Why should you attend?
This workshop is specifically designed for communicators and others interested in competing for IS-4/5 positions or those who are newly promoted communications advisors. The two-day program offers a comprehensive and practical overview of the IS-4/5 competencies and of the communications advisor’s roles and expectations. The emphasis of this highly interactive workshop is on the knowledge, skills and approaches that communications advisors must possess in order to succeed. The competencies profiles developed by the Privy Council Office and the Communications Community Office serve as the reference for the required skills and abilities.
The workshop combines a mix of formal instruction with a generous dose of group discussion and practical exercises in order to provide participants with immediately actionable new skills and knowledge.
What will you learn?
This workshop will focus on:
- What are the competencies expected of mid-level communications advisors
- What Government of Canada policies and procedures govern the provision of communications advice and services
- What are the roles of communications advisors and what makes for successful delivery of their services
- How does Government work: Structure, operations, central agencies, Parliament and its committees
- What is strategic communications thinking and planning
- Performance measurement and reporting for communications projects
- Basic notions of issues and crisis management and media relations
- What are “citizen-centered” communications and consultations and how to keep that focus
- What do advisors need to know about the Web and social media
- Basic approaches to government marketing, positioning and branding
- What is the “Challenge Function” and how to exercise it effectively
What will you take away?
- Workbook
- Exercises and handouts
Professional Competencies
- Values and Ethics: Serving through integrity and respect
- Thinking Things Through: Innovating through analysis and ideas
- Engagement: Working effectively with people, organizations and partners
- Excellence: Delivering results
Meet Your Instructor
Tim Weil
Tim Weil is a former Director General in the federal government with 30 years experience developing and managing a wide range of communications plans and activities. He began his career on Parliament Hill, where he developed a strong passion for… Read full bio
Sample Agenda
Day 1
| Activity |
|---|
| Introductions and Workshop Overview |
| Competencies Profile for IS-4/5 What is the CCO Professional Development? What am I expected to know and be able to do? Why and how to use the Roadmap to develop my learning plan? Behavioural competencies for communicators. |
| Government of Canada Policies and Processes related to Communications What Government of Canada policies (communications, contracting, public opinion research, access to information, publications, etc.) are relevant to me and what do they mandate me to do? What rules and regulations must I know about? How does this relate to my current and future competencies? |
| Exercise: Frequently encountered challenges. |
| BREAK |
| Roles of the Communications Account Managers What roles am I expected to play, as an IS-4/5 (e.g. strategic/operational planner, advisor, context provider, technical expert, project manager, challenger, etc.)? How do I go about doing this in an increasingly complex context? Importance of verbal and written communications skills. |
| Exericise: Based on a case study scenario, participants will identify the specific tasks to be undertaken by Account Managers in the initial phase of planning and developing the communications strategy. |
| LUNCH |
| Exercising the Challenge Function What is the “challenge function” in the context of the Account Manager role? What are the keys to exercising this function effectively? What is my supervisor’s role in supporting me in this function? How do I challenge my clients’ assumptions without compromising our working relationship? How does this link to the IS-4/5 Competencies? |
| Performance Measurement and Reporting Why are measurement and reporting so critical for my clients and for me? How do I ensure this is done consistently and credibly? Essentials of Performance Measurement Frameworks. How does this link to the Competencies profiles for IS-4/5 |
| Issue and Reputation Management What is an “issue” from an operational and communications perspective? How does it emerge and evolve? How is it different from a crisis? Who are the key players? Why worry about perception? What about reputation? What are my roles in issues management? What do I need to know about media relations? What are the key principles for preparing media lines and House of Commons Question Period Cards? How does this link to the Competencies profile for IS-4/5? |
| BREAK |
| Exercise: Working in small groups, participants will develop a series of media lines, based on the case study scenario. |
Day 2
| Activity |
|---|
| Re-cap of Day One and Overview of Day Two |
| Strategic Communications Thinking What is meant by “being strategic”? What does this mean in the context of the communications function? Where do I find the inside information and “intelligence” that underpins strategic thinking? What knowledge and skills must I consistently demonstrate to be and be seen as strategic? Who should be part of my own “strategic advisory circle”? How does this link to the IS-4/5 Competencies? Mini-Exercise |
| Strategic Communications Planning What are the key elements of strategic communications planning? How does strategic communications planning relate to overall corporate planning, to operational planning, etc.? How do I differentiate between actions, results and outcomes? What are “horizontal” communications? What is the fit with internal communications? How does this link to the Competencies profile for IS-4/5? |
| BREAK |
| Exercise: Based on a case study scenario for a communications strategy, participants will identify key communications challenges and determine results to be achieved. |
| Citizen-centred Communications, Public Consultations and Citizen Engagement What does “citizen-centred” mean? How do polling, research, plain-language, targeted messaging, etc. support citizen-centred communications? How does the citizen-centred imperative influence strategic communications planning and execution? What are the linkages to government policies and programs? How does this link to the IS-4/5 Competencies? |
| LUNCH |
| The Web and Social Media What are Social Media? How are they relevant to government communications? How influential is the Web in today’s media universe? How can Social Media be used to achieve my clients’ communications objectives? How does this link to the IS-4/5 Competencies? |
| Understanding Government Positioning and Messaging Understanding Government Positioning and Messaging What do we need to know and understand about Government branding and positioning? How can integrate specific elements of Government positioning into departmental communications? What is the Government’s brand? Using the communications “Message Pyramid”, how does this link to the IS 4/5 Competencies? |
| Exercise: Options for a communication strategy. |
| BREAK |
| Structures and Operation of Government, Parliament and the Communications Function What government bodies must I be aware of (Prime Minister’s Office, Privy Council Office and other Central Agencies, etc.)? Where does the communications function fit in relation to the roles of the federal government and Parliament (Parliamentary Committees, etc.) |
| Exercise: Working in small groups, participants will develop intersection points between the scenario-based communications strategy and diverse portfolio partners and discuss the impact of those linkages on the strategy. |
| Wrap-up and Evaluation Participants will complete a short evaluation. |
The tools that were presented will be very helpful in my work and personal environments. Great facility. I will come back for other training.
Program Manager, Office of the Secretary to the Governor General