfolio coordination, including communications, wherever the nature of the portfolio calls for it. The term 'portfolio coordination' refers to a Minister's (or Mayor’s or CEO’s) responsibility to promote coherence in achieving the government's and/or organizational objectives, such as good governance, coordination of policy, legislation and programs, and accountability to Legislature and the public, by fostering cooperation among the organizations in his or her portfolio.

An important goal of portfolio coordination, be it economic or social development, health, environment or public safety, is to support communication among portfolio entities - particularly between individual entities and the lead agency - to ensure that all entities have appropriate and timely information needed to fulfil their respective roles. The communication and coordination mechanisms chosen will reflect both the particular circumstances of the portfolio (e.g., size, complexity and policy priority) and, necessarily, the agenda and the preferred management approaches.

WHAT WILL YOU TAKE AWAY?

Agenda
8:45 - 9:00 Introductions and Workshop Overview
9:00 - 9:45 Portfolio and Horizontal Initiatives:
The Context
  • Recent history and approaches
  • Applicable policies and guidelines
  • Characteristics of portfolio horizontal communications
  • Horizontal governance models; statutes & regulatory frameworks
  • Determining roles & responsibilities
  • Symmetrical and asymmetrical models.
  • Examples
Mini-exercise
9:45 - 10:30 Communications Function and Horizontal Initiatives
  • Relationship management
  • Step by step process of Integrating communications and issues management
  • Committees, structures, functions and resources
  • Decision-making and accountability process
  • Linkages and partnerships
  • Integrating the communications function into horizontal initiatives
  • Importance of Governance Protocols eg. Governance Frameworks
  • Developing a “Communications Protocol”
  • Examples
Mini-exercise
10:30 - 10:45 HEALTH BREAK
10:45 - 11:30 Horizontal Communications Strategy
  • Challenges and pitfalls
  • Developing common understanding across the initiative
  • Lack of a clear communications mandate and accountabilities
  • Importance of dedicated resources
  • Dealing with mistrust and diverse organizational cultures
  • Senior Management and partners’ “buy-in”
  • Step by step process and use of facilitators
  • Focus on objectives, results, responsibilities and accountabilities
  • Consultation, monitoring and evaluation process
  • Common messaging “regime”
11:30 - 12:15 Case Study:
Small-group exercise
12:15 - 1:00 LUNCH
1:00 - 1:45 Developing a Portfolio Messaging “Regime”
  • Identifications of communications issues and risks
  • Developing a common positioning
  • Importance of audience segmentation
  • Linking core and specialized message to specific audiences
  • A system for developing common messages
  • Importance of portfolio approvals
1:45 - 2:30 Case Study:
Small-group exercise
2:30 - 2:45 HEALTH BREAK
2:45 - 3:15 Horizontal Communications Critical Success Factors and Skills
  • Facilitating, negotiating and networking
  • Strategic planning and thinking
  • Patience, compromise, flexibility, leadership and active listening
  • Honesty, openness, respect and trust and “No Surprises” environment
  • Understanding change communications and knowledge management
3:00 - 4:00 Case Study:
Small-group exercise
4:005 - 4:20 Portfolio and Horizontal Communications Benefits
  • Improved responsiveness and Issues management
  • Enhanced reputation management and better policy/program coherence
  • Stronger coordinated support to the Minister or CEO
  • Increased visibility of the initiative and the organization
  • Increased pool of resources and economies of scale
  • Increased knowledge base and expertise and improved strategic thinking
  • Better information and services for Canadians
4:20 - 4:30 Re-cap and Evaluation