16.2. Generic Scorecard for Heads of Communication · Performance management in the Public Service...
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16.2. Generic Scorecard for Heads of Communication
Transcript of 16.2. Generic Scorecard for Heads of Communication · Performance management in the Public Service...
16.2. Generic Scorecard for Heads of Communication
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CONTENT
1. Background 2
2. Context – GCIS and Senior Management System (SMS) Performance Management and Development System 3
3. Roles and responsibilities in relation to the Generic Performance Scorecard 4
4. Content areas of the Generic Scorecard (key result areas) 4
5. Consultative process 4
ANNEXURE A:Introduction to the Generic Performance Scorecard and instructions for use (for HoCs)
ANNEXURE B: Key result areas and weightingsGENERIC PERFORMANCE SCORECARD
Contents
2Generic Performance Scorecard for Heads of Communication (HoCs)
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1. Background
The review process showed a need for integration and further enhancement of the government-wide communication system. It also indicated that there were some difficulties in linking the heads of communication’s (HoCs) expected deliverables to their scope of work. Given this, a generic scorecard has been developed to serve as a tool to assist directors-general (DGs) and HoCs in defining and determining departmental and provincial communication deliverables and standardising the performance requirements of HoCs.The Generic Performance Scorecard has been developed to aid all HoCs based at the national government departments and the HoCs based in the offices of the respective premiers.
Due to its generic approach, it is necessary that each department or province adapts the performance scorecard to accommodate their particular context and circumstances – e.g. the communicators employed by the Department of International Relations and Cooperation need to liaise with foreign representatives of South Africa and to see to it that they have adequate information available as soon as possible. To enable this, resources need to be appropriately allocated with regard to the required information and budget and other contributing factors need to be sought to allow effective measurement of task execution. This will then form a key result area or KRA, which refers to a broad area of performance, for which an incumbent will be held responsible. It must relate to the organisation’s overall mission, as well as to why the specific job exists. KRAs are defined as a future state of achievement that helps an organisation to succeed and create value.
The following reports were consulted in the drawing up of the generic scorecard:
• Cabinet memoranda 1998 and 2000• National Communications Strategic Framework• Comtask Report• Review of Government-Wide Communication• International Benchmark Studies• GCIS Strategic Plan• SMS Chapter on Performance Management and Development System.
The Government Communication and Information System (GCIS) undertook this task, as it understands that:• communication is a strategic element of democracy• it is key in a participatory democracy that government effectively communicates with its citizens in a transparent and
coherent manner • all government communicators “speak with one voice”.
Effective government communication requires excellent coordination and integration of messages, campaigns and programmes. It also requires the effective implementation of the Government’s Communication Strategy.
Strategy and planning are key elements for effective, integrated and coordinated government communication. The capacity to communicate with one voice is promoted by such practices as pre-Cabinet meetings, the Government Communicators’ Forum and joint communication around programmes and campaigns undertaken collectively.
The GCIS has previously developed some tools (for example the Government Communicators’ Handbook) to assist government communicators to understand their role as well as to introduce a ”new approach to government communication that encourages integration, coordination and high levels of professionalism”. However, the GCIS has recognised that greater integration and further enhancement in the delivery of its services can be realised through a process that monitors and measures performance. The identification of the need for a generic scorecard is seen to further enhance these types of initiatives by ensuring that a standard set of measurements, by which to hold HoCs equally accountable, is developed. The expected result of this is uniform accountability and better quality communication work from all HoCs. It will also address the perception of external stakeholders, as captured in the GCIS 10-year review document, that there is uneven performance across departments and spheres due to a lack of a uniform approach.
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2. Context – GCIS and SMS Performance Management and Development System (PMDS)
The context within which the generic performance scorecard for all HoCs is being developed is that of the government-wide communication system vis-à-vis the SMS PMDS. The development of a generic scorecard for HoCs is envisaged to form part of the existing SMS PMDS and is therefore not intended as a reinvention of the wheel.
SMS PMDS
The elements of the existing system of performance management include:• signed performance agreements• an agreed format• 80:20 KRAs (measurable output) and Core Management Criteria (CMC)• linkage between organisational and individual performance management• a standardised rating scale• a performance management cycle• moderation processes• financial rewards• personal development plans• poor performance and dispute-resolution mechanisms.
Described below are the key principles that underpin the SMS PMDS:
• Departments are expected to manage performance in a consultative, supportive and non-discriminatory manner. • Performance management should be linked to the organisation’s strategic goals.• An organisation implementing performance management is entitled to satisfactory work performance from all
managers.• All existing SMS members are expected to enter into a performance agreement within the first month of the new
financial year. A newly appointed SMS member must enter into a performance agreement within the first three months of appointment.
• Performance management will be developmental (recognising outstanding performance) and transparent while maintaining administrative justice.
• SMS members must play an active role in developing their performance agreements. • Performance agreements should be directly linked to the organisation’s strategic/operational plan, provide
information in respect of the progress made over the evaluation period and changes required in respect of delivery focus.
• New performance agreements should indicate how results could be improved in the forthcoming performance cycle.
• Performance outcomes should form the basis for staff development and developmental plans.• Supervisors must provide constant feedback to employees to enable them to find ways of continuously improving
their output.• Corrective measures should be timeously undertaken should performance fall short of acceptable levels.
Performance management in the Public Service is guided by the Public Service Act, 1994, the Public Service Regulations, resolutions of the Public Service Coordinating Bargaining Council (PSCBC), Treasury Regulations and the Batho Pele White Paper and must be integrated with other systems and processes in the organisation.
The development of a generic scorecard for HoCs is therefore framed by these parameters and regulations.
4Generic Performance Scorecard for Heads of Communication (HoCs)
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3. Roles and responsibilities in relation to the Generic Performance Scorecard
Departments’/provinces’ role:
• The Generic Performance Scorecard is being developed as a tool for DGs to manage the performance of HoCs against a standard set of measurements as determined by the ”experts”.
• It will form part of the Performance Agreement to be signed by the DG and HoC and remains their functional responsibility.
HoCs’ role:
• HoCs must help define their accountabilities.• They must perform in line with the provisions of the scorecard.• They must report on and provide required evidence of performance.
GCIS’ role:
• GCIS’ role remains that of providing strategic guidance, coordination between various departments, and ensuring that communication is coherent
• In respect of the scorecard, the GCIS will provide a quality assurance or means of verification of performance role to DGs.
4. Content areas of the generic scorecard (KRAs)
The key functional areas of a government communicator, as outlined in the Government Communicators’ Handbook, the National Communication Strategic Framework and the GCIS 10-Year Review, are:
• communication strategy development• implementation plan development and actual implementation• campaign management• media relations • management and use of various communication channels • development communication• internal communication• management of unplanned and urgent communication.
5. Consultative Process
HoCs were consulted towards the finalisation of the scorecard and had the following issues raised that need to be considered when implementing its use:
o that prior to the implementation of the scorecard, enabling conditions be created in departments’ communication units
o that communication units must be appropriately financed, properly located in departments and their role appreciated
o that communication forms part of the DG’s Employment Agreemento that a presentation be made in the first Cabinet Lekgotla to show the importance of communication and to get
buy-in from the new Cabineto that a capacity improvement project be embarked upon to improve communication capacity in departments
and provinceso that continuous monitoring be conducted to check the level of progress in the improvement of capacity in
communication units
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o that communicators ensure that they have the requisite skills to deliver a professional service• The GCIS is currently developing a number of communication policy guidelines. These, together with the updated
Government Communicators’ Handbook, will serve as an invaluable tool during the implementation phase of the scorecard.
• All the above should be brought together in a comprehensive induction programme for HoCs appointed for the new political term.
Generic Performance Scorecard for Heads of Communication (HoCs)
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ANNEXURE A:
Introduction to the Generic Performance Scorecard and instructions for use (for HoCs)
Why the scorecard?In the public sector context, performance management is defined as “a purposeful, continuous process aimed at managing and developing employee behaviour for the achievement of the organisation’s strategic goals, the determination of the correct activities as well as the evaluation and recognition of the execution of tasks/duties with the aim of enhancing their efficiency and effectiveness; and a means of improving results from the organisation, teams and individuals by managing performance within an agreed framework of planned goals, objectives, standards and incentives”. In other words, the performance of the individual must be aligned to the achievement of the broad organisational goals and objectives and must make a significant contribution thereto.
The generic scorecard has been developed to serve as a tool to assist DGs and HoCs in defining and determining departmental and provincial communication deliverables. It is intended to promote and ensure uniformity in the quality of communication work, as well as to standardise HoCs’ performance requirements. It is also envisaged to serve as a development tool against which HoCs can identify areas for development.
The performance scorecard forms part of the performance agreement that the HoC will sign with the DG of the department and stipulates what work must be done, when it must be done and how it must be done.
How do you use the scorecard?
The nature of the scorecard depicts a succinct and concise overview of key performance requirements and must therefore be read together with the Government Communicators’ Handbook as well as the various policy guidelines developed by the GCIS. The Generic Performance Scorecard and policy guidelines need to also form part of a comprehensive induction training programme for all HoCs.
Due to its generic approach, it is necessary that each department or province adapts the performance scorecard to accommodate their particular context and circumstances.
It comprises the following elements:
The intent of the performance scorecard is to establish a strategic set of measurements and parameters against which the effectiveness of HoCs needs to be measured, and, as a result, the scorecard focuses on KRAs rather than on CMCs. In other words, it focuses on the measurable output required of communication departments rather than on generic managerial and leadership responsibilities. The CMCs are an attempt to create a common understanding of good management practice and clarify the expectations of individual managers in this regard.
Key Result AreaA KRA refers to a broad area of performance, for which an incumbent will be held responsible. It must relate to the organisation’s overall mission, as well as to why the specific job exists. KRAs are defined as a future state of achievement that helps an organisation to succeed and create value.
The first step in developing KRAs is to identify the key responsibilities of a position and then to identify common themes. These must then be refined into realisable statements. KRAs should be SMART, i.e:
KEY RESULT AREA
KEY PERFORMANCE
INDICATOR
QUALITY REQUIREMENTS
TARGET EVIDENCE MEANS OF VERIFICATION
ENABLING CONDITION/S
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S – Simple, clear and understandableM – Measurable, in terms of quantity, quality, time or moneyA – Achievable and agreed between the member and the supervisorR – Realistic, within the control of the member but still challengingT – Timely, assessable within the annual reporting cycle.
Key Performance Indicator (KPI)A KPI is one of the elements reflected in a performance scorecard and refers to tasks, projects or programmes to be undertaken by an employee for the performance year. KPIs are defined in respect of each KRA – and can be seen as measurable output thereof. Measures can be set in terms of time (by when), quantity (how much) and quality (improving rates of return, maximising investment and reducing cost). They must, as far as possible, be based on an end result not effort. They must be within the control of the incumbent and they must be objective and observable.
Quality requirementsQuality requirements provide detail around the standards or quality needed with regards to KPI delivery - i.e. quality requirements detail what the KPI aims to achieve and against what standard performance it will be measured.
WeightingThe weighting refers to the score allocated to each KRA or KPI, which reflects its importance in relation to the other KRAs or KPIs on the individual scorecard. Total weightings must add up to 100%.
TargetA target refers to the standard to which a KPI must be achieved (reflected in terms of measures such as time, quality and quantity).
EvidenceThis refers to the proof that the incumbent provides in support of achievement of a KPI.
Means of verificationThis column refers to the required KRA’s “sign off” or route of approval.
Enabling conditionsThese represent the systems, support, resources, etc. that must be in place to ensure that performance against target is possible and meaningful. Enabling conditions could also be defined as additional resource requirements, in other words, the resources needed to achieve a particular activity/objective/output. These may be in the form of people, equipment or finances.
The following tips should be considered in determining key resource requirements:• It is important to provide a motivation for any additional resource requirement.• It is critical to identify who is responsible for acquiring additional resources and ensuring that the ”enabling
conditions” are in place. This needs to form part of that relevant individual’s performance scorecard.• The additional resource requirements and enabling conditions should be developed collaboratively between the
employee and supervisor.
Generic Performance Scorecard for Heads of Communication (HoCs)
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ANNEXURE B:
Key result areas and weightings
Key result areas (KRAs) Weighting
Government/departmental communication planning, strategy development and implementation xx
Implementation and management of campaigns xx
Effective management and use of appropriate communication channels xx
Building and sustaining a positive reputation of the department/province xx
Effective management of ”unplanned’’ and urgent communication xx
TOTAL 100%
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KE
Y R
ES
ULT
A
RE
AK
EY
PE
RF
OR
MA
NC
E A
RE
AT
AR
GE
TE
VID
EN
CE
ME
AN
S O
F
VE
RIF
ICA
TIO
N
1. G
over
nmen
t/de
part
men
tal
com
mun
icat
ion
plan
ning
, str
ateg
y de
velo
pmen
t an
d im
plem
enta
tion
1.1
Com
preh
ensi
ve D
epar
tmen
tal/
Prov
inci
al C
omm
unic
atio
n St
rate
gy a
nd
impl
emen
tatio
n pl
an d
evel
oped
and
ap
prov
ed
By e
nd M
arch
Dep
artm
enta
l/Pro
vinc
ial
Com
mun
icat
ion
Stra
tegy
and
im
plem
enta
tion
plan
and
bud
get
appr
oved
by
DG
Dra
ft s
trat
egy
subm
itted
to
GC
IS
for
inpu
t an
d al
ignm
ent.
App
rova
l by
dep
artm
enta
l DG
1.2
Effe
ctiv
e in
volv
emen
t in
the
de
velo
pmen
t an
d im
plem
enta
tion
of t
he
clus
ter
stra
tegy
dem
onst
rate
d
Effe
ctiv
e pa
rtic
ipat
ion
in
clus
ter
prog
ram
mes
Min
utes
of c
lust
er m
eetin
gs;
brie
fing
note
s an
d ot
her
docu
men
ts d
evel
oped
App
rove
d by
the
GC
IS C
lust
er
Supe
rvis
or
1.3
All
key
mile
ston
es in
the
C
ompr
ehen
sive
Dep
artm
enta
l/Pro
vinc
ial
Com
mun
icat
ion
Stra
tegy
impl
emen
ted
All
mile
ston
es a
s ou
tline
d in
the
com
mun
icat
ion
impl
emen
tatio
n pl
an a
chie
ved
Impl
emen
tatio
n R
epor
t sh
owin
g m
ilest
ones
impl
emen
ted
at d
ue
date
with
in b
udge
t
App
rove
d by
the
rel
evan
t cl
ient
2. I
mpl
emen
tatio
n an
d m
anag
emen
t of
ca
mpa
igns
2.1
Com
preh
ensi
ve c
ampa
ign
plan
for
each
of
the
cam
paig
ns in
the
Dep
artm
enta
l/Pr
ovin
cial
Com
mun
icat
ion
Stra
tegy
de
velo
ped
and
appr
oved
Com
plet
ed c
ampa
ign
impl
emen
tatio
n pl
anFi
nal c
ampa
ign
impl
emen
tatio
n pl
an a
ligne
d to
dep
artm
enta
l st
rate
gy
Satis
fies
GC
IS c
rite
ria
2.2
Cam
paig
n pl
an o
bjec
tives
and
m
ilest
ones
impl
emen
ted
and
deliv
ered
All
mile
ston
es a
s ou
tline
d in
the
com
mun
icat
ion
plan
ac
hiev
ed
Impl
emen
tatio
n re
port
sho
win
g m
ilest
ones
impl
emen
ted
at d
ue
date
with
in b
udge
t
App
rove
d by
the
rel
evan
t cl
ient
2.3
Rea
ch a
nd im
pact
of c
ampa
igns
de
term
ined
Com
plet
ed s
tudy
tha
t ou
tline
s th
e re
ach
and
impa
ct
of t
he c
ampa
ign
Cam
paig
n re
ach
and
impa
ct
anal
ysis
rep
ort
and
resu
lts o
f st
udy
unde
rtak
en
Sign
ed o
ff by
rel
evan
t de
part
men
tal c
lient
3. E
ffect
ive
man
agem
ent
and
use
of a
ppro
pria
te
com
mun
icat
ion
chan
nels
3.1
Dep
artm
enta
l/pro
vinc
ial m
edia
re
latio
ns p
rogr
amm
e im
plem
ente
d10
0% im
plem
enta
tion
of
the
depa
rtm
enta
l/pro
vinc
ial
med
ia r
elat
ions
pro
gram
me
Qua
lity
and
quan
tity
of m
edia
co
vera
ge a
nd e
ngag
emen
tD
epar
tmen
tal h
ead
pre-
appr
oval
of
med
ia s
ched
ule;
med
ia fe
edba
ck
to in
depe
nden
t re
view
age
ncy;
inde
pend
ent
revi
ew o
f qua
lity
of
med
ia r
elea
ses
and
resp
onse
s
3.2
App
ropr
iate
com
mun
icat
ion
chan
nels
to
rai
se a
war
enes
s of
and
sup
port
for
the
depa
rtm
enta
l/ pr
ovin
cial
cam
paig
n ob
ject
ives
effe
ctiv
ely
used
Cre
ativ
e an
d co
st-e
ffect
ive
depl
oym
ent
of a
var
iety
of
mar
ketin
g ch
anne
ls
Sam
ples
of c
omm
unic
atio
n co
llate
ral d
evel
oped
, pro
duce
d an
d di
stri
bute
d
App
rove
d by
the
rel
evan
t in
tern
al
clie
nt/s
Generic Performance Scorecard for Heads of Communication (HoCs)
10
KE
Y R
ES
ULT
A
RE
AK
EY
PE
RF
OR
MA
NC
E A
RE
AT
AR
GE
TE
VID
EN
CE
ME
AN
S O
F
VE
RIF
ICA
TIO
N
4. B
uild
ing
and
sust
aini
ng a
pos
itive
re
puta
tion
of t
he
depa
rtm
ent/
prov
ince
4.1
Dev
elop
men
t C
omm
unic
atio
n Pl
an
to e
nhan
ce d
evel
opm
ent
com
mun
icat
ion
with
in t
he d
epar
tmen
t/ p
rovi
nce
deve
lope
d an
d im
plem
ente
d
xxx
num
ber
of p
roje
cts
succ
essf
ully
impl
emen
ted
Sam
ples
of c
omm
unic
atio
n co
llate
ral d
evel
oped
and
di
stri
bute
d fo
r th
e ge
nera
l pub
lic;
info
rmat
ion
prov
ided
on
the
gove
rnm
ent
web
site
; rep
ortin
g on
par
ticip
atio
n in
the
Imbi
zo
Wee
k pr
ogra
mm
e
App
rove
d by
clie
nt b
usin
ess
units
w
ithin
the
dep
artm
ent/
pro
vinc
e;
pre-
appr
oval
of c
omm
unic
atio
n st
rate
gy b
y G
CIS
; sta
keho
lder
fe
edba
ck
4.2
Inte
rnal
com
mun
icat
ion
prog
ram
me
deve
lope
d an
d im
plem
ente
d10
0% o
f the
inte
rnal
co
mm
unic
atio
n pl
an
impl
emen
ted
Exam
ples
of t
he c
omm
unic
atio
n co
llate
ral p
rodu
ced
and
dist
ribu
ted.
Num
ber
of e
mpl
oyee
bri
efing
s un
dert
aken
App
rove
d by
clie
nt b
usin
ess
units
w
ithin
the
dep
artm
ent/
pro
vinc
e;
inte
rnal
com
mun
icat
ion
audi
ts
amon
g st
aff
5. E
ffect
ive
man
agem
ent
of ”
unpl
anne
d”
and
urge
nt
com
mun
icat
ion
5.1
Cri
sis
com
mun
icat
ion
on b
ehal
f of t
he
depa
rtm
ent/
pro
vinc
e ef
fect
ivel
y m
anag
edA
ll cr
isis
com
mun
icat
ion
situ
atio
ns m
anag
ed e
ffect
ivel
y an
d in
line
with
GC
IS
guid
elin
es
Com
preh
ensi
ve C
risi
s C
omm
unic
atio
ns R
epor
t, in
clud
ing
impl
emen
tatio
n of
re
com
men
datio
ns
App
rove
d by
the
GC
IS
11
GE
NE
RIC
PE
RF
OR
MA
NC
E S
CO
RE
CA
RD
– H
EA
D O
F C
OM
MU
NIC
AT
ION
KE
Y R
ES
ULT
A
RE
A1
. G
ove
rnm
en
t/d
ep
art
me
nta
l co
mm
un
icat
ion
pla
nn
ing,
str
ate
gy d
eve
lop
me
nt
an
d i
mp
lem
en
tati
on
KE
Y
PE
RF
OR
MA
NC
E
IND
ICA
TO
R
QU
AL
ITY
RE
QU
IRE
ME
NT
ST
AR
GE
TE
VID
EN
CE
ME
AN
S O
F
VE
RIF
ICA
TIO
NE
NA
BL
ING
C
ON
DIT
ION
/S
1.1
Com
preh
ensi
ve
Dep
artm
enta
l/ Pr
ovin
cial
C
omm
unic
atio
n St
rate
gy a
nd
impl
emen
tatio
n pl
an d
evel
oped
and
ap
prov
ed
The
Com
preh
ensi
ve C
omm
unic
atio
n St
rate
gy
mus
t be
alig
ned
with
the
Nat
iona
l Com
mun
icat
ion
Fram
ewor
k an
d th
e de
part
men
tal s
trat
egy
and
busi
ness
pla
n.
The
str
ateg
y sh
ould
cov
er, a
mon
g ot
her
thin
gs:
depa
rtm
enta
l (bu
sine
ss)
obje
ctiv
es•
clus
ter
stra
tegy
req
uire
men
ts fo
r th
e de
part
men
t •
or p
rovi
nce
targ
et a
udie
nces
•
envi
ronm
enta
l sca
n•
com
mun
icat
ion
obje
ctiv
es•
core
mes
sage
s pe
r au
dien
ce s
ub-s
et•
tact
ical
impl
emen
tatio
n pl
an
• m
easu
rem
ent
and
eval
uatio
n cr
iteri
a pe
r ac
tivity
• cu
rren
t an
d po
tent
ial b
urni
ng r
eput
atio
nal i
ssue
s •
depa
rtm
enta
l cri
sis
man
agem
ent
stru
ctur
es a
nd
• pr
otoc
ols
a co
mpr
ehen
sive
bud
get
•
Stra
tegy
and
im
plem
enta
tion
plan
ap
prov
ed b
y en
d M
arch
Dep
artm
enta
l /Pr
ovin
cial
C
omm
unic
atio
n St
rate
gy
Impl
emen
tatio
n pl
an
and
budg
et a
ppro
ved
by D
G
Dra
ft s
trat
egy
to
first
be
subm
itted
to
GC
IS fo
r in
put
and
alig
nmen
t
App
rova
l by
depa
rtm
enta
l DG
Stra
tegy
sub
mitt
ed
to t
he G
CIS
for
mon
itori
ng p
urpo
ses
1.2
Effe
ctiv
e in
volv
emen
t in
the
de
velo
pmen
t an
d im
plem
enta
tion
of
the
clus
ter
stra
tegy
de
mon
stra
ted
Thi
s K
PI w
ill m
easu
re h
ow e
ffect
ivel
y th
e H
oC h
as
part
icip
ated
in t
he c
omm
unic
atio
n cl
uste
r w
ork.
T
hey
will
be
requ
ired
to
cont
ribu
te in
the
follo
win
g w
ays: prov
ide
inpu
t in
to t
he d
evel
opm
ent
of a
clu
ster
•
stra
tegy
Effe
ctiv
e pa
rtic
ipat
ion
in
clus
ter
prog
ram
mes
Min
utes
of c
lust
er
mee
tings
; bri
efing
no
tes
and
othe
r do
cum
ents
de
velo
ped
App
rove
d by
the
G
CIS
Clu
ster
Su
perv
isor
Generic Performance Scorecard for Heads of Communication (HoCs)
12
KE
Y R
ES
ULT
A
RE
A1
. G
ove
rnm
en
t/d
ep
art
me
nta
l co
mm
un
icat
ion
pla
nn
ing,
str
ate
gy d
eve
lop
me
nt
an
d i
mp
lem
en
tati
on
KE
Y
PE
RF
OR
MA
NC
E
IND
ICA
TO
R
QU
AL
ITY
RE
QU
IRE
ME
NT
ST
AR
GE
TE
VID
EN
CE
ME
AN
S O
F
VE
RIF
ICA
TIO
NE
NA
BL
ING
C
ON
DIT
ION
/S
atte
nd m
eetin
gs o
f the
clu
ster
•
be a
ctiv
ely
invo
lved
in t
he w
ork
of t
he c
lust
er,
• un
dert
akin
g al
l tas
ks a
ssig
ned
prov
ide
cont
ent
for
med
ia b
riefi
ng n
otes
• be
res
pons
ible
for
depa
rtm
enta
l lea
d ca
mpa
igns
•
part
icip
ate
in t
he im
plem
enta
tion
of t
he c
lust
er’s
• im
plem
enta
tion
plan
for
the
year
wor
k w
ith t
he G
CIS
on
issu
es fo
r cu
rren
t af
fair
s•
1.3
All
key
mile
ston
es
in t
he C
ompr
ehen
sive
D
epar
tmen
tal/
Prov
inci
al
Com
mun
icat
ion
Stra
tegy
impl
emen
ted
Mea
sure
men
t an
d ev
alua
tion
crite
ria
for
this
w
ould
be
the
actu
al d
eliv
ery
of c
omm
unic
atio
n in
terv
entio
ns a
s m
easu
red
agai
nst
the
mile
ston
es
in t
he a
ppro
ved
Com
preh
ensi
ve D
epar
tmen
tal/
Prov
inci
al C
omm
unic
atio
n St
rate
gy
It w
ould
incl
ude,
for
exam
ple:
even
ts
• m
edia
rel
ease
s pr
oduc
ed a
nd d
istr
ibut
ed
• ad
vert
isem
ents
des
igne
d an
d pl
aced
•
freq
uenc
y an
d ge
ogra
phic
spr
ead
of iz
imbi
zo•
med
ia in
terv
iew
s as
per
med
ia s
ched
ule
• All
impl
emen
ted
as p
er t
he a
ppro
ved
activ
ity
sche
dule
All
mile
ston
es a
s ou
tline
d in
the
co
mm
unic
atio
n im
plem
enta
tion
plan
ac
hiev
ed
Impl
emen
tatio
n re
port
sho
win
g m
ilest
ones
im
plem
ente
d at
due
da
te w
ithin
bud
get
App
rove
d by
the
re
leva
nt c
lient
13
KE
Y R
ES
ULT
AR
EA
2.
Im
ple
me
nta
tio
n a
nd
man
age
me
nt
of
cam
paig
ns
KE
Y P
ER
FO
RM
AN
CE
IN
DIC
AT
OR
QU
AL
ITY
RE
QU
IRE
ME
NT
ST
AR
GE
TE
VID
EN
CE
ME
AN
S O
F
VE
RIF
ICA
TIO
NE
NA
BL
ING
C
ON
DIT
ION
/S
2.1
A c
ompr
ehen
sive
ca
mpa
ign
plan
for
each
of
the
cam
paig
ns a
s ou
tline
d in
the
Com
preh
ensi
ve
Dep
artm
enta
l/ Pr
ovin
cial
C
omm
unic
atio
n St
rate
gy,
deve
lope
d an
d ap
prov
ed
The
com
preh
ensi
ve c
ampa
ign
plan
mus
t id
entif
y th
e ke
y is
sues
tha
t ne
ed t
o be
pr
oact
ivel
y ad
dres
sed
and
it m
ust
be
appr
oved
by
the
GC
IS p
rior
to
the
laun
ch
The
cam
paig
n pl
an m
ust
addr
ess,
amon
g ot
her
thin
gs:
key
audi
ence
s•
key
mes
sage
s•
com
mun
icat
ion
obje
ctiv
es•
deta
iled
impl
emen
tatio
n pl
an•
mea
sure
men
t an
d ev
alua
tion
crite
ria
• bu
dget
•
Com
plet
ed
cam
paig
n im
plem
enta
tion
plan
Fina
l cam
paig
n im
plem
enta
tion
plan
alig
ned
to
depa
rtm
enta
l str
ateg
y
Satis
fies
the
GC
IS
crite
ria
2.2
Cam
paig
n pl
an o
bjec
tives
an
d m
ilest
ones
impl
emen
ted
and
deliv
ered
The
bro
ad o
bjec
tives
of a
cam
paig
n ar
e to
ra
ise
awar
enes
s, un
ders
tand
ing,
conv
ictio
n an
d be
havi
oura
l sup
port
for
depa
rtm
enta
l in
itiat
ives
am
ong
targ
et a
udie
nces
Mea
sure
men
t an
d ev
alua
tion
crite
ria
for
this
w
ould
be:
actu
al d
eliv
ery
of c
omm
unic
atio
n •
inte
rven
tions
/mile
ston
es a
s m
easu
red
agai
nst
the
appr
oved
cam
paig
n im
plem
enta
tion
plan
use
of G
CIS
tra
nsve
rsal
con
trac
ts a
nd
• se
rvic
esus
e of
pla
tform
s an
d pr
oduc
ts w
ith
• re
spec
t to
app
ropr
iate
tar
get
audi
ence
sEx
it R
epor
t on
cam
paig
n•
All
mile
ston
es a
s ou
tline
d in
the
co
mm
unic
atio
n pl
an a
chie
ved
Impl
emen
tatio
n re
port
sh
owin
g m
ilest
ones
im
plem
ente
d at
due
da
te w
ithin
bud
get
App
rove
d by
the
re
leva
nt c
lient
Generic Performance Scorecard for Heads of Communication (HoCs)
14
KE
Y R
ES
ULT
AR
EA
2.
Im
ple
me
nta
tio
n a
nd
man
age
me
nt
of
cam
paig
ns
KE
Y P
ER
FO
RM
AN
CE
IN
DIC
AT
OR
QU
AL
ITY
RE
QU
IRE
ME
NT
ST
AR
GE
TE
VID
EN
CE
ME
AN
S O
F
VE
RIF
ICA
TIO
NE
NA
BL
ING
C
ON
DIT
ION
/S
2.3
Rea
ch a
nd im
pact
of
cam
paig
ns d
eter
min
edM
easu
ring
the
rea
ch a
nd im
pact
of
com
mun
icat
ion
cam
paig
ns im
plem
ente
d is
a
key
dete
rmin
ant
of t
he e
ffect
iven
ess
of
com
mun
icat
ion
A r
evie
w o
f the
com
mun
icat
ion
effo
rts
with
in c
ampa
igns
and
pro
activ
e an
d re
activ
e co
mm
unic
atio
n in
ter
ms
of r
each
and
im
pact
will
hig
hlig
ht t
he fo
llow
ing:
how
wel
l the
cam
paig
n ac
hiev
ed t
he
• co
mm
unic
atio
n st
rate
gy o
bjec
tives
how
wel
l it
achi
eved
aga
inst
dea
dlin
es
• an
d bu
dget
s w
hat
less
ons
wer
e le
arnt
and
how
the
se
• co
uld
be a
pplie
d fo
r fu
ture
cam
paig
ns
Mea
sure
men
t an
d ev
alua
tion
crite
ria
for
this
co
uld
incl
ude:
impa
ct a
sses
smen
t of
adv
ertis
ing
• ca
mpa
igns
stak
ehol
der
feed
back
•
quan
tity
and
qual
ity o
f med
ia c
over
age
• ta
rget
aud
ienc
e re
spon
se t
o th
e ca
mpa
ign
• e.
g. in
crea
sed
regi
stra
tion,
incr
ease
d pa
rtic
ipat
ion,
etc
.in
terg
over
nmen
tal r
elat
ions
– h
ow w
ell
• w
as t
he c
ampa
ign
rolle
d ou
t at
the
pr
ovin
cial
and
loca
l gov
ernm
ent
leve
lsw
ebsi
te h
its•
Com
plet
ed s
tudy
th
at o
utlin
es t
he
reac
h an
d im
pact
of
the
cam
paig
n
Cam
paig
n re
ach
and
impa
ct a
naly
sis
repo
rt
and
resu
lts o
f stu
dy
unde
rtak
en
Sign
ed o
ff by
rel
evan
t de
part
men
tal c
lient
15
KE
Y R
ES
ULT
AR
EA
3.
Eff
ect
ive
man
age
me
nt
an
d u
se o
f th
e a
pp
rop
riat
e c
om
mu
nic
atio
n c
han
ne
ls
KE
Y P
ER
FO
RM
AN
CE
IN
DIC
AT
OR
QU
AL
ITY
RE
QU
IRE
ME
NT
ST
AR
GE
TE
VID
EN
CE
ME
AN
S O
F
VE
RIF
ICA
TIO
NE
NA
BL
ING
C
ON
DIT
ION
/S
3.1
Dep
artm
enta
l/ pr
ovin
cial
m
edia
rel
atio
ns p
rogr
amm
e im
plem
ente
d
Each
dep
artm
ent
and
prov
ince
mus
t de
velo
p a
med
ia
rela
tions
pro
gram
me
that
is n
ot s
peci
fical
ly li
nked
to
cam
paig
ns
The
ach
ieve
men
t of
the
med
ia r
elat
ions
pro
gram
me
wou
ld b
e m
easu
red
agai
nst
the
follo
win
g cr
iteri
a:pr
oduc
tion
of a
pro
activ
e m
edia
sch
edul
e•
deve
lopm
ent
of a
n ed
ucat
ed c
ircl
e of
med
ia
• vo
lum
e an
d qu
alita
tive
valu
e of
med
ia r
elea
ses
• le
vel o
f fac
e-to
-face
eng
agem
ent
• pr
oduc
tion
of s
uppo
rtin
g co
llate
ral e
.g. f
act
shee
ts,
• FA
Qs
revi
ew o
f res
pons
e tim
es•
revi
ew o
f qua
lity
of m
edia
rel
ease
s an
d re
spon
ses
• To a
lso
incl
ude
daily
med
ia m
onito
ring
, ana
lysi
s an
d ra
pid
resp
onse
as
requ
ired
100%
im
plem
enta
tion
of t
he
depa
rtm
enta
l/pr
ovin
cial
m
edia
rel
atio
ns
prog
ram
me
Qua
lity
and
quan
tity
of m
edia
co
vera
ge a
nd
enga
gem
ent
Dep
artm
enta
l hea
d pr
e-ap
prov
al o
f m
edia
sch
edul
e
Med
ia fe
edba
ck t
o in
depe
nden
t re
view
ag
ency
Perf
orm
ance
aga
inst
m
edia
sch
edul
e
Inde
pend
ent
revi
ew o
f qua
lity
of
med
ia r
elea
ses
and
resp
onse
s
3.2
App
ropr
iate
com
mun
icat
ion
chan
nels
to
rais
e aw
aren
ess
of a
nd s
uppo
rt fo
r th
e de
part
men
tal/
prov
inci
al
cam
paig
n ob
ject
ives
effe
ctiv
ely
utili
sed
The
re a
re a
num
ber
of b
road
com
mun
icat
ion
chan
nels
an
d to
ols
that
cou
ld b
e us
ed, f
or e
xam
ple:
adve
rtis
ing
• m
erch
andi
sing
• ev
ents
• sp
onso
rshi
p•
publ
ic r
elat
ions
• pu
blic
atio
ns•
exhi
bitio
ns•
web
site
• fa
ce t
o fa
ce• N
ot a
ll ch
anne
ls n
eed
be u
sed
sim
ulta
neou
sly.
App
ropr
iate
cha
nnel
s w
ill b
e se
lect
ed fo
r ea
ch c
ampa
ign
Each
dep
artm
ent/
prov
ince
will
nee
d to
dep
loy
a co
mm
unic
atio
n m
ix a
ligne
d to
the
ir s
peci
fic c
onte
xt
(man
date
) an
d re
sour
cing
cap
acity
Se
lect
ed t
ools
mus
t re
late
bac
k to
the
tac
tical
im
plem
enta
tion
plan
in t
he c
ompr
ehen
sive
str
ateg
y
Cre
ativ
e an
d co
st-e
ffect
ive
depl
oym
ent
of a
var
iety
of
mar
ketin
g ch
anne
ls
Sam
ples
of
com
mun
icat
ion
colla
tera
l de
velo
ped,
pr
oduc
ed a
nd
dist
ribu
ted
App
rove
d by
the
re
leva
nt in
tern
al
clie
nt/s
Generic Performance Scorecard for Heads of Communication (HoCs)
16
KE
Y R
ES
ULT
A
RE
A4
. B
uil
d a
nd
su
stain
th
e p
osi
tive
re
pu
tati
on
of
the
de
part
me
nt
thro
ugh
eff
ect
ive
tw
o-w
ay c
om
mu
nic
atio
n
KE
Y
PE
RF
OR
MA
NC
E
IND
ICA
TO
R
QU
AL
ITY
RE
QU
IRE
ME
NT
ST
AR
GE
TE
VID
EN
CE
ME
AN
S O
F
VE
RIF
ICA
TIO
NE
NA
BL
ING
C
ON
DIT
ION
S
4.1
Dev
elop
men
t C
omm
unic
atio
n Pl
an
to e
nhan
ce p
ublic
pa
rtic
ipat
ion
with
in
the
depa
rtm
ent’s
/ pr
ovin
ce’s
core
fu
nctio
nal a
reas
Dev
elop
men
t co
mm
unic
atio
n is
a m
etho
d of
pro
vidi
ng
com
mun
ities
with
info
rmat
ion
in a
man
ner
that
ena
bles
the
m t
o us
e th
at in
form
atio
n to
impr
ove
thei
r liv
es. I
t is
mea
nt t
o ed
ucat
e co
mm
uniti
es a
nd im
prov
e th
eir
qual
ity o
f life
by
ensu
ring
tha
t th
ey
are
info
rmed
abo
ut a
nd c
an a
cces
s re
quir
ed s
ervi
ces.
It a
chie
ves
this
by
usi
ng c
omm
unic
atio
n m
etho
ds t
hat
are
acce
ssib
le t
o th
e m
ajor
ity
Elem
ents
of d
evel
opm
ent
com
mun
icat
ion
are:
it is
res
pons
ive
• it
relie
s on
feed
back
•
it m
ust
be c
reat
ive
and
inno
vativ
e •
it us
es s
impl
e an
d re
leva
nt la
ngua
ge
• it
relie
s on
the
com
mun
ity/c
omm
uniti
es•
it pr
omot
es b
ring
ing
peop
le c
lose
r to
the
gov
ernm
ent
• The
dep
artm
ent
or p
rovi
nce
shou
ld d
evel
op a
com
mun
icat
ion
plan
th
at r
eflec
ts t
he d
evel
opm
ent
com
mun
icat
ion
appr
oach
The
pla
n sh
ould
iden
tify:
prio
rity
pro
ject
s•
targ
et a
udie
nces
• ta
rget
aud
ienc
e pe
rcep
tions
• re
puta
tiona
l leg
acy
issu
es
• ke
y m
essa
ges
per
stak
ehol
der
set
• ac
tivity
sch
edul
e, in
clud
ing
com
preh
ensi
ve u
nmed
iate
d, d
irec
t fa
ce-
• to
-face
eng
agem
ent
follo
w-u
p an
d co
mm
unity
feed
back
cha
nnel
s•
xxx
num
ber
of p
roje
cts
succ
essf
ully
im
plem
ente
d
Sam
ples
of
com
mun
icat
ion
colla
tera
l de
velo
ped
and
dist
ribu
ted
for
the
gene
ral
publ
ic
Info
rmat
ion
prov
ided
on
the
depa
rtm
ent’s
/ pr
ovin
ce’s
serv
ices
and
pr
ogra
mm
es o
n th
e go
vern
men
t w
ebsi
te
Rep
ortin
g on
pa
rtic
ipat
ion
in
the
Imbi
zo w
eek
prog
ram
me
Num
ber
of
face
-to-
face
en
gage
men
ts
with
st
akeh
olde
rs
App
rove
d by
cl
ient
bus
ines
s un
its w
ithin
the
de
part
men
t/
prov
ince
Pre-
appr
oval
of
com
mun
icat
ion
stra
tegy
by
the
GC
IS
Stak
ehol
der
feed
back
17
KE
Y R
ES
ULT
A
RE
A4
. B
uil
d a
nd
su
stain
th
e p
osi
tive
re
pu
tati
on
of
the
de
part
me
nt
thro
ugh
eff
ect
ive
tw
o-w
ay c
om
mu
nic
atio
n
KE
Y
PE
RF
OR
MA
NC
E
IND
ICA
TO
R
QU
AL
ITY
RE
QU
IRE
ME
NT
ST
AR
GE
TE
VID
EN
CE
ME
AN
S O
F
VE
RIF
ICA
TIO
NE
NA
BL
ING
C
ON
DIT
ION
S
4.2
Inte
rnal
co
mm
unic
atio
n pr
ogra
mm
e de
velo
ped
and
impl
emen
ted
The
dep
artm
ent
or p
rovi
nce
mus
t de
velo
p an
inte
rnal
co
mm
unic
atio
n pl
an t
hat
incl
udes
:ta
rget
ed in
tern
al a
udie
nces
• ke
y m
essa
ges
per
targ
eted
aud
ienc
e•
com
preh
ensi
ve a
ctiv
ity s
ched
ule
• pe
rfor
man
ce m
easu
rem
ent
crite
ria
e.g.
empl
oyee
•
com
mun
icat
ion
audi
tsbu
dget
• The
del
iver
y of
com
mun
icat
ion
cont
ent
can
take
pla
ce v
ia p
lann
ed
chan
nels
e.g
.re
gula
r en
gage
men
t by
sen
ior
man
agem
ent
• st
aff p
ublic
atio
ns•
intr
anet
• em
ploy
ee b
riefi
ngs
• no
tice
boar
ds•
e-m
ail
• m
emos
• ev
ents
•
100%
of
the
inte
rnal
co
mm
unic
atio
n pl
an
impl
emen
ted
Exam
ples
of t
he
com
mun
icat
ion
colla
tera
l pr
oduc
ed a
nd
dist
ribu
ted
Num
ber
of
empl
oyee
bri
efing
s un
dert
aken
App
rove
d by
cl
ient
bus
ines
s un
its w
ithin
the
de
part
men
t/
prov
ince
Inte
rnal
co
mm
unic
atio
n au
dits
am
ong
staf
f to
serv
e as
ben
chm
arks
an
d ev
alua
tion
mea
sure
s
Generic Performance Scorecard for Heads of Communication (HoCs)
18
KE
Y R
ES
ULT
A
RE
A5
. E
ffe
ctiv
e m
an
age
me
nt
of
“un
pla
nn
ed
” an
d u
rge
nt
com
mu
nic
atio
n
KE
Y
PE
RF
OR
MA
NC
E
IND
ICA
TO
R
QU
AL
ITY
RE
QU
IRE
ME
NT
ST
AR
GE
TE
VID
EN
CE
ME
AN
S O
F
VE
RIF
ICA
TIO
NE
NA
BL
ING
C
ON
DIT
ION
S
5.1
Cri
sis
com
mun
icat
ion
on b
ehal
f of t
he
depa
rtm
ent/
pr
ovin
ce e
ffect
ivel
y m
anag
ed
The
man
agem
ent
of c
risi
s co
mm
unic
atio
n w
ithin
the
dep
artm
ent/
prov
ince
mus
t be
con
duct
ed in
alig
nmen
t w
ith t
he c
risi
s an
d is
sue
man
agem
ent
guid
elin
es a
nd p
olic
y of
GC
IS
It w
ould
com
pris
e th
e fo
llow
ing
elem
ents
:es
tabl
ishe
d an
d re
hear
sed
Cri
sis
Man
agem
ent T
eam
at
• de
part
men
tal l
evel
issu
e m
anag
emen
t sp
okes
pers
on t
rain
ing
for
at le
ast
thre
e •
depa
rtm
enta
l fro
ntlin
e st
aff
clea
r un
ders
tand
ing
of r
oles
and
res
pons
ibili
ties,
incl
udin
g al
l •
esca
latio
n re
quir
emen
ts/p
ossi
bilit
ies
stak
ehol
der
lists
for
cris
is c
omm
unic
atio
n •
polic
y on
res
pons
e tim
es a
nd h
oldi
ng s
tate
men
ts w
ithin
firs
t •
hour
of c
risi
sm
edia
logs
and
pub
lic e
nqui
ries
• ca
ll ce
ntre
s an
d w
ebsi
tes
• ap
prov
al p
roce
sses
for
rele
ases
and
oth
er c
omm
unic
atio
n •
mat
eria
l cle
arly
art
icul
ated
and
str
eam
lined
po
st-c
risi
s fo
llow
-up
and
anal
ysis
for
lear
ning
and
inst
itutio
nal
• m
emor
y
All
cris
is
com
mun
icat
ion
situ
atio
ns
man
aged
ef
fect
ivel
y an
d in
line
with
G
CIS
gui
delin
es
Com
preh
ensi
ve
Cri
sis
Com
mun
icat
ion
Rep
ort,
incl
udin
g im
plem
enta
tion
of
reco
mm
enda
tions
App
rove
d by
the
G
CIS
