A Framework for Developing a Brand for the Public Service of Canada

October 17, 2007

Table of Contents

Purpose..............................................................................................................................3Mission................................................................................................................................3Vision..................................................................................................................................3Context................................................................................................................................3Why a Branding Strategy for the Public Service?........................................................5Brand Analysis...................................................................................................................6Branding and the PS Federal Identity Program.........................................................10Overall Approach............................................................................................................11What to Brand..................................................................................................................12Approach with our Value Proposition...........................................................................15Project Process...............................................................................................................17Enablers............................................................................................................................19Issues and Challenges...................................................................................................20Risks and Weaknesses..................................................................................................21Linkages and Partnerships............................................................................................24Benefits and Anticipated Results of Public Sector Branding...................................24Proposed “Early Initiatives”............................................................................................25PS Renewal Activities....................................................................................................26Communications Considerations..................................................................................27Next Steps........................................................................................................................28Appendix A - What is a brand?.....................................................................................30Appendix B - Lessons Learned from other Public Service or Private Organizations...................................................................................................................32Appendix C - Brand Architecture..................................................................................33Appendix D - Branding the Public Service of Canada..............................................37Appendix E - Launch of Potential Branding-Related Activities................................38Appendix F - Available Reports, Presentations, Research Publications...............38

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A Framework for Developing a Brand for the Public Service of Canada

Purpose

To develop a shared understanding of branding, propose key actions, timelines and next steps in developing a brand for the Public Service.

Mission

Serve the public and the public interest

Vision

Pride and Excellence in serving Canada and Canadians

Context

The Clerk of the Privy Council identified the need to “refine and articulate a Public Service ‘brand’ that can be customized to suit the particular needs and circumstances of individual departments and agencies” as a medium-term priority in his 14th annual report on the Public Service (PS)

In support of the Clerk’s priorities, the Canada Public Service Agency is tasked in the PS Renewal Action Plan to develop a PS-wide branding strategy by March 2008

The Public Service of Canada does not have an overall and integrated corporate brand. Public service branding is essential to compete for attention and retention of messages. But requirement for branding is about more than messages – it is about getting Canadians in general to understand and appreciate that the PS excels at doing its job well and is essential to the well being of Canada and Canadians. This way, people will want to work for the PS, as we position it as the employer of choice, which will also attract new talent and make employees proud to be part of PS

Brands are promises made to future employees, employees, consumers, clients, and citizens that they believe in. Branding is much more than a logo, a tagline or a slogan, it supports and promotes the “raison d’être” of an organization (see Appendix A)

Public sector branding needs to be flexible enough to allow for complementary sub-brands “customized to suit the particular needs and

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circumstances of individual departments and agencies or functional communities”. Some departments (e.g. CRA, DND, RCMP, etc.) have developed and are implementing their own brand. (See Lessons Learned in Appendix B)

Government of Canada Workplace Charitable Campaign (GCWCC)The remarkable growth in the United Way/Centraide Ottawa’s fundraising campaign is due in large part to the contributions made by Leaders, people who contributed with $1000 or more. In 2006, over 6000 people made contributions at the Leadership level, for a total of nearly $9.96M. This amount represented 35% of the overall total campaign results of over $28M. Within GCWCC, 28% resulted from Leaders.

o Every year, 22 million Canadians donate a total of $9 billion to charitable causes, while a smaller number offer two billion hours of volunteer time.

Branding and positioning the PS as a top corporate citizen brings a number of benefits:

o Enhanced corporate reputation and improved brand image o Improved relations with stakeholders and partnerso Improved public perception of the PS o Increased employee morale and productivity o Enhanced relations with communities and regions

A few facts and figures about the PS:• Canada’s largest employer – approximately 250K employees• Canada’s most national employer – 1,600 points of service across

Canada• Canada’s most international employer – present in more than 150

countries• Offers over 1,000 different types of jobs • Offers real opportunity for advancement – 36 CEOs like, over 4,500

executives• Works in many different lines of

business (economical, social, cultural, scientific)

• Delivers vital services that touch citizens’ lives every day

• Has a direct impact in the country and in the world

• Average age of a new indeterminate employee is 36 years

• Average age of new EXs is 46 years

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Findings from the Qualitative Research with the Canadian Public and Public Servants on Trust, Accountability and the Management Agenda (the Strategic Counsel, October 2005):

There continues to be a credibility gap with the public and public servants

Canadians want to hear what it’s done and how it matters to them

Most employees lack the “big picture” of the government and have difficulty explaining how what they do matters in Canadians lives, unless they work directly with the public

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Why a Branding Strategy for the Public Service?

To support one of the key objectives of the government to strengthen and promote Canada’s foundational values of freedom, democracy, human rights and the rule of law

To reflect government’s efforts to ensure that the Public Service (PS) meets the evolving needs of Canadians and the Canadian society with excellence in policy development and advice, and professional service delivery - fundamental to our continued progress as a nation

To respond to public expectations of: more accountability, better management of tax dollars and improved core public services

To support a common organizational culture based on our common Public Service values and ethics

To build employees’ trust and pride, and encourage them to act as ambassadors for their organization, its values, products and services. There is causal connection between engaged employees, citizens’ service satisfaction and trust and confidence in the Public Sector (the Public Sector Service Value Chain)

A common Public Service brand will provide a strong foundation and a canvas for more focused, departmental sub-brands, while influencing the organizational culture at large. It will provide the flexible framework for sub-branding of departments and agencies – some of which are developing their brands currently (e.g., CRA, DND, CMHC, BDR, Parks Canada). While the PS brand and individual departmental/agency brands are developed, they are all connected by the well-recognized Federal Identity Program (FIP) - e.g., Canada word mark and departmental identifiers

To support the Public Service Renewal initiatives that recognize the changing needs, demographic challenges and government’s efforts to “ensure that the Public Service of Canada, an integral national institution that is made up of hundred of thousands of people serving Canadians at home and around the world, is ever changing, adapting, and benchmarking to best practice in public administration”

To support recruitment and retention strategies and provide support to the Public Service, presently in direct competition for talent with other sectors, in an increasingly competitive labour market

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“A poorly defined public service brand combined with slow, inflexible human resource and recruitment process represent a significant barrier to managing generational change” - A Vital National Institution? What A Cross-Section of Canadians Think About Canada’s Public Service in the 21st Century, Public Policy Forum (PPF) report, June 2007

In response to recent polls and studies showing a lack of public awareness and understanding to clearly articulate who we are as a Public Service and what we stand for

“The clear correlation between a strong, non-partisan public service and the successful economy and society that Canada has been able to build, is a fact that is often unrecognized and under-appreciated. Quite simply, part of our success as a country has been, and will continue to be, linked to a professional public service that is dedicated to excellence.” (The Clerk of the Privy Council)

Brand Analysis In order to develop and implement the right branding strategy, we need to grasp as accurately as possible how the Public Service is currently perceived by various audiences. This analysis will be critical in successfully determining our branding strategy.

Currently a literature review is undertaken to analyze and synthesize the findings of major public opinion research surveys and focus groups. Current reports and studies are considered, such as Rethinking Government, Ekos, 2006; Public Service Employee Survey, 2006; Reconnecting the Public Service with Youth, CPSA, 2006; Canada’s Public Service in the 21 st Century , Public Policy Forum; and the article-opinion Renewing Public Service, by David Zussman.

The process includes: Gathering and selecting relevant information from the available literature,

pertaining to questions directly related to the public service or public servants;

Defining the information we are looking for by formulating questions and establishing clear parameters and areas of study

Consulting with Research and Analysis direction in CPSA for validation and advice

Creating an audience matrix to illustrate how each segment perceives, is satisfied with or desires how the PS should be

Identifying critical gaps in information and proposing further research

Research Shows…

Highlights

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8% of male youth respondents and 3% of female youth respondents think that the federal government is the most interesting to pursue a career;

3% of youth respondents think that the federal government provides the most employment opportunities (Reconnectig with Youth, 2006 - Ipsos-Reid Corporation; Nombre de répondants: 2012 plus ou moins 2.2 (12 à 30 ans))

The most important attributes of public servants are honesty/ trustworthy 45%, integrity 23%, intelligent/educated/ skilled/knowledgeable 20%, work toward common good 14%, accountability/transparency 9%, hard working/dedicated 9%, ethical 8%, dk 12% (Rethinking Government 2005, Wave 4 Report, Views on Public Service, Ekos)

1. A Vital National Institution? What A Cross-Section of Canadians Think About the Prospect for Canada’s Public Service in the 21st Century, Public Policy Forum (PPF) report, June 2007

o There is a decline in trust and understanding between public servants and Canadians

o A PS brand would help Canadians understand the importance and value of the public service in their lives; it would strengthen and rebuild trust and relationships with the public. Without this emphasis, the public service and its employees will remain “faceless”

o Young Canadians are unclear about what the public service offers as a career option

o There must be more focus on performance, value for taxpayers dollars, quality service and the achievement of meaningful outcomes for Canadians

o There is a perception that the accountability-driven “web of rules” is creating a culture with plenty of fear and little innovation

o A poorly defined public service brand combined with slow, inflexible human resource and recruitment processes represent a significant barrier to managing generational change.

o Without effective, sustained and committed senior leadership from politicians and public servants, the public service will continue to “muddle through” in the face of significant organizational and institutional challenges

Ian Green, former Deputy Minister and Chair of the Public Service Governance at PPF declared in this report’s foreword: “Most of the people we talked to think the public service is a critical force in Canada’s economic prosperity and high quality of life, but there seems to be level of anxiety about whether or not it can continue to deliver on that promise.”

2. 2005 Federal Service Delivery Assessment Among Front Line Workers, Corporate Research Associates Inc. March 2005

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o Most felt that the Government of Canada does not meet clients’ expectations in terms of excellent customer service and meeting standards of best service practices

o The public is better informed and therefore have higher expectations of the public servants who they feel cannot always adequately respond due to increased workloads or lack of sufficient resources

o Service standards should be consistent across the Public Service and should be well communicated internally and externally

o Public servants working with the public want to increase their knowledge and teamwork in providing better services; they want consistency and clearly communicated service standards among Government departments; more efficient processes and more opportunity to influence policy and program development

3. Findings from the Qualitative Research with the Canadian Public and Public Servants on Trust, Accountability and the Management Agenda, the Strategic Counsel, October 2005o There continues to be a credibility gap with the public and public

servants. o Canadians want to hear what it’s done and how it matters to themo Public servants are disillusioned and demoralized. They are cynical

about the management agenda. Most lack the “big picture” of the government and have difficulty explaining how what they do matters in Canadians’ lives, unless they work directly with the public

4. Drivers of Workplace Wellbeing and Employee Engagement, Canada Public Service Agency, formerly knows as PSHRMAC – EKOS Research Associates Inc., February 2005o Positive aspects: interesting nature and importance of work, people;o Less desired aspects: perceived lack of stability, onerous approval

processes and physical work environmento General consensus on the top criteria for a healthy workplace: fair

treatment, work/life balance, opportunities, honesty, “walking the talk”, appreciation and recognition of work

5. Focus Group Findings on Service Canada Branding and Service Issues, Service Canada – EKOS Research Associates Inc., March 2006o Initial reaction was negative, being described as “government “ and

“bureaucracy” along with words such as “waste”, “slow”, “waiting on the phone”, and reinforced perception of the government being “mediocre”

o Little awareness of Service Canada but strong support for the one-stop service delivery concept – with some cynicism about how much things would really change

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Branding and the PS Federal Identity Program

The Federal Identity Program (FIP) – including the Canadian word mark and departmental/agency identifiers - is well known and well accepted with Canadians. The Public Service (PS) branding strategy would not replace the FIP, but would rather support and complement it, giving the PS depth and meaning in the minds of Canadians.

The PS brand is what Canadians, employees and stakeholders think and believe about the PS. Both PS brand and FIP can coexist to increase meaning and trust in the public eye.

A comparative look…

Federal Identity Program

Public Service Brand

The FIP visually symbolizes the Government, it helps project the government as a coherent, unified administration through clear and consistent visual identification.

Visual elements such as the FIP are well recognized.

The FIP is a two-dimensional identifier for the Government of Canada.

The PS brand is the story created about the PS in the minds of our audiences. The brand reaches deeper than visual logos, it shapes beliefs and perceptions in the minds of Canadians, employees and stakeholders about what the PS stands for.

Building a brand is a focused, consistent and long-term exercise.

The brand supports and reinforces the PS promise and gives PS a face and a personality.

The brand is multidimensional and it builds meaning, loyalty and trust.

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Overall Approach

The Public Service (PS) needs an integrated and strategic approach to branding from a client perspective but also for communicating it to its workforce and potential new recruits. To be successful, the PS brand needs to address four main separate and distinct audiences: potential new public servants, current public servants, parliamentarians and Canadians as a whole.

Branding Model for the Public Service

The recommended approach is to develop an overall umbrella brand for the PS. The brand would be tailored to three major target audiences – potential employees, current employees and Canadians as a whole. Marketing and communications activities directed at each of the major audience groups will address the major objectives for each audience:

i. For potential employees – when they think of a diversified workplace, a place where they can make a difference, they think of the Public Service of Canada. Additionally, departments or functional groups with unique needs could develop their own specific messages, focusing on their requirements, but consistent with the overall PS brand

ii. For existing employees - they want to feel their work is important and appreciated. They want to be proud of what they do and where they work

iii. For Canadians - the PS is there to serve Canadians, it is a valuable, useful and essential asset for the benefit of Canada and Canadians

iv. For Parliamentarians

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PS UMBRELLA BRAND

Audience Segment #1Prospective Employees

Audience Segment #2Current Employees

Audience Segment #3Canadians

Audience Segment #4Parliamentarians

Students New Graduates

Mid-Career Executives & Senior Managers

Members of Equity Groups

Education Institutions

Individual Public Servants

Managers

Individual departments / agencies

Functional Communities

Unions

APEX

General Public

Influencers

Media

Business Leaders

Community Leaders

Academia

Functional Professionals

International

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A. What to Brand

1. Prospective Employees

Objective: To attract qualified future employees to come work for the Public Service

Target audiences:

Considerations:

Each group above would require different but complimentary approaches. For example the value proposition to a new graduate would differ from the one to a mid-career professional

Recruitment for an entry-level position can receive thousands of applications. Branding can help attract the “right” applicants

It is agreed that our processes are often too slow and cumbersome to attract the best candidates in a timely manner. While we show up on campus with brochures, web links and a recruitment process that will require several months to complete, private sector companies and even Provinces show up with job offers in hand and move much faster

The branding strategy will support a well-thought out, flexible and creative recruitment strategy

Corporate leadership developmental programs make up a small portion of all recruitment; general recruitment makes up the large share of staffing. Even if general recruitment processes are able attract the best and brightest will our

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PS UMBRELLA BRAND

Audience Segment #1Prospective Employees

Students New Graduates

Mid-Career Executives & Senior Managers

Members of Equity Groups Education Institutions

Functional Professionals

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Branding must be undertaken with the understanding that one of its primary roles will be to help recruitment efforts.

selection processes be able to select them over and above the other applicants?

Branding would support attracting applicants in key functional areas with critical shortages and would also help in recruiting candidates for senior positions

The work force is made up of and will continue to be made up of several generations with unique expectations and desires - the branding strategy will need to take this into account

The PS brand must differentiate the PS from other employers in order to become an employer of choice

2. Current Employees

Objective: Promote a culture of pride and engagement across the PS where each employee can exercise his/her full potential in a workplace that is healthy, rewarding, high performing, supportive, challenging, professional and adaptive

Target audiences:

Considerations:

The last three Public Service Employee Surveys have been favourable: 89 percent, 91percent and 86percent of employees reported mostly or strongly agreeing to “taking pride in the work of their unit”

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PS UMBRELLA BRAND

Audience Segment #2Current Employees

Individual Public Servants

Managers

Individual departments / agencies

Functional Communities

Unions

APEX

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Our every action defines the way Canadians think and talk about the PS

The PS is a diversified entity. It comprises over 100 different entities that often strive to stand out from other departments with their own unique image. The PS brand must allow for sub-brands to accommodate these differences

Has the potential to transform and enhance the workplace

3. Canadians

Objective: Strengthen the PS image with Canadians to build trust and pride in the institution.

Target audiences:

Considerations:

Brand promise must be reinforced by every interaction Canadians have with the Public Service and among individual public servants

Public does not differentiate between levels of government or politics

o Negative media coverage received counters efforts o A strong, clear and unified brand is important to distinguish the PS as

an organization

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PS UMBRELLA BRAND

Audience Segment #3Canadians

General Public

Influencers

Media

Business Leaders

Community Leaders

Academia

Branding cannot be done in isolation of our real work. It should be focused on our achievements, the value of our contributions to Canadian Society, and the things that employees value.

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It takes commitment and time for branding to show resultso Determination, consistency and focus are key elements

4. Parliamentarians

Objective: Obtain the understanding, engagement and trust from the parliamentarians.

Target audiences:

B. Approach with our Value Proposition

The value proposition offered by the PS is holistic and cannot be only about recruitment or culture

It must be consistent and coherent across the many departments and agencies

It must be integrated to resonate with prospective employees, current employees, citizens and politicians and parliamentarians

Everything we do in the Public Service defines the way people, employees and partners will think about the Public Service, will talk about the Public Service.

A World-Class Public Service attracts and recruits new, highly skilled employees, retains and builds capacity, engages employees and builds on public’s trust.

A comprehensive value proposition encapsulates culture, leadership, policy, programs and services, people strategies, institution, system and results.

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PS UMBRELLA BRAND

Audience Segment #4Parliamentarians

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C. Project Process

A number of steps need to be undertaken to ensure due diligence to the PS brand creation and implementation process. The following description provides some of the main steps to be taken. It should be noted that some of those steps could be done simultaneously.

1. Intelligence Gathering, Analysis and Consultations – in progress

A number of market research studies (See Appendix C) have been done inside and outside the Public Service. It is important to first review existing materials, interview groups who have pursued branding strategies and hold preliminary consultations with key groups

Brand Analysis - review existing information already available in studies and reports:

1. Intentional or not we have a brand. We need to determine what it is and what perceptions job seekers, Canadians at large and public servants have of the PS

2. What criteria matter to each of those targets?3. Which ones can we deliver on? Which ones do we want to deliver

on?4. Collect best practices and lessons learned from other

departments/agencies5. What are the GAPS in information?

Preliminary meeting with key groups CPSA, PSC, TBS, PCO, NMC, HRC, Youth Groups and selected departments/agencies (large departments and those having been involved in branding)

2. Creation and Consultations with Branding Committees:

A Branding Working Committee, consisting of 10-15 members, including representatives from CPSA, PCO, TBS, PSC, CSPS, CCO, NMC, HRC, Youth Groups, EE, regions, unions, functional communities (translators, chemical handlers, communications, human resources, finance, etc) and selected departments/agencies Terms of reference under development - Timelines: First meeting held in July 2007

A Steering Committee under the Chair of the VP, The Leadership Network, will be established to endorse the overall direction and key decisions. The Steering Committee is to include senior representatives from the PCO, TBS, PSC, CCO, youth rep, regions

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and selected departments/agencies and CPSA. Terms of reference under development Timelines: First meeting held on August 15, 2007

An Expert Advisory Group on Branding will comprise some of the top public and private sectors branding experts in Canada. This group will be used as a sounding board and provide additional credibility to our approach. Terms of reference under developmentTimelines: First meeting to be held in September 2007

3. Regular updates and status reports presented to DM PS Renewal Committee and other senior-level committees

Based on preliminary intelligence gathering define a high-level approach, critical path and approximate cost estimate

Establish timelines and provide updates on critical path deliverables

4. Public tender and engagement of a professional firm

Secure the funds and prepare RFP for a public tender to seek the services of a professional firm with expertise in brand strategies development

Receive approval on approach and proceed with procurement and contracting process

5. Development of the PS-wide Branding Strategy

Strategy consists of:o Development of positioning, promise and character (for CRA

this was a two-day workshop) with Brand Steering Committee to do preliminary draft

o Testing of positioning and promiseo Development, consistent with the promise, of three elements of

branding: visuals, messages and actionso Testing phaseo Development of implementation plan

Deliverable: The first draft of a proposed branding strategy will have been endorsed by the Working Group and Steering Committee and be presented to the DM Public Service Renewal Committee and the Clerk for approval

6. Development of a communications strategy

7. Development of an Engagement and Outreach strategy

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Upon the DM Public Service Renewal Committee’s approval, intensive engagement of key stakeholders will take place. This process will be aligned with the broader PS Renewal Engagement Strategy, with a goal of generating critical feedback, ensuring validation and engagement among stakeholders and raising awareness of front-line staff

Enablers

Some elements to consider and that are working in favour of developing a PS brand.

Commitment of the Clerk – Clerk is the PS Brand Champion

PM’s Advisory Committee on PS Renewal stated desire to act as spokespersons for promoting the value of the public service to Canada

100th Anniversary of the Public Service Commission (2008)

Technology which, if exploited properly, may be more effective in reaching some of our target audiences

Existing networks within the public service (e.g. youth, EE, managers community, functional communities and others)

Retirement rate and the need to replace workers for Canada’s largest employer in tightening labour market

The scope of opportunities in the public service, offering “an incomparable range of fascinating and meaningful jobs”

An appetite by employees to get engaged in promoting the excellence and dedication they put in their jobs and to get recognition for their work

The 2002 Institute of Public Administration of Canada (IPAC) survey indicates that recruitment, retention and PS renewal are among top HR and management issues identified by DMs

Growing public expectations for a public service with more accountability, better management of tax dollars and improved core Public Service

Suggestions made by Senior Level Advisory Committee on Compensation and Retention

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The strong foundation of values and ethics in the public service

Issues and Challenges

The brand has to be relevant to many different audiences: Canadians, our employees, potential employees, departments and agencies, influencers, etc.

Diversity of the Public Service

Positioning and messaging

Diversity of target audiences:

Prospective Employees Current employees Canadians (and their sub-segments)

Graduates Young professionals Mid-career recruits Senior executives

Public Servants Unions Executives Departments and

agencies

Academics (universities, colleges, technical institutes)

Media Business Labour Youth Minority groups

Effective Brand Management

Requires strategically-driven senior management leadership and commitment (e.g. from Clerk and DMs) to ensure success

An accountability mechanism to make sure brand is successfully implemented so that we “walk the talk”

Engagement and buy-in of opinion leaders at all levels across government

Generate buy-in and bring the Public Service and its various and diversified components into alignment with the brand

Monitoring and assessing brand performance

Sustaining the Brand

Holistic consistent and ongoing approach – brands can be developed, including initial implementation, within 18 months but the ongoing monitoring and behaviour changes required to support the brand promise are long-term activities that go on for years

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Change of government direction can impact process of developing and implementing brand – e.g., priorities might change

Timing considerations – e.g. impact on collective bargaining Requires a long-term and sustained commitment of resources for

implementation Requires walking the talk – if the brand promise is not consistent with

PS behaviours (e.g., staffing, recruitment, roles-bound layers of approval, feelings that employees do not and cannot make a difference) then it will not succeed

Risks and Weaknesses

Risks and Weaknesses Mitigation 1. Funding Lack or insufficient funds to carry out

the project

Internal competition for funding may be in detriment of branding project

Lack of funding will impact production and implementation of supporting collateral products and materials (e.g. early initiatives such as A Day in the Life…)

Consulted with other departments and agencies that recently developed their brands to gather intelligence related to resource needs, best practices and lessons learned

Built business-case and budget to demonstrate real needs in terms of financial and human resources

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Risks and Weaknesses Mitigation 2. Perceptions Negative perception by the main

audience segments (future employees, current employees and Canadians at large):

Future employees may be sceptical of the brand due to lack of job offerings open to the public and to lengthy and cumbersome hiring processes

Current employees may receive the branding initiative with cynicism

Canadians and mass media may perceive PS branding as another futile exercise at the expense of tax payers

Little interest or no support by parliamentarians

Plan for strong stakeholder communications, transparency and collaboration

Put in place internal communications plans to involve functional networks, employees and senior management at the brand development stage as well as its implementation

Prepare briefings and closely work with the three supporting committees to keep them informed and ensure they are acting as ambassadors in their respective organizations

Work closely with the members of the Advisory Group, including media representatives, to communicate to the public at early stages

Prepare external communications plans to include stakeholders, media, Canadians

Demonstrate – through thorough research, documentation and collaborative process – a rigorous work, pertinent to the current environment and needs

3. Political Support The branding initiative may not be fully

supported by parliamentarians

Elections of a new government may impact the branding strategy

Get support from senior-level management, including the Clerk of the Privy Council and his office, the DMs’ PS Renewal Committee, the PM’s Advisory Committee, etc.

Prepare briefing notes and information kits to keep our parliamentarians informed

4. Public Service support The Clerk may not support the project

in its wide scope

Established a strategic framework and continue to gather intelligence through public opinion research and

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Risks and Weaknesses Mitigation Departments and agencies that

already developed their brands may resist to the implementation of a PS umbrella brand

The complexity and the size of the federal government as an organization may be a barrier to a successful implementation of a brand across the board

The branding exercise may be perceived as a communications activity rather than a PS-wide, fully blown branding initiative meant to change perceptions, impact organizational culture and shift behaviours for a strong, integrated PS

consultations with stakeholders to demonstrate the relevancy of the branding approach

TLN works closely with the established Steering and Working Committees to get the understanding and the collaboration of their respective departments. Remain active in involving departments in the brand development from the outset, and listen to their concerns

5. Timelines The tight deadlines established in the

PS Renewal Action Plan for mid-term activities of March 2008 are a constraint to the fast development and delivery of the project, especially due to the need to meet procedural and administrative policies and standards

Ensure outstanding organization and planning

Developed an early RFP to facilitate early considerations by key project stakeholders and contracting authority

Requested financial and human resources to manage the project effectively

Established an Action Plan to set out a critical path and timelines

6. Union disappointment The unions may be disappointed if the

branding exercise does not go ahead or yields no visible success. They may perceive it as an empty promise made to employees

Unions are invited to participate in the branding exercise by sitting in the Steering Committee on Branding. This way, they are informed and involved from the outset in every stage of the project

7. Long-term sustainability The complexity and the size of the

federal government as an organization may impede the long-term

Put in place detailed and feasible implementation plans

Set up a mechanism for long-term tracking and monitoring

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Risks and Weaknesses Mitigation sustainability of the brand and its consistency

Set up a long-term Brand Committee (‘police’) and a reporting mechanism

Explore the possibility of having branding included in the performance measurement of senior managers

Linkages and Partnerships

Central agencies and CPSA, PSC, PCO, TBS, Finance Canadians serving Canadians (e.g. Service Canada) 100th Anniversary of the Public Service Commission Update of the PS code of conduct PS Renewal Activities Department and agencies Unions Functional Communities (CCO, Managers’ Community etc.) Networks (Youth, Middle-managers, HR Council, etc.)

Benefits and Anticipated Results of Public Sector Branding

Public Service branding has three main benefits as follows:

1. Attract highly skilled workers to the PS 2. Motivate, retain and engage employees 3. Strengthening the image of public servants and public service with

Canadians

Public Sector Branding will also contribute by: Establishing “brand equity” for the organization (e.g. goodwill and

“benefit of the doubt”, useful in times of crisis or policy change). Communicating a set of values that speak to 1. future employees, 2.

employees, 3. Canadians Improving the PS and its different entities’ ability to communicate and

internalize its PS vision and promise:o Direct employee involvement in the “branding” processo Better internal communications

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o More informed workforceo Better employee/management o All employees will be familiar the brand promise and with

their role in living the brand promise. Quality and satisfaction will be measured against client expectations of values

Increasing consistency of internal and external communicationso Explicit alignment of messages as part of the branding

processo The best communications ally is a well-informed employeeo Employees as ambassadorso Everybody walks the talk

Proposed “Early Initiatives”

While the branding strategy is being developed, it is proposed that we create and deliver a number of activities.

Under development:

• A Day in the Life… - real-life stories profiling public servants on the job • Did You Know?... – interesting facts and figures about the public service • Job Shadowing for students – pilot program to match students with public

servants in their field of study

Other Proposed “Early Initiatives”:

For prospective employees: Be a PS Ambassador Initiative Use champions to have case studies in Universities/Colleges to ensure

students think about PS as a challenging and interesting place Contests for High School Students / Debates Curriculum mini-course in PS (during Spring break) Use of Statistics Canada Outreach Network to share some early

messages for schools

For public servants: Tell your PS Story Website Internal Newsletter to all of PS / External Newsletter to the Public Scholarship program for children of public servants Bring your Kid to Work Day

For Canadians: GC’s success story online portal

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Op-Eds on the Public Service Public Recognition of Public Servants Encourage and show case volunteering efforts by public servants

(potential partnership with GCWCC) Use testimonies from outside executives who participated in

Interchange Program

PS Renewal Activities

PS Renewal Activities where PS branding elements can be integrated:

Communications Integration of PS renewal messaging in departmental employee

communications Distribution of integrated plans to all employees Conversation between supervisor and employees on learning plans A Day in the Life…

PlanningThe PS must improve human resources planning as part of integrated business planning.

Roundtables and seminars – September 2007 and on Integrated HR/business plans – September 07/March 2008 Learning events with senior PS leaders - ongoing Learning modules and leadership courses - Disseminate lessons learned at a national Public Service Executive

Conference – January 2008 Develop and implement new tools – March 2008 On-Campus recruitment events – Fall 2007 Recruitment plans – ongoing Launch of Canada Fellows Program / establish stronger ties with

Interchange Canada “Fast Track” staffing model

RecruitmentPS must ensure that it can hire its share of the most qualified graduates in all fields, reflecting Canada’s diversity.

Recruitment activities to increase the number of post-secondary graduates appointed directly to indeterminate positions – March 2008

Collaboration with functional communities and departments/agencies to implement recruitment plans in the area of human resources and Information Services – March 2008

Employee Development Talent management Plans implemented by COSO and DMs for all

ADMs – 2007/2008

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Revise performance management approach for all managers (could include branding)

Enabling Infrastructure Various activities related to process and infrastructure that can

reinforce the positioning of the brand – March 2008

Communications Considerations

One of the key success factors is to build the Public Service brand from inside the organization, with a consistent substance, voice and authenticity throughout the employment relationship – this is the most powerful tool that an organization can use to emotionally engage employees. The key to success is tapping the emotional essence to frame and articulate the employee experience.

Building a great brand from the inside takes more than one functional areas. It cannot be done by HR or by Communications alone. Though each well-meaning silo may create its own programs to build a brand, reinforce a culture or communicate a message, they cannot change the way people (internal and external) think and act.

Although more than one functional areas will be involved in the process, it is important that during the brand development process, its implementation and long-term application, all communicators are fully understanding and supporting the brand strategy, acting as promoters of the brand, applying it in the products and activities they produce.

The present framework as well as the adjacent presentation deck may be used in communicating the branding exercise to internal stakeholders who are presently seeking advice or undertaking PS renewal planning and activities in their departments or agencies.

Branding messages around ‘why a branding strategy’; recommended approach; benefits; who do we brand, etc. are to be taken into consideration in PS renewal strategies and communications plans for internal and external audiences.

Consultations will take place with communicators to discuss specific needs.

Presentations to senior-level committees - will take place to ensure that senior managers are aware and understand the branding exercise:

Committee TimelinesSenior Management Committee (SMC) Policy, CPSA July 31, 2007Human Resource Council (HRS) Every 3d Thu of the

month at 9amTreasury Board Compensation & Renewal Committee Monthly

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PM’s Advisory CommitteeSenior-level Committee on Retention and Compensation (Stephenson Committee)

Spring and Fall

DM Breakfast (?)ADM Dinner In Sep on Wed at 6

pm ADM ForumAwards Advisory Committee Meets monthlyRegional Councils DG Communications ForumCommunications Community OfficeIntercomm (Internal Communications Network)

Next Steps

December 2007

– First issue of A Day in the Life/Did you know? Theme: Diversity of positions in PS

– Select the company with expertise in branding through the competitive process (RFP)

– Final report of market analysis reports

– Implementation of Engagement and Outreach

February 2008

– Post a Did you Know?

– Launch of job shadowing project

– Development and finalization of branding strategy

March 2008

– Second issue of A Day in the Life / Did you know?… Theme: Making a difference in the life of Canadians

– Testing of Brand promise and character with key audiences

April 2008

– Post a Did You Know?

– Completion of strategy and development of implementation and evaluation plans

June 2008

– Soft launch of brand during PS Week

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– 3rd Issue of A Day in the Life/Did you know?. Theme: Serving the public

June to October 2008

– Further development of the brand strategy that will include a PS vision, objectives, positioning, brand analysis, situation/gap analysis, brand character, brand promise, brand identity, messages, action plan, implementation and evaluation plans

October 2008 and on - Implementation of brand strategy, tracking and evaluation

Ongoing – Engagement of stakeholders, presentations and seminars, outreach, inreach and participation at events such as the 100th anniversary of the PS Commission and the Public Service week

Ongoing – Continuous tracking and collaboration with various stakeholders to ensure successful implementation and sustainability

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Appendix A - What is a brand?

A brand is a promise made to clients to deliver clearly stated benefits that are valued and that set it apart from its competitors – it is much more than a logo, a tagline or a slogan

At a deeper level, it is a promise of who we are and what you can expect from us

It needs to be genuine (e.g., verifiable in fact). Any attempt to brand a promise that the Public Service cannot consistently deliver upon will be rejected. i.e. work life balance is often sighted as a competitive advantage for PS executive positions, but is it a reality?

Effective branding increases understanding about the vital and crucial role of the PS in building and supporting Canada and Canadians

Effective branding helps attract the right type of future employees, reduces risks of both parties and makes the candidate’s decision easier.

A branding strategy supports HR, recruitment and retention strategies and business strategies

Common branding pitfalls

While there is a single brand and a single brand promise, it must be developed with various target audiences in mind and must be flexible enough to “speak” to the various audiences. Brands must be segmented to target different groups - one size does not fit all. i.e.) brand promise messages to new university recruits would differ from our brand messaging to Canadians at large

Marketing is not branding. Marketing is used to communicate a brand

For the PS brand to be successful all public servants need to understand and “live” that brand. All interactions with clients need to be deliver on the brand promise; the brand is the lens through which future initiatives and activities are measured and evaluated before they are implemented

While marketing will share the brand promise, it is the actual implementation of the brand that brings it to life – it is “walking the talk”

The key steps in developing a brand

Review existing research and conduct new research, as required (prior to developing the positioning and promise) to define the basis upon which the brand can be developed

Based on the research and the PS vision, define a positioning and promise that is flexible enough to speak to and resonate with all audiences

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Emphasize what we do better that is also valued by our client group

Develop the brand strategy which consists of the following:

Use marketing communications to communicate the brand to all audiences, as defined in the implementation plan and engage in change management to ensure that all employees walk the talk and live the brand

Best practices of successful branding organizations

Coherence, ongoing commitment and transparency are key to developing and implementing successful branding strategy

They effectively use internal communications to raise employee morale and commitment through the shared beliefs and vision

They give managers and staff a deeper understanding of the brand promise and the behaviours and values the promise demands – and train them to adapt their behaviour

They enable all employees to understand how their own work processes and responsibilities contribute to delivering the brand promise to customers

They change company policies such as recruitment training, rewards, so that the organization is also behaving in line with its branding promise

When employees understand and accept that the values are genuine, they align their attitudes and behaviour to the brand values

The result is greater satisfaction for both customers and employees, leading to employee and customer preference and loyalty

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VISUALS MESSAGES ACTIONS

BRAND PROMISE

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Appendix B - Lessons Learned from other Public Service or Private Organizations

In public service organizations, branding strategies are an integral part and under the responsibility of talent management teams (British Columbia, Ontario, Alberta)

Branding is a long-term process that requires consistency and commitment. Its development and implementation may take years (DND – 3 yrs; CRA – 18 months to develop, implementation thereafter; BC – 9 months so far)

Branding is still misunderstood; it requires strong research to “bullet-proof”; it needs a high-level champion for credibility and requires focus on a process that is logical, sequential and research-based (CRA)

Branding started as a private sector activity. It is now recognized as a relevant and highly useful management function in both the private and public sectors. When organizations embark upon branding they tend to remain engaged through the development of the strategy and the “visuals” portion of implementation. Branding exercises generally fail with the “actions” portion of implementation. They also lose steam when the brand champion leaves or is no longer engaged in the process

It is important to have a well-understood, well-researched and agreed upon methodology for developing and implementing a branding program; it is easier to implement a branding program when staff are very committed to the goals of branding; senior management has to be firm on enforcement of branding guidelines and policies, including a brand “police” for like the one for the Federal Identity Program – FIP (Canada Post, Parks Canada, CMHC)

It is important to involve staff and key stakeholders early in the process and place a great deal of value on customer experience when developing the brand promise and implementation plan;

Living the brand equals more efficiency, good service, Return on Investment (Canadian Blood Services, Parks Canada)

Involving staff in branding is crucial. Developing specific internal branding products for the organization is critical. Brand Stewards and Ambassadors are key to success (Canadian Blood Services)

Involvement of the regions is very important in developing a branding culture in the organization; ongoing tracking and evaluation of branding initiatives is very important (CMHC)

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Appendix C - Brand Architecture

Mission

Serve the public and the public interest

PS Character

To be developed in the strategic plan phase of the branding process

Vision

The Public Service of Canada is a world-class institution attracting, motivating and engaging highly skilled people to serve the public and the public interest

PS Values

Democratic Values: Helping Ministers, under law, to serve the public interest

Professional Values: Serving with competence, excellence, efficiency, objectivity and impartiality

Ethical Values: Acting at all times in such a way as to uphold the public trust

People Values: Demonstrating respect, fairness and courtesy in their dealings with both citizens and fellow public servants

Support

In its 14th annual report, the Clerk identified the need to “refine and articulate a PS

‘brand’ that can be customized to suit the particular needs and

circumstances of individual departments and agencies” as

a medium-term priority

Positioning

To be developed as part of the strategic planning phase of

branding processPS Promise

To be developed as part of the strategic planning phase of

branding process

Branding Steps

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1. Define the PS Vision: Top management’s aspiration for the PS. A clear articulation of

what we stand for, what features strategies will be measured against

The vision gives the branding exercise focus The vision is the essential first step in developing a branding

strategyOPI: Clerk of the Privy Council Approval: Clerk of the Privy CouncilTimeframe: September 2007

2. Positioning: Provides strategic direction that drives all elements of the branding

exercise It is the essence of what the PS seeks to be in the minds of its

audiences, what we want to communicate about the brand A guide for marketing and communications planning and activitiesOPI: CPSAApproval: Branding Steering CommitteeTimeframe: October 2007 (this step must be done once the vision is defined)

3. Brand Analysis: How is the PS brand perceived by various audiences right now? What associations are linked with current brand? How is it differentiated from others?OPI: CPSAApproval: Branding Steering CommitteeTimeframe: September - December 2007

4. Situation/Gap Analysis: How far apart is the vision and the current perception of the brand

(that is how we want to be seen and how our audiences actually see us)

What is the gap between the current reality and our PS vision?OPI: CPSAApproval: Branding Steering CommitteeTimeframe: January 2008

5. Brand Character Create the “personality” of the brand. Set human characteristics we

want our audiences to associate with the brand, based on how we want to project the PS and be seen by the various audiences

OPI: CPSA

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Approval: Branding Steering CommitteeTimeframe: March 2008

6. Brand Promise Create the benefit statement that expresses what the brand stands

for; create the promise that captures the commitment PS makes to its audiences and shapes their experience

OPI: CPSAApproval: DM PS Renewal Committee, Clerk of the Privy CouncilTimeframe: March 2008

7. Key Audiences Segmentation Identify the major audience segments, their attributes and profiles.

These audiences can be further segmented for specific messaging or for targeting specific groups for compliance or benefit take up

Prioritize audiences according to needs:i. Which potential customer area or individual customers does

the PS to target over the next 5 years?ii. Which audiences need to be targeted for compliance

issues?iii. Which audiences need to be targeted for benefit take up?iv. Tie into key PS directives (i.e. Speech from the Throne) and

prioritiesOPI: CPSAApproval: Branding Steering CommitteeTimeframe: April 2008

8. Objectives Establish objectives for each audience based on situation analysis Consult with key stakeholders Tie into key PS directives and prioritiesOPI: CPSAApproval: Branding Steering CommitteeTimeframe: May 2008

9. Strategy Develop multi-year strategy based on objectives, priority audiences

and PS priorities Strategy to include tactics, timelines, accountabilities and

evaluation methods and criteriaOPI: CPSAApproval: DM PS Renewal Committee, Clerk of the Privy Council Timeframe: August 2008

10. Develop brand identity, messages and actions Review and update as necessary

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Does the existing identity have enough equity to carry the PS in its new direction?

The recognition of a new PS identity will take years to build May consider building on existing identity and make modifications

as needed How does the new identity integrate with the FIP? OPI: CPSAApproval: DM PS Renewal Committee, Clerk of the Privy Council Timeframe: October 2008

11. Implement brand Ensure all areas, all employees, middle and senior managers

embrace the new brand, support it and communicate itOPI: CPSA as lead, all individual departments and agenciesApproval: Clerk of the Privy Council for use by departments and agenciesTimeframe: To be determined

12.Evaluation of brand Establish evaluation plan and tools OPI: CPSAApproval: N/ATimeframe: To be determined

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Appendix D - Branding the Public Service of Canada

“The clear correlation between a strong, non-partisan Public Service and the successful economy and society that Canada has been able to build, is a fact that is often unrecognized and under-appreciated.” (the Clerk of the Privy Council)

o The Clerk of the Privy Council has identified the refinement and articulation of a Public Service brand as a medium-term priority in his 14th Annual Report on the Public Service

o The Public Service of Canada does not have an overall and integrated corporate brand but branding is much more than a logo, a tagline or a slogan

o The Canada Public Service Agency has been tasked in the PS Renewal Action Plan to develop a PS-wide branding strategy within the next few months

o Public sector branding needs to be flexible enough to allow for complementary sub-brands customized to suit the particular needs and circumstances of individual departments and agencies or functional communities

o A successful branding will assist in attracting and recruiting new talent and strengthen PS’ position in a competitive labor market;

o It will contribute to motivating, retaining and engaging employees

o The branding of the Public Service must meet and adapt to the evolving needs of Canadians and their expectations for more accountability, better management of tax dollars and improved core public services as well as build a positive perception of a professional Public Service, dedicated to excellence

o The Public Service needs an integrated and strategic approach to branding from a client perspective but also for communicating it to its workforce and potential new recruits

o To be successful, the PS brand needs to address three separate and distinct audiences: potential new public servants, current public servants and Canadians as a whole.

o Our value proposition encapsulates culture, leadership, policy, programs and services, people strategies, institution, system and results

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Research says:

Only 8% of male youth and 3% of female youth respondents think that the federal government is the most interesting work place to pursue a career (Reconnecting with Youth, 2006, Ipsos-Reid)

Consultations:

o Informal consultations involve several organizations and individuals with background and experience in branding

o Three committees were established to provide advice and assistance: an Advisory Committee made of private sector experts and think tanks officials interested in the PS; a Steering Committee made of Assistant Deputy Ministers and senior officials from various departments and agencies; and a Working Group, made of officials from various departments and agencies

o An engagement strategy will involve functional communities across departments and agencies

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Appendix E - Launch of Potential Branding-Related Activities

September 07 October 07 November 07 December 07 January 08 February 08 March 08 April 08 May 08 June 08

Early Initiatives

Branding Planning and Engagement of stakeholders

GC’s Success Story online portal

A Day in the Life…

Myth-Busters

Internal Newsletter to all of PS

Op-Eds on the PS

University Case Studies / debates (PS champions)

Tell your PS story Web site

Messages to schools

Volunteers/ GCWCC

Interchange Program Testimonials

Curriculum mini-course

Be a PS Ambassador

Soft launch of PS Brand

High-school debates / contests

Bring your Kid to Work Day

PSC 100th Anniversary

Medium-TermPS Renewal Activities

Roundtables and seminars

Canada Fellows Program

PS Exec Conference – lessons learned

Canada Fellows Program

On-Campus recruitment events – Fall 2007

Integration of PS renewal messaging in departmental employee communications Integrated HR/business plans Learning events with senior PS leaders Learning modules and leadership courses Launch of Canada Fellows Program / establish stronger ties with Interchange Canada “Fast Track” staffing model Recruitment activities for post-secondary graduates appointed directly to indeterminate positions Collaboration with functional communities and departments/agencies to implement recruitment plans In the area of human resources and Information Services Talent management Plans implemented by COSO and DMs for all ADMs Revise performance management approach for all managers (could include branding) Communicate changes related to process and infrastructure that could reinforce the brand

Legend: Activities for Potential Employees Activities for Canadians at large

Activities for PS Employees

Appendix F - Available Reports, Presentations, Research Publications

Recruitment:

1. Survey of Executives and Executive Feeder Groups, October 2007

2. Analysis of public service mobility, in collaboration with Leadership Development in the Leadership Development Network Branch, December 2007

3. Executive Succession Reconsidered : Planning for Public Service Renewal, PSC & Concordia University

4. Joining the Core Workforce: A Preliminary Report on the Survey of Newly Hired Indeterminate Employees in the Federal Public Service, Brian McDougall, Micheline Nehmé & Rolina van Gaalen

5. The Road Ahead: Recruitment and Retention Challenges for the Public Service, Douglas Booker, Sally Luce

6. Getting the “X “ Into Senior Executive Service: Thoughts on Generation X and the future of the SES , Though Leader Forum Washington, DC, Peter Ronayne, Ph.D, April 10, 2007

7. Sondage sur le recrutement des diplômés des programmes de maîtrise dans l’administration publique et en politique publique ébauche par Fazley Siddiq, mai 2006. Canada’s Public Service in the 21 st Century, Public Policy Forum

8. 2003 Survey of Student Employee Opion: Follow-up to the 2000 Survey, Research Directorate, November 5, 2003

9. Generational Analysis, Deputy Minister’s Committee on Public Service Renewal, August 2007

Image of PS

1. Canada’s Public Service in the 21 st Century, Public Policy Forum

2. A Vital National Institution, What a Cross-Section of Canadians Think about the prospects for Canada’s Public Service in the 21st Century, Public Policy Forum, June 2007

3. The National Quality Institute can Assist Canada in becaming more Competitive in the global Marketplace

A strategic Plan For Introducing Business Excellence Into the Federal Public Service,John Thomas, NQI advisor

4. Presentation on The Generation Divide and Decoding the Future of the Public Service, Public Policy Forum, March 8, 2007

5. Survey of the Communications Community across Governement, Communications Commnunity Office, March 2006

6. Renewing Public Service, article Opinion by David Zussman

7. Youth in transition understanding, connecting with, attracting and retaining young canadians (Powerpoint Presentation)

8. Public Policy and the Public Service Matter, Remarks by the Clerk of the Privy Council and Secretary to the Cabinet, September 26, 2006

9. Eighth annual report to the Prime Minister on the Public Service of Canada, Privy Council Office, July 23,2007

10. Reconnecting the Public Service with Youth: Analysis of the Reconnecting with Youth Study, Vickie Coghlan, Research and Analysis Directorate, 2006

11. Pourquoi travailler pour la fonction publique du Canada, Service Canada, décembre 2003

12. Ce que vous obtiendrez, Commission de la fonction publique du Canada

Internal Image/Employee Morale& Engagement

1. Survey 2007 with purchased content on branding - Survey: August 2008, Analysis: December 2008

2. Departures from the Public Service , Prime Minister’s Advisory Committee & PS Renewal and Diversity Branch

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