CLIA

Canadian Livestock Identification Agency
CLIA
Communication Strategy
1 Sept 2004
CLIA Canadian Livestock Identification Agency
Communication Strategy
Table of Contents
1
General Introduction ....................................................................... 1
1.1
Purpose of this Document ............................................................................................................ 1
1.2
Communication Strategy Objectives ........................................................................................... 1
1.3
Key Stakeholders And Roles ........................................................................................................ 1
1.4
Audience ......................................................................................................................................... 2
1.5
Facts and Assumptions................................................................................................................. 3
1.6
Questions and Concerns............................................................................................................... 3
1.7
Desired Results .............................................................................................................................. 3
2
Messaging ........................................................................................ 3
2.1
CLIA Messaging for Incorporation and Launch .......................................................................... 3
2.2
Selected Overall Key Messages ................................................................................................... 5
3
Communication Vehicles, Processes and Guidelines .................. 7
3.1
Key Players and Communication Vehicle Usage ....................................................................... 7
3.2
Communication Processes ........................................................................................................... 9
3.3
Communication Schedule ........................................................................................................... 11
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CLIA Canadian Livestock Identification Agency
Communication Strategy
Executive Summary
This document outlines a communication strategy for the Canadian Livestock Identification
Agency (CLIA) designed to support the high level objectives outlined in the CLIA business
strategy. The communication strategy will describe processes that facilitate leveraging
established communications channels to encourage consistent, effective messaging to identified
audiences and provide a foundation to establish close working relationships with key
stakeholders and identified resources.
The information provided is intended to act as a guide for the general manager and
communication officer, responsible for the daily operations and decisions regarding
communication. Options outlined represent a high level view of how effective communications
processes can be utilized to obtain the desired outcomes outlined in the CLIA business strategy.
The strategy is divided into two major sections:
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a general introduction that includes the establishment of CLIA
a processes section that includes the vehicles, processes, guidelines, and a schedule
outlining communication up to the CLIA becoming a recognized body
Key resources and stakeholders include:
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CLIA general manager
CLIA communication officer
members’ and associates’ communication representatives
spokespersons
livestock industry members
associates
federal and provincial government representatives
secretariat
For the purposes of this document, members refers to organizations with voting status,
associates refer to organizations with non-voting status.
Next steps include the creation of a draft communication implementation plan, which addresses
the top strategic priorities, for the first three to six months. The general manager and
communication officer will be responsible for its implementation. It is suggested that the
implementation plan is updated on a regular basis to ensure the CLIA leverages
communications as an effective vehicle to obtain its desired results.
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CLIA Canadian Livestock Identification Agency
Communication Strategy
1
General Introduction
1.1
Purpose of this Document
Provide a communication strategy aligned with the Canadian Livestock Identification Agency
(CLIA) business strategy. This document includes communication guidelines and processes for
both internal and external needs.
1.2
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Communication Strategy Objectives
Develop strong working relationships with key stakeholders, such as industry and
provincial government representatives, that give clear and consistent processes and
messaging.
Develop solid processes to facilitate the communication of CLIA objectives to key
stakeholders and audiences.
Provide options on design and use of effective communication processes between CLIA
Board of Directors, members (livestock, associate, government) and other stakeholders to
ensure communication flows two ways between CLIA and stakeholders.
Provide examples of communications vehicles that can be used during the establishment
and operation of the CLIA.
Develop strong working relationships with member and associate communication
representatives to create a comprehensive communications vehicle matrix to leverage
established vehicles in order to obtain consistent and effective messaging.
1.3
Key Stakeholders And Roles
Key stakeholders are involved in the decision-making process as voting members or associates,
offering information, opinions and guidance as needed.
Stakeholder
Livestock industry members
Canadian Bison Association (CBA)
Canadian Cattlemen’s Association (CCA)
Canadian National Goat Federation (CGF)
Canadian Pork Council (CPC)
Canadian Sheep Federation (CSF)
Equine Canada
National Livestock Identification for Dairy (NLID)
Associates
Agri-Traçabilité Québec Inc. (ATQ)
Canadian Cattle Identification Agency (CCIA)
Canadian Food Insepection Agency
Canadian Meat Council (CMC)
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Role
Relationship
Voting member
Voting member
Voting member
Voting member
Voting member
Voting member
Voting member
Supplier
Supplier
Supplier
Supplier
Supplier
Supplier
Founding associate
with non-voting
status
Voting member
User
User
Regulatory, User
Voting member
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Communication Strategy
CLIACanadian Livestock Identification Agency
Stakeholder
Canadian Veterinary Medical Association (CVMA)
Canadian Animal Health Coalition (CAHC)
Can-Trace
Government
Agriculture and Agri-Food Canada (AAFC)
Role
Non-voting associate
Canadian Food Inspection Agency (CFIA)
Provincial Government representatives
No- voting associate
Non-voting associate
Relationship
User
Regulatory,
User
Regulatory
Regulatory,
User
Additional Key Players post-implementation
Key Resources
General Manager
Communication officer
Spokespersons
Secretariat
Members’ and associates
communication representatives
1.4
Post-implementation
Responsibility
Daily management of CLIA, works closely with the
executive and Board of Directors and provides direction to
the communication representative and staff.
Develops key messages and co-ordinates all
communications distributed by CLIA. Will work closely
with the General Manager and the Board of Directors. Will
also develop strong working ties with communication
representatives from industry, associates and government.
A minimum of two spokespersons are recommended to
respond to media enquiries, speak at conferences and
conduct press conferences for the CLIA. The
representatives should be members of the executive or
Board of Directors.
Industry staff identified to provide support to the Board of
Directors. These individuals have the knowledge and
resources to participate in working groups and provide
background information as required.
Work closely with CLIA communication representative to
co-ordinate and share information between organizations.
Audience
Organizations that may be directly or indirectly affected by this strategy:
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2
CLIA Board of Directors
Stakeholders
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National and provincial association members, as well as selected agencies
Agriculture and Agri-Food Canada
CFIA
Producers (farmers, auction marts, veterinarians et al.)
General public
Tag manufacturers
NGOs
1.5
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Facts and Assumptions
Government’s stated goal is to have 80% traceability by 2008.
Interim CLIA Board has drafted a by-law document subject to approval.
An official letter of invitation has been sent to all producer associations to solicit their
participation.
The Board is working on developing a clear strategy which includes CLIA vision/mission
statements.
The interim strategy has been approved by the interim Board of Directors
Other initiatives, such as the Canadian Animal Tracking and Tracing System are being
developed in tandem.
Daily operations and decision-making will reside with the General Manager and the
communication officer.
1.6
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Questions and Concerns
What is the commitment regarding communications by key government departments and
associations, such as the Canadian Food Inspection Agency (CFIA) and Health Canada?
1.7
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Communication Strategy
Desired Results
Buy-in by key stakeholders on the objectives and mandate of the CLIA.
Open and transparent communication between the CLIA governing body, members,
associates, internal and external audiences.
Solid processes developed in conjunction with member and associate organizations to
facilitate delivery and the production of consistent messaging.
Messaging
2
2.1
CLIA Messaging for Incorporation and Launch
Messaging for the incorporation and launch of the CLIA can be divided into two major phases,
each focused on the distinct messaging needs for internal and external audiences:
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pre-establishment
post-implementation
Pre-Establishment Phase for CLIA
Activities will be focused on tracking current communications processes in order to develop
processes and guidelines for communication to internal and external audiences. Internal
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Communication Strategy
CLIACanadian Livestock Identification Agency
communication will focus on the methods and frequency of communication among the
executive, Board of Directors and key resources. External communication will focus on
communications processes and guidelines with all other identified audiences, such as
government departments, producers and any agency, association or industry that may be
affected by the establishment of CLIA.
Post-Establishment of CLIA
Internal communication will focus on how members of the Board and identified resources
communicate with one another. Examples of processes include meeting schedules,
communication of decisions, changes in processes or vehicles. External communication
includes communication between the Board, staff and key stakeholders and other audiences
who may be impacted by changes in CLIA policy.
Vehicles to be considered for both the establishment and the implementation phases of the
CLIA include:
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Face-to-face meetings
 Most effective form of communication when building relationships and for decisionmaking purposes.
Electronic
 CLIA website (online newsletter, CLIA development updates, project updates)
 Passive form of communication pushes information out to audiences but may not
generate the pull needed to get audiences onto the website frequently. Great for
hosting information and should be used in conjunction with other communications
vehicles such as email notifications.
 Email broadcasts to selected audiences
 Effective way of disseminating information to a select audience; when used
appropriately, an effective way to push audiences to a website where they can
find more details.
 Industry/Association websites and electronic newsletters
 An effective way of leveraging the dissemination of information by using preestablished vehicles and processes. It also encourages partnerships and builds
relationships with stakeholders.
 Video presentations
 Effective way of presenting information to audiences at specific events such as
conferences.
 Press releases
 Most common way of disseminating information to media representatives. Not
as effective in assuring message gets passed on when desired.
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4
Teleconferences
 Effective communication alternative when face-to-face meetings cannot be arranged.
Hard copy collateral (CDs, brochures, fact sheets, government reports)
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Communication Strategy
 Useful when attending and participating in conferences and when there is a need or
request for further information.
Articles in industry trade magazines and newspapers
 An effective way to promote credibility.
Consultations
 Effective way to engage external audiences and promote dialogue on key issues.
Conferences and trade shows
 Effective in building relationships.
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2.2
Selected Overall Key Messages
The key messages below can be proposed and delivered directly from CLIA or used in
conjunction with, or in support of, messages coming from members and associates.
Pre-Establishment Phase of CLIA
From
Message
The need for identification
CLIA, AAFC, CFIA
The value of animal identification
to industry stakeholders
CLIA
Industry is working together to
develop an animal identification
system and traceability program for
all farm animal species in Canada.
CLIA
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To (Audience)
Stakeholders (members and associates)
General public
Interested associations and agencies
Stakeholders (members and associate)
Interested associations and agencies who
may be affected
General public
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CLIA will establish a discussion
platform, establish standards
Short- and long-term plans of CLIA
CLIA
The basic components and their
importance for the implementation
of a national ID system
AAFC, CFIA
CLIA in support of
CLIA will facilitate cross-border
trade in live animals and finished
trade
AAFC, CFIA
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Government representatives
Stakeholders
General public
Key stakeholders
General public
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Stakeholder members and associates
General public
Post-CLIA Incorporation and Launch
Message
Industry is working toward achieving
food safety in the national and global
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CLIA and member
associations
1 Sept 2004
To (Audience)
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Canadians and foreign residents
Suppliers and retailers
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Communication Strategy
CLIACanadian Livestock Identification Agency
markets.
Canada is a leader in traceability and
food safety
CLIA ensures Canada has an efficient
national animal identification system.
Users of the CLIA System will be able
to pull 80% complete information on
animals by 2008.
CLIA provides an opportunity to
brand Canadian meat products as
‘safe and reliable’
AAFC, CLIA provide
data and messaging
in support of
CFIA and AAFC in
conjunction with
CLIA
CLIA with support
from AAFC
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CLIA
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The system will be compatible and
interactive with the US Animal
Identification Plan (USAIP)
6
CLIA with support
from members,
associates, CFIA and
AAFC
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Canadians and foreign residents
Industry associations and agencies who
may be impacted
Stakeholders (members and associates)
Canadians and foreign residents
Selected government departments
Federal and provincial government
departments
Clients with access to the system
Industry associations and agencies that
have access to the system
Stakeholders
Industry member and associate
organizations and agencies
Federal and provincial government
departments
US government
Industry members and associate
organizations and agencies
Clients with access to the system
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Communication Strategy
Communications Vehicles, Processes and Guidelines
Communications processes may be housed on a members-only area of the CLIA website to give members easy access to information.
3.1
Key Players and Communications Vehicle Usage
Key Players
Options
Face-to-face meetings
CLIA Executive
Executive to Executive:
organized as needed; includes
special executive decisionmaking meetings
Executive and Board: monthly,
bi-monthly or quarterly
meetings to discuss operations
and outstanding issues
Executive and Media: held on
as-needed basis, includes press
conferences held with media
representatives post-launch of
the CLIA
Board Members
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Regular meetings with the
executive, can be held on a
monthly, bi-monthly or
quarterly basis and may be
more frequent at the onset as it
is anticipated more decisions
will be needed
Teleconferences
Email
Held as needed to resolve
any outstanding issues
from board meetings or as
an emergency meeting
where the executive need to
make a decision and there
is not enough time or
money for travel.
May be used to review
documents such as updates
from sub-committees,
distribution of board
meeting notes, and to
communicate with
stakeholders outside of
AGMs.
May include phone
interviews with media
representatives.
May also be used to send
CLIA announcements and
decisions to key
stakeholders’ resources.
Held as needed to follow
up on issues not resolved at
face-to-face meetings.
follow-up to any issues
outstanding after board
meetings
1 Sept 2004
Website
Used by the Executive to
provide information about
CLIA to the general public
and interested
stakeholders.
Information on the website
will include updates on
activities in the CLIA,
process information
regarding the system,
policy changes,
membership information,
press releases and bulletins.
Depending on the capacity
of the site, it may be used to
promote online discussions
and provide access to
materials such as reports
and working group
meeting minutes.
7
Communication Strategy
Key Players
Working Groups
Members of the board
or designated
representatives
Stakeholders
Develop strategies for
stakeholders based on
need for building
relationships.
CLIACanadian Livestock Identification Agency
Face-to-face meetings
These meeting will take place
as required and based on
feasibility; may be combined
with teleconferencing
capabilities
Meetings scheduled based on
strategy developed for
identified stakeholder audience
Teleconferences
Email
Website
Scheduled meetings to
discuss projects and tasks
prioritized by board
members such as by-laws
and premises ID working
groups
Used as necessary in line
with CLIA business
strategy
May be used to
communicate meeting
minutes and to review
reports
May be used to house
meeting minutes and final
reports.
May be used to set up and
confirm meetings with
identified stakeholders
Used to keep abreast of
CLIA strategy, policy, and
process updates as well as
any changes to the
Canadian Animal Tracking
and Tracing System.
General Manager
Meetings with board members,
executive and staff
As needed when identified
with board members and
staff
Regular communication
with staff and members of
the executive and the Board
of Directors
Communicate CLIA
strategy messaging to
identified audiences
Communication
Officer
Meetings with general
manager, board members and
with other communication
representatives
Used with general
manager, member and
associate communication
representatives as
necessary
An everyday tool for
communication with
General Manager,
communication
representatives and other
identified audiences
Responsible for the
development of content
and ongoing strategy
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3.2
Communication Strategy
Communication Processes
This section outlines specific communication activities and includes processes and
recommendations. It is assumed daily operations and decisions surrounding communication
will be the responsibility of the General Manager and communication officer except in the case
of an emergency, in which case, the General Manager will contact the executive and board of
directors to provide information surrounding the event and possible solutions in regards to
communication. It is also recommended that all communication be bilingual in nature since the
CLIA is a national organization communicating with various member and associate
organizations.
Annual General Meeting
Process: Send a notice out to members and associates at least two months in advance so they
can reserve the date in their calendars, followed by a reminder message and agenda sent out
two to three weeks in advance. A final reminder should be sent out the week prior to the event.
Results and action items from the annual general meeting should be available to the
membership at maximum one month after the meeting. In the interim, posting the results of the
AGM onto the website would allow the executive and board members to review the minutes for
accuracy. Follow-up meetings on action items to move forward and to implement actions for
the year should be held at least two to three months after the annual general meeting. This
could be in the form of a facilitated retreat to review and update the strategy for the next year.
Recommendation: Meetings should be held a minimum of once a year at a time agreed by the
executive and the Board of Directors. One year is the norm for such meetings as participation is
voluntary and gives the board the opportunity to address tasks it has for itself.
Board of Directors Meetings
Process: Set the schedule of meetings six months to one year in advance. The agenda should be
sent to all board members a minimum of two weeks prior to the meeting for review and give
members an opportunity to comment. A dedicated resource person, such as the elected
secretary, should be present to record the meeting proceedings. Meetings may take place
monthly, bi-monthly or quarterly depending on availability of members and the requirements
of the meetings.
Recommendation: Face-to-face meetings should take place a minimum of once a quarter to
discuss and make decisions. Meeting minutes should be available to members two weeks after
the meeting so members participating in working groups can have documentation of action
items.
Working Group Meetings
Process recommendation: Once a task has been identified, a working group is pulled together
using members of the board and other identified resources to accomplish the task, for example
the Working Group on Premises ID, which has been meeting regularly to provide information
and recommendations to the executive throughout the implementation process. The meeting
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schedule should be determined by the chair of the working group and team members in order
to accomplish identified tasks, resolve issues or gather information. Depending on location of
working group resources meetings can be face to face or via teleconference, with interim
discussions using email or the website as appropriate.
Staff Meetings
Process: Meetings between the General Manager, the communication officer and any other
identified resources that may have information that affecting the daily operations or strategic
direction of the CLIA. Meetings can be held weekly or bi-weekly, in person or via
teleconference depending on staff location. Meeting agendas should focus on task and project
status updates, issues, concerns and next steps.
Recommendation: Meetings to be held weekly especially at the onset of CLIA to ensure
deliverables are met. Background information should be available at least two business days
before the meeting for review. Meeting frequency can be re-evaluated three to six months post
incorporation of the CLIA.
Communication Representatives
Process: The CLIA communication officer needs to establish close working relationships with
the communication representatives from member and associate organizations. The purpose, to
ensure the development of solid processes to share and disseminate information to and from
the CLIA in order to provide consistent messaging and to leverage already established vehicles
and processes.
Recommendation: Create a communications vehicle matrix that lists established member and
associate vehicles and processes. Establish regular meetings with member and associate
communication representatives either face to face or by teleconferencing, in order to keep the
lines of communication open and aid in the development of future processes.
Website
Process: For disseminating information to members and associates as well as the general public,
the website is the public face of CLIA. The look and feel, ease of navigation and clear
messaging are keys to a successful website. Things to consider include frequency of updates to
the website, such as, whether they should be made weekly, bi-weekly or monthly and on
information to be posted such as news items, information about advancing CLIA objectives,
major milestones and keeping members and associates aware of changes to the operations or
system. A template should be developed so members and associates can submit items that they
want posted on the website.
Recommendation: The website should be updated bi-weekly if possible. Updates may include
links to news items, industry updates, changes in CLIA processes and upcoming events. It is
suggested prior to launching the website a ‘hopper’ of items be created housing information
two to three months in advance.
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Media Enquiries
At least one person should be designated as an official spokesperson for the CLIA. What
follows is a general process guide that the board of directors should discuss and agree upon.
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Enquiries about CLIA should be directed to the communication officer or General Manager
to field the call in order to prepare the spokesperson.
No one other than the designated spokesperson(s) should under any circumstances answer
any media questions about the CLIA. All enquires should be forwarded to the General
Manager or the communication officer.
As a rule, a response time of 48 hours to any media enquiry is a suitable turnaround.
All media enquiries should be documented in order to track the kind of questions being
asked to determine if that information could be posted on the website.
If possible, the spokesperson(s) should have a minimum of 24 hours to respond to any
enquires.
Evaluation of Initiatives
Process: For each communication initiative determine what you want to accomplish and how
you will evaluate and measure its success. Evaluation can be in the form of surveys, hits to a
particular page on a website, media coverage or noticeable changes in behaviour or process.
Recommendation: Determine what you want to accomplish, is it to inform, seek opinions,
change behaviour, alter a process, increase understanding or open a dialogue. Then determine
how to evaluate the success, for example, to inform you can evaluate a distribution list and
check media clippings, to increase understanding a mini survey can be distributed to a random
group to promote dialogue the number of meetings or forums may be measured.
3.3
Communication Schedule
Provided is a sample communication schedule that reflects communication about the
establishment of the CLIA. Activities include:

approval of CLIA Strategy

approval of the Communication Strategy outline and final strategy
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meetings

use of key messages

development and implementation of communications processes for vehicles that will be
used both internally and externally
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the CLIA website
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Communication Strategy
Month
July
August
Activity
CLIACanadian Livestock Identification Agency
Communication
surrounding event
Vehicle
Communication
rep on board
None
Telephone
Face to face
Development of
Communication
Strategy Outline
None
Email
CLIA Board
Meeting
Distribution of Agenda
and supporting materials
Email
Post CLIA board
meeting
CLIA Strategy
Distribution of meeting
minutes and updated
plans such as the
communication strategy
Email
Distribution of strategy to Email
executive
Email
Outcome
Introduction
Executive & Board Communication
of Directors
outline in place to
draft strategy
Board Members &
Information
Secretariat
sharing
Executive
Secretariat once
approved by
Executive
Executive
Information
sharing
Members
Strategy
development
Gain buy-in
CLIA
Communication
Strategy
Update outline with more Email
details
Executive then to
board members
Strategy
development
Website
Presentation of layouts
Face to face
Executive
Email
Board Members
Strategy
development
Email
Executive
Guidelines/Processes
Face to face
Executive Meeting
September Executive Meeting
Agenda dissemination for Email
review
Distribution of material
Email
Interim Board of Draft agenda sent to
Email
Directors meeting executives for approval
Agenda and supporting Email
materials sent to delegates
12
Audience
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Operations
Management
Executive members
and identified staff
Approval of
Agenda
Information
dissemination
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