ENTRIES - IABC/Toronto - International Association of Business ...

STEP UP! 

STAND 

OUT! 

OVATION AWARDS 20 1 

WINNING 

ENTRIES

Table of Contents 

3. A Message from the IABC/Toronto President 

4. A Message from the OVATIONS Awards Organizers 

5. OVATION Awards Gala Sponsors 

6. 2011 IABC/Toronto OVATION Award Winners 

25. IABC/Toronto Awards of Distinction 

25. Bobbie Resnick Philanthropy Award 

25. 2011 IABC/Toronto Student of the Year Award 

26. Corporate Communications Department of the Year 

26. Medium-sized Agency of the Year 

26. Large Agency of the Year 

26. People‘s Choice Award 

27. 2011 OVATION Awards Winning Entries 

Communication Management 

27. Community Relations 

45. Media Relations with budget up to $50K 

56. Media Relations with budget greater than $50K up to $100K 

66. Media Relations with budget greater than $100K 

98. Marketing Communications with budget up to $50K 

102. Marketing Communications with budget greater than $100K 

106. Special Events with budget greater than $50K up to $100K 

113. Special Events with budget greater than $100K 

121. Issues Management and Crisis Communication 

135. Employee, Member or HR Communication 

156. Brand Communication 

170. Electronic, Digital and Interactive Communications 

Communication Skills 

178. Publications 

182. Multimedia or Digital Content 

Awards of Distinction 

188. 2011 IABC/Toronto Student of the Year Award 

190. Bobbie Resnick Philanthropy Award 

193. OVATION Awards Judges 

207. 2010/2011 IABC/Toronto Board 

208. 2011 OVATION Awards Committee Members 

210. About Us 

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Message from the IABC/Toronto President 

As social media flourishes, it would seem that everyone has something to say. Not only do they have 

something to say, they want to say it right now and they want to tell a lot of people. With all of these 

voices competing for an audience, our role as communicators surges in importance. We need to rise 

above the clamour, give it shape and make it meaningful. As this year’s OVATION Awards theme 

indicates, we need to Step Up! Stand Out! 

When we asked GTA communicators to Step Up! Stand Out! this year, they answered the call. In a big 

way. For the first time in the program’s 26-year history, we received more than 200 submissions. The 

winners delivered outstanding communication that is strategic and innovative. Their commitment to 

excellence puts them in a distinctive league of professional communicators. 

This league of communication leaders is what makes the OVATION program successful. They represent 

diverse organizations and sectors, and bring experience in top-notch media relations, marketing, writing, 

corporate communication, and special events…to name a few. 

Then they took their experience and made the effort to Step Up! Stand Out! Receiving the recognition 

may be easy, but submitting entries is a significant endeavour. It takes an extra push of time and energy 

to present the work in a way that tells the OVATION judges a story and clearly shows them why that story 

matters. 

This extra effort and commitment is what makes these communicators tonight’s winners. Congrats. 

Congratulations also to IABC/Toronto volunteers who have worked so hard on the OVATION program. 

Special thanks to Katie O’Dell, VP Awards and Brigette Kocijancic, ABC, VP Accreditation & Standards. 

Katie began working with a large team of volunteers long before winners even submitted their entries to 

ensure the program and the gala went smoothly. Brigette also worked with a large team of volunteer 

judges who offered their weekends and evenings to carefully review and assess the entries. 

The efforts of all of these volunteers continue to strengthen and enhance the OVATION program. 

Thanks also to our sponsors: News Canada, CNW Group, The Canadian Press Images and Fusion 

Design Group. Your contributions and support are sincerely appreciated. 

Thanks to everyone who entered the program this year and attendedthe gala. On behalf of IABC/Toronto, 

I extend hearty congratulations to all 2011 OVATION Award winners. 

Carrie MacAfee 

President, IABC/Toronto 

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A Message from the 2011 OVATION Awards Organizers 

IABC/Toronto’s OVATION Awards recognize the high standard of excellence found in the Greater 

Toronto Area communications community, and with each passing year, we continue to be amazed by the 

creativity and professionalism demonstrated by the entries. This year’s theme – Step Up! Stand Out! – 

reflects the high calibre of this year’s submissions and the level of skill required to produce successful 

communications, as the competition for audience continues to grow. 

The 2011 Winning Entries Booklet showcases award winning programs including the Bobbie Resnick 

Philanthropy Award winner and Student of the Year Award winner. All of the entries celebrate the best in 

our local area and some of the finest creative communications in the world. 

In 2011, we saw a record number of OVATION entries, and of those, IABC/Toronto awarded 34 Awards 

of Excellence and 48 Awards of Merit. It is with sincere gratitude that we acknowledge all of the entrants, 

judges, advisors, sponsors and volunteers who were involved with the 2011 IABC/Toronto OVATION 

Awards. 

We would especially like to thank the team of 53 judges who spent over 450 hours judging submissions 

this year, as well as Suzanna Cohen, John Chagnon and our student volunteers for all their help on the 

ground. 

A big thank you also goes to our amazing team of Awards volunteers led by directors Beverly Fairclough, 

Melissa Lee, Michael Miller, Kathy Salazar and Lindsay Turner. Your creativity, enthusiasm and hard 

work have gone a long way to make the entire OVATION Awards program a success. 

We also extend many thanks to our sponsors for their support: News Canada, CNW Group, The 

Canadian Press Images, and Fusion Design Group. 

Brigette Kocijancic, ABC 

VP, Accreditation & Standards, IABC/Toronto 

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Katie O’Dell 

VP, Awards, IABC/Toronto

2011 OVATION Awards Gala Sponsors 

We would like to acknowledge our generous sponsors: 

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2011 IABC/Toronto OVATION Award Winners 

COMMUNICATION MANAGEMENT 

This division includes projects, programs and campaigns defined by a communication plan. Entries in 

these categories: 

• might include a combination of communication materials, or 

• might focus on a single communication initiative within a larger campaign. 

Entrants must demonstrate how their project applied a full range of planning and management skills, 

while the Work Plan addresses how the entry relates to and affects the organization’s overall business 

strategies. 

Community Relations 

Programs targeted at community audiences, including not-for-profit and volunteer organizations. 

Award of Excellence 

Title of Entry: Active and Safe Routes to School 

Entrants: Jennifer Jenkins, Halton Region/Halton District School Board; Anna Larson, ABC, Halton 

Region; Marnie Denton, Rita Radice, Halton District School Board 

Entrant Company: Halton Region 


Title of Entry: Creative Minds: Raising Awareness and Reducing Stigma through the Arts 

Entrants: Susan Nakhle, Chris Bovie, Andrea Worrall, Jordan Leroux, Sandy Ravary, Ontario Shores 

Centre for Mental Health Sciences 

Entrant Company: Ontario Shores Centre for Mental Health Sciences 

Award of Merit 

Title of Entry: Rename Sherbourne Park Contest 

Entrants: Michelle Noble, Samantha Gileno, Andrea Kelemen, Hanna Rynkiewicz, Waterfront Toronto 

Entrant Company: Waterfront Toronto 


Title of Entry: Best Buy Canada Best in Class Fund 

Entrants: Lindy Frank, ABC, Weber Shandwick Canada; Danielle Jang, Best Buy Canada 

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Entrant Company: Weber Shandwick Worldwide 

Customer Relations 

Programs targeted at customer audiences, including customer relationship management and customer 

research. 


Title of Entry: Online Loans – Rollout to Existing Clients 

Entrants: Paree Katharos, ABC, Antonina Strain, Andrew Ross, Carrie Reinhardt, Noemi Chellew, David 

Loop, Carol Miller, Sooah Min, John Hancock Retirement Plan Services; Saul Ives, Voicewalk, Inc.; Aviva 

Rabinovici, AR Communications Inc. 

Entrant Company: John Hancock Retirement Plan Services 

Media Relations 

Programs focusing on the news media as the main channel used to reach target audiences. 

4a Media Relations with budget up to $50K 

4b Media Relations with budget greater than $50K up to $100K 

4c Media Relations with budget greater than $100K 

Media Relations with budget up to $50K 


Title of Entry: HMV gets customers closer to the stuff they love 

Entrants: Lori Cooper, Melanie Rego, elevator communications inc. 

Entrant Company: elevator communications inc. 


Title of Entry: Pain: An emerging public health crisis 

Entrants: Rob McEwan, Caroline De Silva, Kristina Rikunova, Daniel Tisch, Argyle Communications 

Entrant Company: Argyle Communications 

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Title of Entry: Maple Leaf: For the Love of Bacon 

Entrants: Alison George, Mackenzie Keller, Daniel Tisch, Argyle Communications 



Title of Entry: HOOPP speaks out on Canada’s retirement income crisis 

Entrants: Daniel Tisch, Roanne Argyle, Debra Chan, Kaleigh Sainthill, Leily Shafaee, Argyle 

Communications 



Title of Entry: Home for the Holidays with Cadbury Home Entertainment Products 

Entrants: Andrea Lekushoff, Katherine Clark, Julie Andras, Leslie Booth, Broad Reach Communications 

Entrant Company: Broad Reach Communications 


Title of Entry: Stanfield’s The Guy at Home In His Underwear 

Entrants: Jenn Duggan, Anne Locke, Jordana Wolch, Alison Dresser, Environics Communications 

Entrant Company: Environics Communications 


Title of Entry: Future Shop Back-to-School 2010 Public Relations Campaign 

Entrants: Elliott Chun, Future Shop 

Entrant Company: Future Shop 


Title of Entry: RestoreSensor Media Launch 

Entrants: Katherine Power, Medtronic of Canada; Terance Brouse, Peter Rose, Jane Wilcox, ABC, 

Xposure PR 

Entrant Company: Medtronic of Canada Ltd. 

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Title of Entry: Creating Awareness before the Storm 

Entrants: Corporate Communications, RSA Canada; APEX Public Relations 

Entrant Company: RSA 


Title of Entry: Promoting Canada’s Sugar Beach 

Entrants: Michelle Noble, Samantha Gileno, Andrea Kelemen, Tari Stork, Candace St. Louis, Hanna 

Rynkiewicz, Waterfront Toronto 

Entrant Company: Waterfront Toronto 


Title of Entry: Best Buy Canada 2010 Holiday Campaign 

Entrants: Lindy Frank, ABC, Weber Shandwick Canada; Danielle Jang, Best Buy Canada 

Entrant Company: Weber Shandwick Canada 

Media Relations with budget greater than $50K up to $100K 


Title of Entry: Caribbean Week in Canada 

Entrants: Daniel Tisch, Roanne Argyle, Debra Chan, Caroline De Silva, Leily Shafaee, Kaleigh Sainthill, 

Kendra Dubyk, Shawn Yu, Argyle Communications 



Title of Entry: Creating Eminence for Deloitte by Leveraging the 2010 Canadian Federal Budget 

Entrants: Andrea Lekushoff, Terance Brouse, Gwen McGuire, Kathie Lynas, Heather McCulligh, Broad 

Reach Communications 

Entrant Company: Broad Reach Communications 


Title of Entry: Canadian Tourism Commission: Locals Know/Gold Medal Getaways 

Entrant Company: DDB Public Relations 

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Title of Entry: Launch of THRiVE Chequing, an online, no-fee daily chequing account 

Entrants: Julie Rusciolelli, Stephen Rouse, Buket Oktem, Magda Jarota, MAVERICK Public Relations; 

Lisa Naccarato, ING DIRECT 

Entrant Company: MAVERICK Public Relations 


Title of Entry: Canada Takes Down the Double Down 

Entrants: Yum! Canada and Strategic Objectives 

Entrant Company: Strategic Objectives 


Title of Entry: Allstate Canada’s Action Against Distraction Campaign 

Entrants: Jo Langham, ABC, Jennifer Gordon, Jennifer Fox, Thornley Fallis Communications; Amy 

Woods, Lindsay Wright, Kevin Wilson, Helen Bauer, Yvan Gelinas, Louise Langlois, Allstate Canada 

Entrant Company: Thornley Fallis Communications and Allstate Canada 


Title of Entry: George Brown College’s “Toronto Next” Campaign 

Entrants: Ken Evans, Tanya Elliott-Briden, Shannon Morton, Dan Ovsey, Brock Penner, APEX Public 

Relations; Brian Stock, George Brown College 

Entrant Company: APEX Public Relations 


Title of Entry: High praise for low calories – Launch of Molson Canadian 67 

Entrants: Michael Abbass, Gina Kohn, Laura Ballantyne 

Entrant Company: Paradigm Public Relations and Molson Coors 


Title of Entry: The Canadian Launch of L’Essence de Courvoisier – How Courvoisier introduced 100 

years of Craftsmanship and Innovation to Canada 

Entrant Company: Praxis Public Relations Inc. 

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Title of Entry: Caramilk Key to the Secret 

Entrants: Caramilk Brand Team & Strategic Objectives 



Title of Entry: Crohn’s and Colitis Awareness Month 

Entrants: CCFC & Strategic Objectives 


Media Relations with budget greater than $100K 


Title of Entry: Cialis: The Importance of Being Intimate 

Entrants: Rob McEwan, Kerry Collings, Caroline De Silva, Kristina Rikunova, Sarah Brekelmans, Daniel 

Tisch, Argyle Communications 



Title of Entry: Bosch “Eco-Leadership” Brand Building Campaign 

Entrants: Martine Levy, Sharon Hayward 



Title of Entry: Always Plugged Into My Diabetes Care: Bayer CONTOUR USB Launch 

Entrants: Whitney Binns, Patricia Archambault, Collin Matanowitsch, Laine Jaremey, MSL Canada; 

Remus Negut, Melanie Ferguson, Tiana DiMichele, Bayer HealthCare Diabetes Care 

Entrant Company: MSL Canada 


Title of Entry: Toys ”R” Us Holiday 2010 

Entrants: Josie Haynes, Ashley Agueci, Shannon Law, Rachael Collier 

Entrant Company: Optimum Public Relations 

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Title of Entry: Re-Introducing George 

Entrants: Andrew Pelletier, Susan Schutta, Alex Roberton, Felicia Fefer, Walmart Canada Corp; Linda 

Andross, ABC, Stephanie Engel, Heather Hopkins, Lauren Baswick, Zoey Fiksel, APEX Public Relations 

Inc.; Amely Tremblay, Nathalie Provost, Morin Relations Publiques 



Title of Entry: K-Y® Intimacy Experiment Public Relations Campaign 

Entrant Company: Edelman 


Title of Entry: Starbucks VIA Ready Brew Launch 

Entrant Company: Edelman 


Title of Entry: Doritos Viralocity 

Entrants: Kim Saunders, Megan Johnson, Miranda McCurlie, Fleishman-Hillard Canada 

Entrant Company: Fleishman-Hillard Canada 


Title of Entry: Rogers FIFA World Cup Three Screen Program 

Entrants: Carly Suppa, Keith McArthur, Andrea Sardinha, Stacey Fowler, Heather Agnew, Rogers 

Communications Inc.; Paul Keable, Tuuli Hannula, Matt Roth, Chloe John, MSL Canada 

Entrant Company: MSL Canada 


Title of Entry: 2010 World No Tobacco Day “Catch the Quit” Campaign 

Entrants: Elisabeth Mozel-Jury, Jane McCoubrey, Jacqueline Zonneville, NATIONAL Public Relations; 

Heather Bisset, Pfizer Canada Inc.; Janis Hass, The Canadian Lung Association 

Entrant Company: NATIONAL Public Relations 

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Title of Entry: The Pepsi Refresh Project 

Entrant Company: Praxis Public Relations Inc. 


Title of Entry: Reigniting Canadians’ Love for Barbados 

Entrants: Lisa Bednarski, ABC, Dagmara Grabowski, Weber Shandwick; Cheryl Carter, Barbados 

Tourism Authority 


Marketing Communications 

Programs that include integrated strategies aimed at marketing products and/or services to an external 

audience. 

Examples include: campaigns that incorporate marketing, communications, social media and media 

relations. 

5a Marketing Communications with budget up to $50K 

5b Marketing Communications with budget greater than $50K up to $100K 

5c Marketing Communications with budget greater than $100K 

Marketing Communications with budget up to $50K 


Title of Entry: Hennessy Black Ontario Launch 

Entrants: Martine Levy, Linda Yahya 



Title of Entry: What’s Up Doc? Marketing for Mental Health 

Entrants: Susan Nakhle, Krista Luxton, Andrea Worrall, Jordan Leroux, Beth Brannon, Ontario Shores 

Centre for Mental Health Sciences 

Entrant Company: Ontario Shores Centre for Mental Health Sciences 

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Marketing Communications with budget greater than $50K up to $100K 


Title of Entry: Not all fashion shows: Introducing the Schick Quattro for Women TrimStyle 

Entrants: Tracey Bochner, Laura Ballantyne, Paradigm Public Relations; Nicole Gallucci, Bailey 

Dougherty, BOOM Marketing; Giselle Smejda, Energizer Personal Care 

Entrant Company: Paradigm Public Relations, BOOM Marketing and Energizer Personal Care 


Title of Entry: High praise for low calories – Launch of Molson Canadian 67 

Entrants: Michael Abbass, Gina Kohn, Laura Ballantyne 

Entrant Company: Paradigm Public Relations and Molson Coors 


Title of Entry: Caramilk Key to the Secret 

Entrants: Caramilk Brand Team & Strategic Objectives 


Marketing Communication with budget greater than $100K 


Title of Entry: BTZum - Building Awareness and Excitement for Brampton’s first Bus 

Rapid Transit line, Zum Queen Street 

Entrants: Sue Connor, Kimberly Moser, Ivana Tomas, Jacqueline Fulton, Mariann Gordon, Joanna 

Bailey, Robina Sood, City of Brampton; Gavin Barrett, Mike Welsh, Deb Cochrane, Prasad Rao, Francis 

Alexander, Tina Chan, Chris Gordaneer, Rao Barrett and Welsh; Christine Saunders, Jen Di Santo, 

Ragul Chari, Margo Rapport, Elena Gurovsky, Don Hall, Samantha Hill, Calantha Mak, H2 Central 

Marketing & Communications 

Entrant Company: Brampton Transit - City of Brampton 


Title of Entry: The Globe and Mail Redesign 

Entrants: Josh Cobden, Jill Anzarut, Kristen Marano, Emily Abrahams, Environics Communications; 

Camille DePutter, Peter Flaschner, Michael Coulson, Ujwal Arkalgud, Sequentia Environics; Mary Beth 

Denomy, Erica Vig, Free For All Marketing 

Entrant Company: Environics Communications 

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Title of Entry: Be Libro 

Entrants: Tina Van Loon, Libro Financial Group; Gary Lintern, Mary Ellen Khan, Steve Priebe, Tenzing 

Communications Inc. 

Entrant Company: Tenzing Communications Inc. 

Special Events 

Any event marking a significant occasion that supports the goals of the organization, including entries 

developed and implemented using major events as the pivotal communications tool. 

Examples include: large fundraisers, cause-related marketing events, an anniversary, official opening, 

product launch, road show, conference, customer event, employee appreciation event and large 

marketing-driven sponsorships. 

6a Special events with budget up to $50K 

6b Special events with budget greater than $50K up to $100K 

6c Special events with budget greater than $100K 

Special Events with budget up to $50K 


Title of Entry: RSA Walk/Run Employee Event 

Entrants: Corporate Communications 


Special Events with budget greater than $50K up to $100K 


Title of Entry: Open House for the new North Bay Regional Health Centre 

Entrants: Renée Baker, Lindsay Smylie Smith, Patricia Stephens, ABC, Brooks Tuckett, Kathy 

Stackelburg, NBRHC; Lois Krause, Tammy Morison, Annie Brousseau, NBRHC – Foundation 

Entrant Company: North Bay General Hospital and Northeast Mental Health Centre 


Title of Entry: Not all fashion shows: Introducing the Schick Quattro for Women TrimStyle 

Entrants: Tracey Bochner, Laura Ballantyne, Paradigm Public Relations; Nicole Gallucci, Bailey 

Dougherty, BOOM Marketing; Giselle Smejda, Energizer Personal Care 

Entrant Company: Paradigm Public Relations, BOOM Marketing & Energizer Personal Care 

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Special Event with budget greater than $100K 


Title of Entry: Bringing Samsung’s Galaxy to the Street 

Entrants: Jennifer Stein, Ken Evans, Erick Bauer, Lauren Baswick, APEX Public Relations Inc; Ken 

Price, Jennifer Groh, Samsung Electronics Canada 



Title of Entry: Zum Zone: Building Awareness for Brampton’s first Bus Rapid Transit line, 

Zum Queen Street 

Entrants: Sue Connor, Kimberly Moser, Ivana Tomas, Jacqueline Fulton, Diana Sabatino, Sarah 

Georges, Jocelyn Smith, Mariann Gordon, City of Brampton; Christine Saunders, Jen Di Santo, Ragul 

Chari, Margo Rapport, Tyson Dejong, Calantha Mak, H2 Central Marketing & Communications 

Entrant Company: Brampton Transit - City of Brampton 


Title of Entry: Changing the way we live, work and play: Rogers TabLife 

Entrants: Keith McArthur, Rob Manne, Miranda MacDonald, Melanie Masson, Carly Suppa, Annemarie 

Gerber, Kathy Murphy, Terrie Tweddle, Rogers Communications Inc; Sean Howard, Jo Langham, ABC, 

Eric Portelance, Andrea Ong Pietkiewicz, Laura Townson, Terry Fallis, Thornley Fallis Communications 

Entrant Company: Rogers Communications 

Issues Management and Crisis Communications 

Programs whose objectives, strategies and tactics address trends, issues and/or stakeholder attitudes 

which may have a significant positive or negative impact on the organization. 

Examples: programs or projects surrounding such issues as labour relations, mergers/acquisitions, 

crises, change management, the environment or public policy. 


Title of Entry: Preparing employees for the G20 Summit security crisis 

Entrants: Nadine Jahangir, Katherine Church, Brigette Kocijancic, ABC, RBC Dexia 

Entrant Company: RBC Dexia 

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Title of Entry: The Salmon Farming Industry Speaks Out as the Cohen Commission Launches 

Entrants: Martine Levy, Keka DasGupta 


Employee, Member or HR Communication 

Targeted primarily to internal employee or member audiences, entries in this category should be 

programs that create awareness and influence opinion and/or behavioural change, or focus on 

management communication, ethics, morale, internal culture or change management. 

Examples: any type of internal communications program, project or campaign (employee benefits, health 

and welfare, compensation), or member/employee recruitment or retention campaigns. 


Title of Entry: Engaging Employees in the Company’s Five-Year Strategic Framework 

Entrants: Terrie Tweddle, Carol Goodall, Rogers Communications 



Title of Entry: Reinforcing our Commitment to Employees: the Redesigned Employee Benefits Program 

Entrants: Barbara McCully, Andrew Walker, Carla Lohnes, David Tutty, Sobeys Inc.; Jennifer Zigomanis, 

Irene Pinti, Aon Hewitt 

Entrant Company: Sobey’s Inc. 


Title of Entry: TD Bank Careers Site - A Passion for Opportunity 

Entrants: Josephine Quercia, Sean Nunes, Robert (Bobby) Hatanaka, Cathryn Black, Elizabeth Lewis, 

TD Bank Group; Tahir Ahmad, Draft FCB; Digby Cook, North Shore Communications 

Entrant Company: TD Bank Group 


Title of Entry: Development of New Mission, Vision & Values 

Entrants: Dave Bourne, Anne Marie Males, Cindy Woods, Tracy Huffman, Sherian Singh, The 

Scarborough Hospital; William Meijer, William Meijer Photography; Hargreaves Stewart, Mae Productions 

Entrant Company: The Scarborough Hospital, William Meijer Photography and Mae Productions 

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Title of Entry: Additional Voluntary Contributions (AVCs) – There’s Value in Membership 

Entrants: Ruth Tomes, Michael Robinson, John Cappelletti, ABC, Alex Pacheco, Maria Valentim, Linda 

McGuire, Ian Kinross, OMERS 

Entrant Company: OMERS Pension Plan 


Title of Entry: Preparing employees for the G20 Summit security crisis 

Entrants: Nadine Jahangir, Katherine Church, Brigette Kocijancic, ABC, RBC Dexia 

Entrant Company: RBC Dexia 


Title of Entry: Arctic Eco-Tour Contest 




Title of Entry: Celebrating 300 Years 




Title of Entry: Moving to bi-weekly pay 

Entrants: Patricia Burton, Iain McMeekin, Ed Cockburn, Mafanwy Marshall, Brian Daly, Toronto Star 

Entrant Company: Toronto Star 

Strategic Management Process 

Methodologies and process that enhance or determine effectiveness of an organization’s strategic 

direction, idea generation, business or service delivery processes, market position, communication audits 

and plans. This may include communication and/or brand and culture audits, employee and market 

research, competitive benchmarking and audience analysis. It can also include training programs that 

enhance communication within an organization or among key audiences. 

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Title of Entry: Communications Audit for CMHA Ontario 

Entrants: Gary Lintern, Tony Pepper, Kate Staig-Webber, Tenzing Communications Inc.; Kismet Baun, 

Canadian Mental Health Association 


Brand Communication 

This category includes strategies for new brands and for repositioning existing brands. Winners in this 

category demonstrate the research used to shape brand changes. Programs include brand architectures, 

changes to corporate identities and design solutions that address the challenges of brand communication. 



Entrants: Andrew Pelletier, Susan Schutta, Alex Roberton, Felicia Fefer, Walmart Canada Corp; Linda 

Andross, ABC, Stephanie Engel, Heather Hopkins, Lauren Baswick, Zoey Fiksel, APEX Public Relations 

Inc; Amely Tremblay, Nathalie Provost, Morin Relations Publiques 

Entrant Company: APEX Public Relations and Walmart Canada 


Title of Entry: Richmond Hill Has a New Look!” – Branding Our Town 

Entrants: Carol Moore, Gwen Manderson, Tricia Myatt, Daniel Olding, Donald Hearn, Brenda Osler, Ben 

Sangster, Jason Hogg, Ash O'Malley, Lynn Chan, Town of Richmond Hill; Doug MacMillan, Jaime 

Bickerton, Stacey McCarthy, MacMillan Marketing Group 

Entrant Company: Town of Richmond Hill 

Social Responsibility Including Economic, Societal and Environmental Development 

A social responsibility topic that demonstrate efforts by you, your client and/or your employer to build 

community, public awareness and potentially influence change in one or more areas of: health and 

welfare, sustainable environmental development, literacy, economic revitalization or cause-related issues 

in areas such as education, cultural preservation, indigenous/ heritage protection, poverty reduction 

and/or other societal benefits. 

Programs should be designed to raise awareness and drive support where the primary objective is to 

address and enhance the long-term well-being of one or more communities. 


Title of Entry: The Body Shop “Stop Sex Trafficking of Children and Young People” Petition 

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Entrants: The Body Shop and Strategic Objectives 



Title of Entry: Crohn’s and Colitis Awareness Month 

Entrants: CCFC & Strategic Objectives 


Electronic, Digital and Interactive Communications 

Includes computer-based communication projects produced for internal or external audiences that use 

electronic production and/or delivery tools for one or two-way communication. This may include electronic 

newsletters, electronic annual reports, websites, intranet/internet sites, and podcasts. 


Title of Entry: MaRSDD Website Re-design 

Entrants: Cathy Bogaart, Paul Jara, Joseph Dee, MaRS Discovery District 

Entrant Company: MaRS Discover District 


Title of Entry: RBC’s Fall Student Program Goes Digital 

Entrants: Jo Langham, ABC, Mike Edgell, Andrea Pietkiewicz, Eric Portelance, Thornley Fallis 

Communications; Jill Quinn, Michel Savoie, Kate Yurincich, Samantha Duncan, RBC Royal Bank 

Entrant Company: Thornley Fallis Communications and RBC Royal Bank 


Title of Entry: Building Employee Knowledge of Corporate Strategy with a Dedicated Microsite 

Entrants: Terrie Tweddle, Carol Goodall, David Halliwell, Hilda Ochangco, Patricia Estabrooks, Rogers 



Social Media 

These programs encompass a fast-evolving range of social media tools and practices that allow 

individuals and groups to collaborate and share knowledge and experiences online. 

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They can be distinguished by a heightened desire to engage a public (internal or external) in 

conversation, as opposed to one-way broadcasting. Tools & techniques can include (but are not limited 

to): 

• Web 2.0 conversation-enabled publishing platforms (blogs, webinars, etc.) 

• social networks (Facebook, MySpace, etc.) 

• democratized content networks (wikis, message boards, etc.) 

• presence networks/microblogging (Twitter, Jaiku, Pownce, etc.) 

• content-sharing sites (YouTube, Flickr, Del.icio.us, etc.) 


Title of Entry: Let’s talk: Rogers unwraps RedBoard Blog 

Entrants: Keith McArthur, Terrie Tweddle, Richard Bloom, Miranda MacDonald, Rogers Communications 

Inc. 



Title of Entry: Best Buy Canada UNboxing Day Facebook Contest 

Entrants: Lindy Frank, ABC, Andrew Lane, Weber Shandwick Canada; Danielle Jang, Best Buy Canada 


COMMUNICATION SKILLS 

These categories look at communication products that highlight such technical skills and expertise as 

editing, writing, design and photography. They recognize: 

• importance of project’s goals 

• demonstration of measurable results 

• alignment with the organization’s strategic business goals, and 

• emphasis on the creative process of project execution 

Writing 

Encompasses original material written for a particular communications project, such as: 

• personality profiles, recurring features or columns 

• other features, editorials and advertorials 

• original writing of news stories, news article(s), news releases, or interpretive/expository articles 

• marketing and sales promotion materials 

• speeches, scripts 

• writing for online distribution 

• technical writing 

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Title of Entry: TD Waterhouse: The Science of Investing 

Entrants: Carolyn Abbass, Steve Presant, Paradigm Public Relations; Maria Saros Leung, Toni-Lynn 

Raponi, TD Bank Group 

Entrant Company: Paradigm Public Relations and TD Bank Group 

Publications 

External or internal publications in all formats (except electronic): magazines, newspapers, 

magapapers/tabloids, corporate social responsibility reports, newsletters, annual reports and special 

purpose publications. 


Title of Entry: What Would Harold Do? 

Entrants: Henry Wong, Gary Lintern, JC Molina, Tenzing Communications Inc.; Veronica Feldcamp, 

Credit Union Central of Canada 



Title of Entry: A Thousand Voices For Women’s Health 

Entrants: Janice Nathanson, Angela Robertson, Heather McPherson, Teresa Mostert, Patricia Nicholson, 

Women's College Hospital; Dale Clark, Orangecap; Claudia Hung, Claudia Hung Weddings 

Entrant Company: Women’s College Hospital 


Title of Entry: American Peanut Council Trade Communications Package 

Entrants: Alison George, Daniel Tisch, Argyle Communications 


Multimedia or Digital Content 

Programs using sound, video, film slides, CDs or a combination of all or any of these elements. This 

includes such projects as video programs, webcasts, audio-only programs, slide and sound programs, 

and films. 

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Title of Entry: Nick Goes Nowhere/Joules on Juice – Halton Region’s Air Quality Video 

Public Service Announcements 

Entrants: Beckie Jas, Anna Larson, ABC, Colin Jameson, Halton Region; Adrian Thiessen, Four 

Grounds Media; Steve Vidal, Aexian Studios 

Entrant Company: Halton Region 


Title of Entry: Next is Now 

Entrants: Keith McArthur, Serda Evren, Terrie Tweddle, Rogers Communications Inc; Mike Edgell, 

Jeremy Wright, Terry Fallis, Dave Fleet, Thornley Fallis Communications 


COMMUNICATION CREATIVE 

Demonstrating effective communication that: 

• includes innovation, creativity, strategic alignment with an organization’s business goals 

• showcases creative talent and design. 

Publication Design 

Design of internal or external publications in all formats: magazines, newspapers, tabloids, newsletters, 

annual reports, brochures and leaflets. 


Title of Entry: Additional Voluntary Contributions – There’s Value in Membership 

Entrants: Alex Pacheco, John Cappelletti, ABC, Ian Kinross, OMERS; Ciabh McEvenue, Tamm 


Entrant Company: OMERS Pension Plan 

Photography 

Original photography created or commissioned for a particular communication project. This can be a 

single photo or photo essay. 

23


Title of Entry: 2010 White Cashmere Collection 

Entrants: Strategic Objectives & Kruger Products, Christopher Wadsworth, Serge Kerbel 


24

AWARDS OF DISTINCTION 

Bobbie Resnick Philanthropy Award - Making a Difference 

Winner: Paul Nguyen, Jane-Finch.com 

Roberta (Bobbie) Resnick, ABC, APR, MC, IABC Fellow, co-founder of the Toronto chapter of the 

International Association of Business Communicators, is a trailblazer in public relations. Resnick holds 

over fifty years of successes as a communicator, consultant, entrepreneur, educator, mentor, award 

winner and volunteer. 

This prestigious award in her name recognizes outstanding leadership and service to the community. 

IABC/Toronto is pleased to announce Paul Nguyen, Jane-Finch.com as this year’s recipient for its ability 

to positively profile the priority neighbourhood in Toronto. 

An excerpt from the judges’ comments: “Jane-Finch.com was founded with a clear passion and vision to 

create an engaged and informed community. The website has made a difference by transforming the 

public’s perception of the neighbourhood through impressive earned media.” 

IABC/Toronto Student of the Year Award 

Winner: Humber College’s Regis Dudley 

IABC/Toronto is pleased to award Regis Dudley as the 2011 IABC/Toronto Student of the Year! This 

award recognizes a student from an accredited institution who demonstrates excellence in 

communications and the greatest potential to be the best all-round future professional. Out of a number of 

strong entries, Dudman’s news release “Accessible and Web-Friendly Brands are Better” stood out 

amongst the rest. 

An excerpt from the judges’ comments: “Strong headline and user-friendly format with bullets makes it 

easy to read. Cuts through clutter.” 

25

The following awards celebrate exceptional OVATION winners. The IABC/Toronto OVATION Awards of 

Distinction are based on the number of winning entries per organization and a point system. Each Award 

of Excellence earns three points and each Award of Merit earns one point. Companies in each category 

with the highest point total win. In the event of a tie, the winner is decided by the median of score of the 

Excellence awards. 

These results were secretly tabulated and announced for the first time at the OVATION Awards gala on 

May 25, 2011. 

Corporate Communications Department of the Year 

Winner: Rogers Communications 

Mid-sized Agency of the Year (6 to 20 employees) 

Winner: Argyle Communications 

Large Agency of the Year (21 or more employees) 

Winner: Strategic Objectives 

People’s Choice Award 

The People’s Choice Award is voted on by the IABC/Toronto membership in an online poll. Members vote 

for the program they believe was the most successful. Every OVATION Award of Excellence is eligible. 

Winner: The Body Shop “Stop Sex Trafficking of Children and Young People” Petition 

Entrants: The Body Shop and Strategic Objectives 


26

OVATION Awards Winning Entry 



AWARD OF EXCELLENCE 

Entrant’s Name: Anna Larson, ABC, Communications Specialist 

Organization: Halton Region / Halton District School Board 

Title of Entry: Active and Safe Routes to School 

Division 1: Communication Management / Category 1: Community Relations 

Time Period: 2008-2010 

Brief Description: Youth obesity rates are up, exercise levels down and traffic congestion at schools 

continues to surge. Since 2008, Halton Region has partnered with the Halton District School Board 

(HDSB) and the Halton Catholic District School Board (HCDSB) in a program aimed at encouraging 

students to walk or bike to school. This submission describes the successful community relations 

campaign that contributed to the success of the Active and Safe Routes to School (ASRTS) program 

which ran in 26 schools over 2008-2010, resulting in more students walking and fewer cars in school 

parking lots. 

1. Business Need / Opportunity: 

The Regional Municipality of Halton serves more than 500,000 residents in the City of Burlington, and the 

Towns of Halton Hills, Milton and Oakville in Ontario, Canada. The Region’s Health Department works to 

promote and protect health, prevent disease and provide emergency management services. The Halton 

District School Board (HDSB) serves more than 54,000 public school students in Halton. The Halton 

Catholic District School Board (HCDSB) provides Catholic education to more than 29,000 students in 

Halton. 

Issues, research and impact 

Public health officials have recognized obesity, including childhood obesity, as an epidemic. 

According to the World Health Organization, being overweight due to poor nutrition and lack of physical 

activity is one of the greatest health challenges and risk factors for chronic disease in the 21 st century. 

Obese children are more likely to become obese adults and to suffer chronic diseases early in life. 

According to the 2009/2010 Halton Youth Survey conducted by the Our Kids Network, the body mass 

index of youth in Halton has increased in recent years. The percentage of overweight or obese Grade 

7 students rose from 14% in 2006 to 16% in 2009. 

Youth physical activity levels are also declining. Two-thirds of Canadian children don’t get the 30-60 

minutes of daily physical activity required for healthy development (Canadian Fitness and Lifestyle 

Research Institute, 1997) and fewer than half of Canadian children walk to school (Go for Green, 1998). 

According to the 2009/2010 Halton Youth Survey, the percentage of students in Halton who were 

physically active for more than 90 minutes a day, five or more days a week, has dropped from 58 in 

2006 to 54% in 2009 among Grade 7 students, and from 44 to 39% for Grade 10s. 

27

Dependence on cars contributes to environmental and health concerns. Added to poor air quality 

reports are traffic related injuries – one of the three the leading causes of unintentional injury related 

death for children 14 and under. Among 29 Organisation for Economic Co-operation and Development 

(OECD) nations, Canada ranks 22 nd in preventable childhood injuries and deaths, 27 th in childhood 

obesity and 21 st in child well-being. Such rankings have the Canadian Institutes of Health Research 

urging Canada to improve by developing “community-wide approaches to improve the safety of roads, 

parks and playgrounds, find a new approach to combat obesity in children, and ... find out more about the 

particulate matter of the air our children breathe.” 

Disease prevention strategies lower health costs because individuals consume fewer health care 

resources at all ages. In 2005, obesity-related chronic conditions accounted for $4.3 billion in costs in 

Canada. That’s one reason why creating and improving safe, healthy, liveable, inclusive communities is a 

key theme for both Halton Region and the School Boards. 

The Halton Region Health Department (HRHD) promotes and enhances the delivery of preventative 

health services by increasing the proportion of Halton residents at a healthy weight, by promoting physical 

activity, healthy eating, and preventing obesity. One step towards this goal is HRHD’s support for the 

implementation of an ASRTS program in Halton elementary schools. Similarly the HDSB’s 2007–2010 

Strategic Plan supports the creation of safe, healthy and engaging environments, with a goal to provide 

safety and well-being for students. The ASRTS project also aligns with one HCDSB priority area: building 

capacity with all educational partners. 

Background 

In 2008, HRHD conducted an ASRTS pilot with eight HDSB schools. Well-implemented communications 

helped ensure the pilot was a success, with one school able to get up to 100% of students in several 

grades walking daily, and laid the groundwork for the program’s expansion in 2009-10 to 25 schools 

across the region, including five in the Catholic Board. 

What is ASRTS? 

Green Communities Canada champions the program in Canada. The organization defines ASRTS as 

“promoting the use of active and efficient transportation for the daily trip to school, addressing health and 

traffic safety issues, while taking action on air pollution and climate change.” ASRTS has three main 

concepts: 

1. Increase physical activity levels of youth by having them walk, bike or wheel (roller blade, scooter, 

skateboard) to school instead of riding in their parents’ cars (International Walk to School Day, 

Walking Wednesdays) 

2. Improve air quality and reduce traffic at school sites: decrease idling and emissions and improve 

safety by having children walk to school and/or parents drop their children a block away (Walk a 

Block and No Idling Schools) 

3. Create safe walking routes to school by creating supportive infrastructure and initiatives (Walking 

School Bus, Walking Buddies, Walkabouts). 

2. Intended Audience(s): 

Primary: Schools and their communities: The program involves 25 schools in Halton Region’s four 

Local Municipalities. To engage this group meant winning the support of school administrators and 

teachers, parents of children attending the schools who lived with 1.6 km of their school, the children 

themselves and the local communities. These jurisdictions include both city and rural surroundings and 

28

the schools include both elementary and middle schools (Kindergarten to Grade 8), Public and Separate 

schools. Halton’s residents are relatively affluent and well educated. Research indicated that barriers to 

walking, particularly related to parents, included safety concerns, lack of infrastructure, time and 

weather. School superintendents are concerned about safety and finding ways to decrease 

transportation budgets; principals are worried about parking lot traffic issues. Studies show that 

children are strong fans of walking. “In some schools it has become "cool" to walk and is a sign of 

freedom from parental authority, of independence and maturity…children can play a major role in 

reducing parental opposition to walking.” 

Secondary: Partners: ASRTS is a community-based initiative that taps into the demand for safe, 

walkable neighbourhoods. Individual jurisdictions adapt the program to meet their unique needs and to be 

successful, rely on the support and participation of a broad cross-section of the community. In 

Halton Region, this includes the HDSB, HCDSB, Halton Regional Police Service, four Local Municipalities 

and their traffic engineers and planners, Regional and Municipal Councillors, Trustees and public health 

nurses. These constituencies are represented on the ASRTS Steering Committee. Child safety is the 

number one concern of this group. 

Media: The plan aimed to win the support of the media (especially the seven local newspapers and 

mainstream TV), to help promote our key messages with intended audiences and with the broader 

community. 

3. Goals / Objectives: 

Program goal: Assist Halton schools to get their students walking to school by supporting the 

implementation of the ASRTS program. 

Program objectives: By December 31, 2010 have expanded the program to 20 Halton District School 

Board schools and five Halton Catholic District School Board schools. 

Communication objectives: 

By December 31, 2010, support the program objective of expanding the ASRTS program to 20 

Halton District School Board schools and five Halton Catholic District School Board schools by 

implementing a community relations strategy that: 

i. educates partners, schools and their communities and supports ASRTS efforts at participating 

schools 

ii. reaches at least 25% of the board’s elementary students 

iii. encourages at least 500 students to use the Walking School Bus 

iv. achieves a Media Relations Rating Points (MRP © ) of at least 75% at a cost of less than $1 

v. contributes to a decrease in traffic at participating schools 

4. Solution Overview: 

Research undertaken by the Communication Specialist pointed to traditional media sources as the 

primary source of information in similar walking programs. In particular, local media are considered a 

highly credible source of information by consumers (www.saferoutesinfo.org). According to the Ontario 

Community Newspaper Association, 73% of Ontario adults read weekday community newspapers, or 

approximately 4.1 million Ontarians weekly - the single largest average reach of any media. 

29

Best practices indicate that local media attention surrounding an ASRTS program can help grow a 

program by making more people aware of its existence and helping win support from local elected 

officials. Promoting ASRTS through the media may also impact safety surrounding schools and 

neighbourhoods. It can alert local drivers that more children will be walking or bicycling in the 

neighbourhood, possibly encouraging them to be more alert. The most popular components in Green 

Communities successful No Idling at School project were the poster and information cards. 

Additionally, many schools included information in their school newsletters and websites, informing 

parents of the project and encouraging them to comply. Word of mouth, incentives and school PSAs 

have also been effective in related campaigns. Based on this information and discussions with the school 

board and participating schools, the Region’s Communications Specialist worked with the Project 

Manager to develop a community relations strategy. When the Project Manager was seconded to HDSB 

to expand the program, she updated the strategy, together with Board communications staff, with the 

Region’s Communications Specialist playing more of a support role. 

The ASRTS community relations strategy is based on proactive stakeholder engagement, low-cost media 

relations, and the effective use of existing and low cost communications tools, taking into account the 

following lessons learned from the research: 

• Messaging addresses barriers with busy, affluent parents: safety (stress police/volunteer/traffic 

engineer participation); lack of infrastructure (ensure signage/sidewalks/bike racks in place); time 

(stress quality, not quantity); weather (dress appropriately). Tools included superintendent letter, 

PSA, school newsletters/websites and local media 

• Messaging to students distributed via poster campaign, announcements and incentives 

• Schools can customize their own campaigns/activities; support and buy-in from partners a crucial 

component 

Key messages 

For parents/schools/local 

communities/media 

• Be alert and drive safely…because 

Active and Safe Routes to School 

is here 

• Ask your principal or learn more at 

www.halton.ca/asrts, www.hdsb.ca 

or www.hcdsb.org/community/safe 

Solution Developed: 

For students For administrators/partners 

• I bike, I skate, I roll, I 

scooter, I walk…to 

get to school / I walk, 

I snowshoe, I 

sled…to get to 

school 

30 

• Less traffic and better air 

…because Active and Safe 

Routes to School is here; 

Working together to create 

safe, healthy and liveable 

communities 

Strategy 1 – Continue to build understanding and awareness of the program through face-to-face 

communications and ongoing consultation (Objective i) 

Tactics 

• Engage partners through a consultative process. Campaign began with a kick-off forum for key 

stakeholders, building on the networks developed in the pilot. Regular email and phone conversations 

between the Project Manager, communications staff and participating schools ensured that 

consultation was ongoing and two-way. Problems or concerns were addressed immediately.

• Provide collateral and direction, but allow schools to customize their promotions. Participants 

were provided with a starter kit (events calendar, iWalk themed posters piggybacking on ipod/iphone 

“cool factor”, signage, parent letter template, backgrounder, FAQs, useful links/resources, short 

article template to be used in school newsletters/websites, Superintendent’s letter. Media coverage 

was posted on the site and shared with participants. Pilot schools recognized (awarded plaques); 

they later served as “mentors” for the new schools. Teacher champions were identified for each 

school and the expanded program was rolled out at a teacher kick-off at which new communication 

and promotional materials were presented. 

Strategy 2 – Educate parents and encourage students to participate using existing and low cost 

communication tools (Objectives ii/iii) 

Tactics 

• Address barriers. Walking routes were mapped and neighbourhood walkabouts staged. These 

resulted in infrastructure changes, such as special walking routes signs, an increase in traffic light 

timing for students crossing major intersections, crossing guard gap studies and additional bike racks. 

Media and elected officials were invited to the walkabouts. Messaging was developed and promoted 

to try to overcome perceived barriers such as time and weather. 

• Bolster web presence. The Region’s website was updated to redirect traffic to the new ASRTS web 

pages developed at the two school boards. Fresh content was posted to ensure currency; partners 

were encouraged to provide reciprocal links. URLs were promoted through all speaking 

engagements and in collateral material. 

• Develop collateral. A new series of posters was developed and distributed (see Work Sample 1). 

Clearly branded wagons and Walking School Bus tents and vests were provided to participating 

schools. 

• Develop and purchase incentive items. Colourful zipper pulls and charms to use as rewards were 

commissioned and distributed. A Golden Shoe Award was introduced to reward individual school 

performance (see Work Sample 3). 

• Develop a PSA. The media arts department of a local high school was approached and agreed to 

develop a video PSA for use with schools, parents and the community. It is shown in presentations, 

is available on partner sites and YouTube. 

Strategy 3 – Use media relations to help raise awareness with schools and the broader community 

(Objective iv). 

Tactics 

• Develop and implement a media relations plan to educate Halton school communities on 

ASRTS benefits. Through photo opportunities, advisories and releases, we communicated our 

messages with both our target audience and the Halton community at large (see Work Sample 4). We 

also: asked partner organizations and school councils to feature ASRTS in newsletters; invited a local 

media to accompany schools on Walking School Bus days; wrote letters to newspaper editors when 

the opportunity presented itself; liaised with Councillors and Trustees to explore additional 

promotional opportunities; provided schools with newsletter inserts; responded to related articles in 

Canadian Living, Readers Digest and Chatelaine; promoted the program as part of a regional Daily 

Web TV campaign. 

31

• We also made use of “free” communication vehicles: Local newspapers provide Halton Region with 

free space to educate the community on programs and services, e.g., Chair’s column and Masthead 

(120 words/week in seven local newspapers) (see Work Sample 2); Health Notes for Professionals; 

pre-arranged columns through other partnerships, e.g. Walkolution News, Councillor, Trustee and 

school newsletters. 

5. Implementation and Challenges 

This project involves multiple partners and audiences, with different interests and agendas. Ensuring the 

proper messaging and communications vehicles appropriate to each audience was key, as was good 

working relations between communication staff at the Region and the School Boards. A commitment from 

school administration ensured the program’s sustainability. The successful pilot results, well-managed 

and professional communications and widespread media coverage helped build the case to expand the 

program to 25 schools and secure a champion, the HDSB superintendent. Also key to the program’s 

success was the secondment of the Halton Region Project Manager to the HDSB. A strategic steering 

committee built further support and encouraged ongoing dialogue so that differences of opinion among 

schools, boards and community partners could be ironed out early on, messages reinforced and 

expectations managed. Visual communications (posters, vests, walking school bus tent) used to launch 

the program at individual schools were especially effective in generating interest among parents, and 

students loved the zipper pulls and charms. 

The overall budget for the ASRTS program for 2009-2010 was $125,000, allocated as follows: Teacher 

release time (based on 1/2 day): $5,000; Meeting expenses (food/drink, rental costs, speakers) $1,000; 

Supplies (promotional items: $7,000 of which $5,000 went to incentives), Capital Purchases (bike racks, 

skateboard lockers, other) $6,904; Project Manager (secondment and evaluation contract): $105,096. 

Additionally, grants were provided to participating schools ($7,000). HCDSB allotted an extra $12,500 for 

school grants, teacher release and additional incentives. Posters were designed and produced using inhouse 

resources. Media relations/web activities were undertaken at no cost except time (about 40 hours 

of staff time). Cooperation between the Region, HDSB, HCDSB and the other partners ensured that costs 

were kept as low as possible. The Project Manager was also able to secure development of a video PSA 

at minimal cost ($500) by approaching a local high school’s media department. The PSA became a class 

assignment. The Project Manager, the Region’s Communications Specialist and communications 

representatives from both school boards reviewed the students’ proposals and selected the winning entry, 

which the students then produced. 

6. Measurement / Evaluation 

Objective Results 

By December 31, 2010, support the program 

objective of expanding the ASRTS program 

to 20 Halton District School Board schools 

and five Halton Catholic District School Board 

schools by implementing a community 

relations strategy that: 

• 26 elementary/middle schools in Halton engaged in 

ASRTS projects, including a pilot at five Catholic 

schools; ASRTS Project Manager seconded until 

December 2010 (a first in Ontario); final report 

recommends rolling function into an existing HDSB 

position. 

• Interviews with teachers, parents and students at 2 

schools reported satisfaction with the program (see 

Interviews in Final Report, p. 16); informal feedback 

32

i. educates partners, schools and their 

communities and supports ASRTS efforts 

at participating schools 

ii. reaches at least 25% of the board’s 

elementary students 

iii. encourages at least 500 students to use 

the Walking School Bus 

iv. achieves a Media Relations Rating Points 

(MRP © ) of at least 75% at a cost of less 

than $1 

v. contributes to a decrease in traffic at 

participating schools 

from teachers/administrators was positive; Project 

Manager invited to present at many conferences; 

Halton Region nominated for a FCM Sustainable 

Communities Award for ASRTS; positive feedback 

from parents: “I truly enjoy the walking school bus...I 

really look forward to Wednesdays – it's the highlight 

of my week. Great program!” Parent from Sam 

Sherratt P.S. 

• At least 13,037 students and staff received ASRTS 

messaging (34% of Board students); Average daily 

web visits: Nov-Dec 2009: 82; Jan- Feb: 6, Mar: 7; 

April: 7.5, May: 6; 481 views of the PSA on YouTube. 

Students interviewed at 2 schools said they found out 

about the program from announcements, teachers, 

signs and posters. 

• At least 940 students (from 18 schools) used the 

Walking School Bus; many others (especially older 

students) walked independently. Student surveys 

showed an increase in active transportation after only 

seven weeks of implementation. 

• Positive media coverage appeared in all four local 

municipalities and Toronto Star (including a “Laurel”); 

2 national TV placements (CBC/CTV – see enclosed 

DVD for TV coverage); editorial and article in 

Hamilton Spectator; multiple blog postings; (see 

Work sample 2); Halton program highlighted on the 

Green Communities website. Achieved 86% MRP at 

no cost (MRP criteria included: partner mention (to 

recognize partners and build support), photo (to 

capture community attention/promote participating 

schools), key messages (to explain the program), 

and web/contact information (to encourage new 

schools to learn more) (See Work Sample 2A) 

• Traffic counts discovered a decrease in car traffic on 

Walking Wednesdays (24-31%) after 4 weeks of 

implementation 

Strong partner buy-in and collaboration, solid communication planning and implementation, and excellent 

project management have moved the Halton ASRTS project from a modest pilot to a regional program 

that has attracted attention not only locally, but worldwide. The Region is one step closer to creating a 

sustainable system that will see more children using active travel for the short trip to school. 

33





Entrant’s Name: Susan Nakhle, Director, Communications and Public Affairs 

Organization: Ontario Shores Centre for Mental Health Sciences 

Title of Entry: Creative Minds: Raising Awareness and Reducing Stigma through the Arts 


Time Period: January 1, 2010 – December 31, 2010 

Brief Description: Community Relations program to raise awareness and reduce stigma of mental illness 

through the arts 

1. The Need: 

With one in four people experiencing a mental illness, the associated stigma can have a huge impact on 

their ability to seek treatment and achieve optimal well-being. According to the National Mental Health 

Commission of Canada, stigma has as great an effect on people as does their mental health problem or 

illness itself, seriously impeding their ability to participate fully in society and attain the best possible 

quality of life. People with mental illness often experience stigma that can even prevent them from 

seeking the help they need. 

Ontario Shores Centre for Mental Health Sciences (Ontario Shores), a relatively unknown hospital in a 

town east of Toronto, reinvented itself in 2006 when it became a public hospital with a community based 

Board of Directors. Since that time, the hospital has developed its mission, vision, values, five year 

strategic plan and a new brand to transform the hospital into a leader in mental health care. While 

significant progress has been made in areas such as strengthening patient care, enhancing our role in 

research and education and providing leadership and advocacy in the mental health care system, our 

community carries the stigma of an institution and lacks understanding of who we are and what we do as 

a modern, innovative and specialized mental health care hospital. 

Our Opportunity: 

One of the hospital’s strategic objectives is to raise awareness and reduce stigma associated with mental 

illness. The Communications and Public Affairs team built an awareness program around the arts – film, 

music, art and speaking to bring people together, to learn more about mental health and the hospital. 

Through the arts we can unite the community regardless of their mental health, social status, religion, 

race or education. The arts was a way for us to open our doors, welcome the community and provide 

opportunities to engage the public and increase visitors to the facility who share a common interest in art, 

film, music or speakers and build connections with patients, families and the community. 

34

2. Intended audience(s): 

Primary audiences – community members with an interest in film, art, music, education, patients and 

families affected by mental illness, community members under the age of 25. 

Secondary audiences – Staff 

Audience State of Mind Characteristics Research or Solutions 

Community 

members 

Long history in town, 

have old perception of 

hospital 

Patients “Accept me, and respect 

me for who I am.” 

Families and 

neighbours 

Community 

members 

under the age 

of 25 

“I would not let my family 

anywhere near that place. 

It's just not safe.” 

More open about mental 

health 

Cautious, Lack of 

knowledge 

Cautious, fear of 

being judged 

Fearful, lack of 

knowledge and 

entrenched stigma 

of mental illness 

Open to change 

Part of a diverse 

society 

35 

Research: The image of Ontario Shores is 

currently shaped more by what people don’t 

know about us than what they do know. 

Ontarians who had a neutral or negative 

reaction to Ontario Shores had a lack of 

knowledge about the organization. 

Solution: Use the arts to appeal to a wide 

range of community members to bring them to 

the facility to experience who we are and what 

we do as a modern, public hospital. 

Research: Stigma in the community makes it 

difficult for patients to get a job, find adequate 

housing and develop social and community 

connections. 

Solution: Involve patients in events, invite them 

to events, seek their assistance to staff events 

to provide opportunities to interact with the 

community. 

Research: 1/3 of Ontarians said that a friend or 

family member who needs mental health help is 

not receiving it. 

38% of parents of children with mental illnesses 

indicated that they would not seek help for their 

children because of stigma. 

Solution: Create artistic events that appeal to a 

wide range of people to bring them to the 

hospital with a shared interest to learn more 

about mental health and services available in 

the community through an event they enjoy. 

Research: Estimates suggest that at least 70% 

of mental health problems and illnesses have 

their onset during childhood and adolescence. 

Early intervention can make an enormous 

difference in the treatment and management of

Staff Engaged in their work, 

some disconnected from 

how their work impacts 

connections with 

community 

3. Objectives: 

Technologically 

connected 

Proud of their 

work 

• Start changing perceptions of the hospital from an institution to a place of discovery, recovery and 

hope by bringing at least 1,000 people to Ontario Shores from January 1, 2010 – December 31, 2010 

so they can see for themselves and experience what the organization is about. 

• Host four innovative events that include film, art, music and speakers that attract new visitors, with at 

least 50% of guests being first time visitors to Ontario Shores. 

• Generate two million media impressions in print, radio and television to advertise upcoming events 

and show the general public how the hospital is opening its doors to the community and hosting 

innovative and creative events. 

• Create an event that appeals to a younger generation, with at least 50% of attendees being under the 

age of 25. 

• Incorporate patients into the events to provide an opportunity for them to build connections with the 

community and share their interest with attendees. 

4. Solution overview 

We developed an awareness program called Creative Minds: Raising Awareness and Reducing Stigma 

through the Arts. The program uses film, art, music and speakers to bring people together from all areas 

to share enjoyment in a common interest while learning a little more about Ontario Shores and mental 

health in an open and supportive environment. We wanted to select a multi-layered program that would 

reach out to a wide ranging population and each program was selected to strategically target specific 

audiences. The components included: 

Imagine Film Festival (October 2010) and Film Series (year round) 

o Our research showed people didn’t know much about our organization and their knowledge was 

based on what they didn’t know rather than the facts about the therapeutic work that took place. 

The Imagine Film Festival was created as a way to engage the public, demystify mental illness 

and provide an opportunity for them to learn a bit more about the hospital. Through films and 

celebrity speakers that were held onsite, the festival has brought in a diverse audiences and has 

received rave reviews from the public. Featuring independent, documentaries and mainstream 

film, the festival covers a diverse range of mental health topics from Post Traumatic Stress 

Disorder in the military, to schizophrenia to hoarding disorders. 

36 

mental illness so it is important to generate 

more awareness for youth and adolescents. 

Solution: Create two events that appeal to 

youth, partner with youth group to gain insight 

on interest and use social media as a primary 

way of reaching them. Host events at Ontario 

Shores to show the hospital’s hopeful and 

therapeutic setting and share information about 

mental illness. 

Solution: Staff are ambassadors of the hospital 

and are encouraged to attend events to 

strengthen linkages with the communities in 

which they live.

o Our festival concludes with a celebrity guest speaker who shares their connection with mental 

illness. This year singer/songwriter Chantal Kreviazuk attended and performed. 

o The Imagine Film Series was a great opportunity to connect with local communities and provide 

film events for families, couples and people with an interest in film. We showed eight films 

throughout the year including family, drama and comedy to invite people to the hospital and use 

film to educate people about mental illness. People were encouraged to bring their families to film 

events to show the safe and caring environment the hospital provides. Reviewing research we 

learned that movies and TV often portrayed mental illness as synonymous with violence (The 

portrayal of mental illness on prime-time television: Donald L. Diefenbach 6 December 1998) and 

the general public’s perception of mental illness and a mental health hospital were founded in 

those inaccurate portrayals, Yet there are many features and documentaries that paint a more 

accurate picture. Our selection committee reviews countless films to find a mixture of films that 

cover a wide range of interests and illnesses as well as offer international content to appeal to the 

wide multicultural population within our service area. 

Let’s Talk Speaker Series 

• The Let’s Talk Speaker series was also created on the principle of organizational and mental 

illness awareness. It makes a more direct link to mental illness in picking lectures and panel 

discussions on mental health issues. But to reach out to the general public and a new audience 

we select very topical subjects that will appeal to a general audience. While we also attract those 

with a vested interest in the subject matter, Let’s Talk presents in a way that speaks to the 

layman, Topics featured include Post Traumatic Stress Disorder, Stigma, and have featured 

presentations from well respected speakers such as CFL Hall of Famer Terry Evanshen who lost 

all memory of his life prior to a severe automobile accident in the 1980s. Let’s Talk is interactive 

between the audience and the speaker(s). 

Art Program (Spring 2010 and Fall 2010) 

• The International Journal of the Arts in Society research results show that art activities help 

participants experience a sense of belonging to an accepting community, have an improved 

sense of well-being and empowerment and improved mental health. 

• Ontario Shores opened an Art Gallery to bring people to the hospital with an interest in art. 

• We hosted an art show called Intersection in the spring. In the fall, we held the Reflections of 

Hope art show for individuals that had experience with mental illness to display works on the 

artists’ interpretation of hope. 

• We partnered with local art organizations, Robert McLaughlan Art Gallery and Station Art Gallery 

to promote the event, connect with their artists and incorporate their experts into the jury process. 

• In total the art shows has 105 artists with almost 150 pieces of art. 

Mindful Music (July, 2010) 

• Research shows that approximately 70% of mental illnesses begin in childhood and adolescence 

so we created an event to build more awareness for this age demographic. Mindful Music 

Concert is geared to people under the age of 25 with an interest in music. 

• We partnered with an external youth group called Medicinal Music to select bands with a youth 

following and to help us get the message out to their friends about the concert. The concert was 

held on the hospital grounds. There was an integration of adolescents, community members, 

families, patients and staff who enjoyed the concert. 

• We used Facebook for the first time as an organization to appeal to people under the age of 25 

as they use Facebook as a primary means of receiving and sharing information to promote 

Mindful Music concert. 

37

• Pitched event to local media to garner media coverage throughout the region and promote the 

concert in advance to generate interest and attendance. 

• Flyers for the event were distributed at local businesses throughout the region where youth spend 

time. 

Key Messages: 

• Ontario Shores is proud to be part of the community and we welcome opportunities to bring the 

community together to share their interest in art, film, music or speakers. 

• We know one in four people will be affected by mental illness in their lifetime. Mental illness is an 

illness – just like diabetes, cancer or heart disease. We all have an important role to play in 

addressing the stigma and discrimination associated with mental illness. 

• As a community, we unite together through our passion for the arts, in an environment that is free 

from race, religion, socioeconomic status or mental health barriers and welcomes everyone who 

share their love and appreciation of art mediums. 

Role of Project Leader: As Director of Communications and Public Affairs, my role was to foster a 

creative environment and empower the talented Communications team to think outside of the box to 

develop innovative ways of raising awareness and bringing people to the organization. 

5. Implementation and challenges 

Budget: $ 5,000 for all programs. Planning, program development and promotion completed by the 

Communications and Public Affairs team. Speaker fees paid for by a grant from Ontario Shores 

Foundation for Mental Health and sponsors. 

Challenges and Solutions: 

• With limited budgets, it is difficult to promote these events using costly advertisements. We posted 

the events on free websites, used social media to target youth and contacted organizations in our 

communities with a shared interest in each event such as local film groups, art galleries and health 

organizations. 

6. Measurement/evaluation of outcomes: 

• We used a variety of ways to evaluate the success and impact of our Creative Minds program. We 

conducted surveys to assess satisfaction with events, collected written feedback, engaged in face-toface 

surveys, received third party acknowledgement, measured the attendance that was coming to 

the events at the hospital and the media coverage we received. These evaluations and written 

testimonials in the submission showed how people were learning about Ontario Shores and 

becoming more open to mental health. 

• Results showed: 

o Imagine Film Festival: Ontario Shores conducted a survey of those people attending Imagine 

Film Festival. We created a 10 question survey with pre and post evaluation to measure 

mental health and organizational stigma. We used a 7 question Likert scale which combined 

both qualitative and quantitative approaches. We also captured pre and post event mood as 

well as some demographic information. 

o Results: We saw a positive change in the post-event responses in 7 of the 10 questions. On 

one question the data was identical and in two the data was slightly better from the pre-event. 

But in those questions such as “Would you consider attending another Ontario Shores 

38

event?” the pre-event responses were favourable. The two questions where we saw a 

noticeable difference between pre and post responses were “I worry about attending a 

community event if it is a mental health facility and “I value the positive role that Ontario 

Shores plays in our community” In both of those questions an almost one point positive 

change towards a more favourable response following participation at the event. We also saw 

a significant change in the pre and post mood indicators of almost two points out of a seven 

point scale. 

• 1,506 attended the Imagine Film Festival, Imagine Film Series, Art Program, Let’s Talk Speaker 

Series or Mindful Music concert. 60% were first time visitors to the organization. (Exceeded 

objective of 1,000) 

• Patients were actively involved in the events. Patients submitted art in both art shows and attended 

the shows. They came to the films and concert. Patients staffed the registration table throughout the 

Film Festival which provided vocational skills building and helped enhance their social skills. 

• Generated 4,229,305 media impressions from the events. (Exceeded objective of two million 

impressions) 

• 71% of attendees were under the age of 25 at the Mindful Music event, Imagine Film Festival Family 

Day and Let’s Talk Speaker Series with Ned Vizzini. With estimates suggesting that at least 70% of 

mental health problems and illnesses have their onset during childhood and adolescence, it is 

important that information is available for this age group so early intervention is possible. (Exceeded 

objective of 50%) 

• Received positive feedback from the majority of attendees including Durham District School Board 

and Ned Vizzini that demonstrated the positive impact this presentation had on the students. 

39




AWARD OF MERIT 

Entrant’s Name: Samantha Gileno, Manager, Project Communications 

Organization: Waterfront Toronto 

Title of Entry: Rename Sherbourne Park Contest 


Time Period: January through June 2010 

Brief Description: The Rename Sherbourne Park contest gave the public an opportunity to become 

part of the history of Toronto’s waterfront in a fun and interactive way while 

learning more about the massive revitalization project underway at the water’s 

edge. 

1. Business Need / Opportunity: Waterfront Toronto is leading the largest urban revitalization project in 

North America. Our project is complex but our priorities are simple. We put people first and reconnect 

them with the waterfront. We deliver important public policy objectives by emphasizing parks and public 

spaces and design communities that are environmentally and economically sustainable. 

Telling the Waterfront Story: After almost a decade of intense planning, during which the public often 

wondered if any progress was being made on the waterfront, 2010 marked a turning point with several 

major milestones near completion. If leveraged properly, these milestones offered an opportunity to 

diminish cynicism and prove that waterfront revitalization is happening. 

Of these milestones, the opening of Sherbourne Park was critically important because it exemplified our 

vision for waterfront revitalization. Located next to a key development parcel, Sherbourne Park would be 

Waterfront Toronto’s largest and most sustainable park opened to date on the downtown waterfront. This 

was a story Waterfront Toronto needed to tell to the widest possible audience. 

Designing a Contest to Engage the City: Developing broad awareness for waterfront revitalization and 

demonstrating progress and momentum throughout the year are key communication goals for Waterfront 

Toronto. To do this, we leverage all major milestones and seek ways to create opportunities to tell our 

story throughout the year. We created Rename Sherbourne Park— an online park naming contest — to 

build interest and momentum for the park during a quiet communication cycle between the 

groundbreaking and official opening. Given that the park is located in the middle of a large construction 

area, without an existing user base, we wanted to engage the broadest possible community (including 

young people) in a fun and unique way through online and social media channels. 

To capture attention, the contest needed a social media hook. For that reason, we developed a contest 

with two phases: a submissions phase and a voting phase. Our research showed that while there had 

been one other park naming contest in Toronto, it did not include public voting. A voting phase would 

make the contest more competitive, lengthen its timeframe, help to sustain interest within social media 

communities and guarantee repeat traffic to our website. Ultimately, the contest put the general public in 

the driver’s seat by allowing them to suggest park names and choose the winner through online voting. 

40

With no budget for prizes, advertising or promotion, we sought a media partner with strong social media 

ties to help publicize the contest and administer the online voting. We selected Torontoist, a leading 

news website, based on their influence and reach with our target audiences. 

2. Intended Audiences: Waterfront Toronto has a core constituency of dedicated stakeholders who 

follow our progress through traditional media, attend public meetings and receive our regular updates. Of 

all public agencies in the City, Waterfront Toronto has one of the highest attendance rates for public 

meetings and official events. However, for the most part, our core audience resides within 10-15 

kilometres of the waterfront area. In addition, we know that young people have a strong interest in 

waterfront revitalization (from our participation in a 2009 Environics GTA Omnibus Survey), but very few 

attend public meetings or community events. They are also less likely to read traditional media. In 

response to this research, our primary target audiences for the contest were: 

• Toronto residents outside our core waterfront community supporters 

• Students and other youth between 18 and 34 who will become future residents of the waterfront 

• Social media outlets (with a focus on those identified in the Waterfront Toronto Online Influencer 

Audit commissioned in June 2009) 

Our secondary audience for the contest included those outside the Toronto area. Because Toronto’s 

waterfront is a local, regional and national asset, we opened the contest to all Canadian residents. In 

addition, as our funding comes from all three levels of government and private sector development 

revenues, we also targeted the following stakeholders: 

• Government partners and key influencers 

• Real estate development community 

• Members of historical groups lobbying Waterfront Toronto and the City for input into park naming 

3. Goals / Objectives: In response to the research we conducted and our overarching communication 

goals, the Rename Sherbourne Park contest was designed to: 

• Expand the core audience for waterfront revitalization by drawing at least 50% of name 

submissions from outside our core waterfront communities. 

• Engage young people in the contest by focusing on social media channels and through outreach 

to selected Toronto schools and colleges. 

• Promote Sherbourne Park during the construction phase by garnering at least 30 media mentions 

(10 per month) from April through June 2010. 

• Solicit at least 300 name submissions (double the 150 received during the previous City park 

naming contest) and at least 1,000 votes (some from outside Toronto to show reach). 

• Increase traffic by 20% to the Sherbourne Park page on Waterfront Toronto’s website. 

• Generate at least one media story in a national daily to ensure some national promotion. 

• Solidify a relationship with a key blog identified in the 2009 Online Influencer Audit. 

• Involve key stakeholders and ensure they champion the contest. 

4. Solution Overview: We designed the contest model and promotion strategy to correspond with our 

overarching communication and marketing goals, demographic research and the contest objectives listed 

above. Specific tactics included: 

• Contest Model: The model included two phases: a name submissions phase and voting phase 

(with two rounds of voting). Employing this phased approach broadened the contest’s reach and 

created numerous opportunities for promotion in the months prior to the park opening. 

41

• Contest Website: Working with Torontoist, Waterfront Toronto developed a voting website for the 

contest with links to Waterfront Toronto’s website and the Sherbourne Park project page. The 

site www.torontoist.com/namethepark accommodated all contest phases and featured a park 

description and renderings, contest rules and the City of Toronto’s parks naming protocol. 

• Media Relations: The contest was designed to be primarily promoted online. We identified the 

need for a media partner and selected online news website Torontoist based on a study of 

influential blogs. Torontoist provided legitimacy within online communities and promoted the 

contest daily on its site and regularly on Twitter. Torontoist also had a content-sharing 

relationship with one of Canada’s national newspapers. To reinforce Torontoist’s coverage, we 

capitalized on contest milestones by issuing four news releases and three blog postings on our 

social media newsroom. We also promoted the contest on our Twitter feed and Facebook page. 

• Stakeholder Engagement: 

o Selection Committee: To maintain some control and to encourage participation from key 

stakeholders, Waterfront Toronto convened a Selection Committee whose role was to 

review park name submissions and select a shortlist for voting. We strategically chose 

members who would help promote the contest. In addition to Waterfront Toronto and 

Torontoist, the Selection Committee included a prominent City Councillor, a student 

council vice-president of the local college under construction next to the park, the park’s 

landscape architect and a representative of the real estate development community. 

Each of these stakeholders became champions of the contest and promoted it widely. 

o Heritage Advocates: Waterfront Toronto and the City have long been approached by 

heritage advocates who want to name parks and streets after historical figures. The 

contest allowed Waterfront Toronto to engage heritage advocates in a meaningful way 

without setting unrealistic expectations. 

• City Marketing Channels: Waterfront Toronto targeted City of Toronto marketing channels – both 

print and online – to promote the contest to all residents of the City. We contributed content to the 

city’s quarterly printed newsletter which is mailed to 968,000 homes (including apartments and 

condos) as well as 50 community centres and 99 public libraries. We also took advantage of City 

Councillor newsletters and websites to promote the contest. 

• School Promotion: Given the size of Toronto and the number of schools, we strategically targeted 

two students groups: George Brown College students who will have a new campus on the 

waterfront in September 2012 and the Harbourfront Centre School Visits Program, an 

organization that brings students from outside the waterfront area to the water’s edge for learning 

opportunities. We created a PowerPoint classroom tool about the park (and contest) to help 

facilitate learning opportunities. 

• Contest Logo: To help distinguish the contest from our corporate marketing materials, we 

commissioned Torontoist to create a youthful, illustrated logo treatment for all contest collateral. 

• Site Marketing: The north end of the park is visible from a main traffic thoroughfare so we created 

a 4 x 30 foot banner advertising the contest featuring the illustrated contest logo. 

• Rules and Regulations: We created a rules and regulations document for the website to guide the 

contest and protect Waterfront Toronto, the City and Torontoist from possible liability issues. 

All communication tactics helped reinforce both corporate and contest key messaging most notably that 

after years of planning, the revitalization of Toronto’s waterfront is underway and that the contest gives 

people an opportunity to be part of the history of this remarkable transformation. 

5. Implementation and Challenges: As an agency of three levels of government we operate in a very 

sensitive political environment. Our communications are examined under a lens of fiscal responsibility 

and government accountability. With this environment in mind, we faced the following challenges: 

o Contest promotion budget: The budget including promotion and web development could not 

exceed $7,000. Since a monetary prize was not an option, the winner would be recognized at the 

park’s official opening alongside government officials including Canada’s Finance Minister. By 

42

engaging a media partner and taking advantage of cost-free marketing options, we were able to 

administer and promote the contest for about $4,000, significantly less than the budget allotted. 

o Limited Website Staff: Because our staff did not have the resources to develop a web portal 

with voting features, we sought a media partner with the ability to develop the web application. 

o Government Relations: In the past, the City has been reluctant to involve Waterfront Toronto in 

park naming. To overcome this hurdle, we engaged the local City Councillor and key parks staff 

in early contest planning. Our strategy ensured that the City understood the benefits of a public 

naming contest and gave them some ownership in the process. City staff ultimately became 

champions of the contest. 

o Managing Public Expectations: Several groups formed over social media networks to promote 

and advocate for their chosen names. To set expectations, we reinforced our key message that 

despite a submission’s popularity, the new name should take into consideration the park’s setting 

on Toronto’s waterfront in the heart of Canada’s newest, most technologically advanced and 

sustainable community. 

6. Measurement / Evaluation: The contest was positively received by our stakeholders and surpassed 

our stated communication goals and objectives which included: 

• Expanding the core audience for waterfront revitalization beyond waterfront communities: 

Analysis shows that 69.7% of the contest name submissions came from neighbourhoods outside 

the waterfront area. In addition, 968,000 homes and 250 libraries/community centres across the 

GTA received information about the contest through City marketing channels alone. 

Engaging young people in the contest using social media and targeted outreach: We 

tapped into Torontoist’s youth demographic by choosing them as our media partner. Torontoist 

averages 300,000 readers per month – 49% of whom are between the ages of 18 and 34 and 

69% between 18 and 49. It has 21,000+ Twitter followers and 2,500+ Facebook fans. Given 

Torontoist’s online influence, the contest generated a steady stream of activity on Twitter and in 

the blogosphere. At the height of the contest, we logged more than 200 comments on prominent 

and independent blogs. We also promoted the contest to high school and college students 

through our partnership with George Brown College and Harbourfront Centre. Several teachers 

(outside the core waterfront area) used the presentation we created for their classes and 

approximately 150 of those students attended the official park opening in the fall. In addition, 

George Brown students tweeted about the contest. 

• Promoting Sherbourne Park during the months leading up to the opening: Prior to the 

contest, the park was receiving approximately 1-3 media mentions per month. During the contest 

period, the park received 71 media mentions (13,984,981 reach). 

• Generating at least one national media story: the contest was promoted three times in the 

National Post and prompted a broader article about community engagement. It was also featured 

twice in Canadian Business Magazine. Because of this national exposure, we received entries 

from across Canada and the contest winner was from Alberta not Toronto. 

• Soliciting at least 300 names for the contest and at least 1,000 votes: 500 names were 

submitted and more than 3,500 votes were received. 

• Increasing traffic on Waterfront Toronto’s website: The average number of views to our 

Sherbourne Park project webpage increased over 700% at the peak of the contest from 

approximately 179 unique views per month prior to contest launch to 1,466 unique views in June 

2010. 

• Solidifying a relationship with a key Toronto blog: At the beginning of the contest, Torontoist 

had a limited understanding of Waterfront Toronto and our mandate. By the end of the year, 

Torontoist named Waterfront Toronto one of its “Heroes of 2010” during its popular, annual 

Heroes and Villains competition. 

43

• Involving key stakeholders in the process: Including the City Councillor and the City of 

Toronto in contest planning ensured that both championed the contest process at Community 

Council where the selected park name was approved on June 23, 2010. In addition, each 

member of the Selection Committee attended the official park opening several months after the 

contest. 

In addition to these important results, our contest triggered another naming contest within the Toronto real 

estate development community showing that our model resonated with one of our key secondary 

audiences. And at the park opening in September, Canada’s Finance Minister Jim Flaherty referenced 

the contest in his speaking remarks and applauded the park’s winning name “Sherbourne Common” 

which he called “a great name and a historical name… giving a message of access and availability to 

everyone.” 

44

Entrant’s Name: Katherine Power 

Organization: Medtronic of Canada Ltd. 



Media Relations with Budget up to $50K 


Title of Entry: RestoreSensor Media Launch 

Division 1: Community Management/ Category 4a: Media Relations with budget up to $50K 

Time Period: October-December 2010 

Brief Description: This OVATION submission outlines the Canadian media launch of a revolutionary 

pain management therapy developed by Medtronic. 

Business Need/Opportunity: 

Medtronic of Canada’s vision is to change the face of chronic disease by working closely with physicians 

around the world to create therapies that help patients do things they never thought possible. The 

company’s Neuromodulation Division (ND) strives to be the leading innovator of neurostimulation systems 

to treat chronic pain. In 2010, Medtronic received approval from Health Canada to launch its 

breakthrough spinal cord stimulation (SCS) technology, RestoreSensor. This “next generation” 

neurostimulator senses changes in body position and automatically adjusts the level of stimulation for 

optimal pain relief, a world first. For sufferers of severe chronic back pain, RestoreSensor’s positionadaptive 

technology provides continuous, self-adjusting pain relief and dramatically improved mobility 

without painful sensations. 

Previous neurostimulators, while effective at blocking pain signals to the brain, are significantly less 

efficient at providing optimal pain relief because they require the patient to manually adjust the level of 

stimulation after each change of body position. 

Increased public and patient awareness of the pain relief and mobility benefits of RestoreSensor is 

considered essential to achieving ND’s long-term business goal of increasing the use of neurostimulation 

therapy in Canada, which has been in steady decline in recent years due to cost concerns. For example, 

since 2004, SCS treatments in Ontario dropped from 152 to 22 procedures, despite recommendations 

from the province’s medical community to increase the use of SCS therapy (work sample A). Medtronic 

believes that the benefits of RestoreSensor are so profound that it has the potential to reverse this 

trend and lead to a robust increase in neurostimulation therapy. Once the benefits of RestoreSensor 

are understood by the general public, sufferers of chronic neuropathic pain and pain management 

physicians, Medtronic expects that more physicians and patients will demand SCS as a treatment option. 

Currently, most patients who receive SCS therapy fall under private insurance for military, police, fire, and 

workmen’s compensation. Anyone falling outside these parameters is highly unlikely to receive the 

treatment. 

To get the facts out about RestoreSensor’s ability to dramatically improve the quality of life for sufferers 

of chronic neuropathic pain, the company decided to orchestrate a national media campaign, which 

featured prominent neurosurgeons and actual patients as spokespeople. This media campaign was 

45

designed to encourage patient inquiries and subsequent waiting lists for the treatment, thereby providing 

neurosurgeons with the measureable data they require to demonstrate to government that additional 

funding for this treatment is required. Earned media was considered by Medtronic to be the most efficient 

way to reach a large national audience and stay within a modest budget of $20,000. 

Medtronic retained Xposure PR, a boutique firm that specializes in earned media, to develop and create a 

highly newsworthy campaign to achieve massive media coverage and start the process of driving 

awareness of the benefits of RestoreSensor. 

Intended Audiences/Stakeholders: 

Chronic Pain sufferers and their families and friends – It is estimated that about 340,000 Canadians, 

or one per cent of the Canadian population, suffers from chronic neuropathic pain. The estimated 

incidence of chronic neuropathic pain in Canada is based on studies which found that neuropathic pain 

afflicts about 1.5 per cent of the population in the United States and one per cent of the population of the 

United Kingdom. Pain sufferers and their families are often desperate for solutions and, therefore, are 

highly likely to act on knowledge about the benefits offered by RestoreSensor. Discussions with doctors 

and patient groups by Medtronic staff continually demonstrate the desperate need for pain management 

solutions. 

Members of Interventional Pain Programs (neurologists, neurosurgeons, physiatrists, 

psychologists and nurses) – It is essential that neurosurgeons and health care professionals in 

Canada’s Interventional Pain Programs are aware of the technology and how it can provide a solution for 

neuropathic pain patients. There are 14 Interventional Pain Programs across Canada. Four are currently 

performing implants with RestoreSensor. Medtronic’s goal is to have 70 per cent of these Centres 

trained to conduct RestoreSensor procedures by June 30, 2011. 

Provincial governments – Members of the provincial government who are involved in funding decisions 

for health care in Canada. The Ontario and British Columbia governments are especially important 

considering they have large populations and the political climate in both provinces is such that an 

advocacy campaign is more likely to be well-received. Politicians generally act and make decisions based 

on their constituents’ needs. This campaign is designed to accelerate patient and physician demand for 

SCS therapy and to encourage discussions with their government representatives. 

Goals and Objectives: 

• In the fourth quarter of 2010, raise awareness of SCS and RestoreSensor through a consumer 

media campaign that reaches a broad Canadian audience. Earn 15-20 pieces of media coverage 

(at least one national) during the week of December 9, 2010. 

• Secure one broadcast segment in each spokesperson market -- Halifax, Montreal, Sherbrooke 

and Regina during the week of December 9, 2010. 

• Ensure either Medtronic or RestoreSensor is mentioned in at least 50 per cent of coverage. 

• Generate awareness of RestoreSensor through on-line and social media channels during the 

week of December 9, 2010. Create on-line articles that produce responses from the general 

public in at least four cases. 

• Encourage pain advocacy groups to communicate about RestoreSensor through their 

membership and ensure at least one group proactively shares media coverage during the week 

of December 9, 2010. 

46

Solution Overview: 

Once the ND team received approval for RestoreSensor by Health Canada, it contacted the PR team to 

develop a coordinated strategy to raise awareness of the new therapy. The team decided to coordinate 

efforts around the annual North American Neurology conference held in December 2010 where the 

majority of Canada’s neurosurgeons were in attendance. RestoreSensor was unveiled at the 

conference at a special seminar exclusively for Canadian neurosurgeons. 

A challenge in developing the communication strategy was that patients do not benefit from 

RestoreSensor until at least six weeks after implant. In most cases, Medtronic’s PR strategy is to use 

the first implant as the news hook. In this case, there was a six-week grace period. For this reason, the 

team adopted an unusual strategy that focused on the technological features of the device first and the 

patient benefit second. 

To prepare for the launch, four neurosurgeons in Halifax, Montreal, Sherbrooke and Regina were trained 

to conduct the surgery and 10 patients were implanted with the device in early October 2010. The goal 

was to garner evidence of how RestoreSensor drastically improved the lives of these patients, and 

have the neurosurgeons and healthy patients available for media interviews in early December 2010. 

To achieve massive consumer coverage, the PR team focused on the accelerometer in the device and 

used an analogy with consumer gadgets – the Nintendo Wii and Apple iPhone as two examples of 

consumer items that make use of an accelerometer. This allowed the team to turn a potentially 

complicated message about the physics of the device into something consumers would immediately 

understand. 

A key component of the campaign was to create strong materials for media pitching and inform 

spokespeople about the various aspects of the RestoreSensor product. Great care was spent on the 

Q&A and key message documents to ensure spokespeople were well-informed. It is always a risk to 

utilize external spokespeople; however the teams agreed the story was much better told by the surgeons 

and patients than by Medtronic spokespeople who could be perceived as being self-serving and overly 

commercial (work samples B and C). 

Katherine Power was the Public Relations Lead for the media launch and worked with marketing to 

develop the overall strategy and connect with various hospital staff and spokespeople. She briefed the 

spokespeople, coordinated the agency activities, handled the budget and provided support to approve 

materials. 

Implementation and Challenges: 

It was decided that the agency would send out a media pitch/invite offering interviews with patients and 

surgeons on one day – December 9, 2010. The media were also provided with embargoed backgrounder 

documents, outlining the procedure and discussing the issue of chronic pain. The media team was also 

armed with high-quality b-roll and various images to garner interest among TV and print media. It was 

decided not to utilize an official news release to generate interest. The media team felt the power of the 

consumer angle and spokespeople were strong enough to interest consumer media. Instead of focusing 

on the product itself, the backgrounder documents focused on the technology and the need for the 

product. This ensured the campaign was less product-focused and more lifestyle/issue-focused. (work 

sample D) 

47

A major challenge was organizing the schedules of four neurosurgeons and their patients and ensuring 

the PR staffer in each hospital was engaged in and supportive of the interviews. In addition, we did not 

have a spokesperson available in Ontario, Canada’s largest media market and home to all major national 

news networks. At the last minute, the team was also informed that there were no suitable patients 

available for interviews in Montreal, Halifax and Sherbrooke. The team adapted by working with the 

neurosurgeon and patient in Regina for the majority of interviews. The team utilized Google docs to keep 

everyone informed of the media interview schedule, times, logistics and details. 

December 9 th started off with an interview on Canada AM and ended the day with CBC The National – the 

two most watched morning and evening national newscasts in the country (with a combined viewing 

audience of 1.5 million.) 

Timeline: 

Date Activity 

October 4-8 ND and PR teams met to discuss project. PR team brought in 

agency to brainstorm and determine plans. 

October 11-15 10 patients were implanted with RestoreSensor. Agency began 

creating media documents and adapting European video and 

documentation to Canadian requirements. 

October 18-29 Documents and media kit refined/approved, media lists 

developed. 

November 1-12 Hospital PR staff briefed on project. Media kit approved and sent 

for translation. 

November 15-26 Spokesperson training and message refinement. 

December 6-9 Product launch to Canadian neurosurgeons and nurses at global 

conference to ensure key surgeons were aware of the procedure 

before the public launch. 

December 6-18 Invite media to interview spokespeople on December 9. 

Interviews coordinated across country. Media monitoring and 

measurement conducted. 

Budget: Using a boutique agency reduced costs by approximately 30 per cent as opposed to a larger 

firm. 

ITEM DESCRIPTION BUDGET 

Develop Media Kit Work with existing materials to develop a media kit including 

a pitch, Q&A and key messages. 

Media Relations Develop media database, conduct media relations outreach 

and work with spokespeople to coordinate interviews 

48 

$5,000 

68 hours –

Video and materials 

creation 

Account 

management 

nationally. $10,200 

Work with video to develop Canadian format. Develop 

coverage video for use by Medtronic marketing staff. 

On-going strategic counsel with client, planning, status 

meetings and reports. 

49 

$2,500 

15 hours -- 

$2,300 

Total $20,000 

Measurement and Evaluation: 

This was a highly successful media campaign that was delivered within budget. Coverage analysis 

tracked 55 media hits nationally. The campaign achieved 16.5 million media impressions, confirming that 

information on RestoreSensor reached the broad audience required. 

SMART Objectives Set Prior to Launch Result Status 

Earn 15-20 pieces of media print coverage 

(at least one national) during the week of 

December 9, 2010 

Secure one broadcast segment in each 

spokesperson market -- Halifax, Montreal, 

Sherbrooke and Regina during the week of 

December 9, 2010. 

Ensure either Medtronic or RestoreSensor 

mentioned in + 50% of coverage 

Generate awareness and chatter of 

RestoreSensor through on-line and social 

media channels during the week of 

December 9th. Create on-line articles that 

produce responses from the general public in 

at least four cases. 

Encourage pain advocacy groups to 

communicate about RestoreSensor 

through their membership and ensure at 

least one group proactively shares media 

coverage during the week of December 9 

Fifty-five items of coverage to date. 

Twenty-four items secured so far across 

Canada 

Fifty-five per cent of articles include 

reference to Medtronic 

Eighty-two per cent of articles include 

reference to RestoreSensor 

Seventeen online stories achieved nine 

million media impressions. Tweeting and 

blogging were very active post-launch. 

Online stories generated significant 

chatter. For example, Halifax Herald 

article was the third most popular article 

of the day on December 10 th . The article 

was also recommended by 48 people and 

46 emailed to someone else. 

Canadian Pain Coalition shared CBC The 

National’s coverage with 1000 members 

through an email blast. 

Exceeded 

Exceeded 

Exceeded 

Exceeded 

Met

Additional measures of campaign success: 

• This campaign raised awareness of SCS therapy: 82 per cent of articles discussed how SCS works. 

• As of January 21, 2011, 27 Canadian patients have received RestoreSensor implants. Increase of 

17 patients in approximately one month. 

• ND gained a new Pain Program client from a competitor as a result of the RestoreSensor launch. 

• Producer from Canada AM congratulated agency on media pitch and stated the story was pitched 

“perfectly” and spokespeople were wonderful to work with (see work sample I). 

• Assistant to main spokesperson Dr. Kumar – stated that the phones were “ringing off the hook” with 

people wanting to inquire about how this therapy can help them or one of their loved ones. 

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Media Relations with Budget up to $50K 


Entrant’s Name: Michelle Noble, Director of Communications and Marketing 

Organization: Waterfront Toronto 

Title of Entry: Promoting Canada’s Sugar Beach 

Division 1: Community Management / Category 4a: Media relations with budget up to $50k 

Time Period: October 2009 – December 31, 2010 

Brief Description: Waterfront Toronto leveraged multiple steps in the development of the new park 

Canada’s Sugar Beach to demonstrate that waterfront revitalization is happening and that the result is 

sweet. 

1. Business Need/Opportunity: 

Toronto is one of the last major waterfront cities to redevelop its waterfront. The city has a massive 

amount of underutilized old industrial land near its downtown and for many decades, waterfront 

redevelopment had been the subject of great debates, studies, taskforce reviews, and grand plans. 

However, for many reasons, but most especially due to the lack of senior government funding support, 

there had been very little actual redevelopment. 

In 2001, following the recommendations of yet another government appointed taskforce, the governments 

of Canada, Ontario and Toronto announced their support and initial funding to start a 25-year project to 

revitalize Toronto’s waterfront. In 2002, they established Waterfront Toronto (WT) as a small arm’s length 

organization to lead the revitalization project, which is the largest urban renewal project in North America 

and one of the largest waterfront redevelopment projects ever undertaken in the world. 

Public awareness of and support for waterfront revitalization is vital to the success of WT. Ensuring that 

political funders and the public that elect them continue to see the value in waterfront revitalization is 

paramount to the ongoing life of the initiative. WT is a unique organization in that it is accountable to three 

orders of government and its existence depends on ongoing funding support from each of those 

governments. Strong public support for revitalization and ensuring that the public sees the large public 

investment in waterfront renewal as money well spent is fundamental to maintaining political support. 

Today, due to turbulent financial times and elections being waged and won on “stop the gravy train” 

platforms, it is critical that politicians and the public see and value waterfront revitalization as an 

investment that yields great returns and not as an unaffordable luxury. 

When WT was created, it was only given a funding commitment by the governments for a fraction of the 

money required for the revitalization process. Within the next five years, WT will have spent its initial 

funding and will require government commitments for new funding. Also, the organization is hoping to 

launch a public fundraising campaign within the next three years to raise additional much-needed capital. 

Few people or politicians are willing to invest in projects that don’t produce results, so to help ensure the 

success of the planned future appeals, WT has to demonstrate visible progress in revitalizing the 

waterfront. 

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Urban renewal is a marathon not a sprint, and the early stage of the revitalization process is not work that 

the public can easily see. WT spent several years master-planning communities, carrying out required 

environmental assessments, consulting with the public and stakeholders, designing projects, and 

undertaking extensive preparatory work such as building infrastructure and remediating contaminated 

soil. While the organization has completed several small projects that have been well-received, most 

Torontonians have not seen enough progress to overcome their well-ingrained skepticism that waterfront 

revitalization is happening. Canada’s Sugar Beach would be the first new park to open in the first new 

community being developed through WT’s redevelopment process and it offered the organization a 

wonderful opportunity to prove to all that revitalization is happening. 

In April 2009, WT undertook public opinion research through an Environics omnibus survey of City of 

Toronto residents. The research was intended to measure the support for and awareness of waterfront 

revitalization. Overall, more than 80 per cent of respondents said that revitalization is important (47 per 

cent very important and 35 per cent somewhat important). 

However, when asked how much progress had been made on the revitalization of Toronto’s waterfront, 

four per cent said a lot of progress, 32 per cent said some progress, 42 per cent said little progress, 12 

per cent said no progress at all, and 11 pe rcent said they did not know. When asked what they would like 

to see in a revitalized waterfront, the most common responses were parks (27 per cent), more public 

spaces (14 per cent) and recreational facilities (13 per cent). 

2. Intended Audiences: Our primary target audience was Toronto residents and since we do not have 

a budget for advertising, our way to reach them was through local media. A secondary audience for 

us was our government partners, who use media coverage of our waterfront revitalization projects as 

one of their return on investment measures. Our target media audience was Toronto newspapers, 

radio, television and on-line outlets such as key blogs and websites. The types of journalists that we 

wanted to reach included those who cover Toronto news, urban development, architecture, and urban 

affairs, and we also wanted to reach editorial writers and columnists at key newspapers. 

3. Goals/Objectives: Our overall goal was to utilize the development and opening of the renewed 

waterfront’s first new park, Canada’s Sugar Beach to prove to skeptical Torontonians (and even more 

skeptical Toronto media) that waterfront revitalization is happening and that it will benefit them and 

the city. 

Objectives: 

• Leverage all phases of the project (groundbreaking, construction and opening) to gain maximum 

media coverage and build interest in the park. We set a target of one advance story (from the 

groundbreaking and/or construction) in five to seven media outlets, plus stories on the opening of 

the park in 15 to 20 media outlets. We hoped to achieve an ambitious audience reach of 

12,500,000 – equal to five times Toronto’s population. 

• Establish the park as a great new public asset for Torontonians. This would be measured by the 

tone of the media coverage and public use of the park which is off the beaten trail, separated 

from the existing waterfront area and not easily reached. We also wanted the park to become part 

of the fabric of Toronto and this would be measured by traditional and social media 

interest/coverage beyond the official opening of the park. 

• Achieve media stories that were not only about the new park but also included our key messaging 

about how the park was transforming a parking lot in an old industrialized area, and most 

important of all, that the park was a sign of the progress being made in revitalizing the waterfront. 

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4. Solution Overview: We created a comprehensive media relations program to promote Canada’s 

Sugar Beach and position it as a symbol of the larger waterfront revitalization story. The program was 

focused on leveraging the construction and opening of the new park and it included a number of key 

elements. 

We held media events that featured our three government funders to commemorate the groundbreaking 

and the official opening. One of our underlying key business needs is to maintain funding support from 

the three orders of government, and with this is mind we created events that provided a platform for each 

to highlight their investment and support for Toronto and its waterfront. For WT, the politicians added an 

extra draw for the media and their presence helped raise the profile and stateliness of the events and 

thereby the importance of the park. The events also provide WT with crucial face time with the politicians 

and a chance to show them first-hand the progress being made with waterfront renewal. 

To ensure consistent and focused messaging and to prepare our government partners for the events, we 

supplied them with detailed event scenarios plus key messaging and question/answer documents. Media 

materials included government logos and quotes from politicians that reinforced the transformation and 

sign of progress messaging. We also produced video highlights of both events featuring clips of the 

politicians which we posted on our social media newsroom and on YouTube, plus we shared these with 

the politicians so that they could also use them. 

All aspects of the events were planned and staged to deliver against our objectives. For the 

groundbreaking, the event was designed to show how the park would transform an old industrial area and 

parking lot. The email invitation featured a park rendering. The event was held within the construction 

area of the park under a pink tent (the colour of the park’s future umbrellas). Large banners featuring park 

renderings decorated the construction fencing around the site. The photo opportunity had the politicians 

and the WT Board Chair in WT-branded hard hats using branded pick axes to “dig” up the pavement of 

the parking lot that was going to become the new park. 

For the official opening, an email and print invitation designed as a postcard with a beauty shot of the 

park and a “wish you were here” message was used to promote the event. The event was staged in the 

middle of the park, so visitors had to stroll down the park’s tree-lined main walkway. The stage was set 

with the park’s sandy beach, splashpad water feature and the harbor in the background. The event was 

designed as a beach party and guests were entertained by a Calypso band and enjoyed fruit smoothies 

with umbrellas. The photo opportunity had politicians cutting a WT branded ribbon in front of the 

splashpad. To ensure the space was animated, we arranged for beach Frisbee players and invited 

children (of staff members/consultants) to attend and use the water feature. 

To leverage the construction of the park, we featured regular construction updates in our e-newsletter 

which is sent to our key media list as well as our larger database. We provided key journalists with regular 

updates on the park’s status. Plus we offered and took journalists on guided walking tours of the 

construction site (complete with required safety gear) and on-site interviews with our Director of Parks. 

Imagery played a major role in our media relations efforts. For the groundbreaking, we provided the 

media with a disk with the park’s renderings. For the opening, we had a number of beauty shots of the 

park taken, and provided those to the media along with a series of dramatic before and after images to 

showcase the transformation. 

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5. Implementation and Challenges: 

Budget: $31,596 ($13,357 for the groundbreaking and $18,239 for the official opening) 

The budget included all costs associated with the events including the costs to produce banners and 

photography. 

Key Challenges: Timing and availability of politicians. Federally, WT reports to Jim Flaherty who is also 

Finance Minister and who does not have a flexible schedule. However, it is not only his schedule that we 

needed to work with. For both events, we needed to find a date that worked for Flaherty, the Mayor of 

Toronto, the local city councilor and the Provincial Minister of Infrastructure, and a date that made sense 

for the project. 

• We had hoped to hold the groundbreaking event in September when construction started but due to 

lack of availability we ended up with an early October date. A week before the event, we were forced 

to reschedule again due to a change in availability. Luckily, we had not yet sent out media materials. 

The new date was at the end of October (not great for an outdoor event at a construction site) more 

than two months after construction started on the park. We arranged for a small piece of the parking 

lot site to be preserved for our photo op and as a base for the event. Construction crews worked 

around it for a month. We then had to stage an event with 150 people in the midst of an active 

construction site. To avoid having to have everyone in safety gear (steel toe boots, hard hats and 

goggles), we created a fenced off safety zone within the site for the event. We tented an area and 

used the preserved parking lot pavement as a tent floor. 

• The timing of the official opening was also challenging. Park construction was slightly behind 

schedule, but we wanted Torontonians to be able to use the park for as much of the summer as 

possible. So we opened the park to the public in late June even though finishing touches were still 

being completed. Meanwhile the politicians were not available until early August for an official event. 

In early July, we staged a soft launch, and promoted the park through our e-newsletter and through a 

featured post on our website and social media newsroom and ended up generating a great deal of 

media coverage. This created the additional challenge of maintaining media interest to ensure 

coverage of the official opening from outlets that had already covered the soft opening a month 

earlier. 

6. Measurement/Evaluation of Outcomes: Tracking and analysis of media coverage for Canada’s 

Sugar Beach was conducted as part of our regular media monitoring process which is done for us by 

Hill and Knowlton. While we do not use the MRP model, we had H & K assess the coverage against 

our objectives and for use of our key messaging. Our media relations program produced results that 

met or greatly exceeded all of our objectives and delivered against our overall goal of using the 

development and opening of the park to prove that waterfront revitalization is happening. 

• Objective: Leverage all phases to gain maximum media coverage and build interest in the new park. 

o Our media relations efforts for Canada’s Sugar Beach resulted in 392 media stories and a total of 

157,991,849 media impressions – more than 10 times our target goal of 12.5 million. 

o During the groundbreaking and early construction phase, we achieved 20 media stories. After the 

soft opening of the park in July, we achieved an additional 49 stories. Our official opening on 

August 9 resulted in 156 media stories – including several live broadcast remotes. We achieved 

coverage in all major Toronto daily newspapers, on all leading radio and television stations, plus 

we had extensive coverage on all the leading Toronto blogs and websites. 

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• Objective: Establish the park as a great new public asset for the people of Toronto and make the park 

part of the fabric of the city. 

o Some 271 of the overall media stories (about 70 per cent) conveyed the message that Canada’s 

Sugar Beach is a great new public asset for the people of Toronto. 

o Post-official opening media coverage showed that Canada’s Sugar Beach had become part of the 

fabric of the city. In September, Canada’s Sugar Beach was the subject of or featured in 86 

media stories. Media used the park as a backdrop for weather stories and stand ups. The 

Toronto Star used the park for its back-to-school fashion photo shoot and featured it in a positive 

editorial cartoon. “Go to Sugar Beach” was number one in Toronto Life’s “Sixteen things to do in 

Toronto before summer’s over.” 

o Between October and the end of 2010, Canada’s Sugar Beach continued to be widely talked and 

written about by the media with some 81 media outlets running Canada Sugar Beach stories. 

The new park was featured in several 2010 wrap up stories and lists of the year’s highlights by 

media outlets. 

One of the first photos of new Toronto Mayor Rob Ford was of him in the park; 

The park opening was one of the top 20 most viewed posts on Blog TO in 2010; 

Despite not being a building, the park was named one of Urban Toronto’s favourite 

buildings of 2010 for being a “wonderful addition to the waterfront”; 

The park was a National Post 2010 “over achiever” and one of the Star’s 10 winners of 

2010 

o 57 per cent of the overall media coverage and 68 per cent of the post-opening coverage 

demonstrated that the park had become part of the city’s social fabric. This was measured by 

coverage that included photos of the park in use and focused on or mentioned visiting the park. 

o While we had no way to officially measure park usage – media coverage suggested that it was 

well used. 

o The park is a popular subject on both Flickr and You Tube with many people uploading content. 

o On Twitter, there has been constant tweet activity on the park since it opened. 

• Objective: Achieve stories that deliver the transformation messaging and that the park is a sign of 

progress being made in revitalizing the waterfront. 

o Just under half of the media coverage achieved during the construction of the park and through 

the official opening included the key messaging that the park transformed a parking lot in an old 

industrial area into an important new public space. 

o Most important of all, the majority of media coverage included our critical key message that the 

park was a sign of the progress being made in revitalizing Toronto’s waterfront. 57 per cent of all 

media coverage and 65 per cent of coverage during the construction and opening periods 

delivered the sign of progress message. Some of the highlight include: 

In a May 6 National Post story entitled “Sweet changes on the waterfront” Peter 

Kuitenbrouwer, wrote “Toronto's waterfront is suddenly changing at a remarkable clip... I 

spent a couple of days in the area this week marveling at the transformation. It is an 

exciting time at the water's edge.” 

On July 18, the Toronto Sun ran an image of the park on its cover with the headline “Where 

in the world is this?” and inside it featured a two-page spread that included the headline 

“Believe it or not, it’s Toronto waterfront. And it’s just taken a sweet leap forward.” 

In his July 15 column “Sugar Beach Sweet Victory”, the Star’s Christopher Hume said “If 

Sugar Beach is any indication, the future of Toronto and its waterfront have never looked 

sweeter.” 

The park was also prominently featured in Hume’s Dec. 20 column entitled “City’s future 

unfolding on waterfront”. Hume also created two videos about Canada’s Sugar Beach for 

the Star.com. 

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Entrant’s Name: Martine Lévy 



Media Relations with Budget of $51K up to $100K 


Organization: DDB Public Relations (agency) and Canadian Tourism Commission 

Title of Entry: Canadian Tourism Commission: Gold Medal Getaways as Only “Locals Know” 

Division 1: Communications Management / Category 4A: Media Relations with a Budget of 

$50K up to $100K 

Time Period: March to May 2010 

Brief Description: Having received special government stimulus funding to help fight the global 

recession, the Canadian Tourism Commission (CTC) launched a two-year multi-channel, user-generated 

“LOCALS KNOW” campaign encouraging Canadians to explore their own country instead of traveling 

abroad (based on locals sharing their “inside” knowledge of their own backyards with fellow Canadians). 

Now in its second year, the CTC capitalized on post-Winter Olympic Canadian pride, and enlisted a host 

of gold-medal winning athletes and Olympic celebrities to act as “local tourism ambassadors” who wanted 

to share their “gold medal getaways” on LOCALSKNOW.ca. This highly successful media relations 

campaign, coupled with an innovative Twitter Poll with followers of the Lonely Planet, reached an 

audience of over 16 million, featured one of the highest performing contests in CTC history, and far 

outperformed expectations on domestic travel package sales. 

The Canadian Tourism Commission (CTC) is a national government-funded tourism marketing 

organization. It is dedicated to inspiring the world to explore Canada through innovative and 

unconventional marketing. The CTC works in partnership with the Canadian tourism industry and various 

levels of governments, regularly conducts research, and promotes product and industry development. 

1. Business Need and Opportunity: 

In an effort to fight the global recession, the Canadian Tourism Commission (CTC) received $10 million in 

special stimulus funding from the government, to promote domestic tourism and to help stimulate the 

economy over the course of two years. 

Within the global tourism industry, Canada is vastly outspent by other national tourism organizations so 

the CTC must consistently out-think versus out-spend its competitors, especially on the midst of a global 

recession. For example, Canada represents the largest international travel market for the US and, as a 

result, are heavily marketed to – the CTC must constantly fight for “share of mind” when it comes to 

domestic travel. Within this context, internal research from the CTC in late 2009 indicated that while the 

strong Canadian dollar was enticing for Canadians to travel to the US or abroad, ongoing security issues 

for US travel, coupled with an uncertain economic climate, presented a strong opportunity to promote 

domestic travel and tourism. 

However, the CTC’s research also found that while many Canadians say they want to see their own 

country, it often isn’t at the top of their priority list. Consequently, this stimulus funding was dedicated 

exclusively to encouraging Canadians to explore their own country now, taking their consideration away 

from other international tourism destinations, in order to keep travel dollars within Canada. 

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Consequently, the CTC launched LOCALS KNOW that year, a national integrated communications 

campaign. Its hub, LOCALSKNOW.ca featured user-generated travel content and deals from tourism 

partners across Canada. The campaign was based on the insight that locals know what people should 

see and do in their own stomping grounds. After a hugely successful year with high quality editorial 

coverage across Canada, alongside record-breaking website traffic numbers and tourism package sales, 

DDB Public Relations (DDB PR) was tasked with out-doing the 2009 results in 2010, in order to continue 

building value with stakeholders, for valuable tax dollars spent on this initiative. 

As such, in order to bring renewed interest to the LOCALS KNOW asset in 2010, DDB PR identified a 

media relations opportunity that leveraged the great national pride generated from the 2010 Olympic 

Winter Games. Capitalizing on this, DDB PR implemented a creative and compelling campaign to build 

desire among Canadians to explore their own country rather than venturing abroad. 

Research: At the onset of the campaign, DDB PR utilized a number of research tools to collect 

background information, gather industry, consumer and stakeholder insights, and leverage key lessons 

learned from previous CTC PR campaigns. 

Lessons learned from these efforts were built into the media relations program in order to maximize 

impact. Specific research efforts included: 

• A complete audit of national, regional and local editorial coverage to date of the following: 1) the 

Canadian Tourism Commission’s innovative marketing approach with Canada. Keep Exploring., 

along with an overview of its competitors’ activities; 2) Canadian media coverage of the LOCALS 

KNOW campaign from its official launch and its 2009 editorial results; 3) key trends and headline 

generating topics from the global travel and tourism industry – including a specific focus on the 

“staycation” trend during these economic times 

In addition in 2010, DDB PR also leveraged knowledge from: 

• Detailed consultations with Radar DDB, the social media division of DDB Canada which manages 

all of the CTC’s social media outreach. DDB PR also conducted its own audit of various key 

social media outlets, blogs and podcasts – to capture a snapshot of the virtual “water cooler” 

conversations taking place about tourism. 

• A thorough audit of the spots and commentary uploaded onto www.localsknow.ca. 

• A research audit of the CTC’s psychographic traveler groups, also referred to as Explorer Types 

(more details are provided under the Intended Audience category below) with specific priority on 

the top pre-identified high-yield groups. 

• A review of past CTC media relations results and conversion studies to gage how much impact 

previous campaigns have had on the CTC’s objectives – to help shape this campaign’s 

measurable objectives. 

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2. Intended Audience: 

This PR program used media relations as a strategic communications vehicle to reach traveling Canadian 

consumers. In order to ensure the communications messaging was appropriately tailored to this 

audience, DDB PR closely considered the CTC’s research and psychographic studies on its target 

audience. The CTC employs a highly effective but unconventional approach to consumer segmentation 

called the Explorer Quotient. This system identifies distinctions that are much more subtle than the usual 

criteria of income, age, etc. by identifying the link between social values and travel preferences. In total, 

nine Explorer Types exist, and subsequent research identified three of these groups as being the best 

prospects for domestic Canadian travel: the Authentic Explorer (seeking authentic environments to 

observe people in the places they visit); the Cultural Explorer (experiencing and immersing oneself in new 

cultures); and the Free Spirit (traveling for the thrill and charge of doing new things). 

In order to augment the media coverage in 2010, DDB PR identified and targeted a wide media audience 

beyond just the national and regional travel beat. It focused on generating local, community-based 

editorials while also outreaching to mainstream news beats. DDB PR determined that Canadian media 

audiences should include: 

• News/community/lifestyle/travel editors at national, regional and local newspapers from coast to 

coast 

• News/lifestyle and travel producers at radio and TV stations 

• News/community/lifestyle/travel editors at online media outlets 

3. Goals and Objectives: 

Given the CTC’s business objective of generating domestic travel, the primary communications goal was 

to implement a strategic, niched media relations campaign designed to maximize publicity across 

Canada. This would help raise awareness and drive traffic to the LOCALS KNOW website 

(www.localsknow.ca), where tourism partner packages could be advertised (subsequently generating 

domestic travel sales). A number of quantifiable objectives were confirmed based on previous campaign 

benchmarks during the planning process to ultimately measure the success of the program including: 

From a media relations standpoint: 

1. At least 50 media hits in mainstream and community-based newspapers across Canada, top 

online media outlets (lifestyle and travel beats) 

2. Using the Media Relations Rating Points (MRP) evaluation system, obtain a total audience 

reach of at least 10,000,000 and a cost-per-contact of $0.008 (with the industry standard 

being set at $0.03). 

3. Under the MRP evaluation system, the target MRP score was set at 80 per cent (with the 

industry standard being set at 75 per cent). The pre-determined rating criteria included: 1) 

website mention 2) brand mention 3) key message inclusion 4) spokesperson quote 

From a business-driver standpoint: 

4. Support the Gold Medal Getaways contest (detail of this tactic is outlined below) via editorial 

mentions to generate 30,000 entries, and 5,000 new CTC database opt-ins. 

5. Assist in driving increased traffic to www.localsknow.ca via editorials to generate at least 

250,000 unique visitors by the end of the year 

6. Assist in driving traffic to Canada’s tourism partners via 20,000 click-throughs from 

advertisements on localsknow.ca 

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After soft-sounding its media relations strategy among a small group of select target media, DDB PR 

tweaked and then implemented a strategic media relations program designed to generated renewed 

editorial interest among mass print, broadcast, online and niche community-based media on the LOCALS 

KNOW initiative. Media relations was used as a strategic communications vehicle to drive further traffic to 

localsknow.ca. In this way, the campaign would engage the traveling consumer, and build value among 

regional and local tourism partners by selling their travel packages (via www.localsknow.ca) with 

innovative marketing. 

DDB PR’s innovative two-part media relations program included the following: 

Part 1 –The Lonely Planet Twitter Poll: DDB PR developed an innovative, newsworthy topic of 

discussion within the social media space and then used it as a media hook to generate feature editorials. 

It was based on the following: given that the eyes of the world were on Canada during the 2010 Olympic 

Winter Games, how interesting would it be find out what the world thinks of Canada as a travel 

destination now, post-Olympics? Leveraging Lonely Planet’s Twitter audience, the CTC polled 732 

followers from across the globe and announced its findings to the media. In the eyes of travelers around 

the world, Canada topped the charts as one of the hottest travel spots in the world, clearly “having it all” in 

terms of vacation offerings. 

Part 2 - Canada’s new local “Tourism Ambassadors”: The second part of this media relations 

campaign aimed to re-ignite the passion and pride that Canadians from coast to coast felt during the 

Winter Olympics. DDB PR secured the participation of 39 athletes and celebrities who inspired 

Canadians during the Olympics and positioned them as “banding together to become local tourism 

ambassadors” – a campaign spokesperson of sorts. Each ambassador shared his/her personal 

Canadian “gold medal getaway” on localsknow.ca in order to inspire fellow Canadians to also explore 

their own country. Famous participating Canadians included: Olympians Alexandre Bilodeau, Joannie 

Rochette, and Clara Hughes, Glee’s Cory Monteith, vocalist Keshia Chanté, chef Michael Smith, etc. 

DDB PR shot video footage of over ten gold-medal winning Olympians personally sharing their “Gold 

Medal Getaways” and used it both for b-roll as well as for video clips on localsknow.ca. The “Gold Medal 

Getaways” contest was consequently launched on the website, where visitors could view the clips and 

vote on their favourite one. With each vote, the visitor would be entered into the contest to have a chance 

at creating a winning Canadian getaway of their own. Armed with both the innovative Twitter Poll and the 

Olympic-inspired local tourism ambassadors, DDB PR implemented an aggressive media relations 

campaign both online and offline. 

In terms of roles and responsibilities, DDB Public Relations handled all aspects of research, planning, 

program development, implementation and management, and the final media relations campaign 

measurement and evaluation. Throughout the two parts of the program, the agency worked in seamless 

collaboration with the internal CTC marketing team, and the other integrated discipline groups within DDB 

(e.g. digital, social media and mass advertising and communications) who worked on other elements of 

the LOCALS KNOW program. 

5. Implementation/Challenges: 

The total budget for this program, including agency fees and disbursement costs, was $86,600. This 

budget included planning and research, program development and management, implementation and 

evaluation from March to May 2010. 

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The key challenge was as follows: media interest for interview opportunities meant that athletes and 

celebrities had to give up their valuable time to promote an effort generated by the Canadian Tourism 

Commission. However, the agency felt it would be unethical to “pay” these ambassadors for editorial 

interview time, as the public perception would be that they are promoting Canada on their own accord, 

based on their own passion for this country. So, working with various agents and publicity/PR managers, 

DDB PR carefully managed expectations at the onset of this program in order to avoid discord mid-way 

through the campaign. 

Moreover, juggling tight media deadlines with the incredibly busy schedules of Olympians and celebrities 

proved to be difficult; however, DDB PR anticipated this challenge ahead of time and tactfully managed 

expectations on both ends in advance. This prevented frustrations on both the media side and the 

spokesperson side. Thinking creatively, the agency at times coordinated “email” interviews with athletes, 

or booked media interviews outside traditional business hours. 

6. Measurement and Evaluation of Outcomes: 

Measured against the quantifiable objectives as outlined in the GOALS AND OBJECTIVES category, this 

campaign performed as follows: 

1. Overall, the media relations campaign generated 64 (target was 50) dedicated editorial stories on 

this campaign across print, broadcast and online mediums. Highlights included prominent feature 

articles in the Toronto Star, La Presse, Vancouver Province, and several community-based 

newspapers, as well as a full 15-page photo gallery on the campaign on Canoe.ca. 

2. The media relations campaign generated a total reach of 16,260,830 (target was 10 million) and a 

cost-per-contact of $0.006 (target was $0.008). 

3. Under the MRP evaluation system, the MRP score was 82.19 per cent (target was 80 per cent) 

far surpassing the industry standard for success of 75 per cent. The pre-determined rating 

criteria that was met included: 1) website mention 2) brand mention 3) key message inclusion 4) 

spokesperson quote 

4. The “LOCALS KNOW” website continued to attract high traffic figures throughout the campaign, 

exceeding its unique visitor target of 250,000 ahead of schedule. This campaign also overachieved 

on expectations in the contesting component with 35,400 entries (target was 30,000), 

generating 5,533 new opt-ins for the CTC’s database (target was 5,000). This contest was 

extremely successful for the CTC – one of the highest performing contests in its history. 

5. Most importantly, travel packages on the website out-performed expectations with 33,340 website 

click-throughs to travel partners (target was 20,000). 

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Entrant’s Name: Jo Langham, ABC 



Media Relations with Budget of $51K up to $100K 


Organization: Thornley Fallis Communications / Allstate Insurance Company of Canada 

Title of Entry: Allstate Canada’s Action Against Distraction Campaign 

Division 1: Communication Management / Category 4B: Media Relations with Budget of 

$51K up to $100K 

Time Period: July 2010–October 2010 

Brief Description: 

The Action Against Distraction Campaign, created by Thornley Fallis Communications for Allstate 

Insurance Company of Canada, combined market research, media pitching and a driving challenge event 

to bring attention to the dangers of distracted driving and Allstate Canada’s commitment to keep 

Canadian roads safer. 

The campaign positioned Allstate Canada as an authority on safe driving practices and through this one 

program increased media coverage for the company by 78 per cent over the total earned media coverage 

in 2009. 

Need/opportunity: 

Things were getting out of hand on Canadian roads. Every day drivers were more focused on their cell 

phones, iPods or GPS devices instead of on the road. A 2006 study by the Virginia Tech Transportation 

Institute showed that distracted driving was the cause of eight out of 10 collisions. By early 2010, eight 

out of 10 Canadian provincial governments had passed legislation to ban using cell phones without a 

hands-free device when driving. However, six months after the new cell phone ban began in Ontario, 

drivers were still not taking the ban seriously. Therefore, Allstate Insurance Company of Canada asked 

Thornley Fallis Communications (TFC) to develop an initiative that would change how Canadian drivers 

view distracted driving and make them commit to driving distraction-free. 

Insurance is not lovable; no one likes to buy car insurance. And insurance companies are often seen as 

indistinguishable from each other in the minds of consumers. Research done by Allstate Canada proves 

that insurance is a high-research purchase; it is not impulse-driven. Consumers are price conscience and 

do their research; however, 50 per cent of people shopping for insurance purchase their policy from the 

first company they call. High awareness of an insurance provider therefore means high consideration by 

customers, which drives sales. Allstate Canada wanted to increase its brand awareness through earned 

media coverage so the company would be top of mind when consumers began their insurance research. 

Intended audience(s): 

Allstate Canada has insurance agents in five Canadian provinces — Ontario, Quebec, Alberta, Nova 

Scotia and New Brunswick. The majority of its business is in auto insurance policies purchased by 

Ontario residents. Alberta and Quebec have the largest growth potential for new policyholders, but the 

company has lower brand recognition than its competitors in these markets. 

Allstate Canada identifies its potential clients as primarily female, aged 25–45 years old, financially stable, 

above-average income and educated. A secondary audience for Allstate Canada is newly licensed 

drivers, 16–24 years old, who are potential policyholders in a few years when they move from driving their 

parents’ car to owning their own vehicle. 

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A 2006 study conducted by the Traffic Injury Research Foundation, a Canadian organization, found that 

55 per cent of young drivers aged 16–34 admit to using their cell phone while driving, while only 29 per 

cent of drivers aged 35 and over do so. Also, 19.5 per cent of drivers aged 16–24 said they had to brake 

or steer when driving because of a distraction inside the vehicle. Another study, funded by the Insurance 

Bureau of Canada and published in 2007, found that overall new drivers had poorer driving behavior than 

more experienced drivers, but both groups were equally affected by cell phone use while driving. 

It was clear to TFC and Allstate Canada that young and newly licensed drivers were the group who most 

needed to be educated about the dangers of driving while distracted. However, older drivers, often the 

parents of teen drivers, would also be open to distracted driving messages. 

To reach these audiences TFC chose to craft a campaign that would target the following media: 

• Tier 1 media, identified as national media, print, broadcast and online, and media outlets in markets 

where there is an Allstate Canada insurance agency (AIA) office, with a particular focus on Alberta 

media to grow that market; 

• News and auto reporters and morning and drive radio programs 

Goals and objectives: 

BUSINESS GOAL 

• Increase insurance purchase consideration for Allstate Canada among 25–45 year olds and parents 

of Canadian teen drivers measured by an increase in sales. 

COMMUNICATIONS OBJECTIVES 

• Position Allstate Canada as a leader in community safety and associate the company with the fight 

against distracted driving in the minds of Canadians in Allstate Canada’s key markets, measured by: 

o Receive a ROI of $0.04 or less per contact; 

o Earn a MRP (Media Relations Rating Points) score of 70 per cent or more based on the 

following criteria: 

100 per cent positive tone in generated coverage 

Inclusion of Action Against Distraction program key messages in 75 per cent of 

generated stories; 

Prominence of the mention of Allstate Canada in 75 per cent of generated coverage; 

75 per cent of coverage in Tier 1 media; 

Overall reach of earned media greater than previous most successful campaign 

(6,544,318). 

Solution overview: 

Research 

TFC began to develop our solution by researching the effects of using cell phones while driving and other 

distractions, including reviewing the studies mentioned above and finding other statistics about distracted 

driving. The most compelling fact was that if a driver takes their eyes off the road for five seconds while 

driving at 90 km/h, it is like driving the length of a football field completely blind. TFC also reviewed 

previous media coverage about distracted driving and saw that the media mostly discussed the cell 

phone bans in each province and focused on reports from police about the number of fines given to 

drivers. The media coverage did not discuss the dangers of distracted driving or Canadians’ attitudes 

towards this behaviour. 

Finally, while developing a video for a pilot program earlier in the year, TFC had spoken to teens about 

crazy distracted driving habits. From this, we learned that until young drivers saw or experienced 

dangerous driving behaviour themselves, they did not fully appreciate the dangers of distracted driving. 

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Strategy 

Based on the research above, TFC and Allstate Canada developed a two-part strategy: 

• Provide media with new statistics that can be owned by Allstate Canada and which focus on 

Canadians’ attitudes towards the dangers of distracted driving 

• Implement an event which will enable newly-licensed drivers and teens to experience the dangers of 

distracted driving for themselves and provide media with unique footage/interview opportunities 

Approach 

• TFC commissioned market research with Leger Marketing and used the results as the basis for 

national media relations outreach 

• TFC recommended a driving course event that would appeal to the “show me” generation of young 

drivers by allowing them to experience what happens when they drive distracted, but in a fun and 

safe environment — no crashing of mom and dad’s car. TFC chose Calgary as the location of the 

event as the provincial government would vote on Bill 16 — distracted driving legislation — in the fall 

of 2010 and Alberta was one of Allstate Canada’s growth markets. The event would also provide a 

visual component to the results of the research — allowing television cameras to film distracted 

driving in action and have the teen drivers comment on their experiences behind the wheel. 

Implementation and challenges: 

Action Against Distraction Driving Challenge 

The planning for the event began in July 2010. TFC worked with an Allstate Canada agency manager in 

Calgary to help scout for a location for the event and to connect TFC with local high school students who 

could participate in the Action Against Distraction Driving Challenge. 

During the challenge, Calgary teens would learn about the potentially deadly consequences of distracted 

driving. Through a series of in-car exercises, the teens would experience first-hand what happens when 

they text, make phone calls, change the radio station, play a CD or listen to loud music while driving. 

Media would also be invited to the event to interview the students and to participate. Two Allstate Canada 

spokespeople would be on hand to explain the purpose of the driving challenge and to share the findings 

of the market research with the media. 

TFC contacted driving schools in Calgary to find a company that could lead and execute the driving 

course. Though there were some local prospects, after a month of research and negotiation, TFC 

contracted SWERVE, an American driving school that had in-car equipment that would enable the 

distracted drivers to be filmed as they drove the course. Six SWERVE driving instructors travelled to 

Calgary for the event and led the students through the driving challenge. TFC coordinated with SWERVE 

to ensure the venue met their needs for the set up of the course. 

To add local perspective to the event TFC also reached out to the local fire department and municipal 

government to see if they would like to participate. TFC secured the deputy fire chief and the deputy 

mayor of Calgary to attend the event and the deputy mayor spoke during the event’s opening remarks. 

Beginning September 22, 2010, TFC contacted Calgary media to invite them to the Action Against 

Distraction Driving Challenge on October 4, 2010. Not only would reporters have the opportunity to talk to 

students participating in the event, but they could get behind the wheel themselves and experience the 

dangers of distracted driving. 

Initially for budget efficiencies, it had been agreed that only staff from Allstate Canada would attend the 

Action Against Distraction Driving Challenge including the key spokesperson from head office and local 

agency representatives. However, by Friday, October 1, 2010, TFC had confirmed four television 

reporters with cameras, one print reporter who would also shoot video footage and three radio reporters 

to participate in the event. TFC recommended that given that the Allstate Canada staff members would 

be busy participating in interviews and helping SWERVE run the event, that one TFC staff member 

should fly out to Calgary that weekend to act as a media wrangler during the event. This proved to be a 

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good decision as on the day of the event more media attended than had been confirmed, including two 

more television cameras, two more radio reporters and another print reporter. Other staff remained in 

Toronto to conduct national outreach. 

Survey and outreach: 

TFC began crafting the survey questions by identifying what news headlines we hoped they would 

generate —what would be the most compelling news angle for the media? After choosing the top five 

headlines or media angles, TFC wrote the survey questions and coordinated with Leger Marketing to put 

them into the field. The focus of the survey encompassed the following: 

1. Difference in perceptions of distracted driving by age group 

2. Difference in driving habits by age group 

3. Tolerance of different types of distractions and perceptions towards them 

4. Whether people are likely to speak up if they’re worried about distractions 

5. Proportion of people who have been affected by the consequences of distracted driving. 

At the beginning of August 2010, TFC received the results of the market research and selected which of 

the findings best fit with the campaign and would resonate with Canadian media outlets. TFC focused on 

the finding that 75 per cent of Canadians admit to being distracted when they drive, but nearly all view 

that behavior negatively in other drivers. 

TFC wrote a national media release that highlighted the results of the market research as well as 

information about the dangers of distracted driving. TFC also regionalized the release for the Alberta 

media to highlight how Albertans responded to the survey compared to the rest of the country and to 

include information about the Action Against Distraction Driving Challenge. 

On Monday, October 4, 2010, at 5:30 AM Eastern, the national media release was posted in English and 

French on CNW’s news wire. TFC then pitched the release to their media contacts in Alberta, Ontario, 

Quebec, New Brunswick and Nova Scotia that morning and confirmed interviews for Allstate Canada 

spokespeople. 

Key Messages/Media Training 

TFC created a key message document based on the Allstate Canada’s corporate goals and values (to 

make Canadian roads and communities safer for everyone and to help people protect their families) and 

the specific program key messages. TFC led a media training session with the three Allstate 

spokespeople along with instructors from SWERVE, during which key messages, survey data and 

interview techniques were reviewed. 

Challenge 

A week before the driving challenge, the program hit its own challenge! TFC learned that the agency 

manager they had been working with to secure high school students was no longer with Allstate Canada 

and had not passed on information about venues or partners in Calgary. TFC had to scramble to find 

students to participate as while no students had committed to participate, many media had! TFC quickly 

regrouped and reached out to local colleges and universities to find students and also posted notices 

through Twitter and Facebook. In the end, five students agreed to participate, which was within the range 

that TFC wanted to have to make the event interesting for the media. 

Budget 

The total budget for the Action Against Distraction Campaign was $83,000 CDN. The media relations 

component of the campaign had a budget of $58,000 CDN and included project management, planning 

and advice, developing and interpreting the market research results, media event logistics and 

organization, creating media materials and materials for the Allstate agents, spokesperson training and 

media pitching. This budget also included the cost of the market research by Leger Marketing and posting 

the English and French media release on the CNW newswire. The event budget was $25,000 CDN which 

included SWERVE; car rentals; television and camera equipment to record the event and provide in-car 

footage for media; signs and car magnets with Allstate branding. 

64

Measurement/evaluation of outcomes: 

Objective: Position Allstate Canada as a leader in community safety and associate the company with the 

fight against distracted driving in the minds of Canadians in Allstate Canada’s key markets across 

Canada, measured by: 

o Receive a ROI of $0.04 or less per contact; 

Cost per contact $0.00108 exceeded goal by 97.3 per cent 

o Earn a MRP (Media Relations Rating Points) score of 70 per cent or more based on the 

following criteria: 

100 per cent positive tone in generated coverage 

• Result: 100 per cent positive coverage earned 

Inclusion of Action Against Distraction program key messages in 75 per cent of 

generated stories: 

• Result: 100 per cent inclusion of program key messages in coverage 

Prominence of the mention of Allstate Canada in 75 per cent of generated coverage; 

• Result: 93 per cent prominence in coverage 

75 per cent of coverage in Tier 1 media 

• Result: 72 per cent in Tier 1 media 

Overall reach of earned media greater than previous most successful campaign 

(6,544,318) 

• Result: Reach of 53,899,803, 723.61 per cent increase in reach over 

previous most successful Allstate Canada media relations campaign 

• The Allstate Action Against Distraction campaign garnered 276 media stories 

across Canada, a volume of coverage that was not only the largest for a 

single Allstate Canada campaign, but was an increase in coverage by 78 per 

cent compared to the total number of media stories earned by Allstate 

Canada in 2009 (155 stories); 

• 61 earned media pieces in Alberta, a growth market for Allstate Canada, with 

a reach of 4,494,003. 

Overall MRP score of 70 per cent or more 

• Result: 73.19 per cent MRP score 

65



Media Relations with Budget greater than $100K 


Entrant’s Name: Martine Lévy, Managing Director 

Organization: DDB Public Relations and Bosch Home Appliances 

Title of Entry: Bosch “Eco-Leadership” Brand Building Campaign 

Division 1: Communication Management / Category 4C: Media Relations with Budget 

greater than $100K 

Time Period: March 2009 – December 2010 

Brief Description: A two-year communications campaign designed to align Bosch’s inherent ecoleadership 

qualities with the values of their target consumers via the Canadian media and stakeholders in 

the area of environmental leadership and sustainability. 


In early 2009, BSH Home Appliances Ltd., a subsidiary of the third largest manufacturer of home 

appliances in the world and the manufacturer of Bosch Home Appliances in Canada, approached DDB 

Public Relations (DDB PR) with the challenge of creating a campaign that would generate greater 

awareness around Bosch’s thought-leadership position in sustainable living. Although Bosch had a 

successful history in green thinking initiatives and environmental leadership presence prior to 2009, there 

were no new appliances being launched in Canada in 2009 or 2010. The brand required a PR program to 

help sustain and maintain its presence in the marketplace. DDB PR developed and executed a multitiered, 

two-pronged communications campaign to creatively engage a multitude of audiences, emphasize 

Bosch’s equity of high-quality and high-efficiency brand values and to reinforce Bosch’s legacy as a 

leader in environmental stewardship. The two-year strategy consisted of a creative and innovative 

national media relations campaign that employed a trend-forecasting consumer poll, leveraged a highly 

respected and relevant third-party spokesperson, and pioneered a consumer call to action for 

environmental grassroots projects and activities within Canadian communities, all augmented by targeted 

consumer touch points, strategic messaging with stakeholders, and social media seeding opportunities. 

Altogether, the 2009/2010 Bosch “Eco-Leadership” Brand Building Campaign established Bosch as 

being at the forefront in energy and water efficiency, innovation, quality and product diversity within the 

Canadian home appliance landscape and actively connected the brand with their audience by honouring 

Canadians initiating exceptional activities for the environment. The campaign effectively increased sales 

and the brand’s sustainable thought-leader equity within Canada, especially in the face of greenwashing 

warnings in the media and other home appliance competitors. 


BSH Home Appliances identified the primary Bosch home appliance consumer as the suburban family, 

30 years of age and older and with a household income of over $75,000. 

Through proprietary market research obtained from BSH Group, DDB-led focus groups and survey 

results, DDB PR determined that Bosch consumers are extremely family-oriented, interested in creating a 

highly efficient, yet warm and natural environment for themselves and their children, and are always 

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attentive to quality and performance in regards to products for their home. They value creativity and 

ingenuity especially when it meets the needs of their family. They care for the environment and desire 

energy-efficient, water saving options for their homes. They are well educated and resourceful – looking 

to newspapers, magazines, online communities and to their family and friends for information and advice 

on eco-friendly solutions. 

DDB PR carefully selected a highly-targeted group of media outlets that would connect with the Bosch 

audience, including: community and regional newspaper outlets and their environmental and lifestyle 

writers (e.g. Misty Harris for CanWest News, National Post, Nanaimo Daily News, Brantford Expositor, 

etc.); community/regional broadcast outlets including talk radio stations (e.g. 680 News, Talk 820 AM, 

etc.); popular home décor and lifestyle magazines (e.g. Canadian Living, Style at Home); environmental 

blogs and forums and online news outlets (e.g. greenlivingonline.com, ecochick.ca, livegreenforum.com, 

canada.com, etc.) 

Finally, through in-depth research and analysis of the Canadian environmental landscape, DDB PR also 

isolated a target group of influencers in the environmental education and sustainable living realm – 

including former Dean of the Faculty of Environmental Studies at York University, Dr. David Bell and head 

of the research Chair in Social Responsibility and Sustainable Development at the University of Quebec 

in Montreal, Corinne Gendron – both who were ultimately utilized as spokespersons for the campaign. 

3. Goals/Objectives: 

The primary goal of the Bosch “Eco-Leadership” campaign was to highlight Bosch’s environmental 

philosophy thereby merging its strong eco-heritage and sustainable leadership characteristics with the 

environmental values of its target audience. To be successful, the program had to effectively 

communicate Bosch’s sustainable thought-leader equity within Canada, differentiating the brand from its 

chief competitors by spotlighting its longstanding heritage, leadership in sustainable practice, innovation 

and ‘green’ design. A number of quantifiable objectives were set out as part of the planning process to 

ultimately measure the success of this campaign, including: 

1. Assist Bosch in garnering an overall increase in sales targets for the 2009 and 2010 fiscal years 

2. Using the Media Relations Rating Points (MRP) evaluation system, obtain a quality score of 75 

per cent or better (industry standard) and a cost per contact of $0.02 or less (industry standard is 

0.03) via an aggressive media relations outreach 

3. Achieve a minimum audience reach of at least 20 million and obtain at least 70 articles in 

environmental, lifestyle or home décor tiered publications via media relations outreach 

4. Obtain a minimum traffic increase to the Bosch micro-site of at least 20 per cent 

5. Seed the Bosch brand and eco-leadership messaging, build awareness around its ecocredentials 

and product offering with at least 50 target stakeholders (i.e. environmental groups, 

community eco-leaders, etc.) and at least 20 social media sites (i.e content-sharing and 

conversation-enabling platforms) 


After defining Bosch’s target audiences, inherent brand attributes and 2009 and 2010 program objectives, 

DDB PR took the lead in crafting a comprehensive two-year brand building communications program for 

Bosch. In 2009, the campaign kicked off with the Bosch Eco-lution Report, an Omnibus consumer poll, 

that served as a barometer of Canada’s mainstream “eco-culture” and highlighted Bosch’s response on 

future sustainability trends in correlation with the Canadian mindset of eco-conscious living. Furthermore, 

the brand’s continued use of respected Canadian environmentalist and advocate of education for 

sustainable development, Dr. David Bell, for media interviews and in viral video vignettes created further 

67

talk-value for the brand. The 2009 “What’s Your Eco-lution?” viral vignettes coincided with a media 

relations campaign surrounding the consumer poll results and trends forecast, and spoke to Bosch’s 

position as a top resource for unique insights Canadians have regarding their environmental 

responsibilities. To ensure consistent and continuous messaging, this same thinking was replicated at the 

consumer level via the “What’s Your Eco-lution?” consumer contest. 

In 2010, to maintain and justify the brand’s position as a leader in the category, DDB PR put out a second 

call to action for community leaders and networks to nominate their own local ‘Eco-Leaders’ for the Bosch 

Canadian Eco-Leader Award. The award was a way to inspire Canadians while recognizing those who 

have set-up fantastic examples of environmental care in communities across the nation. Ongoing seeding 

activities on relevant partner websites, media relations, social media and outreach to key eco-leader 

stakeholders allowed Bosch to reach a maximum number of consumers, ensure Bosch’s own ‘Eco- 

Leader’ positioning and incite consumer participation and affinity with the brand. 

The two-pronged 2009/2010 Bosch “Eco-Leadership” National Brand Building Campaign consisted of the 

following tactics, specifically: 

1) Omnibus Consumer Poll 

- 2009 consumer-focused poll gauged Canadians’ insights into mainstream “eco-culture” - 

highlighting its fluctuations with a particular focus on how ‘green’ technology can help consumers 

become more sustainable 

- Data gathered from the survey, in addition to the expertise of environmental spokesperson and 

Bosch consultant Dr. Bell, was utilized as a media relations tool 

2) Campaign Microsite 

- The Bosch Eco-lution microsite (boschecolution.ca) was created as a hub of information of 

Bosch’s ‘green’ initiatives in Canada including activities surrounding the 2009/2010 Bosch “Eco- 

Leadership” campaign; the English site featured Dr. Bell as the Bosch ‘Voice of Reason’ and 

included monthly blog entries, tips for environmental and sustainable lifestyle changes and links 

to well-known Canadian ‘Eco-Leaders’ – organizations such as Evergreen and the Canada Green 

Building Council, and individuals such as David Suzuki andVanessa Farquharson. The site was 

replicated for French Canada and featured Corinne Gendron, environmental and social 

responsibility expert, as the French-speaking host and voice of the campaign. 

2) Consumer Call-to-Action 

- Bosch “What’s Your Eco-lution?” contest (running from September 15, 2009 to December 31, 

2009); called on Canadians to share their best examples of water and energy-saving solutions; 

submissions were automatically entered for a chance to win an eco-friendly Bosch dishwasher 

and ultimately have their “Eco-lution” posted to the microsite as inspiration for other Canadians 

- Bosch Eco-Leader Award (running from May 18, 2010 to September 19, 2010); called for the 

nomination of Canadian community leaders who had formed extraordinary grassroots projects 

and made a significant environmental difference in their communities 

- The selected Eco-Leader winner received the Bosch Eco-lution Fund - a one-time monetary 

award of $5,000 to help advance their cause, as well as a mentorship opportunity with Dr. Bell 

and a panel of environment experts from the Bosch Group 

3) National Media Relations Outreach 

- Focus on Dr. Bell as Canada’s leading eco-culture trend forecaster with media interviews and 

blog posts 

- Consumer lifestyle and environmental news appeal built up through story angles that delved into 

the Canadian environmental landscape, supported by statistics gathered through the consumer 

poll in 2009 and via a Google Trends analysis in 2010 

68

- Further news appeal garnered through the call for Eco-Leader Award nominations and the winner 

announcement 

4) Social Media Outreach 

- 2009 Bosch Lessons in Eco-Leadership vignettes; a series of one-minute playful videos featuring 

Dr. Bell as the ‘Voice of Reason’, sharing water and energy saving tips from a beautiful Boschoutfitted 

kitchen were distributed virally via the Bosch micro-site and key content-sharing sites 

(YouTube, Veoh, etc.) 

- To support the vignettes and the campaign, Dr. Bell contributed posts to the ‘Voice of Reason’ 

blog hosted on the Bosch Eco-lution microsite 

5) Stakeholder Outreach 

- To further build brand awareness in relation to sustainable thinking, key stakeholders including 

regional and community-based environmental groups and various Canadian eco-leaders received 

a personalized letter outlining Bosch’s program initiatives and encouraging the sharing of 

information through their internal networks 


BSH Home Appliances provided DDB PR with a total budget of $457,606 for the national 2009/2010 Eco- 

Leadership campaign. The budget included planning and program development, program management, 

measurement and evaluation, reporting, and all individual activities included in the program for both fees 

and disbursements. DDB PR encountered very few challenges during the planning and activation of this 

campaign; however, as can be expected when working on a long-term plan for any brand, the agency 

found that it needed to be flexible in making alterations to the program as needed along the way. Initially, 

the campaign plan involved launching a national search for the Bosch Eco-Leader Award in 2009; 

however, through focus groups and feedback from key environmental influencers, it was determined that 

although Bosch had been in the Canadian market for a few years, their target audience would benefit 

from a reminder of the brand’s eco-qualities and international environmental standing. With this 

foundation solidified in the first year of the campaign, the brand’s target audience registered that the call 

for Canadian Eco-Leader Award nominations in the second year of the campaign was coming from a 

trusted and reliable source. 

6. Measurement/Evaluation: 

Through highly impactful and innovative touch points, Bosch was effectively able to interact with its target 

audiences, providing clear and consistent messaging that truly made an impact with Bosch’s target 

consumers, key stakeholders and the media, successfully allowing the brand to gain ‘top of mind’ status. 

Measured against the quantifiable objectives as outlined in the Goals/Objectives category, key results 

were as follows: 

1. BSH Home Appliances exceeded their 2009 and 2010 sales targets, and have experienced an 

overall sales growth of 24 per cent since 2008 

2. The media relations campaign obtained an MRP score of 85.25 per cent in 2009, 85.35 per cent 

in 2010, with a total cost-per-contact of $0.006 

3. Media relations campaign far surpassed set goals, achieving an audience reach of 70,854,876 

with over 100 hits secured in national media outlets outside the traditional home décor beat 

4. Significant visits to the Canadian Bosch Eco-lution micro-site (www.boschecolution.ca); with over 

18,000 visits, an average time spent of 3:55 minutes and a 25 per cent traffic navigation to the 

micro-site from Canadian Bosch website - indicating relevant content and consumer engagement 

69

5. Over 80 environmental groups and community eco-leaders received a personalized letter and 

shared the call to action among their members through internal newsletters, intranet and website 

mentions. The “What’s your Eco-lution?” and “Canadian Eco-Leader Award” web vignettes were 

uploaded to more than 20 content-sharing sites, environmental blogs and chat forums, with most 

noting a link to the Bosch Eco-lution microsite. Over 5,000 entries for the Bosch “What’s your 

Eco-lution?” consumer contest and 50 nominations for the “Canadian Eco-Leader Award” were 

received 

6. Increased media awareness and consumer understanding of the brand, measured through postprogram 

surveys, showed an increase in positive sentiment and brand awareness in relation to 

sustainable thinking by 10 per cent. 

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Entrant’s Name: Whitney Binns 

Organization: MSL Canada 





Title of Entry: Always Plugged Into My Diabetes Care: Bayer CONTOUR USB Launch 

Division 1: Communication Management / Category 4C: Media Relations with Budget greater 

than $100K 

Time Period: September 2009 – May 2010 

Brief Description: Bayer HealthCare Diabetes Care Canada turned to MSL Canada for the Canadian 

launch of its CONTOUR USB – the first and only blood glucose meter with built-in USB technology. 

MSL’s subsequent two-phase, multi-faceted program generated more than 40 million media impressions 

over a nine-month period – nearly double the intended goal – significantly increasing consumer 

awareness of Health Canada’s product approval and the availability of CONTOUR USB while generating 

positive media coverage in connection to Bayer HealthCare Diabetes Care. 


Diabetes is a growing concern in communities throughout Canada. There are over three million people 

with diabetes and, of those, approximately 300,000 Canadians live with type 1 diabetes. Vigilant care 

and management of their diabetes is required 24 hours a day, seven days a week to achieve an optimal 

quality of life and to delay or prevent traumatic complications. 

For people with diabetes who use insulin, effective diabetes management includes checking blood 

glucose levels with a blood glucose meter numerous times a day. The Canadian Diabetes Association 

recommends that people with type 1 diabetes check at least three times a day, and those with type 2 

diabetes on an oral medication or insulin check at least once a day. 

While patients have traditionally relied on log books to help keep track of their blood sugar levels, demand 

has been growing for a more advanced, convenient option. In 2010, a new option came on the market: 

Bayer’s CONTOUR USB meter. Perceiving that diabetes patients were ready for and would be receptive 

to replacing an antiquated and cumbersome system of log books, Bayer felt the timing was ideal for its 

first foray into digital metering. A formidable and trusted leader in diabetes care, Bayer based its 

CONTOUR USB meter on the company’s trusted CONTOUR system. The new system immediately 

became the first and only blood glucose meter with built-in USB technology that can be plugged directly 

into a computer, allowing for instant access to blood glucose monitoring results. 

2. Intended Audiences: 

Target audiences for Bayer’s CONTOUR USB system included both consumers and healthcare 

professionals (HCPs). The intended consumer audience was identified as people with diabetes, between 

the ages of 18-50, who are insulin-dependant (predominantly type 1), high-frequency testers and highly 

engaged in their diabetes management. In particular, the target audience was noted as being tech savvy. 

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Healthcare professionals (HCPs) who were targeted included: endocrinologists, primary care, Diabetes 

Nurse Educators, and pharmacists (with a diabetes focus). 


Goals: 

• Build awareness of Health Canada’s approval of Bayer’s CONTOUR USB system and the 

product’s consumer availability in order to drive sales 

• Communicate the innovative and functional benefits/attributes of Bayer’s CONTOUR USB and 

winGlucofacts Deluxe, while also connecting to the emotional, cool-factor appeal of the product 

• Engage spokespeople to advocate on behalf of CONTOUR USB and to provide program 

messages to target audiences 

• Reinforce the commitment of Bayer HealthCare Diabetes Care to innovation and its dedication to 

simplifying the lives of people with diabetes 

Objectives 

1. Generate at least 24.5 million combined media impressions. 

2. Achieve a cost per contact rating of $0.05 (based on a total budget of $197,510.00). 

3. Identify 2 – 3 media and 2 – 3 patients to participate in loaner program. 

4. Achieve an overall MRP Quality Rating of 85 per cent 

Rating based on the following mutually agreed criteria: 

o CONTOUR USB brand mention 

o Call to action (i.e., speak to your doctor/visit www.bayercontourusb.ca for more 

information) 

o Mention of key product features 

o Bonus Point: Product image 

5. Generate at least 500 pre-registrations through www.bayercontourusb.ca prior to availability of 

product 

o Drive traffic to www.bayercontourusb.ca 


Looking to capitalize on the emotional, cool-factor appeal of the high-tech medical device, Bayer and MSL 

took the CONTOUR USB campaign to another level. Traditional healthcare campaigns typically rely only 

on Key Opinion Leaders (KOLs) (health care providers) as third-party spokespersons. Bayer and MSL 

went beyond the traditional and integrated additional voices into the conversation. Capitalizing on the 

technology factor, MSL engaged two high-profile technology experts with national consumer appeal. 

These experts served as campaign spokespeople for English and French Canada speaking to the 

technology innovation that really provided a point of differentiation and underscored the significance of 

this new paradigm shift in blood glucose monitoring. 

The timing of the campaign, which would use multiple business and trade channels, traditional and online 

media and credible influencers, was to be phased in two steps: 

A. Approval by Health Canada 

B. Availability of the product 

An important part of the campaign messaging was Bayer HealthCare Diabetes Care’s commitment to 

innovation in its products and its reputation for simplifying the lives of people with diabetes. 

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This message needed to be continually reinforced throughout the campaign and regularly communicated 

by spokespeople. 

A. Health Canada Approval Media Campaign (Phase One): MSL announced the Health Canada 

approval of Bayer’s CONTOUR USB to medical trades, both traditional and online media, to raise 

awareness about CONTOUR USB, increase website traffic and drive early registration online. 

Spokespeople 

For the Phase One approval campaign, MSL partnered with five physicians, two Diabetes Nurse 

Educators and two high-profile tech experts to act as program spokespeople. The physician 

spokespeople included: Dr. Amish Parikh (Toronto) and Dr. Jean-Francois Yale (Montreal), who served 

as the overall national campaign spokespeople. To complement the physicians, MSL engaged two 

Diabetes Nurse Educators as national spokespeople: Debbie Hollahan (Toronto) and Anne Royer 

(Montreal). In an effort to extend the reach of the story and generate coverage with Atlantic Canada 

media, MSL engaged Dr. John Dornan (Atlantic Canada). MSL worked with these leading diabetes 

experts to effectively tailor the campaign messages for their local audiences. 

Media Materials/Vehicles 

To announce the Health Canada approval, MSL issued English and French news releases and social 

media releases (SMRs), creating shareable content for the online audience and facilitating pick-up by 

traditional media. 

Since the CONTOUR USB meter has a strong visual appeal (as it is a diabetes meter at one end and a 

USB stick at the other), MSL used the following tools to showcase the visual appeal of the meter: a video 

news release (VNR), digital video news release (DVNR) and Broll. An audio news release (ANR) also 

was distributed. 

To seed interest and trial of the new CONTOUR USB during this phase, MSL initiated the CONTOUR 

USB loaner program with select media throughout Canada. As a teaser, MSL distributed a CONTOUR 

USB creative media mailer that was an enlarged custom-cut USB stick with endorsement quotes from two 

of the spokespeople. Attached to the mailer was a Bayer CONTOUR USB-branded USB stick loaded 

with the full media kit which contained the news release, fact sheet, product images, diabetes 

backgrounder as well as the DVNR and ANR. 

B. Product Availability Media Tour (Phase Two): To announce the availability of the CONTOUR USB 

to consumers, MSL conducted a four-city media tour (Montreal, Toronto, Calgary and Vancouver) from 

May 11 – 14, 2010 with local physician spokespeople and tech experts Marc Saltzman and David Lobjoie. 

Saltzman and Lobjoie, selected as spokespeople to set the campaign apart from traditional healthcare 

efforts, are recognizable industry leaders in technology reporting. Marc is considered a leading tech 

expert in English Canada. He hosts "Tech Talk with Marc Saltzman," a weekly technology segment on 

CTV News Channel in Canada, as well as a nationally syndicated radio show. To respond to the unique 

needs of the French media market, MSL engaged David Lobjoie, a blogger at Bell Sympatico and 

Techno, editor in chief at CES and Chef recherchiste at Trinome. 

MSL also leveraged the national KOLs from the approval announcement and identified additional key 

opinion leaders in each centre. To ensure local flavour in spokespeople, the following doctors were 

engaged: Dr. David Lau (Calgary); and Dr. Ehud Ur (Vancouver). The aforementioned doctors are 

73

leaders in their field and have contributed to the Canadian Diabetes Association Clinical Practice 

Guidelines for Diabetes Management and Prevention. 

MSL also worked with Dr. Lau in Calgary to identify a suitable local patient who could serve as an 

advocate and provide a strong patient voice. 


Implementation: MSL executed the program elements with a strong focus on return on investment. A 

detailed critical path (GANT chart) and regular weekly meetings with the client ensured all team members 

were executing to rigorous timelines. The program was executed over a nine-month period from 

September 2009 (planning and media materials) to May 2010 (media tour). 

Budget: The program budget was $197,510.00. There was accommodation made for a Health Canada 

delay of four months and MSL negotiated fair and competitive rates for expert technology spokespeople 

on behalf of the client. 

Timeframe: The most significant challenge was the four-month delay in Health Canada approval. 

Throughout this period, there was constant communication between agency and client to ensure the 

success of the program. This included MSL liaising with the spokespeople to ensure availability for the 

approval announcement and media tour and to maintain familiarity with the campaign messages. Media 

materials also needed to be refined and distribution timelines with suppliers revised as appropriate. 

6. Measurement / Evaluation: 

In the grid below, MSL measured results as they related to the established program objectives for phase 

1 and 2: 

1. Achieve 24.5 million combined media 

impressions 

Objective Outcome 

2. Achieve a cost per contact rating of $0.05 (based 

on a total budget of $197,510.00) 

3. a) Identify 2 – 3 media to participate in loaner 

program 

b) Identify 2 – 3 patients to participate in loaner 

program 

4. Achieve an overall MRP Quality Rating 85 per 

cent 

- Rating based on the following mutually agreed 

criteria: 

CONTOUR USB brand mention 

Call to action (i.e., speak to your doctor/visit 

www.bayercontourusb.ca for more 

information) 

1. Generated more than 40 million media impressions to date 

in 188 pieces of coverage 

2. Generated a cost per contact rating of $0.005, a strong ROI 

well above the industry standard of $0.05 per contact 

3. a) MSL secured the participation of 3 media for the loaner 

program 

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b) MSL secured participation of 2 patients in loaner program 

4. Achieved an overall MRP Quality Rating of 111.05 per cent 

(bonus points included) 

Ninety-nine per cent of coverage included a 

CONTOUR USB brand mention 

Ninety-one per cent of coverage included a call to 

action 

A hundred per cent of coverage included a mention of 

key product feature 

Bonus Point: Forty-three per cent of coverage

Mention of key product feature 

Bonus Point: Product image 

5. Generate at least 500 pre-registrations through 

www.bayercontourusb.ca prior to availability of 

product 

- Drive traffic to www.bayercontourusb.ca 

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included a product image 

5. PR results helped to generate 574 pre-registrations 

- PR results assisted in driving more than 6,000 visitors to 

www.bayercontourusb.ca (as of May 18) 

- Increase to 700 site visitors per day around the pick-up of 

the Canwest article in multiple media outlets (print/online) 

- Site visits increased more than 300 per cent per day during 

media tour activity 

1 http://www.diabetes.ca/about-diabetes/what/prevalence/. 

1 http://www.diabetes.ca/files/Standing%20Committee%20on%20finance.doc.





Entrants’ Names: Andrew Pelletier; Susan Schutta; Alex Roberton; Felicia Fefer: Walmart Canada 

Corp. Linda Andross; Stephanie Engel; Heather Hopkins; Lauren Baswick; Zoey 

Fiksel: APEX Public Relations Inc. Amély Tremblay; Nathalie Provost: Morin 

Relations Publiques 

Organization: Walmart Canada Corp. and APEX Public Relations Inc. 


Division 1: Communications Managemen / Category 4C: Media Relations with Budget 


Time Period: July – December 2010 

Brief Description: To help reintroduce Walmart’s George clothing line to the Canadian marketplace, 

APEX worked with Walmart to reposition and elevate the brand with media and 

consumers via an upscale preview and supporting Toronto International Film 

Festival sponsorship opportunities 

BUSINESS NEED/OPPORTUNITY: 

Walmart Canada is Canada’s number one department store, serving more than one million customers 

every day. Although known as a price leader, the retailer has struggled to find an apparel offer that 

appealed to its customers. While Walmart Canada sits in the number-two-spot in apparel – behind Sears 

Canada – its standing in this category was largely due to strong sales in basics (e.g. socks and 

underwear), not the clothing category as a whole. Through its proprietary Brand Health Monitor research 

from June 2008, Walmart knew that while its apparel offerings were competitive on price, they lagged 

behind the competition on other preceptors such as style and quality. To grow market share, Walmart 

decided to retire 19 private-label brands and undertake a multi-million dollar expansion of its George 

brand, targeting late August 2010 for the relaunch. Billed as “one of the biggest expansions of an apparel 

brand in Canadian history,” Walmart retro-fitted 319 stores across the county to give customers a better 

shopping experience as it rolled out the newly-consolidated George line. The expansion plans also 

included store overhauls, hiring of additional associates, and bringing the George fashion design team inhouse. 

Given the significant investment, and because the George line had already been launched twice 

before - once with a large-scale flashy event - based on a competitive pitch, Walmart selected APEX and 

by extension its Quebec partner Morin Public Relations, to help relaunch George apparel, and to ensure 

this time the brand resonated with fashion and consumer lifestyle media, as well as other influencers. 

How then to build confidence in the reinvigorated George line, secure media and influencer buy-in, and 

ultimately increase apparel sales by Walmart’s existing customer base? After careful consideration and 

research, APEX recommended that the best course of action was to refresh the brand and introduce it to 

media in a way they would expect and understand. Generally, well-known, comparable fashion lines 

such as Gap, Joe Fresh and H&M – all of which Walmart had identified as key competitors – hold 

seasonal media previews to showcase their newest offerings. To properly relaunch George, APEX 

recommended Walmart show the competition - and media - that they mean business this time, and hold a 

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proper fall preview in a high-end setting. The one-day preview would allow for a seeing-is-believing 

approach, and enable media to experience the brand’s new direction. 

For the purposes of Quebec, Morin suggested a smaller, more intimate event be held over the cocktail 

hour for Montreal media and bloggers. The Montreal event was scheduled the day after Toronto’s to 

allow time for the samples and displays to be shipped and repurposed. Development of an e-look book, 

featuring the George collections, was recommended as a means of showcasing the line to media outside 

of Toronto and Montreal. 

As a means of further elevating the brand, Walmart and APEX decided to pursue a sponsorship 

opportunity for George with the prestigious Toronto International Film Festival (TIFF). In an effort to 

speak directly to consumers, the TIFF participation was leveraged into a promotional and contesting 

opportunity with Erica Ehm’s website, YummyMummyClub.ca, which was identified as having significant 

influence over the mom-focused target audience. 

This approach was successful and helped Walmart to reestablish and reintroduce the George line, 

generate significant media coverage and consumer engagement, and drive sales. 

Intended Audience 

Primary Audiences: 

• Tier one and two national, Toronto and Montreal-based fashion and consumer/lifestyle journalists 

o Editors, reporters and freelance writers from consumer magazines, daily newspapers, 

television shows and online outlets (both websites and blogs) 

o Main conduit between Walmart and its customers; important they accept Walmart’s 

refresh of the George line and report on it favourably 

• Retail/Business media at key national print outlets 

o Their reporting on the story would give credence to Walmart’s apparel expansion and 

help support the George repositioning 

• Canadian female consumers who shop regularly at Walmart 

o Loyal audience – already purchasing for their home and family at Walmart 

o Proprietary Walmart research showed this audience was largely brand aspirational, that 

is concerned about image and wanting to have the best/most popular brands and looks, 

but not necessarily able to afford them 

o Aged 25-55 with children 

o Live mainly in suburban and rural areas in close proximity to a Walmart store 

o Regular readers of lifestyle publications and websites, as well as mommy blogs 

Secondary Audience: 

• Stylists across Canada with a focus on those based in Toronto and Montreal 

o Select clothes for use in media purposes, such as photo shoots, and dress models and 

celebrities for television and other appearances 

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Goals/Objectives 

• Increase sales of George by 25 per cent from the year prior by December 31, 2010, and increase 

awareness of the brand by 10 per cent between August 31 and December 31, 2010 

• Generate an overall Media Relations Rating Points (MRP) quality score of at least 75 per cent and a 

cost per contact of $0.03 or less from August 31 to December 31, 2010 

• Secure a total of 30 key fashion media and influencers to attend the George Fall Previews in Toronto 

and Montreal 

• Generate 5,000 entries to the YummyMummyClub.ca contest between September 21 and October 

17, 2010 

• Secure a minimum of three stories around the George expansion in the retail/business section of toptier 

media outlets within two weeks of the August 31, 2010 launch, featuring interviews with the SVPs 

of apparel for English Canada and Eastern/French Canada 

Solution Overview 

Research 

To better understand Canadian media perceptions of George and what would encourage them to cover 

the brand, APEX conducted a media audit of key fashion and lifestyle reporters. Media approached 

included editors at tier-one publications such as Fashion, Flare and the Sun Media chain. Overall, media 

indicated that they were skeptical Walmart could produce quality, on-trend clothing, with many noting that 

they had covered George in the past and then heard nothing further from the brand. In terms of tools to 

make their jobs easier, media suggested previews were always an ideal way to present collections and 

had come to be expected from key apparel players. They also stressed the previews should showcase 

pieces that were actually available in store and could be found easily by shoppers, and that access to 

samples and images helped increase the propensity for pickup. 

APEX also conducted a media audit to determine an appropriate date for the event. Since July and 

August are typically saturated with fall fashion events, it was critical that APEX confirm the availability of 

tier-one outlets prior to selecting a date for the preview. This outreach was done informally through email, 

phone and in-person lunch meetings.Based on media feedback, assessments of other brands, and 

Walmart’s launch schedule, August 31 st was chosen as the proposed date for the Toronto George 

preview, followed by the Montreal event on September 1 st . 

Planning, strategy and analysis 

Based on research, budget realities and timing, APEX’s recommended strategy was to relaunch the new 

George collection to media at a high-end preview in Toronto, and at a smaller, cocktail party setting in 

Montreal. The previews would allow several looks to be shown at once in a setting that helped to elevate 

the brand and allowed media to experience the clothes through touch, feel and trial. Having the Toronto 

and Montreal events one day apart also provided ample time for the Toronto displays to be shipped to 

Montreal, in order to maximize the limited amount of samples available and to allow for consistency in the 

looks shown. 

One element that needed to be considered was that internally Walmart had chosen the end of August as 

the timeframe for the George launch. This meant that many of the elements, in particular the clothing 

samples, would only be available around this time. The proposed timing also meant that George would 

miss the fall deadlines for long-lead media who work three to five months in advance. To circumvent this, 

APEX recommended ensuring online media, particularly those from key consumer publications, were 

invited to and attended the event, as well as including the George holiday collection at the preview to 

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encourage placement in long-lead publications currently working on their November and December 

issues. 

APEX conducted extensive venue research and site checks to find the ideal space to house the George 

Preview. The agency was looking to rent a raw space and transform it into an airy, sleek, open 

showroom as a backdrop to present George. The space needed to be premium enough to elevate the 

brand without seeming over-the-top or pretentious, have sufficient room for styled mannequin and 

clothing racks, and for live clothes models to circulate. It was also important that, if possible, additional 

funds not need to be paid for closing of the space during business hours. 

Ultimately, Twist Gallery on Toronto’s Queen Street West was chosen. The venue was ideal because it 

was located in a trendy part of Toronto and due to its downtown location, was easily accessible for media. 

Additionally, the gallery was in a transition time – between exhibits – so no extra fees would be incurred 

by shutting it down for the day. Twist was also a big, open space which allowed for transformation 

without having to move or remove any pieces or furniture. Based on APEX’s recommendation, Tammy 

Palmer, a local stylist and former fashion editor at Flare, was hired to help choose and present the key 

outfits to media. Similarly, Morin looked for a raw space in Montreal that could easily be transformed. A 

decision was made to hold the event at Loft le 4e, a bare space which could easily be made over, and 

due to its location in Old Montreal, was easily accessible and well known to local media. 

In terms of TIFF participation, APEX researched a number of opportunities which would allow for 

additional exposure for George. After reviewing several options, APEX recommended George enter an 

exclusive sponsorship arrangement with CIAO Wine Bar, an official TIFF hotspot, centrally located in the 

heart of Yorkville. APEX negotiated a contract which included all staff wearing George clothing, as well 

as significant signage and branding opportunities. 

To extend on George’s TIFF participation and to ensure it reached consumers, APEX and Walmart 

decided to enter into an online paid editorial opportunity with an influential blogger, Erica Ehm of 

YummyMummyClub.ca. A sponsorship was negotiated where Erica was challenged to pull together 

George outfits at Walmart, post photos of the looks on her website, and tweet about them while out at 

TIFF parties. Visitors to the site were encouraged to vote on their favourite outfits and enter into a 

contest to win George gift certificates. 

Implementation and Challenges 

Budget 

APEX and Morin were given a total budget of $245,000 in fees and expenses for the George program. Of 

the budget, $180,000 was applied to fees – a breakdown of $110,000 for English Canada and $70,000 for 

Quebec – for work including event planning, media material development, media training, media relations, 

ongoing product placement, as well as TIFF and Yummy MummyClub.ca negotiation and coordination. 

The remainder of the budget, $65,000, was applied to expenses to include event expenses, hard costs 

related to national outreach, photography, and TIFF and YummyMummyClub.ca participation. 

Challenges 

There were five major challenges associated with the relaunch of Walmart’s George clothing line: 

1. Walmart had identified end of August as the proposed time for launch, however, given that longlead 

publications work three to five months in advance, the proposed timing meant there would 

be little to no opportunity for George clothing to be featured in the upcoming fall pages of key 

fashion and consumer magazines. 

79

2. Walmart does not release hard facts or sales figures as a rule, so aside from The Globe & Mail, 

The National Post, The Toronto Star, Les Affaires and Le Journal de Montréal, outlets with whom 

Walmart had pre-existing relationships, it was difficult to secure coverage and interview 

opportunities with a broader list of business media. 

3. The George line was not new, but being relaunched for the third time in five years. 

4. Although Walmart identified TIFF as an area of interest, sponsors did not necessarily feel 

Walmart or the George brand were the right fit for the festival 

5. While a George-specific website (FashionByGeorge.ca) was being developed, it was delayed, so 

it was not possible to issue a direct call to action to media or consumers and drive them to a 

central hub for more immediate information at launch. 

Communication, execution and production 

Media Preview and Media Relations 

Once the George preview date was confirmed, a Save the Date was sent to media to media to create 

advance interest. The agencies then issued an email invitation to tier-one media in Toronto and Montreal 

with key event particulars and conducted follow-up to secure attendance. The agencies worked the 

phones hard and leveraged relationships to assure media the George collection was worth seeing and to 

encourage their attendance. For the Toronto event, editors were booked into one-hour time slots to go 

through the George Fall Preview. 

On event day, Toronto media were greeted at the door by APEX staff and Linda Fittler, the head of the 

George in-house design team. Prior to the arrival of each journalist, APEX briefed Linda and worked with 

her to select key looks and pieces they felt would resonate with the specific reporter/outlet. For example, 

runway-inspired looks would appeal to Flare and Fashion, while LouLou would be more interested in 

George streetwear. The media were then taken through different sections, where dressed mannequins 

and live models displayed the various apparel trends including denim, lingerie, holiday, work wear, and 

kids. In speaking with Linda Fittler, media had the opportunity to hear about the inspiration and influence 

behind the George clothing line directly from the source, and Walmart was able to reinforce the George 

key message of “style-right clothing at affordable prices.” Given the less-structured flow of the Montreal 

event, media were encouraged to browse the looks while Walmart and Morin representatives circulated 

around the room. Stylists were on hand to suggest outfits, which media then tried on, and each attendee 

received a hair and makeup touchup to see the full effect. 

Finally, as each editor left the previews, they were presented with a branded USB key containing the 

media materials to include a press release and an e-look book showcasing the George collection. Media 

were also given a fashionable branded tote bag and a George label winter hat. APEX and Morin 

conducted ongoing outreach and product placement with the media preview attendees, and coordinated 

the selection and shipment of all samples. 

Following the event, a press release was distributed over the national newswire and to a targeted list of 

key personal contacts, and a follow-up was conducted. The e-look book, which brought the George 

collection to life for media not able to attend the previews, was also distributed. The agencies remained 

in constant contact with journalists to encourage them to write stories about the George line, and to look 

for ongoing product placement opportunities, or trend pieces to leverage for inclusion. 

In the weeks leading up to the launch, Walmart leveraged its relationships with key business and retail 

reporters to alert them to the George expansion and secure coverage around it. The decision to conduct 

advance outreach was a strategic one to ensure business articles would appear on the actual set launch 

date of August 31 st . Interested media were provided with the press materials under embargo and 

80

conducted advance interviews with the spokespersons. On launch day, APEX and Morin also worked 

together to conduct additional business outreach around the George expansion. APEX and Morin 

handled media training for the key Walmart spokespersons, as well as the SVPs of apparel for English 

Canada and Eastern Canada/Quebec, to ensure both were well-prepared to speak to business media 

about Walmart’s investment in George. 

TIFF Participation 

To identify the best platform for George at TIFF, APEX conducted significant research with different 

outlets. Based on the research, as well as past experience, APEX recommended CIAO Wine Bar, a wellknown 

property which had been designated as an official hot-spot by TIFF. Due to its central and 

prominent location in Yorkville, CIAO offered an ideal venue to showcase George and create an 

association for the brand with TIFF. APEX worked with CIAO to negotiate an exclusive partnership which 

included dressing servers and integrating the George logo and brand into the overall venue. 

Walmart selected key looks for the CIAO wait staff to choose from, and provided an assortment of shoes 

and accessories so the servers could create outfits that reflected their personal style. Buttons were made 

for the staff to wear to prompt questions from diners, and APEX worked with CIAO to message the staff 

so they were able to speak knowledgeably about George. Branding opportunities at CIAO included a 

George logo and television ads played on a looped video, signage placed in key locations around the 

three-storey venue as well as on the tent cards used to promote daily menu specials. 

APEX and Walmart also worked together to develop a promotional editorial opportunity for George with 

YummyMummyClub.ca to leverage the TIFF presence, as well as speak to consumers directly. The 

partnership was designed to position George as a fashion right, on style and affordable, and to show how 

George clothes could be worn anywhere and everywhere. As part of the agreement, Erica worked with a 

Walmart representative to select a series of outfits and accessories that best suited her look and style. 

Based on a pre-determined schedule, Erica then regularly posted photos of herself in the clothes on the 

site and encouraged her readers to vote on them for the chance to win George gift cards. She also sent 

out a series of tweets from TIFF venues, calling out her George outfits. 

Measurement/Evaluation 

The results of the campaign exceeded all of its goals, most notably in the quality of the coverage – all of 

which was positive and included Walmart’s key messages. 

Objective 1: Increase sales of George by 25 per cent from the year prior by December 31, 2010 and 

increase awareness of the brand by 10 per cent between August 31 and December 31, 2010. 

Result 1: Walmart reported that September 2010 sales of George increased in the double digits, as 

compared to the previous month and year. MaPs Image Track data, a retail industry brand tracking tool, 

showed that brand awareness of George increased by 20 per cent – from 50 to 70 – over the timeframe. 

Objective 2: Generate an overall Media Relations Rating Points (MRP) quality score of at least 75 per 

cent and a cost per contact of $0.03 or less from August 31 to December 31, 2010. 

Result 2: The campaign generated an overall MRP quality score of 84.6 per cent and a cost per contact 

of $0.03 from August 31, to December 31, 2010. 

Objective 3: Secure a total of 30 key fashion media and influencers to attend the George Fall Previews in 

Toronto and Montreal. 

81

Result 3: Forty-eight media attended the previews – 30 in Toronto and 18 in Montreal. Key outlets 

represented included Elle Canada, Cityline, LouLou, Chatelaine, Flare, Sweetspot, Toronto Star, Today’s 

Parent, The Steven & Chris Show, and Le Journal de Montréal. 

Objective 4: Generate 5,000 entries to the YummyMummyClub.ca contest between September 21 and 

October 17, 2010. 

Result 4: The George YummyMummyClub.ca contest generated 9,500 entries in the set time period. 

Objective 5: Secure a minimum of three stories around the George expansion in the retail/business 

sections of top-tier media outlets within two weeks of the August 31 launch, featuring interviews with the 

SVPs of apparel for English Canada and Eastern/French Canada. 

Result 5: Stories were secured with the retail/business sections of Globe & Mail, National Post, Toronto 

Star, Les Affaires and La Presse. The English Canada articles all ran on August 31, 2010 and the 

Quebec articles appeared the first week of September. 

82

Entrant’s Name: Kim Saunders 





Organization: Fleishman-Hillard Canada 

Title of Entry: Doritos Viralocity 

Division 1: Communication Management / Category 4C: Media Relations with 

Budget greater than $100K 

Time Period: February - May 2010 

Brief Description: Fleishman-Hillard executed a strategic and comprehensive media and 

blogger relations campaign to support Doritos Viralocity, the follow up 

campaign to the very successful 2009 Become the Doritos Guru contest. 

1. Business Need/Opportunity 

In 2009, Frito Lay Canada (FLC) executed the Become the Doritos Guru contest to support the Doritos 

brand. The contest launched a mystery, unnamed chip flavour and allowed consumers the opportunity to 

name the product by posting a short video online with the winning entry being turned into the next Doritos 

commercial. The winner also received a $25,000 cash prize and one per cent of all future product sales 

from that flavour. 

Need: 

The 2009 Become the Doritos Guru program was extremely successful and Doritos wanted to leverage 

the concept for a second year in 2010. Doritos value themselves as a brand that has their “finger on the 

pulse” of their customers, and consumer insight demonstrated that online videos and activity were 

intensely popular amongst their target audience. Doritos decided to build on the consumer promotion in 

its second year and developed a concept that would explore the craze and popularity of online videos and 

the value of making them “go viral”. At the time, no other snack food brand had examined what makes a 

video go viral, why the public seems to obsess over the idea, and how “going viral” could be quantified. 

In order to truly examine the “go viral” concept, the Doritos brand developed a custom algorithm for 2010 

that would track each entrant’s viral footprint and calculate their entry with a “Doritos Viralocity” score. The 

entry with the highest score would be eligible to win a $100,000 cash prize and an additional $150,000 

should they achieve “Maximum Doritos Viralocity”, a score defined by their ability to reach a certain 

extreme level of “viral”. FLC needed to launch the Doritos Viralocity program to consumers in a way that 

would gain attention and generate consumer awareness and participation despite reintroducing a 

previous program concept. 

Opportunity: 

With this challenge in mind, FLC approached Fleishman-Hillard Canada (FH) to develop and execute a 

national media relations campaign that would support the Doritos Viralocity program through positive, onmessage, 

branded media coverage to drive consumer participation. Based on FH’s public relations 

success with the 2009 Become the Doritos Guru program, FH was selected to introduce Doritos Viralocity 

to Canadian consumers. FH developed a public and media relations campaign that would ensure the 

contest remained relevant and generated consumer participation. 

83

2. Intended Audiences 

1. Primary consumer audience — Canadian males and females, 14-25-years-old with an interest in social 

media, specifically online videos; 

2. Secondary consumer audience — art and film production houses to generate early consumer 

participation; 

3. English and French media outlets, specifically marketing trade publications, consumer and technology 

print and broadcast media, as well as online outlets including consumer and technology bloggers. 

3. Goals / Objectives 

Goals: 

• Generate mass national consumer/lifestyle and technology media coverage for the campaign in order 

to drive consumer participation in the contest and trial of the unidentified Doritos flavour; 

• Generate media awareness amongst leading Canadian marketing trade publications and reporters for 

Doritos’ innovative marketing strategy behind the conception of Doritos Viralocity. 

Objectives: 

• Generate an overall minimum of 120 media stories with a minimum of 160 million MR 2 P audience 

reach and a cost per contact of $0.03; 

• Resulting coverage with a MR 2 P score of 90 per cent or better. 


FH’s public and media relations strategy was designed to leverage the custom-designed Doritos Viralocity 

algorithm. The algorithm created the opportunity to present new ideas and innovation to both consumers 

and media, including the fact that Doritos was the first brand to develop and employ a tool that Canadians 

could use to measure their digital footprint. In order to reach the maximum number of consumers, FH 

developed a four-phase public and media relations program that would be executed between February 

and May 2010. By splitting the plan into four phases, FH was able to introduce Doritos Viralocity to a 

variety of media with unique messages and story angles specific to their beat and target audience. By 

executing the media relations activities throughout the duration of the contest, media and consumers 

were kept interested and engaged throughout the promotion across the country. 

To build a strong news hook for media, FH leveraged third-party endorsement of the custom-designed 

Doritos Viralocity algorithm from 10 th Power Technologies Corp. This element took the story beyond a 

consumer promotion by providing an in-depth look at what the algorithm truly represented. The story 

angle did not look at the idea of “going viral” but, instead, looked at the importance of Canadians being 

able to measure their online impact and the subject of social currency. 


Budget: The total media relations campaign budget was $127,000 (service fees $100,000; expenses 

$27,000), and expenses included product samples for all public and media relations activities. 

Phase One: Tease 

FH developed an influencer outreach program tactic that targeted both media and consumers directly. 

To target marketing trade media, FH co-ordinated and executed in-depth marketing briefings with Doritos 

brand and agency representatives for three Canadian marketing publications. The media briefings 

provided a sneak peak exclusive of the program in order to generate advanced media coverage. Media 

relations tactics included: 

• Development of materials including key messages, FAQ sheet and issues statements; 

84

• Creation of marketing trade media list; 

• Co-ordination and execution of face-to-face media briefings with marketing trade journalists. 

To expose key consumers to the program, FH outreached to industry professionals at Canadian film and 

production houses. Public relations tactics included: 

• Creation of film industry influencer list; 

• Development and e-distribution of pitch letter in English and French to more than 85 Canadian film 

production houses; 

• Follow-up industry influencer relations with top film and production houses. 

Phase Two: Get Up 

FH developed the second phase of the program to generate maximum exposure for the program through 

media channels coast-to-coast across Canada. To encourage media coverage and therefore consumer 

awareness, FH’s media relations tactics included: 

• English and French consumer, lifestyle and technology media list development; 

• Developing and distributing English and French social media releases; 

• Executing aggressive national media relations; 

• Engaging third party spokesperson and social media expert/online personality, Billy Reid for GTA and 

Vancouver media tours; 

• Creation of Doritos Viralocity media co-promotion prize packs and proposed host chatter points that 

were leveraged for branded, on-message coverage with media outlets across Canada. 

Phase Three: Get Hype 

FH provided strategic counsel to the Doritos brand team on a variety of consumer issues that arose 

during the promotion. This included responses to consumer inquiries, and addressing entrants that were 

disqualified due to violating contest rules and regulations. All materials remain confidential and cannot be 

shared. This phase of the program was also utilized to tie up any outstanding media coverage and 

prepare for the fourth and final program phase. 

Phase Four: Nominate 

The final phase culminated the Doritos Viralocity program by announcing the top 14 Doritos Viralocity 

winners to regional media specific. Media relations tactics included: 

• Development of 14 regional news media lists; 

• Writing, translation and e-distribution of national English and French press releases announcing 

winners; 

• National media relations follow-up; 

• Traditional and social media blogger relations to local/regional media to secure interviews for the 14 

winners in their home towns. 

Issues / Challenges: 

Algorithm — The Doritos Viralocity campaign challenged FH to find a newsworthy story angle regarding the 

online viral concept. Media insight showed FH that journalists and reporters had become cynical towards 

viral concepts and the notion of “going viral”. To overcome this challenge, FH focused the story on the firstof-its 

kind custom-algorithm to allow Canadians to quantify their social currency. 

Disqualifying Entrants — During phase three, it appeared that a number of program participants were 

engaging in a variety of promotional tactics that were clearly identified as violating contest rules and 

regulations. This included the use of celebrities, paying for votes, online tools for multiple votes and 

including minors in a video. FH worked with Doritos and the contestants to determine next steps and 

85

esolutions on a case-by-case basis. Results and information for issues management surrounding illegal 

entrants remains confidential and cannot be shared. 

6. Measurement / Evaluation of Outcomes 

• 190 total hits across print, broadcast and online mediums, 70 stories more than program objectives; 

• More than 167 million MR 2 P reach, Seven million above program objectives; 

• MR 2 P cost per contact of $0.0001, 300 times better than program objectives; 

• 21 Broadcast stories including CP24 Breakfast, Citytv Breakfast Television Toronto, Citytv Breakfast 

Television Vancouver, CTV News Channel and TVA Salut Bonjour; 

• Doritos Viralocity features in the Globe & Mail and National Post, as well as additional print mentions 

in the Globe and Mail, Toronto Star, Journal de Montreal and IT Business Report; 

• 156 online stories including CTV.ca, MuchMusic.com, CassieStewart.com, FunnyorDie.com and 

Mashable.com; 

• Marketing trade coverage featured in Marketing Magazine, Strategy Magazine and Adnews.com; 

• More than 1,100 video entries, 7,000,000 video views, 3,500 YouTube subscribers, 66,000 Facebook 

fans and the number 1 spot on the Ad Age Viral Video Chart for 2 weeks. 

FH successfully exceeded the expectations held by Doritos for the Viralocity campaign. The Doritos 

Viralocity campaign both raised brand awareness and re-established Doritos ability to offer their 

consumers cutting edge promotions and innovation. 

86

Entrant’s Name: Matt Roth 





Organization: MSL Canada and Rogers Communications 

Title of Entry: Rogers FIFA World Cup Three Screen Program 

Division 1: Communication Management / Category 4C: Media Relations with Budget greater 

than $100K 

Time Period: April – August, 2010 

Brief Description: Rogers Communications needed a creative launch solution that would break through 

the FIFA World Cup coverage clutter and draw attention to its Three Screen offering, including: live 

streaming of every 2010 World Cup match online (via Rogers OnDemand.com), on demand (via Rogers On 

Demand, Channel 100) and on mobile devices (via Rogers On Demand Mobile). MSL Canada’s answer 

was a targeted multi-phase program that positioned the Three Screen offering as a way to watch every 

match anytime and anyplace – even during the workday - and kept the Rogers solution top-of-mind 

throughout the 2010 tournament. 


In early 2010 Rogers Communications approached MSL Canada with details of its biggest consumer 

mobile program of the year – the launch of a three screen offering encompassing mobile, online and on 

demand services for the 2010 FIFA World Cup. 

With the 2010 tournament taking place in South Africa, the vast majority of matches were scheduled to 

occur during the workday. Since Rogers On Demand Online would allow live-streaming of every match 

from any computer with an internet connection, there was a strong opportunity to highlight the anytime, 

anyplace availability of Rogers’ offering. This would drive new registrations to the site and encourage 

downloads of the Rogers On Demand Mobile iPhone, Android and BlackBerry apps that allowed users to 

watch live on their phones. 

Prior to launch, there was low market awareness for Rogers On Demand Online and Rogers On Demand 

Mobile. Given the relatively limited marketing efforts undertaken previously, the FIFA World Cup offering 

presented an opportunity to target a 100% increase in registrations over the course of the tournament, 

which became a core goal for the program. MSL Canada also believed it could leverage Rogers’ 

leadership position and history of innovation in the communications industry to generate awareness and 

positively influence consumer interest in Rogers 2010 FIFA World Cup offerings. 

As such, MSL Canada set out to highlight Rogers’ three-screen approach to the 2010 FIFA World Cup 

with Rogers On Demand Online (RODO) as the hero product. 

87


The intended audience for Rogers 2010 FIFA World Cup Three-Screen Program was identified as 

professionals (18 – 49 years old) and soccer fans (any age). The gender split was evenly divided male 

and female. 

3. Objectives / Goals: 

Objectives 

Goals 

• Build pre-tournament excitement and drive media and consumer awareness for Rogers’ 2010 

FIFA World Cup offerings 

• Generate balanced/positive media coverage and discussion for Rogers’ 2010 FIFA World cup 

offerings 

• Drive consumer registrations for Rogers On Demand Online 

• Reinforce Rogers’ leadership position in the communications industry, offering the best 

experience for Canadian soccer fans during the 2010 World Cup 

1. Highlight Rogers’ three-screen approach to the 2010 FIFA World Cup positioning RODO as the 

hero product 

2. Increase RODO registrations by 100% during the tournament 

3. Drive ‘Workplace’ messaging throughout launch 

4. Drive ongoing, sustainable coverage throughout the tournament 

5. Surpass 30 million media impressions in coverage, maintaining balanced/positive tone 


To establish media and consumer awareness throughout the course of the 2010 FIFA World Cup, MSL 

Canada designed a comprehensive three-phased approach that included: a World Cup Workday Launch 

Event and Photo Opportunity with celebrity (World Cup hero Eusebio); the creation and distribution of the 

Rogers World Cup Workplace Survival Guide media mailer; and a month-long ongoing sustainable media 

relations program including strategic contesting. 

i) World Cup Workday Kick-Off 

To launch Rogers 2010 FIFA World Cup offerings and highlight RODO in the workplace, a kick-off photo 

opportunity was executed to gain media attention and coverage for Rogers, usingthe anytime, any place 

message. International soccer star Eusebio (World Cup 1966 sensation and Golden Boot winner) was 

onsite to help Rogers VP David Purdy announce the offerings and provide details about the three screen 

approach, and how Canadians could break down the cubicle walls to enjoying the 2010 tournament. 

To visualize the ‘breaking down the cubicle walls’ theme, a branded cubicle was designed, complete with 

soccer net and a mock soccer field. After an introduction by Rogers VP David Purdy, four young soccer 

stars tore down the front walls of the cubicle, revealing Eusebio and Rogers’ complete line-up of World 

Cup offerings. With a media alert distributed and extensive media relations conducted in the week 

leading up to the event, the World Cup Workday Kick-Off Event attracted key media from both 

mainstream consumer and sports outlets. 

88

Twenty-six media in total attended the morning launch event and conducted on-site interviews with 

Eusebio and/or David Purdy, including Canadian Press, CanWest News Service, Toronto Star, Toronto 

Sun, CTV News, CityNews at Six, OMNI, Sportsnet, and Rogers Television. Post event interviews were 

also conducted with The Score (in studio), Fan 590 and Rogers Television Your World This Week. 

The media event was complemented by the distribution of a national launch release via Canada 

Newswire and targeted email to journalists. Aggressive media outreach also was conducted to secure 

additional opportunities and coverage. 

ii) Rogers World Cup Workplace Survival Guide: 

To complement the Workplace launch, the Workplace Survival Guide was designed and distributed to 

targeted media across Canada. Well received by media, the mailer gave the appearance of a confidential 

folder that, when opened, included a schedule of all of the matches during the tournament, tips on how to 

watch at work (including illustrations), details on each of Rogers offerings and media contact information. 

The survival guide was designed to help break through the media clutter for key targets and was also 

leveraged later on during the program by Rogers Marketing. 

iii) Ongoing Sustainable Program 

Proactive post-launch pitching helped maintain Rogers share of voice long after the launch., It focused on 

the following themes: RODO in the workplace; the web shifting the way Canadians enjoy the World Cup; 

Rogers ‘anytime, anyplace’ access to World Cup coverage; ‘No Sports Allowed’; 3D Finals; and up to 

date viewership/user stats. Coverage appeared across Canada, including features in the Globe and Mail, 

Metro and Toronto Star. 

As the World Cup coverage shifted to games during the final few weeks of the tournament, contesting 

opportunities proved very successful in maintaining highly positive exposure of Rogers’ World Cup 

offerings right up to the closing matches. Opportunities were secured with Breakfast Television Toronto, 

CityNews at 6 (Three Screen World Cup Package including 3DTV), Metro Canada (Rocket Stick, Sony 

Laptop and Soccer Jersey and Ball) and Canoe.ca (Rocket Stick and Laptop, Sony X10 and Rogers HD 

PVR). This effort helped the overall program reach nearly 100 million media impressions total (measured 

via MR2P) in roughly seven weeks. 


Implementation: MSL Canada executed the program on time and on budget. A detailed critical path and 

regular internal meetings (weekly team meetings moving to daily meetings closer to launch) ensured all 

team members were executing to strongly defined timeframes. The core program was executed over a 

six-week period from late April (planning) to June 2, 2010 (celebrity / consumer activation and launch 

event). Follow-up activities including ongoing proactive media relations to generate post-launch coverage 

continued through mid-July, 2010. 

Budget: The program budget was $167,790 in fees and expenses for all planning, program launch 

activities (including celebrity engagement), and ongoing proactive media relations support. Weekly 

budget reviews guaranteed that fees and expenses were tracked in near-real time, allowing MSL Canada 

to ensure that the program was tracking well to pre-defined budgetary parameters. 

89

Weekly meetings with both the client and partner agencies kept the program on track and on budget from 

conception to completion. MSL Canada identified efficiencies as the program progressed to find 

additional savings for the client. For example, aggressive celebrity contract negotiations led a lower than 

anticipated fee. 

Challenges: With very limited marketing push behind Rogers On Demand Online prior to the 2010 FIFA 

World Cup, media and consumer awareness was particularly low leading up to launch. A competing live 

web-streaming offering by official broadcaster CBC (which required no registration process) was also 

available for every tournament match. This made it very difficult to differentiate amongst media and 

consumers, leading to an increased outreach focus on Rogers’ exclusive On Demand Mobile offering to 

sustain positive coverage. Additionally, once the 2010 FIFA World Cup tournament began the vast 

majority of media attention shifted towards the results of the matches themselves, making it increasingly 

challenging to secure media coverage for offerings once the tournament was in full swing. As a result, this 

required additional efforts by MSL Canada to educate core audiences and meet program objectives 

including sustained media coverage and RODO registrations. MSL Canada worked swiftly and adeptly to 

solve challenges and potential issues, leading to the successful completion of this program. 


MSL Canada measured results as they related to the established program objectives: 

Results Objectives Met 

As a result of targeted and aggressive media 

relations outreach, MSL Canada sustained media 

interest from pre-launch to post-launch, 

successfully generating coverage over a six-week 

period with 97,575,658 impressions (measured 

via MR2P) through 283 print, broadcast and online 

stories. This satisfies objectives #1, #2, #3 and #4: 

As a result of promoting Rogers on Demand online 

(RODO) as the hero product and strongly 

leveraging ‘anytime, anywhere’ messaging 

throughout all communications, RODO 

registrations increased by more than a 114% 

over the course of the 2010 FIFA World Cup. This 

satisfies objectives #1 and #3: 

90 

Objective #1: Build pre-tournament excitement 

and drive media and consumer awareness for 

Rogers’ 2010 FIFA World Cup offerings 

Objective #2: Generate balanced/positive media 

coverage and discussion for Rogers’ 2010 FIFA 

World cup offerings 

Objective #3: Drive consumer registrations for 

Rogers On Demand Online 

Objective #4: Reinforce Rogers’ leadership 

position in the communications industry, offering 

the best experience for Canadian soccer fans 

during the 2010 World Cup 

Objective #1: Build pre-tournament excitement 








MSL Canada executed the program on time and Objective #1: Build pre-tournament excitement

on budget. A detailed critical path and regular 

internal meetings (weekly meetings moving to daily 

meetings closer to launch) as well as weekly 

meetings with client and partner agencies ensured 

the program remained on track and on budget. 

This satisfies objectives #1, #2, #3 and #4: 

91 








Objective #4: Reinforce Rogers’ leadership 

position in the communications industry, offering 

the best experience for Canadian soccer fans 

during the 2010 World Cup





Entrant’s Name: Lisa Bednarski, Weber Shandwick Canada 

Organization: Weber Shandwick (Canada) Worldwide (WS) and Barbados Tourism Authority 

(BTA) 

Title of Entry: Reigniting Canadians’ Love for Barbados 

Division 1: Communication Management / Category 4C: Media Relations with Budget 


Time Period: January – December 2010 

Brief Description: A program designed to drive Canadians’ awareness of -- and interest to travel to -- 

Barbados. Research and analysis of the situation and key audience characteristics was the basis for the 

strategy to reposition Barbados as an all-inclusive experience over an all-inclusive destination. The 

strategy informed the tactical execution and was focused on reaching audiences in ways, and with 

messages that were most relevant and resonated with them, primarily using media relations, special 

events and consumer promotions as ways to achieve BTA’s business objectives. 


Tourism is Barbados’ number one industry and its lifeblood. Its citizens rely on a steady stream of 

visitors, primarily from the United States, United Kingdom and Canada. Travellers stay in the Island’s 

hotels, eat in its restaurants and visit its many attractions to keep its economy going. The Barbados 

Tourism Authority, which receives its funding from the Government of Barbados, is solely dedicated to 

attracting visitors to the island. Headquartered in Bridgetown, Barbados, it also has offices and staff in 

the U.S., U.K., Western Europe, Brazil, the Caribbean and Canada. Each BTA regional office has a team 

dedicated to building local programs and relationships designed to promote the Barbados travel offering. 

The BTA’s Canadian team is housed with the Consul General of Barbados office in Toronto and includes 

a sales and marketing team of 11 people, headed by senior business development manager, Cheryl 

Carter who has responsibility for Canada including regional representatives in Quebec, Western Canada 

and Atlantic Canada. The sales team focuses on educating Canadian travel agents and tour operators 

about the island and its offerings, as well as outreach to meetings and incentive travel organizers and 

wedding planners to attract large groups to the island, and sales managers who target niche audiences 

that encouragesporting groups and associations, among others, to host events in Barbados. The 

marketing team develops specific in-market co-op programs, promotions and oversees the media 

planning and public relations efforts for English and French Canada. 

The 70s and 80s were the heyday for Canadian tourism to Barbados particularly from the provinces of 

Ontario and French-speaking Quebec, but during the 90s and early 2000s the number of Canadians 

visiting the island on holiday decreased year-over-year. This was attributed to several factors: 

- Emerging ‘newer’ travel destinations offering more all-inclusive youth and family-oriented holidays 

targeted to price-conscious travelers; 

- A perception that the island’s offering was more suited to post-retirement Canadians; 

92

- The lack of a French language website and budget cuts in the early 2000s which put a 

moratorium on printing French language marketing materials; 

- That although prior to 2000 there was a robust media and public relations program promoting the 

island and its attractions, there hadn’t been any proactive media and public relations outreach in 

many years and the marketing activities in place were focused on the typical sun, surf and sand 

imagery. 

In 2008, the BTA -- recognizing that it needed to reposition itself ‘beyond the beach’ in all markets, 

differentiate itself from other destinations and create a consistent brand and voice across all of its 

communication channels -- embarked on a new marketing campaign for the island under a new theme: 

Long. Live. Life., celebrating the unique people, way of life and offering in Barbados. Then came the 

global financial crisis of Fall 2008, hitting the United States and Great Britain particularly hard and seeing 

visits to Barbados from those markets plummet in 2009. At the same time, visitors from Canada 

remained steady because its economy, though impacted by the recession, was not hurt nearly as deeply 

and the new marketing campaign resonated with Canadians. Based on this, the Barbados Tourism 

Authority worked with critical industry partners Air Canada and WestJet (critical as visitors to the island 

can only arrive by air) to sustain and, in some cases, increase airlift from Canada in 2010. The BTA 

viewed an increased investment in public relations as an opportunity to make up some of the expected 

US/UK visitor shortfall in 2010; reinforce its commitment to the Canadian market with its all-important 

airline partners; and solidly reposition Barbados with Canadians to build for the future. 

Opportunity 

In late 2009, Weber Shandwick Canada (WS) was hired to help Barbados reignite Canadians’ love for the 

island, working closely with Cheryl Carter at the Barbados Tourism Authority. The WS team is led by 

account director Dagmara Grabowski who oversees all client liaison, program planning and execution. 

She works with a national team from offices in Calgary, Vancouver and Montreal, and reports to senior 

vice president, Lisa Bednarski, who provides ongoing senior counsel and works with Dagmara on 

strategic planning. WS also works closely with representatives from BTA’s North American advertising 

agency, MMG Worldwide and its US public relations agency, The Brandman Agency, as well as the 

marketing and communications team at BTA headquarters in Bridgetown, Barbados. This includes 

quarterly strategic planning meetings and brainstorming sessions, tailoring North American activities for 

Canadian audiences and developing uniquely Canadian programs to drive media coverage and 

awareness in this market. 


In evaluating the opportunity we looked at the following audience characteristics: 

- Psychographics 

o Travel industry research shows Canadians fall into the ‘Explorer’ psychographic – travelers who 

thrive on surprising, unexpected and out-of-the ordinary experiences that engage all of the 

senses and give them the opportunity to create personal stories. BTA’s own research shows that 

while some travelers are looking for an all-inclusive ‘fly and flop’ holiday to a sunny locale, 

Barbados is considered a premium destination and many Canadians, particularly those in higher 

income brackets, want a holiday that goes beyond surf, sun and sand. It’s an all-inclusive 

experience they crave, not an ‘all the fruity drinks you can drink, food you can eat and volleyball 

you can play’ all-inclusive destination. In Barbados, you can safely experience the local culture 

and it is also the only Zagat rated island in the Caribbean, offering a plethora of top-notch 

restaurants, which the more affluent Canadian traveler wants in a holiday destination 

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- Demographics 

o Reaching those in their 30s and 40s who are starting to have more disposable income and have 

‘graduated’ from the all inclusive destinations (i.e. anything featuring a Señor Frogs) and boomers 

actively enjoying and spending their early retirement nest eggs 

- Regionality 

o Re-introducing French-speaking Canadians in Quebec to Barbados and all that it offers, a market 

that hadn’t been targeted with public or media relations in years 

o Supporting other market development efforts in the west, particularly affluent travelers from the 

booming economies in Alberta and British Columbia 

We then identified media, as a conduit to reach these audiences 

- Traditional travel and travel trade; Consumer lifestyle and non-traditional travel verticals to 

communicate Barbados’ travel offerings (e.g. food and wine, outdoor adventure, weddings, golf, 

entertainment etc.) 


The public relations program goal was to drive Canadian awareness of, and interest in travelling to, 

Barbados, specifically supporting the BTA’s business objectives of: 

- Positioning Barbados as a destination of choice for the discerning ‘Explorer’ Canadian and 

increasing the number of visitors to Barbados from Canada by 12% over 2009; 

- Supporting the re-introduction of a direct Air Canada flight from Montreal to Barbados in summer 

2010 (cancelled during 2009); 

- Driving awareness and demand for holidays to Barbados originating from Calgary, Alberta and 

Vancouver, British Columbia, setting the stage to demonstrate to Air Canada and WestJet the 

need for increased airlift and/or a direct service from those markets over time. 

The Communications objectives were to: 

- Overall, generate high quality media coverage highlighting Barbados’ offering beyond its beautiful 

beaches with lifestyle, travel and travel trade media across Canada but specifically in the target 

markets of Quebec, Ontario, Alberta and British Columbia, including mentions of key messages 1 : 

o Its status as a Zagat-rated island and many restaurant offerings 

o The friendliness of the people and opportunity to experience local culture 

o The many off-resort activities for adults and families 

o The different accommodation options from Bed & Breakfasts to full-service resorts, 

beyond all-inclusive 

o Its website www.visitbarbados.org for consumers to experience the Long. Life. Life brand 

and plan travel experiences 

- Generate media coverage highlighting Barbados ‘beyond the beach’ offerings outside traditional 

travel sections and in vertical consumer lifestyle outlets or sections (i.e. parenting, entertainment, 

food and wine, outdoor adventure, weddings) to reach our target audiences in ways that are 

relevant to their lives 

- Specifically generate coverage in the province of Quebec reinforcing the Barbados travel offering 

and mentioning the re-introduction of a weekly direct flight from Montreal on June 25 th 

- Generate media coverage of Barbados’ high-profile consumer events and promotions outside the 

travel sections 

1 We specifically targeted an MRP score of 75 per cent across all programs with the criteria primarily focused on these quality 

parameters. MRP is a Canadian industry-endorsed process measuring quality of media relations program coverage (e.g. key 

outlets reached; key messages communicated) 

94

4. Solution Overview: 2 

Looking at the objectives we needed to achieve and the audiences we needed to reach we developed a 

public relations program designed strategically focused on communicating to new generations of 

Canadians that Barbados is an all-inclusive experience more than an all-inclusive destination. To do this 

we leveraged new and existing on-island activities and events to drive media coverage and awareness 

that includes traditional travel outlets, but goes well beyond to include non-traditional verticals in lifestyle 

outlets as well. Our efforts here have been focused on re-introducing Canadian media (travel, food & 

lifestyle, outdoors, family, etc.) to Barbados, providing journalists an opportunity to experience Barbados 

first-hand and maximizing on-island opportunities to tell its stories. We also focused on special events 

and consumer promotions: 

o News Bureau 

o In 2010, 19 news releases were distributed to a cross-section of travel and lifestyle media, 

creating awareness and a steady drumbeat of news about Barbados. Topics ranged from 

general information about festivals and events on-island to special travel packages and 

promotions strategically focused on communicating our key messages 

o Visiting Journalist Program 

o This was implemented specifically to highlight uniquely Barbadian attributes and travel 

experiences delivering media coverage outside the traditional travel sections. There were 

nine separate events/opportunities included in 2010, with the majority focused on existing onisland 

events or activities to profile. Here are highlights: 

Today’s Parent – journalist and her family visited the island experiencing all the activities 

available for an entire family to enjoy, resulting in a five-page story with pictures in 

Today’s Parent and five entries on its blog 

Outdoor Canada – journalist visited the island to experience opportunities for anglers, 

resulting in a four-page feature in the print issue and a blog post on the website 

celebrating the experience. 

HELLO! Canada – journalist and photographer invited to attend a charity polo match 

featuring Prince Harry and experience Barbados’ ‘polo culture’; resulted in two feature 

articles (seven and four pages respectively) 

Vancouver Sun – writer invited to experience Barbados’ uniquely Jewish heritage 

(western hemisphere’s oldest synagogue is in Barbados) resulting in a full-page feature 

article 

Quebec Media Fam – three journalists from high-profile Quebec outlets, La Presse, Le 

Lundi and Clin D’oeil, visited the island to experience all Barbados has to offer. The trip 

was strategically timed to promote Air Canada’s reintroduction of weekly summer flights 

from Montreal and resulted in feature coverage profiling the island and highlighting the 

service. We also coordinated a separate trip for Mariage Quebec (Quebec’s leading 

weddings publication) to do a photo shoot and travel feature resulting in three editorial 

spreads and a travel feature (21 pages in total) in the Spring/Summer edition, which 

stays on the newsstand for six months 

o Events & Consumer Promotions 

o There are a number of new and existing programs we’ve leveraged this year. Highlights include: 

2 

Please note that Barbados’ US advertising agency has responsibility for spearheading its social media program. WS Canada 

sits on the advisory board and provides input on the social media editorial calendar and regularly provides content for the 

Barbados Facebook site and Twitter handle. 

95

o Food & Wine and Rum Festival 

As part of its desire to position itself as a culinary travel destination, Barbados launched 

the inaugural Food & Wine and Rum Festival this year, in partnership with Food & Wine 

magazine and American Express Publishing. Weber Shandwick actively participated in 

the planning of the event’s promotion and worked closely with the organizing team to 

ensure Iron Chef Champion and Canadian, Rob Feenie, was included as one of the 

celebrity chefs. The agency also brought a number of high-profile media to attend the 

November event and promote the island’s culinary attributes. The list of attendees was 

very impressive: Lucy Waverman for Food & Drink and The Globe and Mail, Jacob 

Richler for Zoomer Magazine, Sandra & John Nowlan for the Toronto Star, Anicka Quinn 

for Western Living and Lisa Kadane for the Calgary Herald. We also coordinated two 

consumer promotions to drive awareness of the festival in key markets: Breakfast 

Television in Calgary, Alberta and www.canoe.ca in Quebec 

o Breakfast in Barbados 

We undertook all project management for this national consumer two-month promotion 

(Feb/March) with seven CHUM radio stations across Canada, culminating in a week-long, 

on-island broadcast. This was complemented by morning shows from all seven stations, 

and a concert with Barenaked Ladies and New Kids on the Block. We brought 

MuchMoreMusic’s The Daily Fix and CTV’s eTalk with us that resulted in week-long 

Barbados features (five one-hour long episodes and five 3-5 minute segments 

respectively). The promotion is not new, but bringing MuchMore and Elaine Lui (from 

Laineygossip.com and eTalk) was our initiative to help re-position Barbados with a 

younger (but still relevant) demographic and amplify promotion value 

o Ongoing Event Support & Promotional Support 

• We’ve provided onsite support to help facilitate Barbados Tourism Authority radio 

partnerships and consumer promotions with JAZZFM, FLOW 93.5, Dreamscapes 

Magazine targeting American Express cardholders (an important traveler audience) and 

Zoomer Magazine (targeted at Canada’s boomers) 

• We’ve also provided event and media relations support to BTA for in-market events and 

sponsorships, including Barbados on the Water, a two-day event at Toronto’s 

Harbourfront Centre showcasing the music, cuisine and crafts of Barbados, EAT 

Vancouver and the Gourmet Food & Wine Show in Toronto 


o The need to hit the ground running in January was urgent, but we weren’t handed the AOR mandate 

until late November 2009. The team immediately embarked on a five-day family trip to Barbados, 

viewing properties and attractions and meeting key on-island stakeholders. (Possibly the biggest 

challenge was convincing colleagues that our fact-finding mission was indeed ‘work’). We also met 

with all BTA partner agencies in December and from there developed an editorial calendar that 

started immediately in January 2010 

o Once journalists (particularly freelancers) saw BTA being more proactive in its outreach we were 

inundated with requests for trips and story pitches. We developed a triage document that allowed us 

to prioritize the opportunities to pursue and facilitate based on the BTA’s business and 

communication objectives which helped manage budget 

o Without a formal public relations program in place prior to 2010, we couldn’t set objectives for 

increased quantity or quality of coverage. We’ve tracked and measured carefully in 2010 to set very 

specific objectives for 2011 


The program budget for 2010 was $240,000 (plus roughly $60,000 additional for special projects) and 

inclusive of out-of-pocket expenses (except for travel). This included strategic planning and development 

96

including quarterly meetings in Barbados with the marketing and communications team, all proactive and 

reactive media relations in support of the News Bureau, the Visiting Journalist Program and Special 

Events & Promotions and including on-site agency representation (1-2 staff depending on size of 

program) for all initiatives (10 separate multi-day trips in 2010). The BTA does not conduct research that 

specifies which marketing activities contribute to its overall business results, but widely acknowledges the 

role public relations has played in achieving its 2010 business objectives, including: 

o An increase in visitors to the Island of 15 per cent over 2009, exceeding objective by three per cent 

(Canada was the only market that saw an increase) 

o Air Canada and WestJet will not permit BTA to disclose information about its passenger loads, but 

both airlines are sustaining and, in some cases, expanding existing airlift. Both are also now taking 

meetings with BTA representatives to discuss inaugurating direct service from Calgary and 

Vancouver to Barbados in 2011 and beyond 

o Air Canada considers its daily summer flight from Montreal a success and will continue in Summer 

2011 

o A specific increase in airlift in April/May (typically off-season) largely attributed to the consumer/media 

buzz and awareness generated Feb/March/April for Breakfast in Barbados 

Specifically, the public relations program generated the following results: 

o Total 2010 impressions for all our activities totaled: 187,444,175 impressions (CPM: $0.62). MRP 

scores averaged 85 per cent showing communication of our key messages in the coverage 

generated. Specific highlights include: 

o News Bureau: The News Bureau program generated more than 23 million impressions in key 

outlets including The Globe and Mail, EnRoute Magazine, Vancouver Province and Toronto Star. 

The quality of the coverage was excellent, highlighting what Barbados offers beyond the beach – 

friendly people, full-range of activities for all interests, first-class restaurants etc. 

o Visiting Journalist Program: To date, this program has generated more than 24.3 million 

impressions in outlets where Barbados has not been included and in ways it’s not been profiled. 

The Quebec fam was particularly successful, generating coverage in all three key outlets timed to 

coincide with the announcement that daily summer service from Montreal was reinstated. As 

identified in the Solutions Overview, coverage was from a cross-section of lifestyle outlets 

including HELLO!, Today’s Parent, Outdoor Canada and Mariage Quebec 

o Special Events & Promotions: Food, wine and rum impressions to date number more than 30.7 

million with an additional 8.7 million anticipated. But it’s the quality of all of this coverage, 

positioning Barbados as a culinary destination in these target outlets (Food & Drink, Western 

Living) that is most important. Breakfast in Barbados generated 115 million impressions and 

critical lifestyle coverage on MuchMoreMusic, eTalk and www.laineygossip.com. Based on 

audience response to its Daily Fix pieces, MuchMoreMusic repackaged the segments into a half 

hour ‘Barenaked in Barbados’ special that aired in December over the holidays. 

97



Marketing and Communications with Budget up to $50K 


Entrant's Name: Martine Lévy, Managing Director, DDB Public Relations 

Organization: DDB Public Relations and Hennessy – Moët Hennessy 

Title of Entry: Hennessy Black Ontario Launch 

Division 1: Communication Management / Category 5A: Marketing Communication with 

Budget up to $50K 

Time Period: July 2010 – August 2010 

Brief Description: DDB PR developed and executed a multi-tiered communications program that 

included a traditional media relations campaign along with an inventive guerilla street activation that 

brought the Hennessy Black brand directly into the high-energy nightlife arena it was targeting. 


In the summer of 2010, Hennessy, the luxury spirit from the number one selling cognac house in the 

world, unveiled its first major product innovation in almost 50 years, Hennessy Black. The “Hennessy 

Black Ontario Launch” was developed to provide communications support around this new and highly 

versatile, “done different” cognac, aiming to transition Hennessy from being enjoyed as a sip-alone drink 

to acting as the star ingredient in a variety of mixed drinks, similar to tequila and vodka. DDB PR was 

asked to create a unique program to bring the Hennessy Black brand to life and ensure the product would 

become a staple in the high-energy nightlife arena. 

DDB PR utilized proprietary consumer brand research to obtain the demographics and psychographic 

qualities of the Hennessy Black target audience, including age, gender, and household income. In 

addition, DDB PR conducted research to determine the hotspots most highly trafficked by Hennessy 

Black’s target demographic. 


It was determined that Hennessy Black’s target demographic was trendsetting consumers primarily 

between the ages of 21 and 29 years old. Widening the “occasionality” of Hennessy while targeting its 

use for more urban, higher energy occasions, DDB PR also identified an extended group that could 

represent a secondary audience of consumers. They are between the ages of 30 and35, and denote the 

more traditional Hennessy consumer, in a less traditional setting. Hennessy Black could successfully 

build a reputation as a highly versatile cognac. 

DDB PR targeted its public relations efforts to media who communicated directly with the target 

demographic. Accordingly, the primary target media for the program included food and drink media, 

entertainment and lifestyle contacts at national daily and weekly papers, as well as key broadcast outlets. 

The campaign heavily focused on social media outlets, with an emphasis on entertainment and nightlife 

blogs and forums, as well as local influential Twitter and Facebook channels. 

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The goal of this launch was to showcase Hennessy Black’s nightlife positioning and to generate buzz with 

consumers and influencers; gauged by qualitative articles written by top spirits media, online dialogue on 

key social media networks, and an increase in Hennessy Black sales figures. A number of quantifiable 

objectives were put in place during the planning process to measure the success of the program 

consisting of: 

o Maximizing social media impressions via community cultivation with a target reach of over five million. 

o Generating at least five articles from tier one spirits media. 

o Analyzing and document comments via tone and key message inclusion to determine impact. 

o Engaging influencers (VIP drinks and spirits media, community thought-leaders, etc.) to advocate and 

spread the word. 

o Using the Media Relations Rating Points (MRP) evaluation system, obtain a score of at least 75 per 

cent (industry standard) a total audience reach of at least 10 million and a cost-per-contact of $0.02 

(industry standard is 0.03) or less via an aggressive media relations campaign. 

o Assisting Hennessy Black to surpass sales targets for Ontario launch. 

4. Strategy: 

The “Hennessy Black Ontario Launch” marketing communications campaign was developed to bring 

Hennessy Black to life. Using an innovative approach to capitalize on existing brand recognition while 

distinguishing Hennessy Black from its well-known parent brand, a covert guerilla street activation was 

conceived to reach consumers and generate buzz surrounding the new brand. Research indicated that 

cognac was typically associated with an older audience at more refined venues or events. To combat this, 

Hennessy Black would be positioned as a symbol of innovation, distinction and nonconformity. Though 

there is an array of cognacs on the market, Hennessy Black would be the first to target a younger, 

trendsetting crowd in a high-energy setting. DDB PR was tasked with creating a launch that would both 

personify the brand and challenge the media and the public to take notice of the brand’s new qualities. 

DDB PR conceived of a chic guerilla activation designed to showcase Hennessy Black’s nightlife 

positioning; generating buzz with its targeted consumers, among social media communities and with key 

influencers. 

The activation featured celebrity choreographer Blake McGrath, of So You Think You Can Dance Canada 

fame, along with a crew of dancers, ambushing patio-revellers and club-goers at two Toronto hotspots, 

Brassaii and Tryst. They were accompanied by a street team who handed out branded glow bracelets 

and graffitied the Hennessy Black logo on the asphalt as an edgy leave-behind. Viral videos of the event 

were cultivated in social networking and video hosting sites and blogs. In coordination with the key 

messaging of living in an energetic, nightlife environment, the event embodied Hennessy Black’s core 

attributes with the lively street routine. Media had the opportunity to taste and experience the brand as 

guests at a special VIP lounge hosted by DDB PR in which Hennessy Black cocktails and mixers were 

served. Ongoing seeding activities and mentions from attending influencers created additional buzz. 

5. Solution Overview/Tactics: 

In order to amplify the “Hennessy Black Ontario Launch”, DDB PR developed and executed a multi-tiered 

communications program that consisted of a traditional media relations campaign in conjunction with a 

creative and innovative street activation that brought the brand directly into the high-energy nightlife 

arena. 

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The program consisted of the following tactics: 

1) Guerilla Street Activation 

- DDB conducted a highly covert guerilla activation to highlight Hennessy Black’s nightlife 

positioning, executed at two downtown Toronto hotspots, Brassaii and Tryst. 

- To engage influencers, an exclusive list of VIP media and influencer guests were sent limited 

edition Hennessy Black X Nooka watches along with a handwritten teaser-card discreetly 

informing them of a date, time and location of the event. A VIP lounge was hosted at Brassaii with 

exclusive Hennessy Black cocktails for these guests upon arrival. 

- To ensure the maximum number of bystanders were present for each performance, DDB PR 

liaised with key contacts (bar/club managers and security) at each location in advance to 

coordinate with staff to hold the line just prior to the activations. 

- Celebrity choreographer of So You Think You Can Dance Canada, Blake McGrath, and a group 

of his dancers, ambushed the crowds at each location – jumping out of two black branded 

Escalades and performing a specially-composed dance to Blake’s new single ‘The Night’ in the 

streets, while a street team handed out branded glow bracelets and graffitied the brand’s logo on 

the asphalt with non-permanent spray-paint as an edgy leave-behind. McGrath, his dancers, and 

the street team were outfitted in hip black branded Hennessy Black jackets. 

- Footage was captured at both locations for the creation of two “raw” videos. 

2) Social Media and Seeding Program 

- Footage and stills from the activation event were immediately tweeted and uploaded to 

Facebook, YouTube and key blogs, further enhancing the underground feel of the event. 

- Following the event, DDB PR seeded the two videos to targeted Toronto news, nightlife and 

spirits, music and So You Think You Can Dance Canada/Blake McGrath fan sites, extending the 

overall reach of the campaign. 

3) Media Relations 

- A media release, along with images and samples of the new Hennessy Black product, were sent 

to a targeted group of short lead print, online and freelance spirits media to announce the Ontario 

launch. One-on-one interviews were conducted between the Hennessy team and key journalists. 

- Outreach was also conducted with a highly targeted list of long lead media for fall and Holiday 

books. 

These activities ensured Hennessy Black was top of mind for nightclub goers. The online buzz generated 

in the period immediately following the activation created talk-value for the brand and further extended the 

overall reach of the campaign, ensuring a high number of consumers were reached. This ultimately 

affected the product’s high sales numbers. 


The total launch budget, including agency fees and disbursements, was $19,625. The budget included 

planning and program development, program management, measurement and evaluation, event 

production, media relations and social media seeding. 

A challenge existed with the brand’s existing perception. Typically, cognac is associated with an older 

generation and is not linked to the nightlife venue. DDB PR inspired a younger audience to embrace 

Hennessy Black as a new mixed drink staple in the after-dark realm. 

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Instead of a traditional media tasting to launch the new product, DDB PR created a memorable initiative 

that directly correlated Hennessy Black with a young hip demographic and succeeded in making 

Hennessy Black a staple in the nightlife venue. 

DDB PR was also challenged to create national coverage for a product that is only available in Ontario. 

DDB PR was able to foster such excitement for Hennessy Black that pick-up was generated in both 

provincial and national media outlets. 

DDB PR managed to overcome budget restraints by negotiating a strategic partnership with Canadian 

celebrity choreographer, Blake McGrath, offering him a vehicle to create awareness of his new single with 

his key target and for the brand, it provided a good fit to infiltrate the dance and clubbing world. 

7. Measurement and Evaluation: 

DDB PR developed and executed an innovative program that was both timely and effective in making 

Hennessy Black the premium choice for the in-the-know consumer looking for an alternative to vodka or 

tequila mixed drinks. Success was measured by the following quantitative and qualitative objectives: 

o The two Hennessy Black videos on the YouTube channel surpassed viewer targets; generating a 

combined total of 4,778 views. Total impressions from the social media outreach generated an 

impressive 10,717,965, which helped contribute to the overall brand awareness. 

o Comments on social community sites were analyzed using MRP criteria and tone to measure 

positivity. 

o Using the Media Relations Rating Points (MRP) evaluation system, the Hennessy Black launch 

obtained a score of 84.85 per cent, with 10 individual articles from top spirits media, a total audience 

reach of 19,895,576 and a cost-per-contact of $0.001, far surpassing the pre-established goals. 

Hennessy Black exceeded sales targets for the Ontario launch. 

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Marketing and Communications with Budget greater than $100K 


Entrant’s Name: Ivana Tomas 

Organization: Brampton Transit (City of Brampton) and H2 Central Marketing and 

Communciations 

Title of Entry: BTZum - Building awareness and excitement for Brampton’s first Bus Rapid 

Transit (BRT) service, Züm Queen Street 

Division 1: Communication Management / Category 5C: Marketing Communications with 


Time Period: April 2010 to October 2010 

Brief Description: Züm is Brampton Transit’s new Bus Rapid Transit (BRT) service and the City of 

Brampton’s response to the need for improved transportation options within Canada’s fourth-fastest 

growing city. Launched in September 2010, Züm Queen Street runs from downtown Brampton to York 

University and is the first of three BRT lines to begin operation in Brampton. 

As a new Brampton Transit initiative, Züm works seamlessly in conjunction with Brampton Transit’s 

conventional service. Züm offers reliable, all-day service with limited stops and a wide range of advanced 

customer service technologies to ensure riders arrive at their destinations on time and hassle-free. 

Need/Opportunity 

We identified two key needs/opportunities: increase Brampton Transit’s overall ridership and build 

awareness for Züm by creating excitement and anticipation for the Züm Queen Street launch. 

Our solution was to develop a marketing communications strategy that included events, advertising, 

public relations and social media initiatives. With each of these marketing and communications activities, 

we wanted to educate the public on Züm, its features and new customer-focused enhancements. By 

doing so, we felt we could address two of the major issues we faced: countering negative perceptions of 

public transit and encouraging transit use in a mainly car-centric community. 

Focus group research revealed that transit riders felt they weren’t in control and were at the mercy of 

transit schedules. As a result, it was critical that our marketing and communications plan highlight the new 

technologies of the BRT service. We also needed to keep our key messages focused on the “3Cs” of 

Züm, which are control, comfort and convenience. 

Intended Audience(s) 

Our primary audience included: current Brampton Transit riders and transit riders that use GO Transit and 

YRT/VIVA; residents living along Queen Street and/or travelling to key destinations along the corridor (i.e. 

York University students, faculty and staff; Region of Peel staff; Bramalea City Centre shoppers and staff; 

high school students at the five high schools along the corridor). We also focused on targeting “choice 

riders,” those Brampton residents that drive and own a car, but can choose to take transit instead. We 

determined we would see the most ridership growth in our primary audience. 

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Our secondary audience included: Brampton Transit and City of Brampton employees; Mayor, City 

Council and senior management; local media and industry peers. 

A majority of our target audience had pre-conceived notions of public transit. Many had a negative 

perception of transit and/or thought it was for younger people and/or those without a car. Additionally, 

new “choice riders” needed to be convinced that Züm was a viable commuting option for them so they 

could leave their car at home and choose to ride transit instead. 

Some residents hadn’t taken transit in a while (or ever). Through our events, we wanted to let them see 

and touch the vehicle as we felt the bus was the No. 1 selling feature of the new service as it was 

modern, comfortable and included a wide-range of customer-focused features. 


The two main goals of the marketing communication program were to increase overall Brampton Transit 

ridership and increase awareness for Züm in order to create excitement for the Züm Queen Street launch. 

We established a target for ridership growth of 8-10 per cent by the end of 2010. Social media targets 

included 500 followers on Twitter, 300 fans on Facebook and 5,000 views on YouTube. 

From a public relations perspective, we targeted media in the Greater Toronto Area (GTA) to elevate 

Brampton Transit’s role in the community and position it as a leading transit authority. 


The overarching strategy of our marketing communications program focused on linking Züm to the 

Brampton community. We achieved this by creating a grassroots marketing campaign that included: 

advertising, events (i.e. Züm Zone), public relations and social media. 

By connecting Brampton Transit and Züm to the community, we wanted residents to see Züm as the 

answer to addressing the city’s transportation needs. To combat pre-conceived notions of transit, we felt 

we needed to let residents see the bus (the No. 1 feature of the service) at our events and give residents 

the chance to speak one-on-one with staff in order to connect the service to their individual experiences 

and see potential in the new BRT service. 

To combat the lack of media outlets in Brampton, a media relations strategy was created to target media 

in the Greater Toronto Area (GTA) and position Brampton Transit as a leading-edge transit authority. 

Our key messages included: 

• Züm is a reliable, cost-effective alternative for commuting 

• Züm is fresh and environmentally friendly 

• New system-wide technology features an efficient, reliable, smart service 

• Züm puts riders in charge of their travel (emphasis on control, comfort and convenience) 

• Züm provides first-class comforts – changing perceptions of public transit 

Advertising 

Two advertising campaigns were developed: one for York University students (one of our priority 

audiences); the second focused on introducing the Züm brand. The campaign for the brand targeted a 

wider audience, speaking specifically to new and “choice riders” as a way to attract them to the BRT 

service and grow Brampton Transit’s overall ridership. 

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The York University advertising campaign was featured in the York University student newspaper, the 

Excalibur, as well as the York University Student Centre. The Züm brand advertising campaign consisted 

of 10 portraits of Züm riders. Each advertisement presented a springboard for change – highlighting one 

of the reasons why choosing Züm is the smart choice. Each advertisement unveiled a unique trait of the 

Züm brand (for example vision or youth: “It’s what cars want to be when they grow up”). The campaign 

was featured in a number of newspapers and/or magazines in Brampton and York Region including the 

Brampton Guardian, South Asian News, York University’s Excalibur, etc. 

Events 

We created Züm Zone – a place (literally and figuratively) where Züm intersects with the community, both 

online and in person, to create a physical zone for Züm in the minds of Brampton residents. The events 

let residents experience the bus first-hand. In-person engagement gave residents the chance to speak 

one-on-one with staff and connect the new service with their individual experiences. The community 

engagement was also extended online, through social media, to maintain interest in between events. 

Züm Zone was highlighted on four Saturdays at the Brampton Farmers’ Market, two Brampton Transit 

Terminal visits – including the first day of service – and a visit to York University’s Student Centre. Each 

Züm Zone event featured a street team, entertainment, swag, video booth contest and signage. Brampton 

Transit staff were also on site with other giveaways, contests/games and service information. 

Public Relations 

Though our public relations initiatives, we created awareness for Züm and told its unique launch story. A 

customized backgrounder was created for the launch. Targeted media pitches were also presented to a 

wide-range of media in the GTA. 

Results were overwhelming with Toronto’s No. 1 morning show, City TV’s Breakfast Television 

broadcasting live from the Bramalea Transit Terminal on the first day of Züm service. The Züm launch 

was also featured in the Toronto Star and on Global TV, 680News and Newstalk1010. 

Social Media 

Custom-branded pages/channels were created to establish a social media community for Züm on Twitter, 

Facebook and YouTube. Each community was created to engage Brampton residents and key 

stakeholders as well as allow Züm street team members to speak directly with current and future transit 

riders on a one-on-one basis. Each social media community included Brampton residents, York University 

students, staff and faculty, as well as riders from a wide-range of transit authorities. 

Twitter featured “tweets” on a variety of subject matter: event listings, prize giveaways, Brampton Transit 

news and BRT best practices. Facebook featured strong community engagement with event listings, 

customer service Q&A’s, transit pass giveaways, contests and photo tags. YouTube featured a 

customized channel hosting Züm Zone video booth submissions and the Züm brand video. 


Planning for the marketing communications plan began in April and most activities concluded following 

the Züm launch in the fall of 2010. Two agencies were involved in the marketing communications plan. 

One focused on advertising (budget: $75,000), while the other focused on Züm Zone, social media and 

public relations (budget: $210,000). 

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A majority of Brampton Transit staff volunteered their time to work at the Züm Zone events. This helped 

keep staffing costs low. City partners also reduced costs as much as possible (i.e. no charge for 

participating at each Farmers’ Market). The timeline for the marketing and communications plan was 

extremely condensed and all the initiatives needed to be achieved in a very short period of time. 

Buy-in from Brampton Transit staff and managers was required for all of the initiatives in the marketing 

and communications plan. Approval from City leaders, including the Mayor, Council and City Manager, 

was required during a busy election year. 

For Züm Zone events staff, we needed to anticipate questions or concerns from the public. A key 

messages document was created and circulated to assist staff. Tracking forms were also created to 

update the key messages on a weekly basis. 

The social media component of the marketing communications plan was the first City of Brampton 

initiative in this area. As a result, Brampton Transit staff set a standard for the City as it explored the 

opportunities and challenges of social media. 


Ridership numbers were the key measurement and evaluation tool for the success of the marketing and 

communications plan. Success was also measured by Facebook fans and Twitter followers as well as 

Züm Zone engagement and media coverage/impressions. 

Since the Züm launch, Brampton Transit’s ridership growth has been overwhelming. Ridership in 

November 2010 was up 21.5 per cent along the Züm Queen Street corridor compared to the same month 

in 2009. Brampton Transit also posted back-to-back all-time monthly ridership records with November 

2010 posting the highest monthly ridership recorded with 1.40 million riders. The highest previous record 

was set the month before, with October 2010 posting a ridership mark of 1.34 million riders. Overall yearto-date 

ridership growth was also at an all-time high by the end of 2010, increasing by 12.6 per cent, 

compared to the industry average of 3-5 per cent. 

Excitement and anticipation for Züm was created though social media as well as prize giveaways and 

handouts at the Züm Zone events (i.e. more than 4,000 water bottles and1,000 cups of coffee given 

away). Online, the @BTZüm Twitter page earned more than 800 followers (one of the top in the Canadian 

transit industry) and more than 300 tweets were sent out, securing a tweet to message ratio of 1:2. On 

Facebook, the BTZum page boasted more than 400 fans (one of the top pages in the Canadian transit 

industry), more than 12,000 page views and 2,300 unique visitors. The page also had nearly 2,800 photo 

views and more than 150 user comments. On YouTube, more than 130 videos from the Züm Zone 

contest were uploaded with thousands of views. The Züm brand video, which premiered on the YouTube 

channel, earned several top honours including rankings for Top Favourited video, Top Rated video and 

Top Rated video of the week. 

The public relations campaign netted City TV’s Breakfast Television with 15+ minutes of live television 

across four segments and several Live Eye throwbacks. Along with other GTA media outlets, the 

campaign garnered 3.5 million impressions and close to $1 million worth of media coverage. 

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Entrant’s Name: Renée Baker 



Special Events with Budget of $50K up to $100K 


Organization: North Bay Regional Health Centre -- Includes North Bay General Hospital & 

Northeast Mental Health Centre 

Title of Entry: Open House for the new North Bay Regional Health Centre 

Division 1: Communication Management / Category 6B: Special Events with Budget of 

$51K up to $100K 

Time Period: January 2010 – December 2010 


The newly constructed North Bay Regional Health Centre (NBRHC) is a co-location of partner hospitals: 

the North Bay General Hospital (NBGH) and the Northeast Mental Health Centre (NEMHC). NBRHC is a 

750,000 square foot, state-of-the-art new Health Centre that is scheduled to open for patient care on 

January 30, 2011. 

To officially open and celebrate this major community milestone, a three-day open-house was conducted 

and included three main audiences: staff and their families (December 2), donors (December 3); and the 

community-at-large (December 4). 

1. Need/Opportunity 

The community of North Bay has been advocating for a new state-of-the-art health centre for years. After 

more than a decade of planning, design and finally in 2007, construction start, the realization of a longheld 

dream is coming true when we open the doors for patient care on January 30, 2011. 

The new, 750,000 square foot North Bay Regional Health Centre is a $553M facility and is the first in 

Canada to house an acute care hospital and a specialized mental health centre on the same site. As well, 

the construction project was the largest infrastructure project ever in northeastern Ontario employing up 

to 500 workers a day during peak construction. 

Under hospital leadership, the communities served by these organizations were very involved in this 

development and, to garner government approval to proceed with construction, successfully raised over 

$20M from the local tax bases and $18M from donors to help cover the required local share of the costs 

of construction. 

The Public Relations Team served both the North Bay General Hospital and the Northeast Mental Health 

Centre and recommended open houses of the new Health Centre be conducted for three major 

audiences: one evening for staff to invite their family and friends; one evening for major donors to be 

recognized for their contributions to this new health centre; and one full day for the community-at-large. 

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The team also recommended that to protect patient privacy and confidentiality, it would be best to 

conduct these open houses in December 2010, prior to the facility being occupied and in full operation in 

late January 2011. This timing would also allow the audiences access to areas that will be restricted once 

the facility opens, such as operating rooms. 

Over the course of this 10-year project development, the Public Relations Department has kept the 

hospitals’ internal ‘families’ and external communities well informed of project progress through a wide 

variety of methods including a groundbreaking, mock patient room set-up in the local shopping centre, 

hand-over of the keys from the builder to administration, over 250 community presentations, hospital 

websites, Facebook, etc. 

2. Intended Audience/Stakeholders 

a. Staff and their Families and Friends 

Combined, both organizations have close to 2500 employees; hundreds of whom were directly 

involved in the planning of their department areas in the new Health Centre. This is an opportunity for 

staff to showcase their new workplace to family and friends. 

b. Individual and Corporate Donors of the Hospital 

Donors who have contributed $5000 and higher to the new Health Centre; many of whom solicited 

funds from others as well. 

c. Community-at-large in North Bay and surrounding area including: 

i. Boomers and Senior Citizens: our research indicated those most interested in learning about 

our Health Centre are over 45 years of age—also the age bracket of highest users of hospital 

services; 

ii. Families with small children: our research indicated that children are afraid of hospitals, 

particularly emergency rooms. We wanted to make this an enjoyable and fun experience for 

families and especially children; 

iii. Expectant Families: our research indicated that prospective parents were anxious about 

knowing where the labour and birthing area of the new hospital was located and protocols on 

accessing this area; 

iv. Community Partners: other service providers and health partners and practitioners have 

assisted us with the planning and design of the hospital; others of interest included: law 

enforcement personnel; and small community hospitals within the area served; 

v. Local, Provincial and Federal Politicians: Politicians who have played an active part in 

ensuring that North Bay received a brand new state-of-the-art facility; 

vi. Provincial Government and Infrastructure Ontario: Ministers and other government bodies 

who have been instrumental and provided funding and construction leadership for the North Bay 

Regional Health Centre. 

3. Goals and Objectives 

Goals 

♦ Provide an opportunity for target audiences to preview their new health centre. 

♦ Enhance target audiences’ knowledge of new health centre by: 

Conducte open houses specific to target audience needs 

Encourage expectant families to attend and visit the labour and birthing area 

Provide children a fun activity in the Emergency Department to decrease fear of coming to ER 

Provide all audiences the opportunity to visit areas of the hospital that will be restricted once 

open for patient care 

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Objectives 

1. Establish a program for the Open Houses by conducting over 25 focus groups and individual 

meetings between November 2009 and March 2010, with target audiences to get their input and 

feedback on what they expect to see at open house of the new health centre. 

2. Using information collected, conduct 10 follow-up focus groups with key target audiences to get 

agreement on plans. 

3. Using specially designed maps available to attendees upon entering, establish three self-guided 

tours throughout the facility where a total of 5000 - 8000 people from the target audiences over 

the course of December 2, 3 and 4, 2010, will view main areas of the facility and access 

information specifically designed for each area. 

4. With at least 500 staff participating in the December 2, 2010, Open House and 500 Donors at the 

December 3, 2010, Donor Recognition Open House, provide an opportunity to take home a 

framed photo of themselves/their guests holding sign depicting date and opening of the new 

NBRHC at a Photo Booth run by PR staff. 

5. Using a number of different approaches i.e. video stations, live presentations and poster 

presentations, provide information in at least 30 specific areas of the health centre so that while 

on self-guided tours on December 2, 3, and 4, 2010, participants can listen to, read or ask 

questions about specific features in each area. 

6. Conduct a Teddy Bear Clinic on Saturday, December 4, for at least 100 children where they will 

bring their personal teddy bears to the Emergency Department and put their teddy bears through 

a ‘check-up’. 

7. At the Community Open House on December 4, 2010, provide at least 200 participants with tour 

of the exterior of the building and grounds of the new Health Centre via horse-drawn wagon. 

8. Prepare special tour of the Labour, Delivery, Recovery and Post Partum areas of the new Health 

Centre on Saturday, December 4, 2010 for at least 25 expectant families. 

4. Solution Overview 

The Public Relations Department set out on a quest to provide the identified target audiences with an 

opportunity to tour the new Health Centre before it opens for patient care. In order to do this, we 

conducted research via focus groups with target audiences soliciting their feedback and input on their 

expectations of such an event. Once the initial planning work was complete, we went back to several 

original focus groups to validate that we had in fact understood their needs and wants. From there, the 

planning began for one of the most successful public events either hospital has ever hosted. Following is 

a breakdown of three separate Open Houses that were hosted with certain activities planned to meet 

needs of specific target-audience audiences. 

Staff and Family – Thursday, December 2, 2010 

Each staff person was sent a personal invitation to their home inviting them to show-off their new 

workplace to their family and friends. Senior Administration and the Boards of Directors of both NBGH 

and NEMHC welcomed staff and their guests and provided tour maps. Guests took part in self-guided 

tours, watched the premiere of a “Goodbye Dance Video” that they participated in earlier in the year to 

honour the old facilities we would be leaving; posed for photos in the photo booth; signed the ‘guest book 

photo’ frame and were provided with a light snack as they familiarized their family and friends with their 

new Health Centre. 

Donor Recognition – Friday, December 3, 2010 

Each donor who pledged $5000 or more was sent a personal invitation to attend the Donor Recognition 

Celebration. Senior Administration, Boards of Directors from NBGH and NEMHC and the Fundraising 

Campaign Cabinet welcomed donors as they arrived and provided each with a tour survival kit that 

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included a bottle of water, tour map, gum and Kleenex. Donors proceeded on a self-guided tour, took part 

in the photo booth, viewed a 30-minute video produced by the Public Relations Department entitled “From 

the Ground Up--the creation of the North Bay Regional Health Centre” and signed the “Guest book photo” 

frames. Guests then gathered in one area for speeches and recognition as well as hot and cold hors 

d’oeuvres. 

Community – Saturday, December 4, 2010 

An extensive advertising and promotion campaign invited the community to an OpenHouse. Free city bus 

rides were provided all day to the new hospital from key points throughout the city. The day began with 

Aboriginal drumming and dancing welcoming the community, followed by a few key speakers and the 

official ribbon cutting; followed by self-guided tours. 

Throughout the day: a Teddy-Bear Clinic was set up in the Emergency Department for children; special 

tours of the Labour and Birthing area with a prize package on display for the first baby born at the new 

hospital when it opens January 30, 2011; horse-drawn wagon rides with hot chocolate around the 

perimeter of the new Health Centre; four different choir performances in the Health Centre’s centralized 

area known as the Town Square; local art displayed from school drawing contest; self-guided tours to 

areas that will have restricted access once the centre is open—areas such as an Operating Room Suite, 

Mental Health lodge, Labour and Birthing area, Critical Care Unit and Medical Inpatient areas. *these 

were Cap’d earlier in document. 

Roles and Responsibility 

Planning and execution of these Open Houses were the responsibility of the Public Relations 

Department. Assigned as the lead Public Relations Officer, it was my responsibility to develop a 

communication plan to guide the department in implementing this event; assign tasks to PR department 

employees/others, identify and manage the budget, develop a critical path for the event and measure its 

success. 


Implementation: 

Invitations, Advertising, Promotion and Online/Social Media 

Staff and donors had a personal invitation sent to their homes depicting the dates for their special Open 

House (December 2 and 3, 2010 respectively). The community’s all day Open House on December 4, 

2010 was promoted through an extensive ad campaign: Radio ads and interviews ran for two weeks prior 

to the open-house, five print ads (produced in-house) were purchased in the local daily newspaper, large 

neon signs were rented and placed strategically throughout the city to promote the OpenHouse and 

several live radio interviews were conducted leading up to the Open House. All four local radio stations 

were live on location all day, beginning an hour before the doors opened, to encourage the community to 

come out for a self-guided tour, attend the Teddy Bear Clinic, and/or grab a hot chocolate and take a 

wagon ride around the perimeter of the new Health Centre. Along with a number of activities surrounding 

our new Health Centre, the Community Open House was also advertised via our website and through our 

Facebook page. 

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Self-Guided Tours 

Each Open House was based on self-guided tours. Particularly at the Community Open House, we were 

very conscious of the fact that attendee’s might feel overwhelmed or lost, a reaction that we did not want 

for a first time visit. In order to ensure that attendees would not get lost, we established routes weeks in 

advance and provided an exact tour route map to all attendees as they entered the building. As well, 

throughout each Open House, volunteers were always walking the routes to provide assistance and to 

make sure that everyone was on route. Knowledgeable staff and volunteers were stationed in specific 

decision points and were available to provide guidance and information. Departmental staff were on site 

to provide more information of a specific clinical area in addition to 70 banners (designed in-house) along 

the route that had key facts about the new Health Centre available in English and French. 

Budget 

As this was considered a one-time event, a one-time fund in the amount of $60,000 was funneled to the 

Public Relations Department to execute the open-houses, below is a line-item budget for the North Bay 

Regional Health Centre Open-House Celebrations. Health care dollars are scarce and so it was 

extremely important to host a well attended and managed event without over spending or extravagance. 

Open House Expenses for all three events December 2, 3, and 4, 2010 

Invitations (produced in-house) $7000 

Advertising (Radio, Print, Signage) $16,336 

Catering and rentals (Food, Linens, Tables, etc.) $8714 

Signage $500 

Tour Routes (Maps, Barriers, Banners) $13,600 

Misc (Photographer, administrative, paper etc.) $1500 

Ribbon Cutting (Staging, screens for overflow room, 

live televising, ribbon, novelty scissors for photo op) $3500 

Activities (Teddy Bear Clinic, Sleigh Ride, Photo 

Booth) $6400 

Total Cost $57,550 

Although a $60,000 budget might seem large, it was rather difficult to keep within its perimeters. We had 

to find creative ways to stay within the budget and work with the community and our partners to come up 

with cost-effective or free services and ideas. Examples of this include paying for some advertising and 

getting additional advertising for free; approaching local choirs to perform at no cost in the new Health 

Centre throughout the day on December 4, 2010; as well as encourage local schools to participate in a 

colouring contest depicting Grade Three students’ thoughts of what the hospital means to them. This 

helped us add participation of our younger community citizens and some ‘life’ to the walls in the 

gymnasium—the children who participated also made a point to bring their families to view their art in the 

new facility. 

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Challenges 

Hospital not open for Patient Care Until January 30, 2011 

In hospitals we deal with life and death situations. The most significant challenge we faced was to ensure 

that it was understood that, although we were hosting these open houses on December 2, 3 and 4, 2010, 

the new Health Centre would NOT be open for patient care until January 30, 2011. With this in mind, 

instead of naming our event a “grand-opening” celebration, we referred to it as an “open-house and 

ribbon cutting celebration” and ensured that in all of our communications, it was clear that we were NOT 

open for business until January 30, 2011. 

Timing 

The City of North Bay is a relatively small city (about 54,000), therefore it was important to select a date 

that did not interfere with other local happenings. Our original date had been a week sooner, but, through 

research and focus groups we discovered that this date was already occupied by a popular local 

Christmas Walk in the downtown core that attracts thousands. We did not wish to compete with this 

event. As well, December is a cold month and often the weather is unpredictable. We took this into 

account by contacting a local seasonal floor covering company to ensure carpets would be available 

should there be a significant amount of slush or snow. With all this in mind, we also contacted a local 

snow removal company to be on site should we require snow removal, clearing of parking lots or 

walkways. 

6. Measurement/Evaluation of Outcomes 

We relied heavily on attendance, feedback and comments to evaluate the outcomes and success of the 

Open House. 

Objective # 1: Over 45 focus groups and individual meetings were conducted garnering input for the 

Open House plans 

Objective # 2: Once a plan was developed we had 12 focus groups and individual meetings to ensure 

our plans were meeting expectations. 

Objective # 3: Over 16,000 people attended the three open houses we had planned. We printed 10,000 

maps in anticipation we might surpass our expected 5000 - 8000 visitors and had to do a rush second 

print to ensure we had enough maps to meet these overwhelming numbers over the course of the three 

day Open House events—3000 for the staff night, 750 for the Donor night and over 13,000 for Saturday’s 

Community Open House! This is close to 12% of the citizens of the City of North Bay and is more than 

double our expectations. Many comments were provided to NBGH and NEMHC Board members and staff 

who were meeting and greeting visitors—participants liked their new Health Centre, many learned things 

about the Emergency Department, Diagnostic Imaging, Outpatient Services, Mental Health Services, 

Operating Room protocols, etc. that they did not know before. Many expressed their delight in the design 

of this new Health Centre and their gratitude to us for holding such an event. 

Objective # 4: Over 3200 photos were taken in the very successful Photo Booth we had set up for the 

staff and donor Open Houses. The Photo Booth was moved to the Emergency Department for Saturday’s 

Community Open House where over 200 more photos were taken of children with their teddy bears and 

our volunteer ‘Dr. Simon Says’ who provided oodles of fun for the kids as they toured the Emergency 

Department. 

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Objective #5: Successfully placed over 70 banners in more than 50 locations throughout the facility along 

the self-guided tour routes; as well, produced short videos of specific areas and strategically placed eight 

flat screen TVs and DVDs looping these informational videos for viewing by participants; over 50 clinical 

staff volunteered to provide face-to-face descriptions of their specific departments along the tour routes. 

Participants acknowledged all of these different approaches of sharing information when discussing their 

positive experiences during the Open Houses—particularly when chatting with staff who volunteered to 

help provide this information and when chatting with NBGH and NEMHC Board members and senior 

staff. 

Objective #6: Over 200 children went through the Teddy Bear Clinic, had their photos taken and met and 

played with ‘Dr. Simon Says’ in the Emergency Department. We ended up extending the time allotted for 

this special event by two hours and in the final days prior to the event, arranged to have some stuffed 

animals available for sale through our Hospital Gift Shop for those who may want to participate but may 

not have brought a teddy bear along. 

Objective #7: The weather cooperated with us and we had a nice winter day so over 3000 people took 

advantage of the horse-drawn wagon ride around the perimeter of the new health centre, far surpassing 

our expected 100 – 200 participants and giving our local farmer and his teams of horses a full days work! 

Objective #8: Fifty-three expectant families toured the Labour, Delivery, Recovery and Post Partum 

special tours offered on Saturday, December 4, more than doubling our objective of having 25 families 

take this tour. 

General Comments: 

This was a great event, which far surpassed our expectations and provided our community with the 

viewing of its new Health Centre that it wanted. Our initial efforts researching people’s expectations and 

then reviewing our plans with them were instrumental in making this the successful event it was. 

We are proud and pleased with our efforts and look forward to approaching future projects with the same 

vigour and enthusiasm. 

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Special Events with Budget greater than $100K 


Entrant’s Name: Ken Evans, Jennifer Stein, Lauren Baswick, Julie Smithers, Erick 

Bauer, APEX Public Relations Inc.; Ken Price, Jennifer Groh, 

Samsung Electronics Canada 

Organization: Samsung Electronics Canada / APEX Public Relations 

Title of Entry: Bringing Samsung’s Galaxy to the Street 

Division 1: Communication Management / Category 6C: Special Events with 


Time Period: June - August 2010 

Brief Description: With the August 2010 launch of the Samsung Galaxy S Vibrant, Samsung sought to 

become the number one manufacturer of Android-powered mobile devices in Canada. At the beginning of 

2010, Samsung Mobile Canada had the leading market share in the handset cellphone market, but had 

not made significant inroads within the smartphone or premium mobile phone category (smartphones 

offer much more multimedia features than regular handsets). Given that the market was moving fast 

towards premium smartphones, Samsung had to make an aggressive technology and marketing play to 

ensure that it sustained its competitiveness against smartphone stalwarts Apple and Research in Motion 

(RIM). The company’s “hero” device in 2010 was the Samsung Galaxy S Vibrant and APEX was given 

the strategic responsibility of making it a knock-out with young adult Canadians. 

BUSINESS NEED / OPPORTUNITY 

Samsung Mobile is the leading mobile phone vendor in Canada. However, until the third quarter of 2010, 

its market share was predominantly in traditional cellphones with no products and little reputation in the 

smartphone category — an area dominated by Apple and Research in Motion (RIM). According to IDC 

Market Research, Samsung shipped 579,900 mobile handset units during the first quarter of 2010, which 

represented 38 per cent more units than the number two mobile phone manufacturer. 

However, given the mobile phone market was moving precipitously towards more multimedia smartphone 

devices, Samsung needed to secure a quick and strong foothold in the category to remain competitively 

viable in the industry. 

The Samsung Galaxy S Vibrant was the company’s 2010 “hero” phone: a device manufactured to be the 

best and closest rival to the Apple iPhone in style, screen size and resolution, speed and multimedia 

options. This was achieved via Google’s Android platform, a smartphone operating system that provided 

user-friendly navigation, access to Google’s most popular features and tens of thousands of mobile 

applications. Google Android, Apple and RIM all compete for platform or application dominance. 

Given Samsung’s ambitions and the unprecedented buzz surrounding Apple’s iPhone 4 — to say nothing 

of the bold attempts by other manufacturers, such as LG, Motorola and Nokia, to break Apple’s 

smartphone hold — Samsung would face numerous obstacles as it attempted to make a name for itself in 

the smartphone market. 

After analysing the issue and researching the target audience and market, the primary approach APEX 

and Samsung settled on was to create a very loud bang via an impromptu street concert that would help 

Samsung highlight the Galaxy S Vibrant’s key multimedia features and demonstrate its competitiveness 

with Apple’s soon-to-be-launched iPhone 4. 

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INTENDED AUDIENCE 

The primary audience for the Samsung Galaxy S Vibrant was young adults between the ages of 18-30, 

both male and female, who consume substantial entertainment and gaming content via mobile devices. 

This target group also tends to champion the more open and diversified Google Android platform (versus 

the more closed Apple OS and RIM platforms), which at launch offered over 60,000 mobile applications 

(apps). As this group is influenced by social media, pop culture media and technology blogs, APEX 

devised a campaign that reached all three of these key influencers while highlighting the device’s 

entertainment features and Android platform. As this target group is constantly inundated with messages 

on new technology launches, the big bang event featuring talent popular with this demographic ensured 

Samsung would secure their attention. 

GOALS/OBJECTIVES 

1) Attract 4,000 consumers to a free street concert on August 4, 2010 

2) Help meet 2010 sales projections (i.e. deplete Canada’s inventory within two months) 

3) Secure a minimum 50 per cent increase in media reach over the previously most successful 

Samsung Mobile launch (Omnia II) 

4) Increase Twitter traffic by 100 per cent between July 28 and August 4 th 

5) Generate five positive blogger reviews of the Galaxy S Vibrant and a minimum of 50 percent positive 

media reviews within six weeks of seeding 

SOLUTION OVERVIEW 

Research 

APEX conducted extensive research to determine methods that would cut-through the noise in the 

oversaturated mobile phone market to reach the target audience. The most effective were informal focus 

groups conducted with young adult gamers who participated in the recent World Cyber Games 

Tournament. Their insights into how they use their mobile devices, what features make the experience 

particularly effective and who or what influence their opinions and buying decisions proved invaluable 

when building a Samsung and Android specific narrative. Their input and intelligence compelled APEX to 

put a significant emphasis on the device’s exceptional screen (nerve centre of the device’s entertainment 

features), its one gigahertz processor that improves the user experience for application and gaming uses, 

and its sleek design, as well as the direction to create a guerrilla style pop-up event. 

Planning and strategy 

Traditionally, electronics companies have launched new mobile devices via relatively intimate events 

where the audience tends to be limited to company executives, retailers, partners and a small number of 

technology media. In order to usurp Apple’s dominant profile in the media and social media spheres in 

summer 2010 and shift sales momentum towards Android-powered smartphones, APEX would need a 

“big bang” launch event that would go well beyond the more intimate styled event and capture mass 

target audience (and mass media) attention. But volume and spectacle would not be enough. To 

genuinely get the respect of the target audience the event had to have an element of subversion and 

surprise. Moreover, sustaining consumer excitement long enough to drive them to retail required the 

endorsement of bona fide Canadian celebrities with supplemental support from the social media 

community. And, to bring consumers full circle to retail, consumers had to touch and test the device 

(particularly its Super AMOLED screen – the highest quality resolution screen on the market) and what 

better way to demo a multimedia mobile phone than in a throng of thousands listening to your favourite 

indie rock band? To achieve this, APEX solicited the support of popular indie rock band Metric to perform 

a short concert outside of Toronto’s Union Station — a high-traffic area and central hub that was easily 

accessible via public transit. The band’s popularity would help draw in a large crowd, while the 

audio/visual-nature of the event would allow concert goers to test and experience first-hand the full range 

of the Galaxy S Vibrant’s multimedia features. 

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As the target demographic is strongly influenced by social media and bloggers, APEX worked with Rocket 

XL (a digital media agency) to create and implement tactics that would secure attention through these 

mediums. Social media elements were woven through all elements of the plan in order to maximize the 

impact. 

Tactics: 

1) National media/influencer tour: Get positive reviews out early 

Six weeks before commercial launch, APEX conducted an influencer tour in Toronto, Montreal and 

Vancouver to showcase the Samsung Galaxy S Vibrant to technology media and bloggers. The 

influencers were given the opportunity to preview the device and speak to executives from Samsung. 

The fundamental purpose of the initiative was to secure positive reviews and online chatter prior to 

the launch to build advanced public anticipation and demand, as well as to compel comparisons with 

Apple’s iPhone 4 which launched in July 2010. 

2) Teaser campaign: Build public anticipation 

To create buzz and anticipation for the pop-up concert, working with Rocket XL, APEX issued a 

series of media and social media teasers the week leading up to the event (via Twitter, Facebook and 

local radio) providing hints to the whereabouts of the concert and the featured talent. The teasers 

proved very effective as witnessed on the final day when Twitter lit up with chat about the concert and 

Metric (a chart topping Canadian indie band that is hugely popular with the target audience according 

to our research). 

3) Guerrilla-style pop-up concert: Muzzle the competition 

On August 4th, two days before the retail launch of the Samsung Galaxy S Vibrant, Samsung hosted 

a free pop-up 45 minute street concert by chart topping band Metric on Toronto’s Front Street, directly 

in front of Union Station. Samsung street teams engaged consumers with demos of the Samsung 

Galaxy S Vibrant. Massive crowds gathered on the intersection, media choppers flew overhead and 

media across the GTA descended on the VIP area to capture a glimpse of the band. The subsequent 

activity at retail outlets, media coverage and social media chatter temporarily gave Samsung the 

much needed share of voice to meet its goals. 

IMPLEMENTATION and CHALLENGES 

Budget: 

APEX was given a budget of $210,000 including fees and expenses for the project as follows: 

• Fees: $55,000 (event planning, media relations and client counsel) 

• Expenses: $155,000 (band fees, street permits, staging and AV street teams, digital media support 

and venue costs) 

Challenges: 

There were three main challenges that Samsung and APEX would have to overcome to reach and 

impress young Canadians: 

1) Impromptu free street concerts in downtown Toronto done guerrilla style require extraordinary 

logistics — from police and city permits to emergency medical staff to highly sophisticated 

audio/visual troubleshooting and talent negotiations. 

a. Overcoming this challenge as any event planning team can attest, requires sheer effort, 

persistence, charm and more persistence, but ultimately it required the concerted effort of 

a trusted team of suppliers and agency partners to ensure that all logistical elements were 

meticulously completed. 

2) Indie rock bands are independent for a reason. They generally shun corporate endorsements and 

the messaging requirements that go with them. Despite the stipulations of the contract, it took until 

the 11 th hour to compel the members of Metric (a top indie band in Canada) to conduct 30 minutes of 

media interviews in a Samsung branded VIP space prior to the concert. 

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a. The product spoke for itself in this case. The band members enjoyed the Samsung 

Galaxy S Vibrant experience so much that they finally endorsed the product on the record 

(each member had been given a phone one week prior to the concert). 

3) The iPhone 4 launched approximately four weeks prior to the Galaxy S Vibrant, creating a lot more 

competition for the hearts and minds of Canadian young adults. 

a. APEX initiated an influencer preview and seeding program with media and bloggers six 

weeks prior to the launch of the Samsung Galaxy S Vibrant to start to generate positive 

reviews and chatter about the smartphone. 

MEASUREMENT / EVALUATION 

The results of the Samsung Galaxy S Vibrant launch greatly surpassed all objectives, making it the most 

successful launch to date for Samsung Mobile Canada. 

1. Objective: Attract 4,000 consumers to the concert. Result: According to Toronto Police estimates, 

10,000 consumers attended the event. 

2. Objective: Help meet 2010 sales projections. 

Result: Sales and pre-registrations exceeded 2010 projections by 30 per cent, depleting Samsung’s 

back-to-school inventory completely. By Q4 2010, Samsung was the top selling Android powered 

smartphone in Canada with shipments in excess of 450,000 units. 

3. Objective: Secure a minimum 50 per cent increase in media reach over the previously most 

successful Samsung Mobile launch. 

Result: The launch resulted in more than five times greater reach than the previous most successful 

launch for the company. Overall the campaign resulted in a reach of more than 80 million (25 million via 

technology media and bloggers, including gaming media, 10 million via lifestyle media and 45 million 

through conventional news and business media). 

4. Objective: Increase Twitter traffic by 100 per cent between July 28 - Aug 4 th 

Result: Twitter traffic increased 150 per cent during the key timing. 

5. Objective: Generate five positive blogger reviews of the Galaxy S Vibrant and a minimum of 50 

per cent positive media reviews within six weeks of seeding. 

Result: 6 bloggers and over 85 per cent of the more than 65 media reviews were positive endorsements 

of the device. 

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Entrant’s Name: Ivana Tomas 



Special Events with Budget greater than $100K 


Organization: Brampton Transit (City of Brampton) and H2 Central Marketing and 


Title of Entry: Zum Zone - Building awareness for Brampton’s first BRT line, Züm Queen Street 

Division 1: Communication Management / Category 6C: Special Events with Budget greater 

than $100K 

Time Period: May 2010 – October 2010 

Brief Description: Züm is Brampton Transit’s new Bus Rapid Transit (BRT) service and the City of 

Brampton’s response to the need for improved transportation options within Canada’s fourth-fastest 

growing city. Launched in September 2010, Züm Queen Street runs from downtown Brampton to York 

University and is the first of three BRT lines to begin operation in Brampton. 

As a new Brampton Transit initiative, Züm works seamlessly in conjunction with Brampton Transit’s 

conventional service. Züm offers reliable, all-day service with limited stops and a wide range of advanced 

customer service technologies to ensure riders arrive at their destinations on time and hassle-free. 

Need/Opportunity 

Increasing Brampton Transit’s overall ridership was our key need/opportunity. To do this, we needed to 

create excitement and anticipation for the Züm Queen Street launch of Brampton’s first BRT service. 

Our solution was to create a special event that grabbed residents’ attention – called Züm Zone – that 

worked within a limited budget and a tight timeline. Through Züm Zone, we wanted to educate the public 

on Züm, its features and new customer-focused enhancements. By doing so, we felt we could address 

two of the major issues we faced: countering negative perceptions of public transit and encouraging 

transit use in a mainly car-centric community. 

Focus group research revealed that transit riders felt they weren’t in control and were at the mercy of 

transit schedules. As a result, it was critical that our marketing and communications program highlight the 

new technologies of the BRT service. We also needed to keep our key messages focused on the “3Cs” of 

Züm, which are control, comfort and convenience. 


Our primary audience included: current Brampton Transit riders and transit riders that use GO Transit and 

YRT/VIVA; residents living along Queen Street and/or travelling to key destinations along the corridor (i.e. 

York University students, faculty and staff; Region of Peel staff; Bramalea City Centre shoppers and staff; 

high school students at the five high schools along the corridor). We also focused on targeting “choice 

riders,” those Brampton residents that drive and own a car, but can choose to take transit instead. We 

determined we would see the most ridership growth in our primary audience. 

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Our secondary audience included: Brampton Transit and City of Brampton employees; Mayor, City 

Council and senior management; local media and industry peers. 

Word-of-mouth marketing and grassroots community engagement, plus a stronger online presence 

through social media, were key to reaching these audiences for Züm Zone. This was due to the small 

number of media outlets available within the city (i.e. we couldn’t rely on local media alone to get the word 

out). 

A majority of our target audience had pre-conceived notions of public transit. Many had a negative 

perception of transit and/or thought it was for younger people and/or those without a car. Additionally, 

new “choice riders” needed to be convinced that Züm was a viable commuting option for them so they 

could leave their car at home and choose to ride transit instead. 


Our two main goals for the Züm Zone were to increase overall Brampton Transit ridership and increase 

awareness for Züm in order to create excitement for the Züm Queen Street launch. We established a 

target for ridership growth of 8-10% by the end of 2010. Social media targets included 500 followers on 

Twitter, 300 fans on Facebook and 5,000 views on YouTube. 

We also wanted to educate the public on Züm, its features and new customer-focused enhancements 

and target media in the Greater Toronto Area (GTA) to tell the Züm launch story and elevate the 

perception of Brampton Transit as a leading-edge transit authority. 


The overarching strategy was to tie Züm to the Brampton community. Our solution was to create Züm 

Zone – the place where Züm intersects with the community. Züm Zone exists in person and online, 

creating a physical and metaphorical space for Züm in the minds of residents. 

Züm Zone Synopsis 

Downtown Brampton Farmers’ Market: July 31, August, 21 and September 18 

• Street team, entertainment, swag, video booth contest, signage; Brampton Transit 

staff on site with other giveaways, popsicles, contests/games and service information 

Transit Terminal Visit: September 7 

• Street team, entertainment, coffee/cookies, signage; Brampton Transit staff on site 

with service information 

Züm Service Launch: September 20 

• Street team, entertainment, coffee/cookies, swag, signage; Brampton Transit staff on 

site with service information 

• City TV’s Breakfast Television live broadcast (Kindle; monthly pass giveaways) 

York University Student Centre: September 29 

• Street team, DJ and MC, games and prize giveaways, video booth contest, signage; 

Brampton Transit staff on site with service information 

Social Media Campaign: Twitter, Facebook and YouTube Channel 

• Custom-branded pages/channels; cross-promotion of contests and events; prize 

giveaways and Züm Zone video information 

• Engagement key to getting information out; Züm team able to speak to 

residents/potential riders one-on-one in an online format 

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• Twitter (@BTZum): followers from Brampton, York University and other transit 

authorities; variety of subject matter; content: events, promotions, BRT news and 

best practices 

• Facebook (BTZum): strong community engagement; event postings, customer 

service, transit pass giveaways, contests, photo tags 

• YouTube (www.youtube.com/btzum): customized channel hosting video booth 

submissions, Züm brand video 

Media Relations Campaign: create awareness for Züm and tell unique launch story 

• Customized backgrounders for launch; targeted pitches to GTA media 

Supporting Tactics 

• Signage/collateral: to frame the space and literally create a physical “zone,” 

included retractable banners, tabletop display, backpack banner, wing banner, 

branded coffee dispenser, chalk stencils, floor decals, video booth, video booth 

contest flyers 

• Prizes/giveaways: Züm-branded water bottles and colouring books, Brampton 

Transit swag, cookies, coffee, popsicles, balloons 

• Street team: high-energy team to engage residents in the Züm Zone; branded highend 

uniforms 

• Video booth contest: Kindle was a/top? prize; residents answered a series of 

unique questions related to Züm; videos merchandised on a customized YouTube 

channel 

• Live entertainment: ranging from a DJ to a balloon artist 

• Interactive support: web banners for contest/event cross-promotion, outbound 

emails to video booth participants; custom Facebook, Twitter and YouTube pages 

By connecting Brampton Transit and Züm to the community, we wanted residents to see Züm as the 

answer to addressing the transportation needs within the city. To combat pre-conceived notions of transit, 

we felt we needed to let residents see the bus (the number one feature of the service) at our events and 

give residents the chance to speak one-on-one with staff in order to connect the service with their 

individual experiences and see the potential of the new BRT service. 

To combat the lack of media outlets in Brampton, a media relations strategy was created to target media 

in the GTA and position Brampton Transit as a leading-edge transit authority. 

Our key messages included: 

• Züm is a reliable, cost-effective alternative for commuting 

• Züm is fresh and environmentally friendly 

• New system-wide technology features an efficient, reliable, smart service 

• Züm puts riders in charge of their travel (emphasis on control, comfort and convenience) 

• Züm provides first-class comforts – changing perceptions of public transit 

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Planning for Züm Zone began in April and concluded in September with a budget of $210,000. To keep 

staffing costs low, Brampton Transit staff volunteered their time. City partners also reduced costs as much 

as possible (i.e. no charge for participating at Farmers’ Market). 

Buy-in from Brampton Transit staff and managers was key. Approval from city leaders, including Mayor, 

Council and City Manager, was required during a busy election year. 

Züm Zone event staff needed to anticipate questions or concerns from the public. As a result, a key 

messages document was created and circulated to assist staff working at the events and a tracking form 

was created to update the key messages on a weekly basis. 

The social media component of Züm Zone was the City of Brampton’s first foray into this new form of 

communication. As a result, transit staff set a standard for the city as it explored the opportunities and 

challenges of social media. 

Measurement/Evaluation of Outcomes 

Ridership numbers were the key measurement and evaluation tool for the success of Züm Zone. 

Additional measures included Facebook fans and Twitter followers as well as Züm Zone engagement and 

media coverage/impressions. 

Since the Züm launch, Brampton Transit’s ridership growth has been overwhelming. Ridership in 

November 2010 was up 21.5 per cent along the Züm Queen Street corridor compared to the same month 

in 2009. Brampton Transit also posted back-to-back all-time monthly ridership records with November 

2010 posting the highest monthly ridership recorded with 1.40 million riders. The highest previous record 

was set the month before, with October 2010 posting a ridership mark of 1.34 million riders. Overall yearto-date 

ridership growth was also at an all-time high by the end of 2010, increasing by 12.6 per cent, 

compared to the industry average of 3-5 per cent. This surpassed the initial target of an 8-10 per cent 

overall increase in Brampton Transit ridership. 

Excitement and anticipation for Züm was created though social media as well as prize giveaways and 

handouts at the Züm Zone events (i.e. more than 4,000 water bottles 1,000 cups of coffee given away). 

Online, the BTZüm Twitter page earned more than 800 followers (one of the top in the Canadian transit 

industry) and more than 300 tweets were sent out, securing a tweet to message ratio of 1:2. On 

Facebook, the BTZum page boasted more than 400 fans (one of the top in the Canadian transit industry), 

more than 12,000 page views and 2,300 unique visitors. The page also had nearly 2,800 photo views and 

more than 150 user comments. On YouTube, more than 130 videos from the Züm Zone video booth were 

uploaded with thousands of views. The Züm brand video, which premiered on the YouTube channel, 

earned several top honours including rankings for Top Favourited video, Top Rated video and Top Rated 

video of the week. 

The media relations campaign netted City TV’s Breakfast Television with 15+ minutes of live television 

across four segments and several Live Eye throwbacks. Stories were also seen in the Toronto Star, 

METRO, 24 Hours and a variety of radio stations. In total, the campaign garnered 3.5 million impressions 

and close to $1 million worth of media coverage. 

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Entrant’s 

Name: 

Organization: 

Title of Entry: 

Division 1: 



Issues Management and Crisis Communication 


Nadine Jahangir 

RBC Dexia Investor Services 

Managing through the G20 Summit security crisis 

Communication Management / Category 7: Issues Management and Crisis 

Communication 

Time Period: February 2010 to June 2010 

Brief 

Description: 

Business Need/Opportunity 

RBC Dexia prepared employees to maintain their safety and the continuity of our 

business during the G20 Summit security crisis. 

RBC Dexia’s Toronto office consists of more than 2,200 employees who provide institutional investor 

services globally. Our Corporate & Employee Communications team builds client and employee 

engagement through effective communication and works to improve communications across RBC Dexia. 

The G20 Summit was held at Metro Toronto Convention Centre (MTCC) from June 26-27, 2010. Police 

set up security perimeters downtown, including an inner security gate, or the “red zone,” which was in 

place from June 23-28 around the MTCC and nearby buildings. Our office was enclosed in the “red zone,” 

presenting us with a challenge unique from other companies in downtown Toronto. The gate had policecontrolled 

entry points that restricted clients and couriers from accessing our building and left employees 

with limited or no access to the office. This impacted some of our daily processing, such as time sensitive 

deliveries for clients and regulators. Given this, we needed to determine how to redirect work to other 

offices and keep employees safe if riots occurred. 

To maintain client service and employee safety, RBC Dexia invoked its business continuity plan (BCP) 

from June 23-28. This was the first time we had invoked a contingency plan and especially one of this 

scope and magnitude. Employees did not know how to prepare for BCP, business processes needed to 

be fine-tuned and we needed to determine how to disperse employees between back-up locations. RBC 

Dexia’s performance, client service and reputation depended on our successful preparation for BCP. 

Our communications team needed to equip employees to prepare for the BCP period, reinforce our 

commitment to maintaining employee safety and assure clients of continued service during this time. We 

worked with our Managing Director (MD) and Canadian Management Committee (CMC) to develop a 

plan. To avoid alarming clients, we only issued two proactive letters highlighted our planning efforts. This 

work plan addresses the employee communications plan we developed and executed. 

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Research/analysis 

To start, we established an infrastructure for crisis and communication management and conducted 

research to understand the facts and impacts. This involved: 

• Creating a steering committee: In the media, police changed security details daily and we received 

conflicting reports on what to expect once the perimeter was set up. Internal system access and 

logistical information were also revised daily. This challenged us to stay informed and collaborate 

across the company. Led by our MD, we created a steering committee of business leaders from all 

areas of the organization to address this. We met twice a week for four months before the Summit and 

multiple times a week in the weeks before the event. 

• Establishing a communications council: To stay updated on employees’ inquiries, we established 

and co-led a communication council with HR, which reported to the steering committee and was 

comprised of representatives from HR, Risk Management, IT, BCP Coordinators and direct reports of 

steering committee members. We met twice a week for four months prior to the Summit and once a 

week in the weeks before the event. Members provided subject matter expertise on IT systems, risk 

management and human resources policies and BCP processes, supplying key messages for our 

communications efforts. The council enabled us to escalate, investigate and address employee 

concerns through proactive communications. 

Through these channels, we learned that employees and managers did not know how to prepare for 

BCP; were not aware of or did not understand our contingency plans; and feared for their safety at work. 

Entrant’s roles 

As Manager, Employee Communications, I advised the steering committee and communications council 

and developed and executed the communications plan. Katherine Church provided input on the plan’s 

client communications components and developed the client tactics. Brigette Kocijancic was Director, 

Corporate & Employee Communications, and oversaw the project, advised the steering committee, led 

the communications council and guided and advised on the plan and tactics. 

Intended Audiences 

Audience Key characteristics 

2,200 Toronto employees Unfamiliar with our BCP and how to prepare; sceptical of how work would continue. 

300 Toronto managers Had to communicate to direct reports and functional managers in Toronto and other 

countries. 

Global business heads Needed to know on an FYI basis that the Toronto office would be in BCP mode. 

Employees globally Needed to know on an FYI basis that the Toronto office would be in BCP mode. 


RBC Dexia’s goal was to be well prepared to manage the business with minimal client service disruptions 

and maintain employee safety during the BCP period. We planned to achieve this goal through the 

following objectives: 

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1. Ensure employees understood and were aware of what they needed to do during the BCP period. 

2. Equip managers to help employees prepare for BCP through consistent and reliable information. 

3. Enable two-way dialogue with employees and be a principal resource to help them prepare for BCP. 

4. Reinforce RBC Dexia’s commitment to maintaining employee safety through consistent messages. 


We leveraged proactive email, online and face-to-face communications. Planning began in February 2010 

and we ran the campaign from April 2010 to July 2010. To meet our goal and objectives, we implemented 

these tactics: 

Tactic Timing 

G20 intranet page 

We launched this site, which was updated daily, to give Toronto employees a central page with 

G20 updates, BCP contacts and resources. An intranet homepage ad tile gave easy access to 

the page. 

Proactive emails 

Proactive email was our primary channel to reach Toronto employees. Manager emails 

advised on required actions and key messages. We sent three FYI update emails to global 

business heads. 

Intranet news updates 

When proactive emails were sent, we posted them on intranet homepage for employees in 

“What’s new” section for visibility. We occasionally posted FYI updates for employees globally. 

FAQs 

We launched various FAQs to address Toronto employee questions that were escalated 

through the council. These FAQs were launched through proactive emails and posted on the 

intranet under “What’s new” and the G20 intranet page. The FAQs served as “living” 

documents that were updated regularly as information changed or as additional questions were 

raised. 

Executive-hosted G20 information sessions 

We worked with our Events team to organize floor-by-floor, face-to-face information sessions 

hosted by our Canadian Management Committee members for Toronto employees. They 

heard updates on BCP planning and had a chance to ask questions. We used proactive email 

to inform employees about the sessions, all were well attended with standing room only. 

Technology guides for employees 

To ensure Toronto employees took necessary actions to prepare their systems, check their 

VPN accessibility and ensure technologies were up to date, we worked with IT to develop 

technology guides. These were launched via email and were posted on the G20 intranet page. 

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Launched April. 

Updated daily 

from April-June. 

Launched April & 

continued 

regularly as info 

changed. 


continued 


changed. 


continued 


changed. 

Seven sessions 

held from June 3- 

4. 

May-June

Canada town hall meeting 

We leveraged our local employee town hall event, hosted by our MD, and held a special G20focused 

session for Toronto employees. The event, which normally provides a business 

update, was instead devoted to discussing our BCP planning and preparation. 

Employee hotline 

We created a Toronto employee phone hotline, which was co-managed with RBC, where 

employees could call in to receive regular G20 updates. Our employees received their own 

number and recording message that updated them on our G20 situation daily. 

BCP wallet cards 

We provided Toronto employees with a BCP wallet card containing an employee hotline 

number, where to direct media inquiries and a checklist of required BCP actions. 

Voicemail and email scripts for employees 

To address Toronto employee inquiries, we issued voicemail and email out-of-office scripts. 

These were launched through a proactive email and were later made available on the G20 

intranet page. 

Employee Communications mailbox 

We leveraged our existing Employee Communications mailbox to provide Toronto employees 

with a channel to send questions, raise concerns or make comments. 

Manager conference calls 

To keep Toronto managers informed of actions required, understand core key messages and 

provide information they needed to answer employee questions, we set up two manager 

conference calls, hosted by our MD. We provided him with key messages and FAQs . 

Regular steering committee meetings 

Hosted by Risk Management and Communications, we instated regular steering committee 

and communications council meetings to stay updated on BCP planning, escalate inquiries or 

concerns and determine next steps to communicate with employees/managers. 

Global employee information session 

Our team leveraged our existing global employee information session to inform employees 

globally on our BCP planning and preparation. Our CEO addressed the plans, how we would 

maintain client service and reinforced our commitment to maintaining employee safety. 

Implementation and challenges 

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End of May. 

Activated & 

launched June 

16, updated twice 

daily June 23-28. 

Distributed June. 

Launched June. 

Ongoing from 

April-June. 

Two calls held 

May-June. 

Twice a week 

from Feb-May. 

Multiple times per 

week from May to 

June. 

Held in May. 

• No budget was allotted for this project. We leveraged existing internal channels, vehicles and 

resources to execute our plan. There were 10 full-time resources dedicated to the project and 25 more

that provided support. We spent about 9,500 hours over six months to develop and execute the 

campaign. 

• Difficult to ensure managers communicated consistent key messages with employees. Executivehosted 

G20 information sessions helped us avoid mixed messages by providing consistent information. 

• Security perimeter details, types of access the police would permit and potential threat of protesters 

changed constantly, often multiple times a day. Authorities only released security details the day before 

the event. Regular, frequent committee and council meetings helped overcome this and kept us 

informed throughout the planning process so we could communicate effectively. 

• Technology constraints limited our ability to disperse employees between back-up locations. Our VPN 

server could not support all employees so we asked non-critical employees to work from home without 

VPN access. Through our council, we learned that employees were sceptical of what they could 

accomplish without VPN. To address this, we sent an update to employees with tips of work-from-home 

projects that was well received. 

Measurement/evaluation 

Communication efforts helped RBC Dexia reach its goal and we managed the business with no client 

service disruptions. After the campaign, we conducted an employee survey to understand our 

effectiveness in achieving our objectives. Online statistics, anecdotal feedback and attendance and 

engagement at face-to-face sessions also measured the campaign’s success. Results were 

communicated to the steering committee and communications council during a feedback meeting to help 

improve processes for the future. We met our communications objectives with no hard costs to RBC 

Dexia and with the following results: 

Objective 1: Ensure employees understand and are aware of what they need to do during the BCP 

period. 

• In the survey, employees rated communications favourably, 8.4 out of 10, in helping them know what to 

do and how to prepare for RBC Dexia’s contingency plans. They also indicated that Employee 

Communications updates they received were their primary source of G20 information. 

• The G20 intranet page was viewed more than 11,000 times by our 2,200 Toronto employees. 

• Employees at the office during the Summit needed to evacuate due to protestors. They evacuated 

without issues within an hour. In a management call after the evacuation, leaders comments that 

employees knew what to do and had no problems evacuating. 

• Examples of some anecdotal feedback employees provided through the survey include: 

• “Prior Preparation and Planning Prevents Poor Performance. This is a good example of good 

planning.” 

• “RBC Dexia did a great job in preparing employees and clients for this unique event. I'm certain our 

early start and response, from a planning and communication perspective, contributed to our 

successful outcome in managing this business disruption.” 

• “Very well informed before and during the G20.” 

Objective 2: Equip managers to help employees prepare for BCP through consistent and reliable 

information. 

• In the survey, employees indicated they relied on their managers as a resource for G20 information. 


• “I liked the idea of upper management taking the time to communicate to staff and clarifying the 

information received from our managers. We felt much better knowing that we will be compensated 

for out of pocket expenses and our safety was high on the managers list.” 

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• We also received general feedback from senior leaders, such as: 

• Derek Hutchison, Head, Marketing & Communications, RBC Dexia: “You and your team have done 

an outstanding job on the communications planning and execution.” 

Objective 3: Enable two-way dialogue with employees and be a principal resource to help them 

prepare for BCP. 

• Attendance at the seven executive-hosted information sessions was at maximum capacity with 

standing room only. Roughly 1,050 employees attended the sessions over two days with good 

engagement determined by the quality and quantity of questions and concerns raised that resulted 

in most sessions going over time. Executive hosts reported at a steering committee meeting that 

they received positive feedback during the sessions and that the events had significant impact on 

employees. To date, these sessions were the most well-received and successful tactic conducted 

with any internal communication program at RBC Dexia. These were truly two-way, face-to-face, 

intimate events where employees could speak directly with executives. 

• The town hall, which was hosted by our MD, was the most well-attended town hall session to date. 

• Employees used our Employee Communications email box to provide comments and feedback. 

Below are a few of the comments we received: 

• Jo’Anna Calleja Gera, Project Manager, RCT (RBC employee receiving our 

communications):“The updates from Dexia are astounding. I am an RBC employee. I have to say 

that I really appreciate the quality of information coming from your team. This was a very good 

source of information for me as I am in the light red zone and was also sharing it with my peers 

here at RBC. It’s all good. My comments to my peers about the G20 communication is nothing 

short of impressive. So thank you, and keep it coming.” 

• Bambi Alvia, Senior Analyst, RBC Dexia: “... just a quick note to let you know how much I 

appreciate this email. This has to be one of the best communication pieces that I've received.” 

(We received this comment as a direct reply to the proactive email we issued on tips for working 

from home without VPN access.) 

Objective 4: Reinforce RBC Dexia’s commitment to maintaining employee safety through 

consistent messages. 

• Anecdotal feedback from the survey indicated that employees felt employee safety was RBC Dexia’s 

top priority. Some examples of this feedback includes: 

• “Overall I felt that employee safety was the number one concern.” 

• “Kudos all round for a situation well handled. Our employees' safety came first and that was 

appreciated!” 

• “At first I thought having 4 days away from the office was a bit much but after seeing the Fencing and 

Police presence on Mon and Tues leading up to the Summit I am very thankful that we were 

requested not to come into the office during those days. Thank you for caring for your employee's 

safety.” 

• “Great job overall. This was taken seriously as it was a serious event with employee safety at the 

utmost concern! Well done.” 

• “Hats off to RBC Dexia. People were nervous after the RBC bombing in Ottawa. I was extremely 

grateful that RBC Dexia allowed employees time away from the office so that we would not have to 

sit at our desks, wondering if our building was going to be their next target. Thanks for looking out 

for us.” 

• “It was very well organized and even though I worked in RBC Centre during the G20, I felt safe and 

our clients’ daily business flows were not interrupted and we were able to keep up the same level of 

service.” 

• “The concern RBC Dexia portrayed in regards to staff's safety was exceptional. There was a lot of 

fear as to "what happens if ... " and I think those fears were dispelled with the various and 

continuous communications we received.” 

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Our MD was so pleased with the campaign that he held a G20 “survival” celebration for the project team 

and all parties involved in the planning. The campaign we developed for the G20 period is now used as a 

best practice in managing other campaigns across the company. 

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Entrant’s Name: Martine Lévy 



Issues Management and Crisis Communication 


Organization: DDB Public Relations and British Columbia Salmon Farmer’s Association 

(BCSFA) 

Title of Entry: The Salmon Farming Industry Speaks Out as the Cohen Commission Launches 

Division 1: Communications Management / Category 7: Issues Management and Crisis 

Communication 

Time Period: October – November 2010 

Brief Description: The British Columbia Salmon Farmers Association (BCSFA) set out to tell their side of 

the salmon farming story to Vancouverites on the heels of the Cohen Commission launch in October 

2010. Embroiled in a long-standing battle with anti-salmon farming NGOs for well over a decade, the 

industry felt they were losing the fight with a relatively silent voice. It was time for the BCSFA to show 

confidence to its internal stakeholders, show support to its external ones, and lay the foundation to win 

back the favour of BC residents. This issues management program was designed to do just that, and 

DDB PR rolled it out with excellent results – minimizing risk and maximizing its proactive industry voice. 

1. Business Need/opportunity: The British Columbia Salmon Farmers Association (BCSFA), based in 

the coastal community of Campbell River on north central Vancouver Island, is the voice of British 

Columbia’s (BC) environmentally sustainable farmed salmon industry. The BCSFA is a forum for 

communication and cooperation within the salmon farming sector, and the focal point for liaison between 

the industry and the Canadian government. The association provides public information on salmon 

farming, coordinates industry-wide activities and research initiatives, and spearheads various community 

events. 

Salmon farming is BC’s largest agricultural export, bringing in $500 million a year to the province and 

employing more than 6,000 workers. Moreover, BC’s sustainable aquaculture practices boast having the 

highest standards in the world. Still, salmon farming is an issue of contention and great, passionate 

debate among the public in BC, and specifically within its key urban centre, Vancouver. For more than a 

decade, several non-profit and non-governmental organizations (NGOs) that have been well-funded by 

organizations/foundations with international interests, have organized highly effective anti-salmon farming 

PR and media relations campaigns to “de-market” farmed salmon in BC. Inaccurate claims of excessive 

sea lice infestations on farmed salmon, dyes given to farmed salmon to obtain a pink hue, “toxic waste” 

from fish farms being dumped into the ocean, etc. abound among these NGO campaigns. All of this was 

presented as science, and used to build a case that open net salmon farms in the ocean were depleting 

BC’s beloved wild salmon stocks. 

The salmon farming industry was initially slow to respond to these campaigns, and momentum quickly 

built up against the industry. When salmon farmers did eventually respond, their voices were vilified by 

the NGOs, and the industry was portrayed as “big corporations looking for big profits” at the expense of 

BC’s environment and its wild salmon. A lot of misinformation and myths were therefore accepted as 

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facts by members of the public and industry members not only felt gun-shy about speaking out, they also 

felt battered and bruised by such highly organized campaigns against them. 

BC’s wild salmon stock sees greatly fluctuating returns year over year – with some years that produce big 

numbers of wild salmon returning to the coast while other years see depleting stock. Though history over 

the past 50 years show these fluctuations are a normal course of nature, many NGOs have capitalized on 

the depleting numbers and positioned them as proof that salmon farms are to blame for the demise of 

BC’s great wild salmon. 

Within this context, in 2009, the Fraser River sockeye salmon saw a very disappointing return in BC (only 

1 million of an anticipated 10.6 million fish returned to the Fraser) generating a lot of public concern. The 

NGO’s campaigning efforts in Vancouver put so much pressure on the Canadian government, that the 

federal government launched an official investigation into the 2009 decline. The government appointed 

Justice Bruce Cohen to lead the probe, and thus the Cohen Commission was formed. While the Cohen 

Commission identified a number of possible factors into the decline of the Fraser River sockeye, including 

ocean currents, global warming, other industries’ effects on ocean health, etc., the salmon farming 

industry continued to be at the heart of public debate in the media. 

Ironically in the midst of the Cohen Commission investigation, the 2010 Fraser River sockeye salmon 

returned in record numbers – 25 million – the best sockeye returns in nearly a century. Many NGOs 

argued the record returns away as a one-off incident. The BCSFA however, saw this as an opportunity to 

re-introduce the industry’s voice with confidence into the public debate, reinforcing its position that BC’s 

salmon farms have a minimal impact on wild salmon. 

In October 2010, as the Commission prepared to hold public hearings in Vancouver, a few high-profile 

anti-salmon activists planned a multi-day “paddle” across the waters of various coastal communities all in 

the name of protecting BC’s wild salmon from fish farms. Their efforts would culminate into a photoopportunity 

in downtown Vancouver, and based on past history, the event was poised to attract a lot of 

local media attention. In light of this upcoming event, the BCSFA retained DDB Public Relations (DDB 

PR) to help guide the BCSFA’s communication efforts – to ensure the association could justly share their 

point of view among the “salmon” stories that would be reported in editorials during this time without being 

vilified once again. 

This communications effort was essential on the part of the association in order to provide support to the 

more than 6,000 industry workers, and to show confidence from the industry to its key external 

stakeholders including local coastal community politicians, federal and provincial government officials and 

regulators, farmed salmon distributors, retailers, etc. All of these audiences had a vested interest in 

farmed salmon but the BCSFA’s internal research, via quantitative surveys and qualitative focus groups 

and interviews, indicated these groups felt the industry wasn’t doing enough to defend itself from such 

blatant public attacks. They reported feeling public pressure from these campaigns and felt left to defend 

their positions by themselves. Recognizing that, from an issues management and crisis communications 

point of view, the BCSFA couldn’t win over public hearts overnight, DDB PR set out to implement a 

focused, local Vancouver-based media relations campaign designed to insert the BCSFA’s key messages 

into editorials that were going to report on the NGOs PR/photo-opportunity efforts and the Cohen 

Commission. In this way, amidst the media discussions on salmon farming and the 2009 decline of the 

Fraser River sockeye salmon, the public would have the opportunity to hear both sides of the story. This 

campaign would serve as the first stepping stone in building the foundation for positively-focused future 

industry communications with the media. 

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2. Intended audience(s): Recognizing how polarized people are over salmon farming, the BCSFA 

conducted extensive research to identify who among Vancouver’s public audience would be most 

receptive to the industry’s messages. The BCSFA’s key stakeholders including distributors, retailers, 

municipal politicians and government regulators all wanted the BCSFA to work on garnering more public 

support for the salmon farming industry. But the BCSFA also recognized that swaying public opinion to 

look favourably upon the salmon farming industry could only be done in baby steps, with a long term 

investment, so it was pivotal for the BCSFA to find the right audience to outreach to as a first step in order 

to set itself up for success. 

After conducting extensive research using opinion polls among local Vancouver residents, BC residents 

and those from other North American cities (for comparison) such as San Francisco and Los Angeles, the 

key BCSFA consumer audience was identified as: male Vancouver residents over the age of 40, who 

likely grew up fishing with their fathers in BC and who have some familiarity with the fishing economy in 

BC. This group was shown to most likely approach media discussions with an open mind – meaning they 

would be open to listening to what the salmon farming industry had to say before passing judgment. In 

their current opinion, they say they’ve heard that salmon farms harm wild salmon, though they are not 

exactly sure why. They are not emotionally tied to this issue and they like to evaluate facts and take a 

rational versus emotional approach to their decision-making. 

Armed with this descriptor, DDB PR identified local Vancouver based media who were most likely to 

speak to this group, since media relations would be used as a strategic communications vehicle to reach 

this audience. The agency consulted with its media buying sister agency, OMD in order to confirm, based 

on audited research data, which publications, broadcast shows and online sources this target group 

interacted with. Then, the agency conducted in-depth media audits to identify local media figures who 

were clearly and passionately “anti-salmon farms” versus those reporters and editors who held a more 

neutral view. Many prominent members of the media in Vancouver appeared to hold clear biases against 

the salmon farming industry, based on their editorials, so the agency zoomed in on those media who, in 

the past, had reported more balanced stories. They would be this campaign’s key target audience. For 

example, Global television in BC is the most-watched station in Vancouver. Through DDB PR’s editorial 

audits, the agency found that within Global’s news team, compared to other reporters who often focused 

on environment and sustainability, Brian Coxford had a history of reporting on the underdogs of various 

issues. This included many industry-focused stories that spoke to economical contributions to BC. So, 

as part of DDB PR’s media relations strategy, the team tailored its media relations pitch specifically to 

Brian, and offered him an exclusive broadcast story opportunity from the industry’s side, in the midst of 

the NGO’s Cohen Commission news generating efforts. In this way, the agency identified key media 

influencers who were more neutrally positioned, and who would likely be most receptive to the industry's 

messages. 

3. Goals and objectives: The BCSFA’s business objective was to represent the industry’s voice among 

public discussions in the media; to show confidence through its messaging on leadership, sustainability 

and transparency; and to build the foundation for future communications designed to slowly win back 

public trust. As such, this campaign’s goal was to insert its voice into upcoming editorials reporting on the 

anti-salmon farming NGO’s publicity stunts, and the commencement of the Cohen Commission public 

hearings. This campaign needed to counteract the NGO’s vilification of the industry by offering its own 

side of the story with a fair journalistic voice, while showing the public that BC’s salmon farming industry 

was committed to complete and total transparency. This campaign’s quantifiable communications 

objectives were identified at the onset of the program as: 

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• At least 10 media hits in mainstream and community-based newspapers, online news sites, 

television and radio outlets across the greater Vancouver area (also including national media 

reaching a Vancouver audience – e.g. the Globe and Mail) quoting the BC salmon farming industry 

in October 2010; or industry inclusion in at least 50 per cent of the mainstream editorials generated 

on the NGO publicity stunts and Cohen Commission launch – whichever is greater. 

• Using the Media Relations Rating Points (MRP) evaluation system, obtain a total audience reach of 

at least 3,500,000 and a cost-per-contact of $0.01 (with the industry standard being set at $0.03). 

• Under the MRP evaluation system, the target MRP score was set at 85 per cent (with the industry 

standard being set at 75 per cen). The pre-determined rating criteria included: 1) association/brand 

mention; 2) spokesperson quote; 3) key message inclusion. 

• At least 80 per cent of the editorials from this campaign should have a neutral tone towards the 

industry (offering fair balanced coverage), and the remaining 20 per cent is to be allocated for 

editorials with a negative tone. 

• Post-campaign evaluation among BCSFA communications committee must yield a minimum 

satisfactory rating (categories: needs improvement, satisfactory, above average performance); 

each committee member was to obtain qualitative feedback from their stakeholders and apply their 

findings to the agency and campaign rating. 

• Post-campaign public opinion poll must show a 2 per cent lift in favourable impressions about the 

salmon farming industry from target residents of the greater Vancouver area – compared to 

existing pre-campaign opinion poll results. 

Measurable objectives in this campaign were purposely not sales driven or financial because this was an 

issues management campaign. For too long, the industry`s voice was silent among public discussions in 

the media, therefore, this campaign served as a first step towards rectifying this situation. This was part 

of the BCSFA`s long term issues management strategy, showing its key stakeholders (industry workers, 

distributors, retailers, municipal politicians and government officials) that the industry is taking proactive 

steps to defend itself and educate the public on its industry – this campaign demonstrated that first step. 

4. Solution overview: DDB PR methodically implemented a strategic issues management program that 

included the following: 

Key services provided: DDB PR’s role in this project included complete project development, 

messaging development and full project implementation. The agency worked seamlessly with its 

advertising counterparts from the DDB Vancouver office (who were preparing a mass advertising 

campaign to be rolled out in the winter of 2011) to ensure messaging continuity. Overall, DDB PR’s 

services to the BCSFA included: project management, strategic counsel, customized media training, 

liaison with retail partners and other stakeholders as required, media materials development, media 

relations, on-site support for media relations and issues management, and measurement and evaluation. 

Research: In the first phase of this campaign, DDB PR conducted an exhaustive industry analysis, 

researching every player in the BC salmon controversy, from BCSFA members and their performance 

history (from a sustainable and transparency perspective), to key influencers in the field in Vancouver and 

in Canada, who are either pro or anti-salmon farming (including university professors, aquamarine 

biologists, field researchers, regulators, etc). The agency researched every claim for and against salmon 

farming, combed through government transcripts from regulators, to gain a thorough understanding of the 

scientific facts at hand. Moreover, in addition to conducting a media audit as mentioned above, the 

agency worked with its sister social media division (Radar DDB) to utilize social media listening modules 

to gauge and analyze online conversations and sentiment around BC salmon on various user-generated 

sites. Alerts were set up to monitor all anti-salmon farming NGO activities online, so the team could 

develop defense strategies in real time as they arose during this campaign. 

131

The agency then presented the BCSFA communications committee with a recommendation for the 

campaign’s tone of voice and ensured all parties were in full agreement before proceeding. Based on this 

direction, a comprehensive key messages and Q&A document was developed. Key messages focused 

on moving the spotlight away from the “big bad corporation” claim and redirecting it to the 6,000 working 

men and women and their families that rely on salmon farming. It also focused on highlighting how the 

BC salmon farming industry has developed the highest aquaculture standards in the world, and how it 

has a record of transparency with the government and the public when it comes to regular reporting of 

fish farm data. These messages were developed to counter the NGOs key messages and accusations 

directly. 

The agency then worked with the BCSFA to identify and designate key media spokespeople on behalf of 

the BCSFA, namely Mary Ellen Walling, Executive Director of the BCSFA and Clare Backman, 

Sustainability Director for Marine Harvest. The agency also identified back up spokespeople in case 

Ellen or Clare were occupied on-site on the day of the NGO’s publicity stunt. All team members received 

focused media and issues management training that focused on both messaging and crisis preparedness 

processes. In this way, all members of the BCSFA, whether speaking externally on behalf of their own 

companies, or internally to their employees, would be able to stay precisely on message, speaking the 

same language for consistency and credibility. 

From a media relations standpoint, the agency pre-pitched an exclusive broadcast story for Global TV in 

BC focused on the industry, which resulted in an excellent, favourable segment. Media materials were 

then disseminated to select target media and these included: 

• A press release sent out over the weekend to select target news media before the official NGO 

publicity stunt launch pre-empting any NGO media activity, which announced the BCSFA had just 

submitted years’ worth of raw data to the Cohen Commission as requested. This message 

directly negated the NGOs claims that fish farms were holding back data because they had 

something to hide. 

• A second release was distributed on Monday morning (the day of the NGO publicity stunt) to 

assignment desks and reporters in Vancouver – as the Cohen Commission launched its public 

hearings. Its message focused on how the 6,000+ voices from the industry felt they were being 

vilified, and that they were relieved that the Cohen Commission will be fairly investigating all 

possible triggers for the 2009 depleting sockeye. Taking the argument away from an “us against 

them” standpoint – in terms of “evil salmon farmers from big international companies” to “we are 

all British Columbians – we have the same vested interests as you” – this messaging strategy 

offered a different perspective for media to juxtapose against the NGO’s messaging. 

• A fact sheet also accompanied the second release that demonstrated the global need for farmed 

salmon, the salmon farming industry’s impact on the BC economy and how BC is a global leader 

in sustainable salmon farming practices. 

The agency then drafted compelling email pitches and conducted aggressive media phone follow-up to 

encourage industry message inclusion with either a neutral or positive tone – appealing to journalistic 

integrity in presenting both sides of a story to their audience. Where select media purposefully chose to 

exclude the industry’s voice based on their pre-existing bias, the DDB PR team developed tactfully written 

letters to the editor and the clients submitted them to the respective media outlets. 

Moreover, agency and client representatives were on-site at the NGO anti-salmon farming demonstration 

(photo-op/stunt) and at the courts where public hearings for the Cohen Commission were being held. 

The agency had pre-planned that if any media interviewed the NGOs, the team would speak to them 

afterwards and offer up an industry spokesperson to share the “other side of the story”. In preparation for 

the anti-salmon farming demonstration, the agency also provided a heads up to one retailer who was 

132

eing targeted in the publicity stunt. The agency assisted this store’s management team with developing 

stand-by plans of action in order to maximize a positive portrayal of the industry against a backdrop of 

propaganda-style NGO messaging. The agency and BCSFA also provided crisis management support to 

this retailer (e.g. in the event that TV cameras show up at the store and start asking customer questions, 

advise store employees to take them to DDB PR, etc.) Thanks to meticulous pre-planning and a 

conscientious team, the events from this launch day rolled out without any substantial glitches. 

Following the launch day, DDB PR carefully monitored media coverage both offline and online to identify 

any inaccuracies about the industry that may have been reported as news. In such instances, the agency 

immediately contacted editors to notify them of the error (and backed it up with scientific, peer-reviewed 

facts). Where warranted, the agency developed letters to the editor for the client to submit correcting 

myths, and offering up facts around this campaign. 

The agency also shared regular media updates with key industry stakeholder representatives in real time 

– so they could, in turn, share it with their audiences – showing internal stakeholders that momentum was 

building for the industry. This process assisted the BCSFA communications committee with obtaining 

industry-wide feedback and accurately rating the campaign’s performance during the wrap-up phase. 

5. Implementation and challenges: This campaign’s issues management budget was $35,000, 

including both fees and out-of-pocket expenses. The campaign’s planning and roll-out all happened 

during the month of October 2010, with the post-campaign wrap-up and evaluation taking place in early 

November. The agency was cognizant of maximizing this campaign’s budget at all times and strategically 

used the funds to make programming go further. For example: to save on travel costs from multiple trips 

from Toronto to Vancouver and back for the agency team, DDB PR booked several client/stakeholder 

meetings and media training for industry representatives on back-to-back days. There were also some 

limitations and challenges to this campaign. Due to the extremely tight turn-around from campaign 

development and approval to roll-out (all within a matter of weeks) the agency had limited flexibility in 

developing optimal programming for niche media pitches. For example, for the pitch to Global TV in BC, 

the agency would have ideally liked to offer up personal interviews with regular, everyday BC families 

who work and thrive in the salmon farming industry, alongside some interviews with mayors and First 

Nations representatives in BC`s coastal regions who could speak to the economic impact of salmon 

farming in their communities. The challenge, however, was that due to the winter weather and rough 

waters, a boat tour of salmon farms was not possible (taking the visual excitement away from the 

segment), and even if the agency could have coordinated interviews with industry workers at the very last 

minute, the flight time to go out to Campbell River from Vancouver would have been too demanding on 

the media’s time. As a result, the agency worked with the clients to have them come down to Vancouver 

and worked around the Global TV producer’s and reporter’s schedules in order to solidify the broadcast 

segment. The agency provided existing industry-focused b-roll to the station too, to offer up stand-by 

visuals of salmon farmers at work. 

The final key challenge in this campaign was developing consensus among the BCSFA on how 

aggressive the association should be in their “fight back” against the NGOs. Working with representatives 

from different companies within the industry, some individuals wanted to be much more aggressive than 

others in their messaging and overall tactics. The DDB PR team tactfully guided the team and provided 

strategic counsel, discussing possible ramifications if the industry’s messaging was too harsh and where 

the optimal middle ground would be. This process provided excellent learnings for the core BCSFA group 

and is now being used to guide future communication campaigns on behalf of the industry. 

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6. Measurement/evaluation of outcomes: Measured against the quantifiable objectives as outlined in 

the Goals and Objectives section above, this campaign performed as follows: 

6. Overall, the media relations campaign generated 37 (target was 10) editorial stories that offered 

up the industry’s perspective, across print, broadcast and online mediums in October 2010. Over 

90 per cent of all editorials generated on this topic in October 2010 included the industry voice 

(target was 50 per cent). Highlights included an exclusive, favourable three-minute broadcast 

segment on Global TV (BC’s most-watched news station) about BC’s salmon farming industry; 

prominent feature articles in the Vancouver Sun, Victoria Times-Colonist, Globe and Mail and 

National Post. Overall, over 90 per cent of all editorials about BC salmon during this period 

included quotes from BCSFA spokespeople (target was 50 per cent). 

7. The media relations campaign generated a total reach of 24,792,726 (target was 3.5 million) and 

a cost-per-contact of $0.001 (target was $0.01). 

8. Under the MRP evaluation system, the MRP score was 99 per cent (target was 85 per cent) far 

surpassing the industry standard for success of 75 per cent. The pre-determined rating criteria 

that was met included: 1) brand mention, 2) spokesperson quote, 3) key message inclusion. 

When measuring tone, 100 per cent of the editorial pieces offered a neutral tone for the industry 

(target was 80 per cent). 

9. The BCSFA communications committee rated results from this campaign as above average – 

based on the results that were generated in the editorials. They attributed this success to 

strategic thinking, tactful execution and excellent reporting that built value for this initiative. 

10. A public opinion poll is currently being rolled out to gauge movement in favourable impressions 

among the target residents within the greater Vancouver area. Results will be released in early 

spring of 2011. 

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Entrant’s Name: Josephine Quercia 

Organization: TD Bank Group 





Title of Entry: TD Bank Group Careers Site – A Passion for Opportunity 

Division 1: Communication Management / Category 8: Employee, Member or HR 

Communication 

Time Period: April 2009 – December 2010 

Brief Description: TD enhanced its careers site to tell compelling stories and differentiate itself from 

the competition. The number of profiles submitted has tripled over the past three 

years. 

1. Business Need/Opportunity 

“Our employment brand is about giving employees opportunity – the ability to grow 

and develop in their career. To be satisfied and engaged in their work. It’s about 

developing tomorrow’s leaders. We want to be the employer of choice.” 

Ed Clark, Group President and CEO, TD Bank Group 

TD Bank Group has achieved significant growth in the past several years, and is now one of the top six 

banks in North America. TD’s mission is to be the best run, customer-focused, integrated financial 

institution with a unique and inclusive employee culture. To deliver on that mission as the bank continues 

to grow and the demand for talent increases, TD needs to attract the best potential candidates from the 

broadest possible talent pool. 

There is a real business need to maintain and strengthen the bank’s profile as an employer of choice 

among target audiences, both internally and externally. The bank’s success depends on having the right 

team in place – now and in the future – to support and sustain continued growth. 

To meet this need, TD worked with DraftFCB to redesign and enhance the TD careers site to build 

employment brand equity, increase site interaction, tell compelling stories and differentiate TD from the 

competition. 

2. Intended Audiences 

TD’s careers site aims to reach all segments of potential external job candidates, as well as internal 

audiences: 

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Young adults and students looking full- or part-time work 

New graduates starting their career and seeking an opportunity to grow 

Experienced hires who are seasoned professionals ready for a new challenge 

Newcomers to Canada with transferrable experience and skills; and 

Current TD employees at all levels and all career stages. 

3. Goals / Objectives 

Drive awareness of TD’s employment brand among target audiences 

Hiring the best possible employees requires reaching the widest possible pool of qualified candidates, 

and providing valuable and compelling information about working for TD. A career site needs to build 

employment brand equity and awareness among all segments of the bank’s audiences. 

Establish and promote TD as an “Employer of Choice” 

For both active and passive qualified job seekers, TD offers a wide range of jobs and careers. TD is 

focused on creating an extraordinary workplace, providing opportunity to all employees to develop and be 

successful, and providing an inclusive and diverse work environment. TD wanted to build on brand 

awareness to clearly communicate to employees and prospects what the bank stands for – an opportunity 

to become part of a unique and inclusive employee culture. Ultimately, the goal is to drive action among 

qualified candidates to choose TD as an employer. 

Measurements of success include: 

Increased visits to the td.com career website, compared to 2008 / 2009 visits 

Increased personal profiles (candidate applications) submitted online, particularly candidates who 

identify td.com as their source 

Positive anecdotal response to the initiative from TD Bank Group employees 

4. Solution Overview 

Bringing TD’s careers site to life 

To build awareness and drive action, the redesign project had to improve both functionality and content of 

the site. Overall, TD’s career web site was enhanced to be more dynamic and engaging, with a consistent 

flow and a focus on streamlining visitors towards the most important areas of the site, including job 

profiles and job search. The site is now more user friendly, as new features have been added – tools and 

resources, keyword job search and information on U.S. and global opportunities. Candidates can even 

find resumé and interview tips to help them in their career search. 

One of the key elements of the site is the video content, which really brings to life the wide range of 

career opportunities at TD. The video content has two key themes – answering candidates’ questions and 

telling employees’ stories. 

Answering common questions in a compelling way 

When considering a potential employer, the first question many candidates have is, “Why should I work 

there?” On TD’s web site, a video features Group President and CEO Ed Clark answering the question 

himself – explaining that TD is the smart choice for those who are passionate about pursuing an exciting 

and fulfilling career with a leading North American company. Other questions answered by TD executives 

and employees include: 

What makes TD The Better Bank? 

Do I need financial services experience? 

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Will my voice be heard? 

How can I be sure if I’m a good fit? 

Is TD hiring? 

How committed is TD to diversity? 

Employees create a clear picture of opportunities at TD 

One of the key differentiators that sets TD apart is its people. Who is more suited to inspire and inform 

potential employees about the opportunities and benefits TD offers than the people who drive the success 

of the organization? The enhanced web site features a broad range of TD employees and shows the 

passion and energy they bring to TD every day. Their enthusiasm to succeed as individuals and as a 

team is an important part of TD’s positive culture and makes TD an exciting place to work. 

And if there’s one key ingredient that inspires and motivates people to consider a career or life change, 

it’s passion. That passion is even more potent when it’s delivered by individuals from all levels of an 

organization – not just the top. As ambassadors of the possibilities within TD, regular employees convey 

this passion by giving powerful “day in the life” insights to prospects considering TD as the first or next 

step in their career. 

Shown sitting in TD’s famous comfortable green chair, each employee gives an overview of their role, 

speaking in their own words about what it’s like to work at TD. The 31 videos cover a wide variety of both 

banking and non-banking roles such as: 

MBA Management Associate 

Senior Auditor, Investment Banking 

Easyline Specialist, Phone Channel 

Business Development Manager, ATM Strategic Initiatives 

Senior Account Manager, TD Private Trust 

Customer Service Representative, TD Canada Trust 

The employees profiled reflect TD Bank’s diverse employee base. These profiles are all accompanied by 

a description of the role and an agenda outlining typical daily activities. The site also includes 15 photo 

profiles, which cover similar content in a static format. 

Supporting campaign materials 

Printed postcards in English, French and Braille were distributed at on-campus recruitment events to 

drive traffic to the site. The cards reflected the website’s theme – A Passion for Opportunity – and 

described the highlights available on the site, such as videos, job opportunities and tools. 

5. Implementation and challenges 

Creating a better site 

The work began with a site audit in April 2009 conducted by DraftFCB to understand how best to improve 

upon both the user flow and site experience, removing any inefficiencies and dead-ends and ensuring 

that content was organized in a logical and intuitive way. DraftFCB established a plan around the theme 

of “passion for opportunity” to reflect the enthusiasm of employees, the passion they feel for the work they 

do and the support and opportunity that TD offers them. 

In September 2009, the site was redesigned to simplify the navigation, create more emphasis on TD’s 

values, and enable a more consistent flow with a focus on streamlining visitors towards the most 

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important areas of the site. In the first phase of the site redesign, the first set of questions and videos 

were added to the site (Why join TD? Is TD hiring? etc.). The second phase of the redesign in September 

2010 included the “day in the life” employee profile videos. 

Meeting challenges, on time and within budget 

All videos on the site were created in English, French, closed captioning, American Sign Language (ASL) 

and Quebec sign language (langue des signes québécoise - LSQ). Coordinating the delivery of all 

language options required strong project management discipline to ensure the content was consistent, 

complete and ready at the same time. Making the site interactive for the community and also having 

content available in French, English, ASL, LSQ and closed captioning required moving beyond the 

standard format for websites and thinking outside the box. TD is one of the few organizations offering this 

level of accessibility for its careers site. 

The team worked with a $175,000 budget and was able to leverage TD’s relationships with external 

vendors to obtain preferred pricing for the redesign. A large portion of the video scripting was written by 

the individual employees themselves and reviewed by TD’s Corporate and Public Affairs team. This not 

only added authenticity to the videos, but also reduced the cost of the project. 

6. Measurement / Evaluation 

Increased web site visits 

One measurement of the success of the project was the increase in unique visits to the TD.com careers 

site. The site experienced an increase of 23,227 unique monthly visits between July 2008 and July 2009, 

and a further bump of 9,309 visits between July 2009 and July 2010. The total increase in monthly visits 

was over 56% between July 2008 and July 2010. (Note: the highlighted rows below signify when TD Bank 

is recruiting on college and university campuses). 

Unique web site visits 

Month-Year Unique visits Month-Year Unique visits 

July-08 58,037 

August-08 54,906 January-10 89,907 

September-08 66,681 February-10 87,797 

October-08 57,341 March-10 111,619 

November-08 65,796 April-10 98,259 

December-08 53,997 May-10 102,375 

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June-10 91,547 

July-09 81,264 July-10 90,573 

August-09 88,194 August-10 91,500

September-09 97,014 

October-09 97,562 

November-09 79,533 

December-09 65,119 

Increased online profile submissions 

Visitors to the careers site are encouraged to create a personal profile, either to apply for a specific role or 

to express their interest in job opportunities. The number of profiles submitted has tripled over the 

past three years. This increase can be linked to many factors, including advertising and partnerships 

with career organizations, along with the number of jobs available at TD. The number of candidates 

identifying td.com as their source has increased significantly as well. 

Year 

Total Profile 

Submissions 

Submissions listing td.com as source 

(How did you hear about TD?) 

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% submissions listing 

td.com as source 

2008 37,394 11,138 30% 

2009 65,650 24,880 38% 

2010 282,472 111,814 40% 

The increase in both unique visits and profile submissions reinforces the importance of an effective 

careers site to attract and engage qualified candidates, regardless of how they learn about TD. 

Positive internal response 

Qualitative measurement included employee responses to the new site, particularly the employee videos. 

Following an intranet article about the new “day in the life” videos, employees’ posts reflected a positive 

reaction. Comments included: 

“I absolutely LOVE this site! What a great way to experience the variety of roles and businesses at TD. 

Featuring our employees promotes the talent that we already have while highlighting the opportunities 

available for all of us.” Carey F., London, ON 

“This is an awesome way to get a lot of insight into other jobs and business lines at TD. I have shadowed 

a position in the retail world and found it rewarding and deeply educational. This is similar but the 

remarkable difference is that you can go over the various positions in one sitting, or do it all over again at 

your leisure. What a great idea!” Emma B., Toronto, ON 

“This is a great opportunity for our career development. I love this site and the videos.” Christopher S., 

Victoria, BC 

“This is simply awesome!! What a great way to learn about the roles within the bank. I know this will help 

my team better understand career opportunities within the TD Bank. Love it!” Ron P., Toronto, ON

Entrant’s Name: Dave Bourne 





Organization: The Scarborough Hospital 

Title of Entry Development of New Mission, Vision and Values 

Division 1: Communication Management / Category 8: Employee, Member or HR 

Communication 

Time Period: February 2008 – December 2010 

Brief Description: The Scarborough Hospital developed a new corporate Mission, Vision and Values 

in consultation with hundreds of internal and external stakeholders, in response to 

poor employee satisfaction scores surrounding awareness of the organization’s 

mission and vision. The result was a double-digit improvement in satisfaction 

scores within a year post-launch. 


In 2008, The Scarborough Hospital was just beginning to emerge from a period of tremendous upheaval and 

negative publicity surrounding a very public legal battle between the hospital’s Board of Directors and an organized 

group of community members. At issue was the Board’s decision to modify the composition of the hospital voting 

membership—a move some annual members felt diminished their community voice in hospital decision-making. 

Following two years of court battles, a provincial supervisor was appointed to restructure the governance of the 

hospital and to put The Scarborough Hospital on a stable footing, to the benefit of its patients and the community as 

a whole. 

The lengthy public tumult had a significant negative impact on employees of the hospital—morale, retention and staff 

commitment were low, while turnover was at an all-time high. Disputes between employees were increasing in 

frequency. There was also a feeling that the organization lacked a vision, and needed to refocus on its people and its 

patients. 

To measure the level of satisfaction of employees, a benchmark survey was conducted between February and July 

2008. The anonymous survey was mailed to the homes of each hospital employee by a respected third-party 

research firm. Results were compiled to give an organizational overview as well as departmental breakdownsand the 

feedback was clear. Employees indicated they did not feel well informed about corporate plans. There was no clarity 

around the organization’s mission and goals. They said staff did not treat each other with respect. 

A strategy was required to address the weaknesses identified by staff and to produce measureable gains in future 

employee satisfaction surveys. Management also viewed the strategy as an opportunity to begin changing the 

culture of The Scarborough Hospital for the better. It was felt that developing a Mission, Vision and Values for the 

hospital could resolve many of the challenges identified. 

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Intended Audiences: 

The more than 3,300 employees at The Scarborough Hospital represent a diverse group of both clinical and nonclinical 

staff members. It is a highly educated demographic, with the vast majority holding, at minimum, university 

degrees or college diplomas. Many are accredited members of national or provincial professional healthcare 

associations. Approximately 80 per cent of all staff is unionized, and 85 per cent are female. The majority of 

employees work at one of two main hospital campuses, with a small number located at one of six satellite locations. 

Communication with staff is an ongoing challenge, as only about one-third of all employees have dedicated access to 

a computer. Additionally, the necessity of having multiple shifts in a 24/7 organization makes timely communication 

more difficult. As a result, printed documents and face-to-face communications are considered critical for 

successfully reaching the masses. 

Goals/Objectives: 

The overall goal of this project was to work in consultation with internal and external stakeholders to define the 

organization’s Mission, Vision and Values, with the aim of improving staff satisfaction results and the overall culture 

of the hospital. 

Our objectives included: 

1. To bring the percentage of employees who indicate clarity of the organization’s mission/goals to the All- 

Hospital Average (AHA, based on a survey of 22 Ontario hospitals). This would require a 22 per cent 

improvement. 

2. To achieve a 10 per cent increase in employee commitment scores (as measured by a second employee 

survey in late 2010). 

3. To raise by 15 per cent the number of employees who feel well informed about corporate plans. 

4. To improve the percentage of employees who say people treat each other with respect in the workplace by 

at least 5 per cent. 


While the scope of employee discontent could be considered quite large, with a commitment level of just 37.8 per 

cent, several recurring themes emerged that were directly related to the organization’s culture. These were selected 

as strategic areas of focus to be addressed in the new Mission, Vision and Values: 

• Defining the organization’s corporate direction 

• Fostering an expectation and culture of respect in the workplace 

• Improving overall corporate communication 

• Increasing employee commitment 

Engagement began with both internal and external stakeholders to define the hospital’s Mission, Vision and Values. 

Blackstone Partners were retained to help guide the process, and to conduct dozens of focus groups for staff, 

physicians and external stakeholders. Visioning sessions for staff, physicians and volunteers were heavily promoted 

in all hospital communication vehicles, and offered at convenient times for employees of all shifts and locations. 

External stakeholders, including Board members, community leaders and healthcare partners, were personally 

invited to attend the sessions by the hospital CEO. 

Additionally, a survey was conducted with staff and external stakeholders to gather further input. Following a year of 

engagement sessions and survey review, Blackstone Partners presented a draft document that was shared publicly 

on the website. Feedback was encouraged to help shape the final document. In October 2009, the Board of Directors 

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of the hospital approved the final version of the Mission, Vision and Values. An extensive roll-out was employed in 

November 2009 to ensure maximum visibility and impact of messaging. 

Key messages: 

The tagline used for the launch of the Mission, Vision and Values — “It’s a new day” — became the key message 

used to link all our efforts to improve staff satisfaction. The phrase was meant to indicate that The Scarborough 

Hospital was no longer the organization it used to be, and that changes represented a major shift in the way we 

operate as an organization, care for our patients, and interact with our colleagues and community. 

Tactics: 

Throughout this strategy, a full range of hospital communication vehicles were used to communicate with staff and 

seek feedback: newsletters, intranet, screensavers, town hall meetings, staff meetings and visioning sessions were 

all successfully used to reach the broad internal audience. In many instances, managers were given toolkits to 

enable them to share key information with their direct reports—staff unable to attend a Mission, Vision and Values 

launch session, for instance, were able to receive standardized training from their manager. 

The launch of the Mission, Vision and Values also provided an opportunity to graphically showcase the hospital’s 

new strategic focus. We used a number of vehicles to do this, including large-scale wall tattoos, lapel buttons for 

staff, and a launch booklet and video that featured unscripted testimonials from our own staff and physicians. The 

booklet and video were particularly important for achieving buy-in, since the use of familiar faces helped demonstrate 

the grassroots approach to developing the Mission, Vision and Values. The purpose of all these tactics was to make 

the new Mission, Vision and Values highly visible, using repetition to drive awareness and familiarity with the 

messaging. 

Throughout the entire development process, staff received regular progress updates from the president using his 

print and online newsletter. Even staff members who chose not to be involved directly in consultation sessions were 

able to follow the progress of the project from its inception to its launch. 

Implementation Challenges: 

Budget: 

No communication/marketing budget was initially allocated to this project, so Corporate Communications absorbed 

the cost of all materials related to the roll-out of the Mission, Vision and Values. Corporate Communications 

committed $15,000 toward the marketing, broken down as follows: 

Video $7,500 

Booklet (It’s a new day) $3,500 

Lapel buttons $950 

Wall tattoos $1,900 

Elevator posters/snap frames $1,100 

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Total: $14,950 

Several departments opted to have their own posters and wall tattoos printed after the launch, which was paid for 

from their own operating budget.

Timeframe: 

Management’s commitment to moving this strategy forward made such a complex undertaking possible in a relatively 

short period of time. The span of this project extended from the release of the first survey results in July 2008 until 

the most recent results in December 2010. 

Challenges: 

Succinctly defining a common mission, vision and values document that incorporated the feedback from hundreds of 

internal and external stakeholders required a significant amount of organization. 

Simply scheduling visioning sessions to accommodate as many participants as possible in a 24/7 operation was a 

challenging feat as well. Still, interest in the process was high, and attendance at visioning sessions was impressive. 

And while it was challenging to distill all feedback into just five values, there was a great deal of consensus among 

stakeholders on those key values—integrity, compassion, accountability, respect and excellence. 

Budget was another challenge in terms of unveiling the Mission, Vision and Values. While we wanted maximum 

visibility and repetition, we were limited by what we could afford. No additional budget was allocated specifically for 

the communication portion of the project, so existing Corporate Communication resources and budget were 

leveraged. That involved looking for inexpensive ways to broadly share the new Mission, Vision and Values with 

stakeholders; in the end, that meant making extensive use of existing vehicles and being creative in terms of tactics 

that would be attention-getting, yet not costly. Vinyl-adhesive wall tattoos were one example of an inexpensive, yet 

highly visible and impactful communication tactic. 

Measurement/Evaluation: 

Though we always believed we would successfully meet our targets in the follow-up survey, the results were 

remarkable. NRC Picker, who administered the survey on our behalf, told us they had never seen such 

improvements in a healthcare setting. Across the board, our results showed incredible improvements, in many cases 

posting double-digit increases. Some of the key metrics related to our identified objectives included: 

• Clarity of Organization’s mission/goals improved from 69.4 to 88.4 per cent—nearly four points above the All- 

Hospital Average, representing a 27.4 per cent increase. 

• In all, our corporate employee commitment percentage jumped from 37.8 to 50.1 per cent—that’s a 32 per 

cent increase in just over two years. 

• Additionally, the percentage of employees very likely to leave within the year decreased from 10.6 to 5.2 per 

cent—a whopping 51 per cent improvement. 

• The percentage of employees who now feel well informed about corporate plans has climbed from 43.1 to 

57.9 per cent—a 34.3 per cent improvement, and more than double our target. 

• The percentage of employees who said people treated each other with respect in the workplace (a key 

value) improved from 65.9 to 70 per cent—a 6.2 per cent improvement. 

• One other metric of note that we believe reflects an overall change in the employee culture is the increase in 

staff and physician donations to our Foundation. Total staff and physician gifts in 2010 were $394,287, up 

135 per cent from the $167,812 donated in 2008. 

We will continue to monitor these indicators in future surveys, to be conducted every two years, and are still working 

on improving results further. While we are thrilled with such unprecedented improvements, The Scarborough 

Hospital remains slightly below the All-Hospital Average (AHA) in most categories. We have closed the gap 

considerably, and are now seeking opportunities to meet and exceed that AHA threshold. 

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Entrant’s 

Name: 

Nadine Jahangir 

Organization: RBC Dexia Investor Services 


Division 1: 





Preparing employees for the G20 Summit security crisis 

Communication Management / Category 8: Employee, Member and HR 

Communication 

Time Period: February 2010 - June 2010 

Brief 

Description: 


RBC Dexia prepared employees to maintain their safety and the continuity of our 

business during the G20 Summit security crisis. 

RBC Dexia’s Toronto office consists of more than 2,200 employees who provide institutional investor 

services globally. Our Corporate & Employee Communications team builds client and employee 

engagement through effective communication and works to improve communications across RBC Dexia. 

The G20 Summit was held at Metro Toronto Convention Centre (MTCC) from June 26-27, 2010. Police 

set up security perimeters downtown, including an inner security gate, or the “red zone,” which was in 

place from June 23-28 around the MTCC and nearby buildings. Our office was enclosed in the “red zone,” 

presenting us with a challenge unique from other companies in downtown Toronto. The gate had policecontrolled 

entry points that restricted clients and couriers from accessing our building and left employees 

with limited or no access to the office. This impacted some of our daily processing, such as time sensitive 

deliveries for clients and regulators. Given this, we needed to determine how to redirect work to other 

offices and keep employees safe if riots occurred. 

To maintain client service and employee safety, RBC Dexia invoked its business continuity plan (BCP) 

from June 23-28. This was the first time we had invoked a contingency plan and especially one of this 

scope and magnitude. Employees did not know how to prepare for BCP, business processes needed to 

be fine-tuned and we needed to determine how to disperse employees between back-up locations. RBC 

Dexia’s performance, client service and reputation depended on our successful preparation for BCP. 

Our communications team needed to equip employees to prepare for the BCP period, reinforce our 

commitment to maintaining employee safety and assure clients of continued service during this time. We 

worked with our Managing Director (MD) and Canadian Management Committee (CMC) to develop an 

employee communications plan. 

Research/analysis 

To start, we established an infrastructure for crisis and communication management and conducted 

research to understand the facts and impacts. This involved: 

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• Creating a steering committee: In the media, police changed security details daily and we received 

conflicting reports on what to expect once the perimeter was set up. Internal system access and 

logistical information were also revised daily. This challenged us to stay informed and collaborate 

across the company. 

Led by our MD, we created a steering committee of business leaders from all areas of the organization 

to address this. We met twice a week for four months before the Summit and multiple times a week in 

the weeks before the event. 

• Establishing a communications council: To stay updated on employees’ inquiries, we established 

and co-led a communication council with HR, which reported to the steering committee and was 

comprised of representatives from HR, Risk Management, IT, BCP Coordinators and direct reports of 

steering committee members. We met twice a week for four months prior to the Summit and once a 

week in the weeks before the event. Members provided subject matter expertise on IT systems, risk 

management and human resources policies and BCP processes, supplying key messages for our 

communications efforts. The council enabled us to escalate, investigate and address employee 

concerns through proactive communications. 

Through these channels, we learned that employees and managers did not know how to prepare for 

BCP; were not aware of or did not understand our contingency plans; and feared for their safety at work. 

Entrant’s roles 

As Manager, Employee Communications, I advised the steering committee and communications council 

and developed and executed the communications plan. Brigette Kocijancic was Director, Corporate & 

Employee Communications, and oversaw the project, advised the steering committee, led the 

communications council and guided and advised on the plan and tactics. 


Audience Key characteristics 

2,200 Toronto employees Unfamiliar with our BCP and how to prepare; sceptical of how work would continue. 

300 Toronto managers Had to communicate to direct reports and functional managers in Toronto and other 

countries. 

Global business heads Needed to know on an FYI basis that the Toronto office would be in BCP mode. 

Employees globally Needed to know on an FYI basis that the Toronto office would be in BCP mode. 


RBC Dexia’s goal was to be well prepared to manage the business with minimal client service disruptions 

and maintain employee safety during the BCP period. We planned to achieve this goal through the 

following objectives: 

1. Ensure employees understood and were aware of what they needed to do during the BCP period. 

2. Equip managers to help employees prepare for BCP through consistent and reliable information. 

3. Enable two-way dialogue with employees and be a principal resource to help them prepare for 

BCP. 

4. Reinforce RBC Dexia’s commitment to maintaining employee safety through consistent messages. 

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We leveraged proactive email, online and face-to-face communications. Planning began in February 2010 

and we ran the campaign from April 2010 to July 2010. To meet our goal and objectives, we implemented 

these tactics: 

Tactic Timing 

G20 intranet page 

We launched this site, which was updated daily, to give Toronto employees a central page with 

G20 updates, BCP contacts and resources. An intranet homepage ad tile gave easy access to 

the page. 

Proactive emails 

Proactive email was our primary channel to reach Toronto employees. Manager emails 

advised on required actions and key messages. We sent three FYI update emails to global 

business heads. 

Intranet news updates 

When proactive emails were sent, we posted them on intranet homepage for employees in 

“What’s new” section for visibility. We occasionally posted FYI updates for employees globally. 

FAQs 

We launched various FAQs to address Toronto employee questions that were escalated 

through the council. These FAQs were launched through proactive emails and posted on the 

intranet under “What’s new” and the G20 intranet page. The FAQs served as “living” 

documents that were updated regularly as information changed or as additional questions were 

raised. 

Executive-hosted G20 information sessions 

We worked with our Events team to organize floor-by-floor, face-to-face information sessions 

hosted by our Canadian Management Committee members for Toronto employees. They 

heard updates on BCP planning and had a chance to ask questions. We used proactive email 

to inform employees about the sessions, all were well attended with standing room only. 

Technology guides for employees 

To ensure Toronto employees took necessary actions to prepare their systems, check their 

VPN accessibility and ensure technologies were up to date, we worked with IT to develop 

technology guides. These were launched via email and were posted on the G20 intranet page. 

Canada town hall meeting 

We leveraged our local employee town hall event, hosted by our MD, and held a special G20focused 

session for Toronto employees. The event, which normally provides a business 

146 

Launched April. 

Updated daily 

from April-June. 


continued 


changed. 


continued 


changed. 


continued 


changed. 

Seven sessions 

held from June 3- 

4. 

May-June 

End of May.

update, was instead devoted to discussing our BCP planning and preparation. 

Employee hotline 

We created a Toronto employee phone hotline, which was co-managed with RBC, where 

employees could call in to receive regular G20 updates. Our employees received their own 

number and recording message that updated them on our G20 situation daily. 

BCP wallet cards 

We provided Toronto employees with a BCP wallet card containing an employee hotline 

number, where to direct media inquiries and a checklist of required BCP actions. 

Voicemail and email scripts for employees 

To address Toronto employee inquiries, we issued voicemail and email out-of-office scripts. 

These were launched through a proactive email and were later made available on the G20 

intranet page. 

Employee Communications mailbox 

We leveraged our existing Employee Communications mailbox to provide Toronto employees 

with a channel to send questions, raise concerns or make comments. 

Manager conference calls 

To keep Toronto managers informed of actions required, understand core key messages and 

provide information they needed to answer employee questions, we set up two manager 

conference calls, hosted by our MD. We provided him with key messages and FAQs. 

Regular steering committee meetings 

Hosted by Risk Management and Communications, we instated regular steering committee 

and communications council meetings to stay updated on BCP planning, escalate inquiries or 

concerns and determine next steps to communicate with employees/managers. 

Global employee information session 

Our team leveraged our existing global employee information session to inform employees 

globally on our BCP planning and preparation. Our CEO addressed the plans, how we would 

maintain client service and reinforced our commitment to maintaining employee safety. 


147 

Activated & 

launched June 

16, updated twice 

daily June 23-28. 

Distributed June. 

Launched June. 

Ongoing from 

April-June. 

Two calls held 

May-June. 

Twice a week 

from Feb-May. 

Multiple times per 

week from May to 

June. 

Held in May. 

• No budget was allotted for this project. We leveraged existing internal channels, vehicles and 

resources to execute our plan. There were 10 full-time resources dedicated to the project and 25 more 

that provided support. We spent about 9,500 hours over six months to develop and execute the 

campaign. 

• Difficult to ensure managers communicated consistent key messages with employees. Executivehosted 

G20 information sessions helped us avoid mixed messages by providing consistent information.

• Security perimeter details, types of access the police would permit and potential threat of protesters 

changed constantly, often multiple times a day. Authorities only released security details the day before 

the event. Regular, frequent committee and council meetings helped overcome this and kept us 

informed throughout the planning process so we could communicate effectively. 

• Technology constraints limited our ability to disperse employees between back-up locations. Our VPN 

server could not support all employees so we asked non-critical employees to work from home without 

VPN access. Through our council, we learned that employees were sceptical of what they could 

accomplish without VPN. To address this, we sent an update to employees with tips of work-from-home 

projects that was well received. 

Measurement/evaluation 

Communication efforts helped RBC Dexia reach its goal and we managed the business with no client 

service disruptions. After the campaign, we conducted an employee survey to understand our 

effectiveness in achieving our objectives. Online statistics, anecdotal feedback and attendance and 

engagement at face-to-face sessions also measured the campaign’s success. Results were 

communicated to the steering committee and communications council during a feedback meeting to help 

improve processes for the future. We met our communications objectives with no hard costs to RBC 

Dexia and with the following results: 

Objective 1: Ensure employees understand and are aware of what they need to do during the BCP 

period. 

• In the survey, employees rated communications favourably, 8.4 out of 10, in helping them know what to 

do and how to prepare for RBC Dexia’s contingency plans. They also indicated that Employee 

Communications updates they received were their primary source of G20 information. 

• The G20 intranet page was viewed more than 11,000 times by our 2,200 Toronto employees. 

• Employees at the office during the Summit needed to evacuate due to protestors. They evacuated 

without issues within an hour. In a management call after the evacuation, leaders comments that 

employees knew what to do and had no problems evacuating. 


• “Prior Preparation and Planning Prevents Poor Performance. This is a good example of good 

planning.” 

• “RBC Dexia did a great job in preparing employees and clients for this unique event. I'm certain our 

early start and response, from a planning and communication perspective, contributed to our 

successful outcome in managing this business disruption.” 

• “Very well informed before and during the G20.” 

Objective 2: Equip managers to help employees prepare for BCP through consistent and reliable 

information. 

• In the survey, employees indicated they relied on their managers as a resource for G20 information. 


• “I liked the idea of upper management taking the time to communicate to staff and clarifying the 

information received from our managers. We felt much better knowing that we will be compensated 

for out of pocket expenses and our safety was high on the managers list.” 

• We also received general feedback from senior leaders, such as: 

• Derek Hutchison, Head, Marketing & Communications, RBC Dexia: “You and your team have done 

an outstanding job on the communications planning and execution.” 

148

Objective 3: Enable two-way dialogue with employees and be a principal resource to help them 

prepare for BCP. 

• Attendance at the seven executive-hosted information sessions was at maximum capacity with 

standing room only. Roughly 1,050 employees attended the sessions over two days with good 

engagement determined by the quality and quantity of questions and concerns raised that resulted 

in most sessions going over time. Executive hosts reported at a steering committee meeting that 

they received positive feedback during the sessions and that the events had significant impact on 

employees. To date, these sessions were the most well-received and successful tactic conducted 

with any internal communication program at RBC Dexia. These were truly two-way, face-to-face, 

intimate events where employees could speak directly with executives. 

• The town hall, which was hosted by our MD, was the most well-attended town hall session to date. 

• Employees used our Employee Communications email box to provide comments and feedback. 

Below are a few of the comments we received: 

• Jo’Anna Calleja Gera, Project Manager, RCT (RBC employee receiving our 

communications):“The updates from Dexia are astounding. I am an RBC employee. I have to say 

that I really appreciate the quality of information coming from your team. This was a very good 

source of information for me as I am in the light red zone and was also sharing it with my peers 

here at RBC. It’s all good. My comments to my peers about the G20 communication is nothing 

short of impressive. So thank you, and keep it coming.” 

• Bambi Alvia, Senior Analyst, RBC Dexia: “... just a quick note to let you know how much I 

appreciate this email. This has to be one of the best communication pieces that I've received.” 

(We received this comment as a direct reply to the proactive email we issued on tips for working 

from home without VPN access.) 

Objective 4: Reinforce RBC Dexia’s commitment to maintaining employee safety through 

consistent messages. 

• Anecdotal feedback from the survey indicated that employees felt employee safety was RBC Dexia’s 

top priority. Some examples of this feedback includes: 

• “Overall I felt that employee safety was the number one concern.” 

• “Kudos all round for a situation well handled. Our employees' safety came first and that was 

appreciated!” 

• “At first I thought having 4 days away from the office was a bit much but after seeing the Fencing and 

Police presence on Mon and Tues leading up to the Summit I am very thankful that we were 

requested not to come into the office during those days. Thank you for caring for your employee's 

safety.” 

• “Great job overall. This was taken seriously as it was a serious event with employee safety at the 

utmost concern! Well done.” 

• “Hats off to RBC Dexia. People were nervous after the RBC bombing in Ottawa. I was extremely 

grateful that RBC Dexia allowed employees time away from the office so that we would not have to 

sit at our desks, wondering if our building was going to be their next target. Thanks for looking out 

for us.” 

• “It was very well organized and even though I worked in RBC Centre during the G20, I felt safe and 

our clients’ daily business flows were not interrupted and we were able to keep up the same level of 

service.” 

• “The concern RBC Dexia portrayed in regards to staff's safety was exceptional. There was a lot of 

fear as to "what happens if ... " and I think those fears were dispelled with the various and 

continuous communications we received.” 

Our MD was so pleased with the campaign that he held a G20 “survival” celebration for the project team 

and all parties involved in the planning. The campaign we developed for the G20 period is now used as a 

best practice in managing other campaigns across the company. 

149

Entrant‘s Name: 

Organization Name: 


Category 1: 





Patricia Burton 

Toronto Star 

Moving to bi-weekly pay 

Communication Management / Category 8: Employee, Member or 

HR Communication 

Time Period: October to December 2008 

Brief Description: We introduced this internal communications program to prepare 

employees at the Toronto Star for a move from a weekly pay 

schedule to a bi-weekly pay period (paid every two weeks). There 

was a need, from both a legally binding labour law perspective and 

from an organizational effectiveness viewpoint, to communicate to 

staff the change from weekly to bi-weekly pay. 


The Toronto Star is a largely unionized organization with diverse employee groups, working in a 

variety of knowledge-based and production roles. Five separate unions make up the workforce, 

representing journalists, advertising sales staff, pre-press operators, production and press 

workers. The company has two primary locations – One Yonge Street (head office) and the 

Press Centre in Vaughan (production). 

In recent years, the organization has embarked on a variety of cost-cutting measures resulting 

from economic pressures affecting the publishing industry as a whole. As part of those ongoing 

transformational changes, the company and its unions agreed in early 2008 to move to a biweekly 

pay schedule as one of many initiatives to reduce costs across the organization. The 

Finance department decided that it would be best, from a logistical point of view, to implement 

the changeover with the first pay period of 2009. The timing meant the internal communications 

program would roll out beginning in October 2008 and continuing through to the end of that year. 

To usher in the change to bi-weekly pay, the Toronto Star HR department needed to create a 

campaign to not only inform about a program expected to be greeted with some push-back, but 

also to use appropriate messaging to reach employees spanning a variety of diverse roles. It 

was equally important to resonate with press workers at the production centre in Vaughan, as it 

was to reach journalists working at One Yonge Street. 

We were concerned that, if not properly communicated, the move would contribute to a growing 

150

climate of disengagement, as cost-cutting measures across the organization were pervasive. 

Clearly, we needed to execute a campaign that would help to achieve buy-in, mitigate concerns 

from employees, contain costs and avoid possible delays in rolling out the changeover. In 

addition, the creative approach needed to speak to all employees, unionized and otherwise, 

working at all levels within the organization, since the move to bi-weekly pay affected all staff. 

Entrants’ Role in the Project 

As the Senior Communications Advisor within the HR department, Patricia Burton’s role was to 

work in collaboration with the Finance (Ed Cockburn) and Labour Relations (Myfanwy Marshall) 

departments, to lead, design, write and execute a multi-platform communications campaign for 

the move to bi-weekly pay. In addition to managing the campaign, Patricia was responsible for 

writing, photography and layout for collateral materials used in the campaign. She met with 

Director of HR (Iain McMeekin) and VP, HR (Brian Daly) to gain feedback and buy-in throughout 

the process. 

Audience Description Expected Point of 

View/Barriers 

Primary 

Audience: 

Unionized 

employees 

Secondary 

Audience: 

Management 

salaried 

employees 

• More than 70 per 

cent of staff 

members are 

unionized, 

represented by five 

separate unions. 

• Unionized 

employees work in a 

wide variety roles, 

ranging from 

journalists to 

production workers. 

• Opinionated and 

quick to show 

dissatisfaction. 

• Resistant to change. 

• Management 

employees make up 

30 per cent of staff 

structure. 

• Includes a 70/30 

mix of those with 

direct reports, and 

those without. 

• Weary of costcutting 

initiatives 

and concerned 

about impact on 

• Less than accepting 

of the move to biweekly 

pay. 

• Focused on 

personal financial 

implications of the 

change. 

• Production workers 

do not have access 

to personal 

workstation 

computers. 

• Accepting of the 

move to bi-weekly 

pay -- 

understanding of 

need to reduce 

costs and improve 

efficiencies. 

• Focused on 

personal financial 

implications of the 

change. 

• Somewhat intolerant 

151 

Desired Outcome 

a) Mitigate 

disengagement 

and increase 

understanding 

amongst 

employees; 

b) Reduce the 

negative 

financial impact 

resulting from 

delays and hours 

spent addressing 

questions and 

diffusing 

negative 

sentiment. 

• Become 

ambassadors of 

the need for the 

move to biweekly 

pay in an 

effort to stymie 

disengagement 

and reduce 

costs.

Objective/goals 

staff engagement. 

of “griping” from 

unionized staff on 

this issue since 

union leadership 

agreed to it during 

bargaining. 

Objective: Inform and prepare employees for the move to bi-weekly pay 

Goals: 

1) Reduce delays and time spent by front-line Payroll staff in answering questions from 

employees to no more than one call/email per day between October and December 

2008. 

2) Reduce number of calls and emails from employees to Labour Relations and HR to no 

more than one per day between October and December 2008. 

3) Avoid potential costs associated with inadequately preparing employees for the change, 

including formal union grievances that could arise. Time period: January to June 2009. 


With the focus on achieving the objective and goals as set out above, a variety of 

communication vehicles were use to parlay the messages to our target audiences. We had 

gleaned anecdotal information about the expected point of view of our audiences – unionized 

employees and management staff – which helped us to plan our communications, as well as 

prepare us for an “on the fly” adjustment in our approach. Based on specific feedback from 

employees following the first communiqué, we sensed that a shift in our approach was 

necessary. 

HR Update 

The first piece in our communications program was a vehicle entitled HR Update, which has 

traditionally served as an established periodic communiqué devoted to HR-related issues. 

Distribution is via desktop drop and bulletin board posting. In this version of HR Update, we 

outlined the five Ws (what, when, why, who and where) related to the move to bi-weekly pay. 

People-managers email messaging: 

We sent the HR Update piece in advance, via email, to all people managers. The body of the 

email included a message from the Publisher asking for their support in the move to bi-weekly 

pay and imploring them to act as ambassadors for the change. 

All-staff email blast: Additionally, all staff members with workplace email accounts (non- 

Production workers) received HR Update in an e-newsletter format. 

StarWeb Intranet site: The Intranet was used as an additional communications channel for HR 

Update. 

Informal upward feedback channels: With the Directors of Finance and HR and the Payroll 

152

Manager serving as employee-sensing channels (management by walking around) we were 

able to gain intelligence and feedback following our initial communications efforts through the 

HR Update vehicles. 

Following the deployment of HR Update, news of “grumbling” from employees began to filter 

back. Primarily, two complaints were gathering speed: 

• First, the sentiment that the company had chosen a hurtful time of year to implement the 

change to bi-weekly pay – the first pay period of January, when employees would be 

faced with bills after the Christmas holidays. Staff questioned “why then?” 

• Second, it was evident that employees needed further clarification on the business 

reason(s) behind the move to bi-weekly pay, regardless of the unions agreeing to the 

change during labour negotiations. 

Poster Campaign 

Tact and diplomacy was needed in addressing concerns in order to mitigate further 

disengagement among staff. Accordingly, we came up with a creative approach for a poster 

campaign featuring our Payroll Manager, Carlos Ferreira, who is widely known and highly 

regarded at the Star. Adding to the appeal, Carlos was in the spotlight during this period as he 

was preparing to retire after 40 years of service. Putting a friendly face on the move to bi-weekly 

pay by featuring our well-known and personable Payroll Manager Carlos was an effective 

means to deliver our message and address the concerns of employees. Positioned in high-traffic 

areas at our One Yonge Street and Vaughan locations and on video display terminals at the 

Press Centre, the Carlos campaign made an impact. 

Employee newspaper: We reworked the posters campaign as full-page house ads on the 

outside back cover of our bi-monthly employee newspaper StarBeat. 


Timeline: Our timeline was very tight, having created and rolled out the campaign within two 

months. 

Budget: The budget for this campaign was $1,000. An opportunity was realized to utilize our inhouse 

creative talent and delivery methods to roll out the entire campaign, which meant out-ofpocket 

expenses were kept to a minimum, with just $470 spent on printed materials. 

Challenges: It was clear, we needed to approach the “why is the company doing this?” question 

with considerable tact. The savings the company was set to recoup from the move to bi-weekly 

were modest, at least in the short term. It was decided that the approximate $10,000 saved 

annually from the change was not significant enough to highlight in our communications 

campaign. After considerable deliberation, we decided upon a key message for the second 

poster: “Moving to bi-weekly payroll will streamline operations and processes, reducing the 

company’s administration costs.” We felt this explanation was honest, believable and 

transparent. 

On the question of why the change must take place with the first pay period of the year, we 

sought to avoid drawing attention to the fact that changing over at any other time of year would 

153

increase the risk of errors. 

It was critical that we did not draw into question the integrity of the payroll preparation process. 

Accordingly, we developed the following key message: “Our payroll system is very complex. 

Making the move to bi-weekly with the first pay period of 2009 simplifies the changeover.” The 

message was simple, clear and likely to resonate with our “journalistically skeptical” audience. 


The program was an outright success, serving to achieve our overall objective to inform and 

prepare employees for the move to bi-weekly pay, and delivering measurable results against our 

goals, which were: 

1. Reduce delays and time spent by front-line Payroll staff to no more than one call/email 

per day – October to December 2008. 

2. Reduce number of calls and emails from employees to Labour Relations and HR to no 

more than one per day between October and December 2008. 

3. Avoid potential costs associated with inadequately preparing employees for the change 

– such as formal union grievances that could arise. Period: January to June 2009. 

In addition, by equating “hours saved” by Payroll, HR/Labour Relations staff and managers in 

dealing with employee concerns and questions about the changeover, had we not done the 

communications, we were also able to attribute a dollar-value to the campaign, as shown below 

in the results section. 

Finally, people managers were asked to keep an "ear out" for feedback following the change in 

an effort to determine if the move to bi-weekly pay had affected employee engagement. 

Results: 

1. Following our poster campaign, there was a dramatic drop in questions coming into the 

Payroll and Finance departments. No inquiries were received during the month of 

December. Prior, through October and November, the Payroll department received 

approximately one inquiry per day. We estimate that without the campaign, the Payroll 

department would have been distracted with inquiries from September, right on through 

to the middle of January 2009. If we assume that the Payroll manager would be dealing 

with just one caller per day, requiring 15 minutes of time over 85 working days we’re 

looking at a savings of $1,065.50 dollar in hours spent* in his time alone. 

2. Throughout the measurement period, as specified in Goal #2 above, no inquiries were 

received by the HR and Labour Relations department. Without the communications, 

we can assume that the issue would have generated inquiries to Labour Relations and 

the HR Service Centre, likely at a rate of about two calls per week during the same 

period. Working on a similar formula of cost per hour of staff time, for two staff 

members, over 38 days, we could add another $950.* 

3. No grievances were lodged through Labour Relations as a result of the move to biweekly 

pay – either during the defined measure period (Jan. to June 2009), or 

afterwards. The costs associated with dealing with a grievance can run into many 

thousands of dollars. 

Additionally, we can assume further savings of $2,500* related to time spent by management in 

dealing with employee concerns, and $7,630** in potential lost time as a result of disengaged 

staff, had we not done the communications. The estimated total value of our communications 

154

program, calculated in terms of savings, is therefore $12,145.50. 

Anecdotal information received from people managers following the move to bi-weekly pay 

revealed that the majority of employees were neutral about the change, providing evidence of 

minimal impact on employee engagement. 

* The calculation for hourly rate is based on a cost per hour of $50 for the Payroll, HR and 

management staff based on average annual salary and benefits, assuming 200 management 

staff, approximately half of our total number, devoting 15 minutes of time to just one question. 

** The calculation for hourly rate is based on a cost per hour $40 per hour for employees 

including salary and benefits, assuming 15 minutes in lost productivity over 100 working days if 

just half of the workforce were somewhat disengaged as a result of the move to bi-weekly. 

155





Entrant’s Names: Andrew Pelletier; Susan Schutta; Alex Roberton; Felicia Fefer: Walmart Canada 

Corp. Linda Andross; Stephanie Engel; Heather Hopkins; Lauren Baswick; Zoey 

Fiksel: APEX Public Relations Inc. Amély Tremblay; Nathalie Provost: Morin 

Relations Publiques 

Organization: Walmart Canada Corp. and APEX Public Relations Inc. 


Division 1: Communication Management / Category 10: Brand Communications 

Time Period: July – December 2010 

Brief Description: To help reintroduce Walmart’s George clothing line to the Canadian marketplace, 

APEX worked with Walmart to reposition and elevate the brand with media and 

consumers via an upscale preview and supporting Toronto International Film 

Festival sponsorship opportunities. 

BUSINESS NEED/OPPORTUNITY 

Walmart Canada is Canada’s number one department store, serving more than one million customers 

every day. Although known as a price leader, the retailer has struggled to find an apparel offer that 

appealed to its customers. While Walmart Canada sits in the number-two-spot in apparel – behind Sears 

Canada – its standing in this category was largely due to strong sales in basics (e.g. socks and 

underwear), not the clothing category as a whole. Through its proprietary Brand Health Monitor research 

from June 2008, Walmart knew that while its apparel offerings were competitive on price, they lagged 

behind the competition on other preceptors such as style and quality. To grow market share, Walmart 

decided to retire 19 private-label brands and undertake a multi-million dollar expansion of its George 

brand, targeting late August 2010 for the relaunch. Billed as “one of the biggest expansions of an apparel 

brand in Canadian history,” Walmart retro-fitted 319 stores across the county to give customers a better 

shopping experience as it rolled out the newly-consolidated George line. The expansion plans also 

included store overhauls, hiring of additional associates, and bringing the George fashion design team inhouse. 

Given the significant investment, and because the George line had already been launched twice 

before - once with a large-scale flashy event - based on a competitive pitch, Walmart selected APEX and 

by extension its Quebec partner Morin Public Relations, to help relaunch George apparel, and to ensure 

this time the brand resonated with fashion and consumer lifestyle media, as well as other influencers. 

How then to build confidence in the reinvigorated George line, secure media and influencer buy-in, and 

ultimately increase apparel sales by Walmart’s existing customer base? After careful consideration and 

research, APEX recommended that the best course of action was to refresh the brand and introduce it to 

media in a way they would expect and understand. Generally, well-known, comparable fashion lines 

such as Gap, Joe Fresh and H&M – all of which Walmart had identified as key competitors – hold 

seasonal media previews to showcase their newest offerings. To properly relaunch George, APEX 

recommended Walmart show the competition - and media - that they mean business this time, and hold a 

proper fall preview in a high-end setting. The one-day preview would allow for a seeing-is-believing 

approach, and enable media to experience the brand’s new direction. For the purposes of Quebec, Morin 

156

suggested a smaller, more intimate event be held over the cocktail hour for Montreal media and bloggers. 

The Montreal event was scheduled the day after Toronto’s to allow time for the samples and displays to 

be shipped and repurposed. Development of an e-look book, featuring the George collections, was 

recommended as a means of showcasing the line to media outside of Toronto and Montreal. 

As a means of further elevating the brand, Walmart and APEX decided to pursue a sponsorship 

opportunity for George with the prestigious Toronto International Film Festival (TIFF). In an effort to 

speak directly to consumers, the TIFF participation was leveraged into a promotional and contesting 

opportunity with Erica Ehm’s online website, YummyMummyClub.ca, which was identified as having 

significant influence over the mom-focused target audience. 

This approach was successful and helped Walmart to reestablish and reintroduce the George line, 

generate significant media coverage and consumer engagement, and drive sales. 

INTENDED AUDIENCE 

Primary Audiences: 

• Tier one and two national, Toronto and Montreal-based fashion and consumer/lifestyle journalists 

o Editors, reporters and freelance writers from consumer magazines, daily newspapers, 

television shows and online outlets (both websites and blogs) 

o Main conduit between Walmart and its customers; important they accept Walmart’s 

refresh of the George line and report on it favourably 

• Retail/Business media at key national print outlets 

o Their reporting on the story would give credence to Walmart’s apparel expansion and 

help support the George repositioning 

• Canadian female consumers who shop regularly at Walmart 

o Loyal audience – already purchasing for their home and family at Walmart 

o Proprietary Walmart research showed this audience was largely brand aspirational, that 

is concerned about image and wanting to have the best/most popular brands and looks, 

but not necessarily able to afford them 

o Aged 25-55 with children 

o Live mainly in suburban and rural areas in close proximity to a Walmart store 

o Regular readers of lifestyle publications and websites, as well as mommy blogs 


• Stylists across Canada with a focus on those based in Toronto and Montreal 

o Select clothes for use in media purposes, such as photo shoots, and dress models and 

celebrities for television and other appearances 

GOALS/OBJECTIVES 

• Increase sales of George by 25 per cent from the year prior by December 31, 2010 and increase 

awareness of the brand by 10 per cent between August 31 and December 31, 2010 

• Generate an overall Media Relations Rating Points (MRP) quality score of at least 75 per cent and a 

cost per contact of $0.03 or less from August 31 to December 31, 2010 

157

• Secure a total of 30 key fashion media and influencers to attend the George Fall Previews in Toronto 

and Montreal 

• Generate 5,000 entries to the YummyMummyClub.ca contest between September 21 and October 

17, 2010 

• Secure a minimum of three stories around the George expansion in the retail/business section of toptier 

media outlets within two weeks of the August 31, 2010 launch, featuring interviews with the SVPs 

of apparel for English Canada and Eastern/French Canada 

SOLUTION OVERVIEW 

Research 

To better understand Canadian media’s perceptions of George and what would encourage them to cover 

the brand, APEX conducted a media audit of key fashion and lifestyle reporters. Media approached 

included editors at tier-one publications such as Fashion, Flare and the Sun Media chain. Overall, media 

indicated that they were skeptical Walmart could produce quality, on-trend clothing, with many noting that 

they had covered George in the past and then heard nothing further from the brand. In terms of tools to 

make their jobs easier, media suggested previews were always an ideal way to present collections and 

had come to be expected from key apparel players. They also stressed the previews should showcase 

pieces that were actually available in store and could be found easily by shoppers, and that access to 

samples and images helped increase the propensity for pickup. 

APEX also conducted a media audit to determine an appropriate date for the event. Since July and 

August are typically saturated with fall fashion events, it was critical that APEX confirm the availability of 

tier-one outlets prior to selecting a date for the preview. This outreach was done informally through email, 

phone and in-person lunch meetings and, based on media feedback, assessments of other brands, and 

Walmart’s launch schedule, August 31 st was chosen as the proposed date for the Toronto George 

preview, followed by the Montreal event on September 1 st . 

Planning, strategy and analysis 

Based on research, budget realities and timing, APEX’s recommended strategy was to relaunch the new 

George collection to media at a high-end preview in Toronto, and at a smaller, cocktail party setting in 

Montreal. The previews would allow several looks to be shown at once in a setting that helped to elevate 

the brand and allowed media to experience the clothes through touch, feel and trial. Having the Toronto 

and Montreal events one day apart also provided ample time for the Toronto displays to be shipped to 

Montreal, in order to maximize the limited amount of samples available and to allow for consistency in the 

looks shown. 

One element that needed to be considered was that internally Walmart had chosen the end of August as 

the timeframe for the George launch. This meant that many of the elements, in particular the clothing 

samples, would only be available around this time. The proposed timing also meant that George would 

miss the fall deadlines for long-lead media who work three to five months in advance. To circumvent this, 

APEX recommended ensuring online media, particularly those from key consumer publications, were 

invited to and attended the event, as well as including the George holiday collection at the preview to 

encourage placement in long-lead publications currently working on their November and December 

issues. 

APEX conducted extensive venue research and site checks to find the ideal space to house the George 

Preview. The agency was looking to rent a raw space and transform it into an airy, sleek, open 

showroom as a backdrop to present George. The space needed to be premium enough to elevate the 

158

and without seeming over-the-top or pretentious, have sufficient room for styled mannequin and 

clothing racks, and for live clothes models to circulate. It was also important that, if possible, additional 

funds not need to be paid for closing of the space during business hours. 

Ultimately, Twist Gallery on Toronto’s Queen Street West was chosen. The venue was ideal because it 

was located in a trendy part of Toronto and due to its downtown location, was easily accessible for media. 

Additionally, the gallery was in a transition time – between exhibits – so no extra fees would be incurred 

by shutting it down for the day. Twist was also a big, open space which allowed for transformation 

without having to move or remove any pieces or furniture. Based on APEX’s recommendation, Tammy 

Palmer, a local stylist and former fashion editor at Flare, was hired to help choose and present the key 

outfits to media. Similarly, Morin looked for a raw space in Montreal that could easily be transformed. A 

decision was made to hold the event at Loft le 4e, a bare space which could easily be made over, and 

due to its location in Old Montreal, was easily accessible and well known to local media. 

In terms of TIFF participation, APEX researched a number of opportunities which would allow for 

additional exposure for George. After reviewing several options, APEX recommended George enter an 

exclusive sponsorship arrangement with CIAO Wine Bar, an official TIFF hotspot, centrally located in the 

heart of Yorkville. APEX negotiated a contract which included all staff wearing George clothing, as well 

as significant signage and branding opportunities. 

To extend on George’s TIFF participation and to ensure it reached consumers, APEX and Walmart 

decided to enter into an online paid editorial opportunity with an influential blogger/website, Erica Ehm of 

YummyMummyClub.ca. A sponsorship was negotiated where Erica was challenged to pull together 

George outfits at Walmart, post photos of the looks on her website, and tweet about them while out at 

TIFF parties. Visitors to the site were encouraged to vote on their favourite outfits and enter into a 

contest to win George gift certificates. 

IMPLEMENTATION AND CHALLENGES 

Budget 

APEX and Morin were given a total budget of $245,000 in fees and expenses for the George program. Of 

the budget, $180,000 was applied to fees – a breakdown of $110,000 for English Canada and $70,000 for 

Quebec – for work including event planning, media material development, media training, media relations, 

ongoing product placement, as well as TIFF and Yummy MummyClub.ca negotiation and coordination. 

The remainder of the budget, $65,000, was applied to expenses to include event expenses, hard costs 

related to national outreach, photography, and TIFF and YummyMummyClub.ca participation. 

Challenges 

There were four major challenges associated with the relaunch of Walmart’s George clothing line: 

1. Walmart had identified end of August as the proposed time for launch, however, given that longlead 

publications work three to five months in advance, the proposed timing meant there would 

be little to no opportunity for George clothing to be featured in the upcoming fall pages of key 

fashion and consumer magazines. 

2. Walmart does not release hard facts or sales figures as a rule, so aside from The Globe & Mail, 

The National Post, The Toronto Star, Les Affaires and Le Journal de Montréal, outlets with whom 

Walmart had pre-existing relationships, it was difficult to secure coverage and interview 

opportunities with a broader list of business media. 

3. The George line was not new, but being relaunched for the third time in five years. 

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4. Although Walmart identified TIFF as an area of interest, sponsors did not necessarily feel 

Walmart or the George brand were the right fit for the festival 

5. While a George-specific website (FashionByGeorge.ca) was being developed, it was delayed, so 

it was not possible to issue a direct call to action to media or consumers and drive them to a 

central hub for more immediate information at launch. 

COMMUNICATION, EXECUTION AND PRODUCTION 

Media Preview and Media Relations 

Once the George preview date was confirmed, a Save the Date was sent to media to media to create 

advance interest. The agencies then issued an email invitation to tier-one media in Toronto and Montreal 

with key event particulars and conducted follow-up to secure attendance. The agencies worked the 

phones hard and leveraged relationships to assure media the George collection was worth seeing and to 

encourage their attendance. For the Toronto event, editors were booked into one-hour time slots to go 

through the George Fall Preview. 

On event day, Toronto media were greeted at the door by APEX staff and Linda Fittler, the head of the 

George in-house design team. Prior to the arrival of each journalist, APEX briefed Linda and worked with 

her to select key looks and pieces they felt would resonate with the specific reporter/outlet. For example, 

runway-inspired looks would appeal to Flare and Fashion, while LouLou would be more interested in 

George streetwear. The media were then taken through different sections where dressed mannequins 

and live models displayed the various apparel trends including denim, lingerie, holiday, work wear, and 

kids. In speaking with Linda Fittler, media had the opportunity to hear about the inspiration and influence 

behind the George clothing line directly from the source, and Walmart was able to reinforce the George 

key message of “style-right clothing at affordable prices.” Given the less-structured flow of the Montreal 

event, media were encouraged to browse the looks while Walmart and Morin representatives circulated 

around the room. Stylists were on hand to suggest outfits, which media then tried on, and each attendee 

received a hair and makeup touchup to see the full effect. 

Finally, as each editor left the previews, they were presented with a branded USB key containing the 

media materials to include a press release and an e-look book showcasing the George collection. Media 

were also given a fashionable branded tote bag and a George label winter hat. APEX and Morin 

conducted ongoing outreach and product placement with the media preview attendees, and coordinated 

the selection and shipment of all samples. 

Following the event, a press release was distributed over the national newswire and to a targeted list of 

key, personal contacts, and follow-up was conducted. The e-look book, which brought the George 

collection to life for media not able to attend the previews, was also distributed. The agencies remained 

in constant contact with journalists to encourage them to write stories about the George line, and to look 

for ongoing product placement opportunities, or trend pieces to leverage for inclusion. 

In the weeks leading up to launch, Walmart leveraged its relationships with key business and retail 

reporters to alert them to the George expansion and secure coverage around it. The decision to conduct 

advance outreach was a strategic one to ensure business articles would appear on the actual set launch 

date of August 31 st . Interested media were provided with the press materials under embargo and 

conducted advance interviews with the spokespersons. On launch day, APEX and Morin also worked 

together to conduct additional business outreach around the George expansion. APEX and Morin 

handled media training for the key Walmart spokespersons, as well as the SVPs of apparel for English 

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Canada and Eastern Canada/Quebec, to ensure both were well-prepared to speak to business media 

about Walmart’s investment in George. 

TIFF Participation 

To identify the best platform for George at TIFF, APEX conducted significant research with different 

outlets. Based on the research, as well as past experience, APEX recommended CIAO Wine Bar, a wellknown 

property which had been designated as an official hot-spot by TIFF. Due to its central and 

prominent location in Yorkville, CIAO offered an ideal venue to showcase George and create an 

association for the brand with TIFF. APEX worked with CIAO to negotiate an exclusive partnership which 

included dressing servers and integrating the George logo and brand into the overall venue. Walmart 

selected key looks for the CIAO wait staff to choose from, and provided an assortment of shoes and 

accessories so the servers could create outfits that reflected their personal style. Buttons were made for 

the staff to wear to prompt questions from diners, and APEX worked with CIAO to message the staff so 

they were able to speak knowledgeably about George. Branding opportunities at CIAO included a 

George logo and television ads played on a looped video, signage placed in key locations around the 

three-storey venue as well as on the tent cards used to promote daily menu specials. 

APEX and Walmart also worked together to develop a promotional editorial opportunity for George with 

YummyMummyClub.ca to leverage the TIFF presence as well as speak to consumers directly. The 

partnership was designed to position George as fashion right, on style and affordable, and to show how 

George clothes could be worn anywhere and everywhere. As part of the agreement, Erica went to a 

Walmart and worked with a representative to select a series of outfits and accessories that best suited 

her look and style. Based on a pre-determined schedule, Erica then regularly posted photos of herself in 

the clothes on the site and encouraged her readers to vote on them for the chance to win George gift 

cards. She also sent out a series of tweets from TIFF venues, calling out her George outfits. 

MEASURMENT/EVALUATION 

The results of the campaign exceeded all of its goals, most notably in the quality of the coverage – all of 

which was positive and included Walmart’s key messages. 

Objective 1: Increase sales of George by 25 per cent from the year prior by December 31, 2010 and 

increase awareness of the brand by 10 per cent between August 31 and December 31, 2010. 

Result 1: Walmart reported that September 2010 sales of George increased in the double digits, as 

compared to the previous month and year. MaPs Image Track data, a retail industry brand tracking tool, 

showed that brand awareness of George increased by 20 per cent – from 50 to 70 – over the timeframe. 

Objective 2: Generate an overall Media Relations Rating Points (MRP) quality score of at least 75 per 

cent and a cost per contact of $0.03 or less from August 31 to December 31, 2010. 

Result 2: The campaign generated an overall MRP quality score of 84.6 per cent and a cost per contact 

of $0.03 from August 31, to December 31, 2010. 

Objective 3: Secure a total of 30 key fashion media and influencers to attend the George Fall Previews in 

Toronto and Montreal. 

Result 3: Forty-eight media attended the previews – 30 in Toronto and 18 in Montreal. Key outlets 

represented included Elle Canada, Cityline, LouLou, Chatelaine, Flare, Sweetspot, Toronto Star, Today’s 

Parent, The Steven & Chris Show, and Le Journal de Montréal. 

Objective 4: Generate 5,000 entries to the YummyMummyClub.ca contest between September 21 and 

October 17, 2010. 

Result 4: The George YummyMummyClub.ca contest generated 9,500 entries in the set time period. 

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Objective 5: Secure a minimum of three stories around the George expansion in the retail/business 

sections of top-tier media outlets within two weeks of the August 31 launch, featuring interviews with the 

SVPs of apparel for English Canada and Eastern/French Canada. 

Result 5: Stories were secured with the retail/business sections of Globe & Mail, National Post, Toronto 

Star, Les Affaires and La Presse. The English Canada articles all ran on August 31, 2010 and the 

Quebec articles appeared the first week of September. 

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Entrant’s Name: Carol Moore (Manager, Communication Services) 

Organization: The Corporation of the Town of Richmond Hill 

Title of Entry: “Richmond Hill Has a New Look!” – Branding Our Town 

Division 1: Communication Management / Category 10: Brand Communication 

Time Period: September 2009 – December 2010 

Brief Description: A project to develop and implement a new municipal brand more representative 

of the people who live and work in the community. 


Municipalities are no different from private companies in that they require a strong brand to support and 

maintain their reputation, using visual images or a recognizable icon that can help tell their story locally 

and beyond. Richmond Hill is a town of 186,000 residents with a rich history that has changed 

dramatically in the last 20 years in terms of population, ethnicity, education, economy and housing. It was 

time for a new, strong and consistent brand that better represented the municipality and the community it 

serves. 

In 2007, a corporate-wide communications audit was conducted with recommendations including the 

development of a new brand to help strengthen the corporation's position as a respected municipality and 

reflect its mission and values. The community also expressed the need for a new, distinctive brand or 

logo during public consultation for People Plan Richmond Hill (Strategic Plan and Official Plan) in 2009, to 

represent the Richmond Hill as it is today and envisioned in the future. The need for a new brand was 

also a recommendation in the Economic Development Strategy, stating that developing a new brand 

would assist the municipality in its marketing efforts as well as raise the profile and impact of the 

community regionally as well as internationally. In support, funding was approved in the 2009 budget to 

hire a consultant, MacMillan Marketing Group, to assist an inter-departmental team of municipal staff in 

developing a branding strategy. 

Prior to the development of the new brand, the municipality was using a heraldic crest as the corporate 

logo. The crest had evolved over the years since incorporation in 1873, with many out-of-date versions of 

the crest still being used to represent the corporation in many instances such as signage and 

publications. The municipality lacked having strong, consistent brand recognition amongst the community 

as well as with staff who were often confused about correct logo usage or were even completely 

unaware. In some cases, staff used just their department name and even developed logos to brand 

themselves separately from the corporation on clothing, promotional items and communication materials 

to residents. This resulted in a disjointed message to the public as to who was delivering their services, 

further adding to confusion by residents as to which level of government is responsible for what services. 

Best practice research showed that extensive research along with consultation with staff and the public 

was essential to the successful development and acceptance of the new brand. Research also showed 

that key to the implementation and acceptance of the brand was that once a logo had been selected, it 

would have to be used in a calculated and consistent manner to help ensure that the brand is protected 

as a symbol of the corporation’s reputation and all it represents to its audiences. 

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When considering creating and implementing a new brand for the municipality, it was important to not 

only identify the many audiences, but also recognize and respect the relationships they have with the 

community, the corporation and the old brand. It was important to acknowledge the community’s historic 

past while also creating a brand that better reflected the people who now lived here, from long-time 

residents who have lived in Richmond Hill for most of their lives and recognized the heraldic crest as 

representing the town to young families from many different ethnic backgrounds who have made 

Richmond Hill their home in recent years. 

Internal audiences included: Mayor and Council, and staff at all levels in all departments (e.g. senior 

management, off-site staff, employees who are also residents, etc.). Public audiences included: residents 

(e.g. youth, families, seniors, all ethnic groups, etc.), business/industry (e.g. owners and employees), 

media (including ethnic media to reach diverse populations, print and electronic), and specific partners 

such as other levels of government (e.g. Region of York, Province of Ontario, Federal Government of 

Canada, surrounding municipalities, etc.), associated organizations and associations (e.g. Richmond Hill 

Chamber of Commerce, Evergreen, TRCA, FCM, etc.), advertisers, vendors and contractors. 

Goal 

To develop and implement a strong, consistent brand for the municipality that represents the community’s 

perception of what Richmond Hill means to them and is widely accepted by them. 

Objectives 

1. Learn from other credible sources as to how to successfully create and launch a new brand. 

2. Develop a new brand and logo for the municipality based on the opinions and values of the 

community. 

3. Implement the new brand across corporation (website, signage, facilities, publications, etc.) to 

ensure consistency. 

4. Introduce and raise awareness of the new brand both publicly and internally to staff to build 

recognition and acceptance. 

5. Be fiscally responsible and manage resources wisely throughout the development and 

implementation processes. 


Success of the project depended upon accomplishing two main tasks: building a brand based on the 

values of the community by consulting with them, and ensuring staff know how to implement and use the 

new brand through education. 

Research & Consultation 

To achieve the first objective, the consultant conducted detailed research, which included reviewing the 

corporation’s materials and recent public engagement results, benchmarking, best practices analysis of 

comparable municipal branding, Council interviews, an online public survey and staff focus groups. 

The research found a general consensus that it would be important to “honour the past while looking to 

the future” when developing a new brand. Common themes described by Council included the evolution 

into a more progressive urban environment from the bedroom community it was as well as the need to 

respect Richmond Hill's multiculturalism and the quaintness of a small town with amenities and 

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conveniences of a large city. There was also a preference for retaining some of the elements of the crest 

and a connection to its history. 

The online public survey provided insight into how the public perceives Richmond Hill, helping to direct 

theme and design possibilities. Over 180 residents took part in the survey in September 2009. The top 

five words that were identified as describing Richmond Hill were: Diverse (51.4 per cent), Communityminded 

(48 per cent), Environmental (47 per cent), Multi-cultural (38.9 per cent) and Welcoming (38.9 per 

cent). 

Brand Development 

Many logo concepts were developed based on the research and key findings to fulfill the second 

objective. These concepts provided graphic interpretations of the key findings into a variety of ideas and 

themes, including elements of the old crest, urban/environmental, diverse/multicultural, 

connectivity/convergence, landmarks and people. 

Criteria were established to help structure the selection process. Possible design elements that were 

considered included people, places, current crest elements, colour options and typefaces. All options 

were considered thoroughly and evaluated based on research findings and benchmarking. These initial 

concepts were presented to Council in two separate workshops where Council expressed their views. 

Although opinions and preferences varied from person to person, there seemed to be a common 

reluctance to “toss out” the crest. These workshops helped the team narrow the field down to the chosen 

logo and gave them the opportunity to suggest retaining the crest for Council business as many other 

municipalities do. 

The new logo is more representative of the community that lives here today and is used to promote 

programs and services offered by the municipality. Keeping but modifying the crest acknowledges 

Richmond Hill’s past and is to be used only by Council for official municipal business. 

Brand Implementation Strategy 

In order to achieve the last three objectives, an implementation strategy was developed. This set out the 

guiding principles and key messages, identified audiences, outlined launch events and associated tasks, 

identified procedures for Brand Ambassadors, and contained frequently asked questions to assist Council 

and senior staff in responding to potential questions from the public and media. 

Key Messages 

Best practices and comparisons to similar municipalities showed that the key to building and maintaining 

the new brand was consistency. The overarching message, which supports the corporation’s Strategic 

Plan, is a general representation of who we are: Richmond Hill is a unique community that values its 

diversity, celebrates its history, protects its environment and encourages innovation and inspires change. 

Execution 

Because it can take several years to change all promotional material when municipalities change their 

logo, a three-phased approach was adopted with those items having the greatest impact being replaced 

first (e.g. stationery, forms, website, print publications, etc.) and other items having a lesser impact and 

urgency would be phased in during their regular replacement cycles (e.g. vehicles, uniforms, etc.). 

Phase 1 – Brand Launch (September 28, 2010 – December 31, 2010) 

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Launch events for the public and media as well as for staff were held over two days to officially introduce 

the new brand. The events were designed as celebrations rather than formal meetings and consisted of 

showing a video to explain the new brand, unveiling materials and promotional items displaying the new 

brand (e.g. cake, pens, tear-drop banners, clothing, shopping bags, lanyards, waterless tattoos, etc.), and 

outlining the next steps. 

Specific to the two internal staff launch events was an education portion on how the brand was to be 

used, including the introduction of trained departmental representatives who will act as “Brand 

Ambassadors” to assist staff using the new brand, developing new electronic templates and answering 

general questions about the Brand Guidelines. 

On the same day, to introduce the new brand to those who could not attend the launch events, the 

municipality launched a totally re-branded website. On the homepage was an announcement banner 

linking to the new brand section on the website at RichmondHill.ca/brand that explained the new changes 

and was included on all promotional materials. 

Also part of Phase 1 was the facelift of the Bulletin Board, a weekly two-page advertisement in the local 

newspaper The Liberal that the municipality has used for many years to promote news, services and 

programs. In addition to being one of the mostly highly preferred methods for receiving information from 

the municipality, every household in Richmond Hill receives a copy of The Liberal free of charge. 

Advertisements were also purchased in other local and ethnic media, including Ming Pao, SNAP 

Richmond Hill and Richmond Hill Post. 

Large-scale community events were also used to promote the new brand such as the Fire Department 

Open House, Tastes of the Hill Food Festival and the Santa Claus Parade where the tear-drop banners 

were displayed and temporary tattoos distributed to attendees. 

Phase 2 – Transitional Brand Implementation & Awareness Building (October 1, 2010 – March 31, 

2012) 

Phase 2 has focused more on the transition to the new brand on the remaining communication pieces as 

they were created, updated or replaced such as electronic templates, signage, advertisements, 

publications, uniforms, etc. so as nothing goes to waste. The Brand Ambassadors help identify and/or 

change these pieces themselves and seek input from Communication Services on more specific brand 

questions and requests. 

Phase 3 – Ongoing Brand Implementation & Education (March 31, 2012 – onward) 

Phase 3 will see staff continue to replace the old brand with the new one as items are created or ordered. 

Communication Services will continue to meet with Brand Ambassadors to monitor logo usage, educate, 

answer questions, and deal with any unexpected issues. Public consultation or a survey to gauge 

understanding and recognition of the new brand may be a part of this phase as well depending on budget 

commitments in future years. 

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Budget & Timing 

Budget Deliverable Timeline 

$25,000 Research, consultation, design and artwork 

$10,000 Develop Brand Guidelines 

$10,000 Develop Implementation Strategy 

$40,000 

Execute Implementation Strategy (i.e. launch, 

promotional items, video, signage, decals, etc.) 

$85,000 TOTAL (+ taxes) 

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September 2009 – 

June 2010 

August – October 

2010 

August – September 

2010 

September 2010 – 

December 2011 

The project also had costs absorbed into normal business practices such as writing, editing, web and 

graphic design done in-house by Communication Services. Additionally, most advertisements were 

published in the pre-paid Bulletin Board space in The Liberal. 

Special Circumstances 

In developing and implementing the brand, a few challenges were experienced and addressed: 

• Unexpected compressed implementation timeline – It was not expected that the launch of the 

new brand would take place prior to the municipal election only four months after Council approval, 

but Council requested the launch take place before then. This gave staff a much shorter time frame to 

prepare for and execute the implementation and awareness campaign, however, all tasks were still 

completed on time and on budget. 

• New logo launched while old one still exists would be confusing to public and staff – The team 

decided to brand some well-used and obvious communication pieces to ensure a broader public 

awareness. Although not originally planned to undergo changes to minimize costs, the municipal 

website, Bulletin Board and Connector were re-branded to strengthen the transition and make it more 

obvious. 

• Reaching all sectors of staff in one day – Over 625 full-time and 800 part-time staff are spread out 

across dozens of facilities, many without regular email access. To ensure that most staff received 

consistent messaging on the same day, two staff launch presentations were held at the two largest 

facilities at convenient times to fit most staff schedules (i.e. break times, end of shifts, etc.). 

• Acceptance and proper use of new logo – 15 staff were trained as “Brand Ambassadors” to ensure 

that the new brand is consistently and accurately reflected in their departments develops. 

• Explaining the new brand to the community – A simple slideshow was insufficient to explain why 

the corporation developed a new logo and a revised crest. Instead, a video was produced to 

introduce and explain the history and meaning behind the new logo and crest as well as the 

implementation process. The video delivered consistent messaging and, by using YouTube, was 

much farther reaching than a slideshow by being able to be seen by anyone with an interest in 

Richmond Hill.


The success of the branding project exceeded expectations on many levels, particularly in the way of 

public, Council and staff’s acceptance. Several surrounding municipalities recently introduced new brands 

to much public criticism over the design and for lack of public input. Richmond Hill was concerned that the 

new brand could receive the same reaction. However, by ensuring that there were opportunities for public 

input and creating a brand that was representative of the community’s beliefs and values, the new brand 

did not receive any negative public feedback. In fact, most comments to date have been predominantly 

positive as has the media coverage. 

Although Council approved the new brand, a few members still had reservations about its implementation 

and acceptance by the public. However, after watching the video at the public launch, one of the 

Councillors who had reservations declared in front of the media, “At first I wasn’t sure about this logo, but 

now I think it’s just great!” The team was also aware of the Mayor’s trepidation about implementing a new 

brand, but in the months that followed the launch, he too began to publicly share his enthusiasm and 

pride in the project. 

Another more qualitative measure not explained in numbers alone is the acceptance by staff, many of 

whom have become unofficial ambassadors for the brand. Over a third of staff have requested a pin with 

the new logo to wear on their clothing, something not seen with the old crest. Through the promotion of 

the new brand internally, departments have eagerly come forward wanting assistance in converting 

forms, applications and ordering new promotional merchandise. Also, staff who used to order and wear 

clothing branded only with their departmental logo have instead embraced the new corporate logo and 

have voluntarily discontinued use of any other logos or branding they once used. 

Below is a list of performance measures used to evaluate the success of the project by how they 

achieved the objectives: 

Success of Development 

• Heraldry (on history of Richmond Hill and crest) and municipal benchmarking research – 

Objective 1 

• 183 respondents to Online Survey – Objectives 1, 2 

• 32 staff from varying departments, facilities and professions interviewed – Objectives 1, 2 

• 100 per cent participation (9 attendees) at Mayor & Council Interviews – Objectives 1, 2 

• Logo and crest created representing the values of the community gained from consultation 

sessions – Objective 2 

Success of Launch 

• 97.5 per cent MRP Quality Score from 10 instances of favourable media coverage of new brand 

from all media advisories, news releases and pitches in both English and ethnic publications – 

Objective 4 

• 1,776 visits to Brand Section on website – Objectives 3, 4 

• 555 views (and increasing) of “Richmond Hill has a new look” video on Youtube – Objectives 3, 4 

• 125 attendees at Staff Launch Events held at two locations – Objectives 3, 4 

• 52 attendees at Public Launch Event – Objectives 3, 4 

• 50 posters announcing the new brand displayed at all Richmond Hill facilities, including 

community centres, arenas and libraries – Objective 4 

• 6 advertisements announcing the new brand published in English and ethnic publications, 

including The Liberal delivered to every household in Richmond Hill – Objective 4 

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Success of Implementation & Awareness 

• 14 Brand Ambassadors engaged and trained on proper brand usage – Objectives 3, 4, 5 

• 5 stories educating staff about new brand in monthly newspaper Connector – Objectives 3, 4, 5 

• 50 copies of Brand Guidelines to educate staff on proper brand usage distributed to staff and 

vendors – Objectives 3, 4 

18 population signs displaying the new brand and Strategic Plan vision at all major entry roads 

into Richmond Hill – Objectives 3, 4 

• 35,000 business cards displaying the new brand and common format and template ordered and 

used for all future orders – Objectives 3, 4, 5 

• 30 online forms updated with the new brand 

• Conversion of all internal computer applications with new brand (e.g. payroll, recreation 

programming, maps, etc.) – Objectives 3, 4 

• Conversion of Council Chambers with new crest displayed on large wooden wall plaques, desk 

plaque and monitors – Objectives 3, 4 

• Promotional items displaying the new brand (careful consideration was made in choosing items 

that were as environmentally friendly, charitable and fiscally responsible as possible such as 

using corn plastic in the pens, reusable shopping bags, Me to We charity t-shirts)– Objectives 3, 

4, 5 

o 56 shirts were distributed to staff who have high internal and public exposure (Brand 

Ambassadors, Council, Senior Management Team and Access Richmond Hill contact 

centre staff) 

o 4 large tear-drop banners displayed at the municipal office when not being used at local 

and staff events 

o 200 clothing pins voluntarily picked up by staff wanting to proudly wear the new logo 

o 400 lanyards distributed to staff to hold their identification badges and wear daily 

o 144 mugs placed for use in meeting rooms 

o 5,000 temporary tattoos distributed to public at community events (e.g. Tastes of the Hill) 

o 200 tabletop and large flags for corporate meetings and events 

o 100 reusable shopping bags distributed to public at community events (e.g. Santa Claus 

Parade) 

o 25 chocolates distributed during media conference 

o Other departments, who used to have clothing with their own department names, have 

instead ordered their own clothing and promotional items displaying the new brand and 

have consulted with Communication Services staff to ensure brand consistency 

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Entrant’s Name: Cathy Bogaart 

Organization: MaRS Discovery District 



Electronic Digital and Interactive Communications 


Title of Entry: MaRSDD Website Re-design 

Division 1: Communication Management / Category 12: Electronic, Digital and Interactive 


Time Period: 2009 

Brief Description: MaRS Discovery District relaunched MaRSDD.com in 2009 to better support 

entrepreneurs and scale our services to amplify the economic and social impact of important new ideas 

and discoveries. 

Business Need/Opportunity: 

MaRS is a not-for-profit registered charity. As a large scale, mission-driven innovation centre, we are 

focused on building Canada’s next generation of technology companies. We accomplish this by not only 

providing expert insights that drive business decisions but also helping entrepreneurs and early-stage 

start-ups better communicate their vision to key stakeholders – customers, partners and capital providers. 

Our mandate is to amplify the economic and social impact of important new ideas and discoveries. 

To deliver on our mandate, MaRS provides high-impact one-on-one advisory services to entrepreneurs 

and produces in-person group educational events. Given the large number of active clients, and the 

increasing demand for these specialized services, MaRS is faced with the challenge of scaling its 

services effectively. The core “high-touch” model is well-suited to later-stage start-ups that require either 

very targeted unique services or specific networking opportunities related to partnering or capital. 

However, to meet the needs of all early-stage start-ups or provide these services for those in far-flung 

locations a more global, self-serve approach to insight and education was needed – a role tasked to the 

growing MaRS website. 

Previous research showed that the website did not resonate with our target audience, Ontario 

entrepreneurs. The MaRS website talked about MaRS in a language used by funding and partner 

stakeholders, which was academic and included buzzwords that users found difficult to understand. 

Information was organized according to internal understanding. The public typically misunderstood what 

MaRS did and entrepreneurs often did not know about our free services. 

The solution had to be innovative to align with our organization’s mandate and ensure our target audience 

would trust us to advise them on their own innovative initiatives. 

The opportunity arrived when we received funding to create online educational content for entrepreneurs. 

To highlight these valuable resources, we decided to redesign the website after consulting our target 

audience as well as internal and external stakeholders. 

Analysis of the data gathered showed that site information should be re-architected according to an 

entrepreneur’s hierarchy of needs and that content should be more simple, yet engaging, and solve the 

typical business problems faced by entrepreneurs. 

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Intended Audience: 

Primary Audience: 

- Ontario entrepreneurs, who are typically highly educated, have little time but good access to the 

internet. They’re undaunted by the fact that their knowledge in many areas is limited; they learn in 

order to solve problems for their business as they arise. 


- MaRS partner and funding stakeholders who want to read about the successes of MaRS clients 

- MaRS Advisors and employees who want to use the website to make their job easier 

- Community members who want to know about innovation trends and new technologies they can 

use to benefit their businesses 

Goals and Objectives: 

Goal: Scale MaRS advisory and educational activities to the online space and communicate the MaRS 

mission clearly through a variety of media including expert blogs, downloadable educational materials, 

and custom produced video. 

Objectives: 

1. Increase annual website pageviews by 50 per cent 

2. Increase event attendance by 20 per cent, demonstrating interest and awareness of MaRS as an 

educational institution. 

3. Increase client intake numbers by 5 per cent. 

4. Increase video views by 20 per cent. 


Providing an exceptional web user experience that clearly maps user needs to our business goals was a 

key element in demonstrating MaRS’ Leadership – both in building high-potential companies and 

stimulating a culture of innovation. 

Rationale: 

We conducted extensive research, Interviewing users and stakeholders to investigate their needs of 

MaRS. Analysis of these interviews revealed that the website should speak to entrepreneurs in a way that 

aligned with the MaRS mission. Entrepreneurs needed a clear understanding of what MaRS does. 

Key Messages: 

- MaRS helps builds great companies 

- MaRS is vibrant innovation hub 

- MaRS is strengthening Canada’s global innovation brand 

Tactics: Website 

Content was written, addressing entrepreneurs directly, using short, punchy sentences to make for easy 

scanning. Simple words were used. A library of over 400 business articles for entrepreneurs was 

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developed and called the Entrepreneur’s Toolkit. Advisor bios were written to help users identify the 

people and expertise behind our core services. 

Information architecture: Information architecture and labels were user tested with entrepreneurs to 

ensure that it met their expectations and mental models. 

Design: The site design highlighted business content on the homepage so it was immediately evident 

that MaRS has expertise in business. This content was designed to refresh daily, highlighting the variety 

of topics to show users the breadth and depth of articles available. Designs included innovative 

interactive functionality such as sliders and blog carousels and an integration of social media in the site 

search to align with the MaRS brand. Advisors were displayed as stars, highlighting our experts to help 

entrepreneurs understand the value MaRS brings to client companies and to encourage users to feel they 

are engaging with a person and not an organization. 

Videos – A set of video series were developed (representing almost 400 videos) to align with the various 

stages of company growth and amount of time available. 

1. Entrepreneurship 101 – 1 hour – Targeted at beginner entrepreneurs, these lectures deliver an 

offline event series to online users. 

2. Best Practices – 1 hour – Targeted at mid- to later-stage entrepreneurs, , these lectures deliver 

an offline event series to online users. 

3. Hot tips for start-ups – 3-4 minutes – Targeted at mid-stage entrepreneurs, these are tips that 

can be quickly applied to a business. 

4. Meet the entrepreneurs - Targeted at early-stage entrepreneurs, these videos are designed to 

inspire and encourage those new to running a company. 

Implementations and Challenges 

Budget: The budget for the website re-design was $129,000. This budget included strategy, user testing, 

planning, design, content development, photography, development and quality assurance testing of the 

new site. 

Planning: MaRS had a small online team, including just two full-time resources, one of whom was 

impacted by a family emergency during the project life cycle. This same team had to support the old 

website and service the ongoing needs of the organization while building the new initiatives. The 

planning was made more complicated due to multiple approvals made necessary by the funding structure 

of the project. 

Technology: MaRS was contractually obligated to continue utilizing a content management system that 

had very little support, few in the open-source community, and expensive vendors for customizing the 

technology. 

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Measurement/Evaluation of Outcomes 

Objective 1 – Increase number of page views by 50 per cent through the website. 

Measurable Outcome: Website page views increased from 976,494 in 2009 to 1,637,610 in 2010. This 

represents an over 67 per cent increase. Included in this increase was an over 140 per cent increase in 

Canadian visits. 

Objective 2 – Increase event registrations by 20 per cent. 

Measurable Outcome: Total event attendance rose to 16,528 from 12,637. This represents a 30.79 per 

cent increase. This includes an over 35 per cent increase in educational event attendance. 

Objective 3 – Increase client intake numbers by five per cent. 

Measurable Outcome: The project 423 clients added to the roster in 2009 climbed to 457 in 2010. This 

represents an eight per cent increase for the year. 

Objective 4 – Increase video views by 20 per cent. 

Measurable Outcome: Video views increased from 49,108 in 2009 to 68,722 in 2010. This represents an 

over 28 per cent increase in video viewership. 

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Electronic Digital and Interactive Communications 


Entrant’s Name: Jo Langham, ABC 

Organization: Thornley Fallis Communications and RBC, Royal Bank of Canada 

Title of Entry: RBC’s Fall Student Program Goes Digital 

Division 1: Communication Management / Category 12: Electronic, Digital and 

Interactive Communications 

Time Period: July 2010 – September 2010 


RBC’s Student Banking group sought to use social media channels to create awareness for and drive 

traffic to its Fall 2010 promotion encouraging students to sign up for RBC Student Banking products. With 

little to no existing RBC audience or relationships in social media and without the option of starting to 

develop that online presence, our solution was to encourage students to use their social networks to 

spread the word about the promotion. The campaign used Facebook’s “Like” widget to spread RBC’s 

content throughout a student’s Facebook network. 


Royal Bank of Canada and its subsidiaries operate under the master brand name RBC. It is Canada’s 

largest bank as measured by assets and market capitalization and among the largest banks in the world 

based on market capitalization. The 18-24 year-old college and university student population is key to 

RBC’s larger customer acquisition plan. They represent a group of young adults taking their first steps 

toward adulthood and financial accountability. Building a connection with these individuals at this critical 

stage in their lives gives RBC the opportunity to turn those connections into life-long client relationships. 

At the start of each school year, RBC’s Student Banking group executes a Fall Campus Program with 

messaging and contests/promotions targeted at college and university students. The program consists of 

a number of elements, including on-campus events, a promotional microsite, advertising campaigns in 

offline and online media, in-branch collateral, as well as media relations. In 2010, RBC’s ultimate goal 

was to drive college and university students to a microsite at rbcroyalbank.com/studentpromo to sign up 

for student banking products (the incentive for which was a chance to win $1,000 daily). 

Thornley Fallis’ role in the Fall 2010 campaign was to develop and execute a social media plan to create 

awareness among 18-24 year-old college and university students regarding the annual campaign. The 

challenge was amplified by the fact that the social media plan had to be implemented within a two-month 

time frame, within the context of RBC having little to no existing audience or relationships in social media 

and without the option of starting to develop that online presence. 


The target audience for the RBC Student Banking group is 18-24 year-old college and university 

students. In developing our solution, we focused on three key insights about this target audience. 

1. They are on Facebook. 

For organizations needing to reach younger consumers, social media – and Facebook, in particular – 

is an opportunity that cannot be ignored. Social media has entered the mainstream globally, and in 

Canada the most recently available data indicates that approximately 64 per cent of Canadians who 

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are online are on Facebook, arguably the world’s largest social networking site. The 18-24 year-old 

demographic, in particular, comprises 30 per cent of Canadian Facebook profiles. Although there is 

no data available to break out college and university students among the 18-24 year-old demographic 

on Facebook, it is reasonable to surmise that a social networking site that originated for university 

students would continue to have significant representation from that group. Indeed, a search in 

Facebook revealed that nearly all major Canadian universities have a Facebook page, managed by 

either students or staff. 

2. They favour video over text-based content.Current research in the United States indicates that the 

18-29 year-old demographic are the heaviest consumers of online video and those with a college 

education skew even higher for video consumption. While Canadian-specific data is not available, it is 

reasonable to believe that Canadians would be similar. 

3. They are not shy about expressing themselves, nor are they shy about talking about themselves. 

Anecdotally, we know that this age group is a generation that enjoys sharing information about their 

thoughts, adventures, and exploits. Not surprisingly, Pew Research published in February 2010 

suggests that they have “look-at-me tendencies”. 

Goals / Objectives 

Business goal: Get college and university students to sign up for RBC Student Banking products at 

rbcroyalbank.com/studentpromo, measured through the number of product sign-ups during fall campaign 

timeframe. 

Communication objective: Drive 18-24 year-old college and university students to RBC’s online 

promotion at rbcroyalbank.com/studentpromo measured by: 

• Achieve 3,600 Facebook “Likes” (50 per cent of the estimated 7,200 individuals likely to be 

reached by 60 student videos as measured through Facebook “Likes”) 

o The total potential reach through Facebook for 60 videos was estimated at 7,200 

individuals: 60 individuals multiplied by 120, which is the estimated number of friends per 

Facebook user, according to Facebook’s blog. 

• Achieve 7,200 views of the videos on rbcroyalbank.com/studentpromo 

o This would provide a distinct metric from Facebook “Likes” in that would prove that the 

campaign drove students to the campaign microsite 


The core of the Fall Campus Program was the message: open an RBC Student Banking account and get 

a daily chance to win $1,000. 

Because of its conservative nature as a large bank, RBC did not have an existing social media presence 

and was restricted from establishing one. We realized that our strategy had to centre around getting 

students to use their social networks to spread the word about the promotion. 

Based on our insights into the target audience, we proposed an online experience that would appeal to 

the “video generation”. This online experience would consist of a contest microsite at 

rbcroyalbank.com/studentvideos (the Video Contest microsite) featuring humorous videos, each starring 

one student within our target demographic group. To provide the incentive for them to participate in the 

contest and share information with their network, each of the students who participated would be 

encouraged to get their friends to “Like” his or her video: the video with the most number of “Likes” would 

win a $1,000 prize, mirroring the messaging of the Fall Campus Program. 

The mechanic to garner these votes through social media was the Facebook “like” widget. Using the 

Facebook’s “like” widget was key. It allowed RBC’s content to spread throughout a student’s Facebook 

network without requiring RBC to have a Facebook presence. 

Each time someone clicked “like”, it would trigger a status update from that person, which would get 

pushed onto their network’s news feeds. Each friend who “liked” a performance in turn would spread that 

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message to his or her network, widening the scope a little further. With the average Facebook user 

having an estimated 120 friends, the potential reach using this strategy was exponential. 


To create the English and French videos, we took to the streets of Toronto and Montreal with a small and 

mobile camera crew. We canvassed downtown hot spots and invited 18-24 year-old college and 

university students to participate. 

The challenge for each of them was to act out a performance that they selected from a list that we 

offered. These challenges were all humourous and entertaining and ranged from rapping about what they 

would do with a $1,000 to break-dancing. 

The intent was to create entertaining videos that the performers would be happy to share with their social 

networks, thereby spreading the RBC message. 

Given our tight timeframe, the need to ensure the quality of the videos, and knowing we would have to 

create opening and closing screen messages for each video with RBC, we stopped filming when we had 

60 performances in which we were confident. Because the videos were shot impromptu and relied on 

spontaneity to be entertaining, our production team included a key decision maker from RBC to manage 

any potential risks and liabilities. 

These videos became links that the participants could share and spread throughout their online networks. 

To host the videos online, we took advantage of YouTube’s popularity as a top destination for our target 

audience to view videos and set up a YouTube channel to host the 60 RBC videos at 

YouTube.com/RBCVideoLabs. Using YouTube as a host for the videos also gave the videos some 

search engine optimization (SEO) benefits. To pull those videos back into the Video Contest microsite at 

rbcroyalbank.com/studentvideos was a simple matter of embedding them using YouTube’s embed code. 

To ensure the students remembered to tell their friends about their videos, we gave each video 

participant a post card with the contest web site address and the date on which the site would be live. On 

our counsel, emails were sent to participants mid-way through the promotion period to remind them to get 

their friends to vote for them and to keep the promotion top of mind for the participants. 

Given our objective to drive traffic to RBC’s Program microsite at rbcroyalbank.com/studentpromo, which 

was managed by another agency, Thornley Fallis worked with that partner agency to design and integrate 

the Video Contest microsite into the Program microsite. Specifically, we provided: 

• The technical requirements to guide the Program microsite agency in designing the user interface 

for the Video Contest microsite; 

• User interface recommendations to guide the Program microsite agency on how to integrate the 

Video Contest microsite into the Program microsite; 

• Technical advice and support to the Program microsite agency on implementing the Facebook 

“like” widget. 

In terms of challenges, we faced one in particular around technical constraints on the Video Contest 

microsite – unknowable at the time of planning – that required us to find compromises to solve web 

usability and other user experience best practices. Thornley Fallis worked with RBC’s microsite agency to 

optimize those designs from a usability and overall user experience perspective, while ensuring that our 

requirements and recommendations respected the time and budgetary constraints that RBC’s web 

agency was working within. 

Our budget for the social media program was $29,000, which included: 

• The development of the strategy 

• Usability, user experience, and technical consultation on the design of video contest microsite to 

RBC’s web development agency partner 

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• The design and production of the 60 videos 

• Overall program management. 

The project was delivered from brief to results in a three month time frame and within budget. 

Measurement/evaluation of outcomes 

Communication Objectives: Drive 18-24 year-old college and university students to RBC’s online 

promotion at rbcroyalbank.com/studentpromo measured by: 

• Achieve 3,600 Facebook “likes” (50 per cent of the estimated 7,200 individuals likely to be 

reached by 60 student videos as measured through Facebook “likes”) 

• Our program also generated 3,595 Facebook “Likes”, each representing a unique individual who 

had viewed a contest video. With 60 individuals generating 3,595 “likes,” each video averaged 60 

“likes”, representing a 50 per cent conversion rate per user. In other words, assuming each 

Facebook user has 120 friends, 60 of those friends, or 50 per cent of them, were persuaded to 

“Like” their friend’s video, thereby sharing that content to more friends. 

• As a matter of interest, the top rated video garnered 914 Facebook “likes”, which is well above 

the average of 120 friends per Facebook user. 

• Achieve 7,200 views of the videos on rbcroyalbank.com/studentpromo 

• We achieved 19,253 video views on the program microsite, more than 267 per cent above our 

target goal of 7,200 views. These 19,253 views represented a total of 4,813 minutes or 80.2 

hours of time spent viewing RBC-branded content in RBC’s intended environment (the microsite 

at rbcroyalbank.com/studentpromo). I 

• n addition, our decision to host the videos on YouTube garnered an additional 543 video views on 

RBC’s YouTube channel, representing incremental consumer impressions. 

• 85 per cent of the total views of the video took place in RBC’s intended environment 

• Based on self-reported demographic data by YouTube users, analytics confirmed that our videos 

reached the right demographic: 30 per cent of the views were in the 18-24 year-old age group 

and appealed equally to both male and female audiences, and 85 per cent of the video views 

were by users residing in Canada. 

Business goal: Get college and university students to sign up for RBC Student Banking products at 

rbcroyalbank.com/studentpromo, measured through the number of product sign-ups during fall campaign 

timeframe. 

Our program was deemed by RBC to have contributed successfully to the business goal, although 

specific data cannot be shared due to fact that total traffic to the Program microsite and sales data are 

proprietary to RBC. 

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Entrant's Name: Alison George 



Publications 


Organization: Argyle Communications and American Peanut Council 

Title of Entry: American Peanut Council Trade Communications Package 

Division 2: Communication Skills / Category 15: Publications 

Time Period: December 2009 – April 2010 

Brief Description: On behalf of the American Peanut Council (APC), Argyle’s task was to strengthen 

relationships with key Canadian customers by educating them about the quality of U.S.-grown peanuts. 

The team worked to develop a memorable and customizable marketing communications package of 

information about the American Peanut Council and quality U.S. peanuts for distribution to new and 

existing trade, retail and manufacturer contacts. 


The American Peanut Council administers a broad-based export development program for the U.S. peanut 

industry with the objective of increasing exports of all types of U.S. grown peanut and peanut products. Its 

resources are devoted exclusively to the market development and dissemination of trade information on 

behalf of the U.S. peanut industry. 

Canada is the largest single country importer of U.S. peanuts, and critical to overall demand for U.S. peanut 

products. U.S. export statistics for 2009 show shipments of all peanut products to Canada at 87,640 MT 

valued at $106 million, accounting for 84 per cent of the value of all imports. 

The APC’s overarching marketing goal is to justify the premium price for U.S. peanuts by demonstrating 

value over other origins such as China or Argentina. The APC’s Canadian trade specialist requires 

informative and flexible communications tools to demonstrate this superior quality and value to Canadian 

manufacturers of products containing peanut and peanut butter; retailers that sell peanuts and peanut 

butter; and other influential trade contacts. 

As the APC’s communications agency, Argyle Communications determined that current trade 

communications were insufficient. The information was outdated, the content was stagnant, and the format 

lacked a professional appearance. Argyle recommended, conceived, wrote and oversaw the design of the 

American Peanut Council Trade Communications Package. 

Research: Argyle began the development process with research. This involved: 

♦ Reviewing the market research highlighted above, showing overall demand and market trends; 

♦ Interviewing the APC about the desired focus of marketing in 2010; 

♦ Reviewing materials being used to promote peanuts in other export markets; 

♦ Working with the APC's trade specialist -- the person who would be using and delivering the information 

package to prospective buyers -- to understand what he needed; and 

♦ Sourcing and reviewing the trade materials of other U.S. commodity groups to gain insight into the 

format and quality of information packages that are made available to this target audience. 

Analysis: Argyle analyzed this research and identified three key requirements for the APC communications 

package: 

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♦ Flexibility: Some information was mandatory for all recipients, other information needed to be 

customized for specific audiences. The final product had to allow for flexibility. 

♦ Print and electronic versions: The trade specialist advised this audience responds to traditional print 

format -- so information can be pulled easily from a bookshelf or file. However, materials also had to be 

made available in an electronic format, so it could be distributed to wider audiences (e.g. store 

managers) and ultimately posted online. 

♦ Quality standards: Our audit of materials created by other commodity groups ensured we understood 

the competitive set and helped us understand the quality standards required for the APC's trade 

communications package -- and how we could make our package unique. 


The retail trade target audience is a very specialized and influential group: 

Audience Characteristics 

Key customers Six key customers, such as Kraft and Krispy Kernels, account for the bulk of 

U.S. peanuts imported into Canada. Because of their dominant role in the 

market, they are considered key customers, defined as those utilizing a 

majority of U.S. origin products. At present, these buyers import most of their 

requirements from the U.S. However, due to aggressive marketing efforts by 

Chinese and other exporters, some of these key customers are less able to 

differentiate value and have begun to import shipments from other sources. 

Retail customers Grocery stores, such as Loblaws, Sobeys, and Metro, that would specify 

USA peanuts when purchasing private label peanut butter and private label 

packed peanuts. Of note, private label product sales in Canada have 

increased dramatically in the past few years, and opportunity to expand sales 

for U.S. peanuts exists in this arena. 

Other trade audiences This category includes food service and restaurant trade companies, such as 

Gordon Food Service, which purchase bulk peanuts or peanut butter as 

ingredients in meal preparation. 

3. Goals/Objectives: 

Goals: 

♦ Strengthen relationships with existing customers, and initiate and nurture relationships with new 

potential customers in Canada. 

♦ Deliver informative, appealing communications materials to educate customers about the quality of 

USA-grown peanuts. 

♦ Increase imports of USA-grown peanuts to Canada. 

Objective & Rationale: 

♦ Objective: The 2010 objective, set very precisely in the APC’s U.S. Department of Agriculture 

documentation, was to convince at least one retailer to specify U.S.-grown peanuts from its private 

label suppliers, due to the superior quality of U.S. peanuts. 

♦ Rationale: The American Peanut Council is funded by the U.S. Department of Agriculture's Market 

Access Program (MAP). The MAP-funding application includes a problem statement that is referred 

to as a constraint. The APC's trade-focused constraint is: Justification of Price Premium for US 

Peanuts as Adding Value for Key Customers. One way to increase demand for USA-grown peanuts 

is to convince retailers (supermarket chains and banners) to specify USA peanuts from the 

companies that make private label/store branded products. At the end of 2009, no Canadian retailers 

used USA-grown peanuts in their private label brands. 

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Strategies: Argyle’s creative strategies in developing the content and presentation of the APC’s 

trade/retail marketing communications package were to: 

a) Deliver universal appeal and a lasting legacy and that would resonate with the APC’s existing and 

potential customers for years to come. 

b) Make it visually and intellectually stimulating in order to stand out in an industry saturated with 

information targeted to the APC’s key customers. 

c) Reach key customers across Canada with cohesive, consistent and compelling messaging. 

Tactics: Our tactics included: 

a) Drafting and distributing a creative brief to graphic designers to select an appropriate partner for the 

project. This document outlined the creative approach Argyle developed to best suit our key 

strategies: 

♦ Create a versatile hybrid of both constant and customizable content in order to deliver important, 

consistent APC messaging, as well as new, updated information as it becomes available. 

♦ Go beyond the typical pocket folder format widely used in the retail and trade industries by providing 

important general information about peanuts and the APC in an information book format, with the 

customizable content inserted in a pocket, and supplementary information provided on an enclosed 

USB drive. 

♦ Deliver a cohesive look and feeling across all elements of the communications package, including 

the constant and customizable content. 

b) Selecting and collaborating with a designer to create a high-quality communications package that is 

unique and differentiated from the competition. 

c) Researching and writing all copy for both the fixed book portion of the package, as well as a series of 

custom information sheets. We determined what unchanging information is most important for 

customers to have, as well as what current peanut-related topics were of particular interest and 

importance to the specific trade contact. 

d) Making supplementary information, including research, images and presentations, available for key 

customers electronically on a branded USB drive to suit varying needs. 

The overall key message ties back to the trade constraint: Justification of Price Premium for US Peanuts 

as Adding Value for Key Customers. 


Budget: The budget to write, design and print 500 booklets was $22,155. Here is a breakdown. 

Activity Fees Expenses 

Research and analyze requirements, develop a creative 

recommendation, source and oversee design, UBS key 

and print suppliers, write all copy, source appropriate 

photography, obtain additional background and research 

for the USB key, and manage all booklet approvals, 

development and production. 

$7,500 - 

USB key - Including logo design, printing, shipping - $4,200 

APC trade communications package design, including 

stock photography costs 

- 3,870 

Printing costs (500 copies, including cover stock, glossy 

inserts, stitching and shipping) 

- 6,585 

TOTAL $7,500 $14,655 

Timeline: In December 2009, Argyle completed the research and analysis and developed the creative 

overview. In January, we obtained quotes for and secured design and print partners. Copy writing and 

editing occurred in January-February 2010. Layout and design of the print piece was completed and 

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approved, and the USB key was sourced and ordered in March 2010. Printing, stitching and USB production 

was completed in April 2010. 

Challenge: Argyle faced two challenges: 

♦ Paper stock: The initial concept was to develop a hard-back booklet. We sourced quotes and 

deemed this option too expensive. The final design featured thick cover stock with the look and feel of 

a peanut shell. (We actually searched for, but could not find, a supplier of paper stock made from 

peanut husks). The look was clean and compelling and well received. 

♦ USB key contents: We ordered the USB key 'pre-loaded' with information, including an electronic 

copy of the communications package as well as additional research. When the USB supplier 

delivered the order, we reviewed random keys to ensure the information was accurate. Unfortunately, 

the supplier included an extra unrelated file on every key. Facing tight timelines, Argyle meticulously 

removed the incorrect file and checked content accuracy before any materials were distributed. 


The APC's trade communication package is a sales tool, and one tactic among many used by the APC's 

trade specialist to address the market constraint: to justify the price premium of USA-grown peanuts. 

Though not all outcomes can be attributed directly to this communications piece, the results at the end of 

2010 were very encouraging. In particular: 

11 out of 26 (or 42 per cent) of Canada's major supermarket chains / banners and key independent 

retailers switched from Chinese to U.S. origin in-shell peanuts for their store brand listings. 

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Entrant’s Name: Anna Larson 



Multimedia or Digital Content 


Organization: The Regional Municipality of Halton 

Title of Entry: Nick Goes Nowhere/Joules on Juice – Halton Region’s Air Quality Video Public 

Service Announcements 

Division 2: Communication Skills / Category 16: Multimedia or Digital Content 

Time Period: 2008 – 2010 


This submission focuses on two video public service announcements (PSAs) produced as part of an 

education and awareness-raising program designed to inform Halton residents about the links between 

air quality and human health, and about the actions they can take to improve air quality and address 

climate change in Halton. With close to 2,000,000 viewings to date, the videos have played a key role in 

our efforts to shift attitudes toward energy use and modes of transportation, and have encouraged 

residents’ behaviour change. 


Located on the north shores of Lake Ontario, the Regional Municipality of Halton serves more than 

500,000 residents in the City of Burlington, the Towns of Halton Hills, Milton, and Oakville. Protecting and 

enhancing the natural environment is a key theme in Halton Region’s Strategic Plan. This comes in 

response to the growth expected in the Region over the next 25 years, which will add stress to local air 

quality as new vehicles, homes and workplaces are introduced into the community. 

One goal of the Halton Region Health Department (HRHD) is to develop and implement a plan to protect 

and enhance Halton’s air quality. In 2007, the HRHD policy paper, Air Quality, Human Health and the 

Built Environment: Protecting Air Quality, identified actions to address air quality issues associated with 

growth and development patterns in the Region. Based on the paper’s recommendations, HRHD 

established a program that aims to reduce air emissions and protect Halton residents’ health. The 

program includes airshed modelling, air monitoring, policy development, planning application reviews, 

education and awareness rising. 

The issue: Many people are unaware of the health impacts associated with air quality and climate 

change. This leads to poor decision-making, resulting in short and long-term health impacts suffered by 

individuals and neighbourhoods (and an increased burden on the health care system). Air quality has 

worsened in Halton: For the eight years from 1993 to 2000, there were 43 smog alerts issued; for the next 

eight years (2001-2008), that number rose to 166. 

Impact: A report from the Canadian Medical Association (CMA) indicated that in 2008, as many as 

21,000 Canadians would die prematurely from the effects of air pollution. 

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While most of those deaths would be due to chronic exposure over a number of years, almost 3,000 

would be the result of acute, short-term exposure. 3 Data released by the Ontario Medical Association 

(OMA) shows that air pollution is a contributing factor in almost 9,500 premature deaths per year in 

Ontario. 4 The OMA also estimated that there would be 336 premature smog deaths in Halton in 2008. 

Research: This submission focuses on two video public service announcements (PSAs) (Work samples 

1 and 2) produced as part of the Region’s air quality education and awareness raising program. To help 

guide communications around the health promotion program, the Communications Specialist worked with 

the Health Department to better understand current awareness levels. The research uncovered the fact 

that some Canadians do recognize and acknowledge that air pollution has a significant impact on health. 

Fewer take action to mitigate its effects. In 2001, 53 per cent felt air pollution affected their health a great 

deal. 5 In 2004, this increased to 56 per cent. In a Heart and Stroke Foundation survey, seven out of 10 

(69 per cent) Canadians said they thought air pollution tends to be worse during the summer. Only three 

per cent recognized that air pollution is a year-round problem. 6 A recent CMA poll suggested that eight of 

10 Canadians expressed concern about climate change and its impact on health. 

Locally: 

• 50 per cent (+ four per cent) of Halton adults 18 and older think that outdoor air quality has a 

somewhat or very negative effect on the health of people living in Halton Region (RRFSS 2007). 

• 27 per cent (+ three per cent) of Halton adults 18 and older have made changes to their normal daily 

activities in the past 12 months because they thought that outdoor air quality could affect their 

health. 7 

• When asked how they ranked Halton Region’s measures to improve air quality in a 2008 Environics 

survey 8 , residents responded as follows: Excellent 0 per cent; Good 24 per cent; Adequate 23 per 

cent; Fair 16 per cent; Poor 19 per cent; Don’t use 1 per cent; Don’t know 18 per cent. 

2. Intended Audience(s): 

Primary audiences 

• Halton homeowners (No. of occupied private dwellings in Halton: 

156,945) 

• Halton residents, 18 and older (about 300,000 people) 

• Women aged 25-49 (about 67,000 women) – especially those with 

children and living parents, residing in the Region – research shows they 

are catalysts for change in their communities 

3 http://www.cma.ca/index.cfm?ci_id=10042903&la_id=1 

4 

Ontario’s Doctors: Thousands of Premature Deaths due to Smog 

http://www.oma.org/media/news/pr080606a.asp 

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Secondary audiences 

• Halton Region Staff 

• Regional Council 

• Local Municipalities 

• Media 

5 http://www.hc-sc.gc.ca/ewh-semt/pubs/air/pollution/health-sante-eng.php#6_1 (Environics – 2002: Air 

Pollution - Information Needs and the Knowledge, Attitudes and Behaviour of Canadians - Final Report) 

6 http://www.heartandstroke.com/site/c.ikIQLcMWJtE/b.3848067/k.EC3B/2008_Report_Card__Air_Pollution.htm 

7 2007 Rapid Risk Factor Surveillance System (RRFSS) 

8 Focus GTA: the pulse of public opinion in the greater Toronto Area (Report 2008-1).

• High school and older students 

Halton’s population is relatively young with only 12.5 per cent over the age of 

65. More than one-half of Halton residents are under the age of 40. Halton 

residents have a higher median family income ($92,416) than the rest of 

Ontario and are well educated (52 per cent have college or university 

education). Ninety per cent of the population speaks English as their first 

language. 


Goal: Support HRHD’s plan to protect and enhance Halton’s air quality by educating Halton residents about 

the links between air quality and human health, and about the actions they can take to improve air quality and 

retard climate change in Halton. 

Objectives: As part of Halton’s Air Quality/Climate Change Health Promotion Program, develop a multi-media 

resource targeted to Halton residents that makes the link between air quality and human health and 

encourages residents to make small changes to improve air quality and mitigate climate change, so that by 

December 2010: 

Obj. 1 At least 4,000 Halton residents view the PSA 

Obj. 2 At least 10 organizations provide a link to or show the PSA 

Obj. 3 At least 70 per cent of residents surveyed agree that the PSA makes them think about how they 

use energy 


Solution developed: The Communications Specialist worked with the Health Department’s 

Environmental Policy and Promotion Team to design and implement a communication plan to support the 

objectives of the Department’s Air Quality/Climate Change Health Promotion and Communication 

Program. In developing the overall plan, the Communications Specialist reviewed best practices. 

Experience with environmental education and promotion initiatives over the past 20 years (e.g., the 

federal government’s One Tonne Challenge) has demonstrated that reliance on public education and the 

right messaging is not enough. According to Environics, “Businesses and government need to 

demonstrate strong leadership by creating the appropriate structures, economics and policies that both 

tell people what is expected of them, and firmly guide them in these directions…mobilizing significant and 

sustained consumer action on the environment will require that attention be given to the social 

component…This means designing initiatives that tap into community networks and peer pressure, which 

can act as powerful re-inforcers to socially responsible actions. People are much more influenced by the 

people they know and trust than they ever will be by even the slickest marketing campaign. 

In the end, mobilizing public action on the environment is less about getting the product design and 

marketing right, and more about activating consumers’ sense of responsibility to their community.” 9 

9 http://erg.environics.net/media_room/default.asp?aID=667 

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Halton’s program was designed to “keep it local,” focus on small actions and use multi-media tools such 

as video. Two short video PSAs were developed to highlight the link between air quality and human 

health, activate resident’s sense of responsibility by showcasing the local community in the videos and 

encourage viewers to take small steps to change. 

Why video? Community Based Social Marketing also tells us that messages need to be delivered in a 

layered-approach, in multiple ways, using multiple means and strategies, therefore reaching a number of 

different audiences, as is required in this case where our target market essentially includes all Halton 

residents. Video, and nowadays, especially online videos, can be a powerful channel for engaging and 

informing audiences. According to Com Score, “the combined forces of reach, high engagement and 

‘sight, sound and motion’ make online video a particularly attractive brand building vehicle” and Canada 

does rank as a global leader in online video viewing. Studies show that 30-second videos are more 

persuasive than shorter clips and able to convey more complex messages. Because our videos serve as 

PSAs, we elected to aim for a slightly longer clip – just over a minute. The two PSAs make the link 

between air quality and human health, and encourage residents to make small changes to improve air 

quality. 

The Environmental Health Specialist drafted several scripts, playing on the energy addiction theme. 

These went through an extensive approval process; feedback was gathered from staff and addiction 

experts to ensure messages were effective and non-offensive. With support from an external vendor, we 

used two of the scripts, one featuring a young man “addicted” to his car and the other a young women, 

“addicted” to energy use in her home, to develop and produce the two short PSAs. Staff members were 

recruited as actors and props acquired at no cost from staff and the local community (including use of a 

Smart Car). We developed a promotion and distribution plan, which we implemented once the videos 

were complete, beginning with a screening for the “actors”, for management and Council before an official 

launch to the public with a media release. 

Strategy Tactics 

Develop thought- provoking 

PSAs. 

Promote PSAs to drive 

homeowners/residents to 

additional tools and 

resources (website). (Obj. 1) 

Use the PSAs to 

educate/build support 

among staff/elected 

officials/local organizations. 

(Obj. 2.) 

• Draft script that uses humour to educate, shift attitude and change behaviour 

towards energy use and modes of transportation; build on existing social 

marketing program messaging such as 20/20 Way to Clean Air (i.e., message 

of reducing energy use at home and on the road). 

• Recruit staff to act in the production, hire outside firm to film and produce. 

• Create and implement direct mail postcard to Halton residents/homeowners 

during Energy Conservation Week. 

• Post on Halton website/YouTube. 

• Screen at local theatres/cable TV during summer months. 

• Book paid placement on local TV station CHCH (focus on times when women 

watch). 

• Reuse clips from the PSAs in future campaigns. 

• Showcase at Friday Video Lunches for Halton Region staff. 

• Screen at Management, Committee and Council Meeting (as part of AQ 

update-Council Report). Provide Council with copies of DVD, including 

designed jewelcase; communicate periodic updates on progress of the 

campaign. 

• Promote to related networks through email/presentations/link sharing, e.g., 

Halton Environmental Network (HEN). 

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Promote PSAs through 

media relations. (Obj. 1) 

• Issue media release to “launch campaign.” 

• Highlight in “free space” provided to the Region by local media. 

Survey residents. (Obj. 3.) • Post survey on website. 

• Promote survey and link to videos with contest/direct mail postcard (offer 

energy audit as a prize). 

The videos were produced on time and on budget. There was no cost for actors or props and all filming 

was done on site and in the local community. The PSAs are posted on Halton’s website and YouTube, 

were shared with regional councillors, libraries, local environmental organizations (e.g., Halton Partners 

for Clean Air), Region education co-ordinators, school board curriculum staff, as part of a Tools for 

Schools kit, health and environmental networks. 

After the initial screening with regional councillors, we obtained approval to book several paid placements 

at local cinemas and television stations, which substantially increased views. We also approached a local 

cinema owner who offered to screen the videos at no cost to the Region. In 2010, we further leveraged 

the investment by incorporating clips from the two videos in a new Daily WebTV campaign. 


Keeping to budget, meeting timelines, handling logistics and managing the approvals process were all 

challenges met along the way. Good up front planning, detailed schedules and good communication with 

volunteer actors, facilities staff, management and the external vendor kept issues to a minimum. 

Because of the addiction theme used in both videos, care was taken to ensure viewers would react 

positively by pre-screening with health care and other community experts. 

Budget: Video Production $25,000. 

Related costs: Direct Mail Postcard (Work Sample 3) $19,500 (includes printing, mailing and contest 

prizes), theatre PSA booking: $9,000 x 2 (2009 and 2010), CHCH TV PSA booking: $11,000 x 2 (2009 

and 2010), DVD cover (Work Sample 4) and related materials printing: $6,300. 

In 2010, we learned that subtitles had been added on the YouTube version of the Nick Goes Nowhere 

video, through YouTube’s interactive transcript function. Though the initial transcript contained errors, 

thanks to the vigilance of our web team, these were quickly corrected, making the video even more 

accessible. 


Track number of views, web visits, online survey and informal feedback 

Objective Result 

1. At least 4,000 Halton 

residents view the PSA 

2. At least 10 organizations 

provide a link to or show the 

PSA 

• Estimate close to 2,000,000 viewings in first two years through all channels 

• 90 regional staff attended screening of the videos at lunch & learn sessions 

• Estimate at least 30 links or showings 

• Videos were aired regularly at Encore Cinemas in 2008 (at no cost) 

• Halton Green Screens added link and played the videos as part of their film 

series 

• Cogeco cable aired the videos on That Green Show 

• Oakville Smart Car added a link to the Nick Goes Nowhere video 

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3. At least 70 per cent of 

residents surveyed agree 

that the PSA makes them 

think about how they use 

energy 

• Town of Oakville featured a link in its Energy and Conservation Newsletter 

• HEN, WalkON, Green Communities Canada, 4Grounds Media, Icannwalk, 

Walk & Bike for Life, and local municipalities added links 

• Video featured on WeConserveTV 

• Copies provided to Halton public libraries, public health networks, Clean Air 

Council, environmental staff at provincial and local levels, key academics, 

community and environmental groups 

• Nick Goes Nowhere (96 responses) 87 per cent of respondents agreed that 

the video made them think about how they use energy 

• Joules on Juice (110 responses) 86 per cent agreed that the video made 

them think about how they use energy 

Other PSA success • PSAs won an Apex Award of Excellence (Energy Efficiency 2009) 

• Nominated in the INCHES Environmental Film Competition, screened at the 

Netherlands Film Festival 

• Featured in Smog Summit video in Toronto 

• 2010 Strategic Video Award top winner in environmental communications 

• Visits to Halton Region’s air quality web pages were up by 458 per cent in 

March 2009 compared to March 2008. (March 2009 – 408 visits) (March 2008 

– 89 visits) (March 2010 - 308 visits) In total for 2009, there were 906 visits to 

the home page and 2,012 to the energy use page. Total visits to the air quality 

pages in 2010: 3,122. 

• Articles have appeared in all local municipalities, (includes one TV segment); 

campaign overall achieved a MRP © score of 93% in 2009 

• 100 sign-outs of air quality videos screened at staff sessions 

• Number of Air Quality/Climate Change Resources distributed in 2009: 13,030. 

Other overall campaign 

success 

In 2010: 20,000 

• 77 per cent of Halton survey respondents agree that air quality has an impact 

on the health of Halton residents (Region of Halton FOCUS GTA Survey 

2009/1 and 2010/1) 

• A 2009 Environics survey showed that the percentage of residents who ranked 

the Region’s air quality efforts as good or excellent increased from 24 per cent 

in 2008 to 34 per cent in 2009 (a 10 per cent increase) 

Though difficult to make a direct link, it is encouraging to note that according to Ontario's 2009 Air Quality 

Report, emissions of common air pollutants are now decreasing across the province. The PSAs are a key 

component of Halton’s overall air quality campaign. We believe they have made a significant impact: 

more people in Halton are thinking about their energy use, about how their energy use affects air quality 

and climate change, and how air quality affects their health. 

187

Award of Distinction 

IABC/Toronto Student of the Year Award 

Social Media Release 

Thursday, March 31, 2011 

Regis Dudley 

Humber College Public Relations Graduate Certificate Student 

416-888-6335 

Regis.Barbara.Dudley@gmail.com 

About.Me/Regis.Dudley 

Attention: Social Media Writers, PR Writers, Business Editors 

ACCESSIBLE AND WEB-FRIENDLY BRANDS ARE BETTER 

Emerging PR leader explains why 

TORONTO (March 31, 2011) - Online engagement is shrinking the PR world. This is why Humber 

public relations student Regis Dudley advises PR practitioners to sharpen their tweeting skills, 

practice their web writing and embrace online newsrooms. 

“If you’re not connecting online, you’re missing opportunities to make a name for yourself and 

your organization,” Dudley states. “Communicators need to be connected to keep their 

organizations connected. Since we, as PR practitioners, are relationship managers for brands, it’s 

up to us to understand and work the social media landscape.” 

Living largely off-the-grid in an Oregonian ecovillage, Dudley never expected to wind up in praise 

of the online world. It was only after she began participating in tweetups and Twitter chats that 

she realized the true power of being plugged-in. Dudley has built valuable connections, learned 

about new trends and received advice from industry leaders through social media. She has used 

social networking as a stepping stone to real-life interactions. She will carry her recognition of 

the power of online networking into her PR career. 

“I look forward to harnessing new ways to connect digitally and using this knowledge to benefit 

the PR community,” states Dudley. “I blog and tweet about PR trends and share knowledge 

openly with my networks through face-to-face and virtual interaction. That’s what this industry 

is all about.” 

Dudley is particularly interested in using the internet to increase information accessibility for 

audiences. Because journalists, bloggers and producers face tight deadlines, Dudley sees online 

platforms such as social media newsrooms as a necessity. 

“Why would someone call a contact for information if a competitor has everything laid out in a 

one-stop online shop? They wouldn’t, point-blank,” says Dudley. “Even the general public is 

getting their information online. If you don’t get your newsworthy nuggets online, you’re doing 

your organization a disservice.” 

According to Dudley, it’s not enough to simply put information online; communicators must 

tailor content to the online audience. This means making information easy to find, summarize, 

understand and share. Dudley recognizes this process takes time but states that once a project 

workflow is defined, making content web-friendly is easy. 

“Communications teams should agree on web writing best practices,” advises Dudley. “When 

shared, a web writing guidelines document can streamline content. It’s important that all 

writers abide by the guidelines and that an editor familiar with web writing acts as an extra set 

of eyes.” 

188

Dudley’s tips for designing web-friendly content: 

• Use short words, sentences and paragraphs. Web readers typically scan text for 

meaning, rather than read pieces word-for-word. 

• Use a sans-serif font. It’s easier for web readers to read. 

• Break text up with links to reference material and photos. These keep the reader’s 

attention. 

Dudley plans to draw on her experience in education and mediation to assist organizations in 

transitioning their processes and workflows to make their content web-friendly and accessible. 

She will continue to advise PR practitioners to use social media to interact as a representative of 

their organizations. 

About Regis Dudley 

A dynamic communicator, Dudley mixes focus with ingenuity for clever, thorough, punctual projects. 

Dudley is a student of Humber College’s Public Relations Graduate Certificate program and has a B.A. in 

Communications and Environmental Studies from Wilfrid Laurier University. Her rare combination of 

communications and environmental knowledge positions Dudley for a career in green PR and 

communications advising. Dudley credits her background in academic, government and non-profit 

communications for planting her seed of curiosity and looks forward to a future of growing her PR 

abilities. 

189


BOBBIE RESNICK PHILANTHROPY AWARD 

Jane-Finch.com, founded by Paul Nguyen 

Jane-Finch.com is a community broadcaster, digital library, and the first website about Toronto's Jane- 

Finch community. The website is the vision of Paul Nguyen, filmmaker, community activist and journalist, 

and has made an incredible impact in transforming public perception and local engagement. 

Inspiration for the site 

Jane-Finch is a community just north of Toronto, named after the intersection of Jane Street and Finch 

Avenue. Jane-Finch is internationally known for its ethnically diverse population, crime rate and poverty. 

The community's socio-economic status is attributed to inadequate urban planning and social 

infrastructure. 

At just 23 years old, Paul Nguyen decided that he wanted to change the negative perceptions around his 

neighbourhood by showcasing its strengths. A resident of the Jane and Finch corridor since he was five 

years old, Paul was passionate about the potential of his surroundings. Paul loved making movies and 

wanted to leverage multimedia to better inform, engage and empower local residents. He launched Jane- 

Finch.com in 2004. 

The creation of a community 

Paul created custom content for the site including a short film, “You Got Beef?” that quickly went viral. 

The film and many other videos, profile up-and-coming local talent, to launch their careers and inspire 

other youth. 

Paul immediately attracted media attention. Within a year he was interviewed by prominent media outlets 

discussing politics, violence and always, advocating for his community. Paul spoke out on the Jordon 

Manners murder and the prevalence of illegal guns. 

In 2008, Jane-Finch.com took on a more political direction and actively promoted multiculturalism and 

civic awareness. The growing team produced more community news coverage and took clear positions 

on local political issues, prompted by challenges such as the installation of police cameras, as well as 

offering alternative coverage to the death of Junior ‘Tubs’ Manon in police custody. Jane-Finch.com 

produced longer form video productions, including the 60 minute ‘Know Your Rights’ educational 

documentary. 

The landing page features news videos produced by Jane-Finch.com, as well as music videos from local 

artists. More videos document success story interviews with well-known individuals who originated from 

the area including CBC’s Dwight Drummond. Community forums have been set up to encourage 

discussions. The website showcases art and poetry from local artists, along with a large gallery of local 

rappers. 

190

The impact 

• Getting message out through speaking engagements 

• Guest speaker at 2010 Innoversity Summit (Toronto) 

• Guest speaker at 2010 Ukrainian National Federation Convention (Montreal) 

• Guest speaker at 2010 Vietnamese Canadian Federation Youth Conference (Ottawa) 

Prominent media coverage 

Efforts resulted in consistent, quality mainstream media coverage, receiving recognition from prestigious 

government and media award programs. Efforts were also recognized in the House of Commons in 

Ottawa. The Jane-Finch.com enhanced brand trust and maintained their number one search engine 

ranking. Jane-Finch.com continues to be the de facto resource about the community. 

Media Coverage 

Toronto Star Jane-Finch activist wins multiple awards for community website 03/04/11 

OMNI Television 32nd Annual Canadian Ethnic Media Association Awards 12/05/10 

Here and Now (CBC) Ontario Medal for Good Citizenship 11/23/10 

Metro Morning (CBC) Mayoral Candidates' Debate – Metro Morning 10/06/10 

Toronto Star Mayor Miller "very sorry" for G20 jailings 07/09/10 

The Link (RCI) Multiculturalism Award Winner 07/05/10 

Goldhawk Live (Rogers) How can we improve safety in the GTA? 04/27/10 

Canoe Live (Sun TV) Escaping the Stigma 01/12/10 

Metro Morning (CBC) Unsolved Murder Rate 01/08/10 

Toronto Sun From rap to race award 12/26/09 

Goldhawk Live (Rogers) What’s in the future for Jane-Finch? 06/18/09 

Now Magazine Black History Month: High 5 02/01/09 

Toronto Star Different name, same place 01/08/09 

The Link (RCI) Setting the Record Straight 11/24/08 

The Link (RCI) Residents Talk About Life in Tough Toronto Neighborhood 11/12/08 

Toronto Sun Jane-Finch dot-com Website opens community to the world 05/12/08 

Now Magazine 9 things we love about Jane-Finch 02/01/08 

191

Awards 

• 2010 Ontario Medal for Good Citizenship – Ontario Ministry of Citizenship and Immigration 

• 2010 CEMA Award for internet journalism – Canadian Ethnic Media Association 

• 2010 Paul Yuzyk Award for Multiculturalism ($20,000) – Citizenship & Immigration Canada 

• 2009 William Hubbard Award for Race Relations – City of Toronto Human Rights Awards 

192

2011 OVATION Awards Judges 

Linda Andross, ABC, President, APEX Public Relations Inc. 

With more than 17 years experience in public relations, Linda’s role as President of APEX includes being 

responsible for relationships with a multitude of diverse senior-level clients. Linda’s expertise 

encompasses such areas as marketing communications programs, product launch strategies, media 

relations and C2C planning. She oversees the effectiveness of APEX’s many capabilities, enhancing 

client service and bolstering innovation to provide added value to clients. At APEX, Linda provides 

strategic public relations advice, counsel and services to key Canadian and multi-national clients such as 

We Care, Walmart Canada, GSK, Samsung Electronics Canada, Primus and Google. A winner of 

numerous industry awards, both national and international, Linda is the current Vice President of 

Association Management for IABC (International Association of Business Communicators)/Toronto and a 

member of the board of directors for Centennial College’s public relations program. 

Iliana Arapis, MA, ABC, Senior Director, Advancement, The Michener Institute for Applied Health 

Sciences 

Ms. Arapis is a strategic communications professional, consensus-builder and results-oriented leader with 

a background in corporate communications and public relations extending through the private, public, and 

not-for-profit sectors. With over 20 years experience Ms. Arapis has led award-winning communications 

teams and is well-regarded for her leadership strengths in communications policy and strategic planning, 

brand and identity development, knowledge management and stakeholder communications. 

At The Michener Institute, she leads the Office of Advancement and is responsible for Communications 

and PR, Events, Fundraising and Alumni Relations. A member of the IABC since 1997, Ms. Arapis 

earned her IABC accreditation in 2010. She holds a Master of Arts degree (History) from Queen’s 

University and Corporate Communications Diploma from Seneca College of Applied Arts & Science. 

Louise Armstrong 

Louise Armstrong, an expert in consumer marketing, has managed national product launches and 

influencer campaigns for some of North America’s largest consumer goods companies. She has two 

decades of public relations experience including serving as public relations officer for Canada’s largest 

public school board and a speechwriter for the Ontario Government. Louise is a co-founder of Palette 

Public Relations and co-managed the agency for seven years. Louise is passionate about the ethics and 

protocol of the communications field and previously served as director of the ethics committee for the 

Toronto chapter of the IABC. She has also served as the VP of Networking and Special Events. She is a 

professional etiquette consultant certified by the Protocol School of Washington to teach corporate 

etiquette and international protocol. Louise’s views can be found on her blog, A Call For Class. Louise 

graduated from Humber College in Toronto with an Honours Diploma in Public Relations. 

Nancy Bagworth, President, BWW 

IABC/Toronto Past President 1993/1994. 

193

Shari Balga, Manager, Agency Media Relations and Internal Communications, BBDO 

Toronto/Proximity Canada 

Shari is an accomplished PR professional with more than ten years of combined public relations, 

marketing communications and corporate communications experience in the advertising, not-for-profit, 

lifestyle, government, technology and hospitality sectors. She currently manages the agency media 

relations and internal communications for BBDO Toronto and Proximity Canada. An active member of 

the International Association of Business Communicators (IABC/Toronto) chapter for more than fifteen 

years, she has volunteered her time on a number of projects. Shari has held two board positions leading 

both the Networking and Special Events and Volunteer Services portfolios for the chapter and also 

volunteers her time as a mentor and awards judge. Originally from Essex, Ontario, Shari pursued her 

post-secondary education in Toronto. She holds a Bachelor of Applied Arts degree in Radio and 

Television Arts and a post-graduate certificate in public relations management from Ryerson University. 

Lisa Bednarski, ABC, SVP, Brand Strategy & Insights, Weber Shandwick Canada 

Lisa brings her expertise in brand strategy to develop program platforms for Weber Shandwick clients 

based on key consumer insights, specializing in the food and beverage; consumer health and wellness; 

and retail sectors. 

Eric Bergman, ABC, APR, MC, Principal, Bergman & Associates 

Eric has judged accreditation portfolios and award submissions at local, national and international levels 

for more than 20 years. Over the years, he has seen a steady improvement in submissions for 

IABC/Toronto's OVATION awards. Congratulations to all the winners! 

Amanda Brewer, ABC, Senior Account Director, Edelman 

Amanda is responsible for leading corporate and public affairs communications programs at Edelman for 

a wide range of clients including Amex Small Business and Scotts Canada, and provides issues 

management counsel for J&J and a number of Unilever brands. This includes establishing the strategic 

direction, managing projects, and representing the PR interests of clients as part of a wider integrated 

agency team. Prior to joining Edelman, Amanda was an account director at Hill & Knowlton Canada 

where she led the Canadian change & internal communications offering. She has held communications 

roles with the Canadian Broadcasting Corporation (CBC), AGF Funds Inc., and mining and metals giant 

Noranda Inc., (now Xstrata), in addition to working with a division of Health Canada in Ottawa. Amanda 

is fluently bilingual (French) and holds an MA in Journalism from the University of Western Ontario and a 

BA in English from Wilfrid Laurier University. She has also successfully completed the Canadian 

Securities Course. Amanda is an accredited member with the International Association of Business 

Communicators (IABC) and is a past-president of the Toronto chapter. 

Paulina Callaghan, ABC, Manager, Strategic Communications and Marketing, Ontario Ministry of 

Revenue 

Paulina is an accredited business communicator with over a decade in both the private and public sectors 

leading a multitude of internal and external communication functions. Currently, Paulina is the manager 

of strategic communications and marketing at the Ontario Ministry of Revenue. In her spare time, Paulina 

keeps busy with writing/editing, networking, guest speaking, and attending seminars. Paulina also 

volunteers her time as a mentor, exam proctor, and awards judge. 

194

John Cappelletti, ABC, Manager, Stakeholder Relations, CAAT Pension Plan 

John is an experienced corporate communications professional with achievements in building and 

managing the reputations of high-profile pension funds. He has worked for the Ontario Teachers’ Pension 

Plan, the CPP Investment Board and OMERS. He is currently manager of Stakeholder Relations for the 

Colleges of Applied Arts and Technologies (CAAT) Pension Plan. John is a proven manager with a 

collaborative approach to leadership. He acts strategically and uses prudence, diplomacy and discretion 

to manage the reputation risk of an organization. John earned his M.Ed. in educational administration 

from the University of Toronto, is an accredited business communicator and has been a member of IABC 

since 1984. 

Brent Carey, ABC, Director, Communications, Mattamy Homes 

Brent Carey, ABC, has more than 16 years of experience at leading organizations, across a wide range of 

communications disciplines, including employee communication and engagement, issues and reputation 

management, media relations and marketing communications. He is currently Director of 

Communications at Mattamy Homes, based in Oakville, and has held roles with KPMG International, 

Deloitte Canada, CIBC, TD Bank, and Imperial Oil. Brent is the immediate past president of 

IABC/Toronto. He graduated from York University with an honours degree in Communications and 

English, and is also an accredited financial planner. 

Yvonne M Catty, MSc, RD, Managing Director, Vitamin-3 Communications 

As founder and principal of Vitamin-3 Communications, Yvonne brings 20+ years of international 

corporate strategic communications, regulatory affairs and leadership in highly-regulated industries. 

Yvonne’s career is characterized by senior appointments across North America, Europe and Asia. As 

Vice-President (Americas Region) of Corporate Affairs and Communications for JTI-MacDonald Corp., 

Yvonne led all aspects of corporate reputation, stakeholder relations, crisis communications and media 

relations across Canada, U.S. and Latin America. Prior to JTI, Yvonne was VP Corporate and Regulatory 

Affairs for BAT China, based in Hong Kong with responsibility for Greater China. Especially skilled in 

issues and crisis management Yvonne managed crisis communications during SARS and led 

Sustainability commitment including Social Reporting. Earlier, Yvonne joined communications 

consulting agencies in Australia and England, providing strategic counsel to the pharmaceutical industry. 

Prior to that, Yvonne held progressively senior positions in corporate affairs at Kraft Foods in Germany, 

Switzerland and Canada. 

Vivian Chan, MA, ABC 

Vivian Chan is a marketing communications specialist whose career has taken her across a broad range 

of industries and environments, including two years in Afghanistan. During her short time there, she 

quickly established the marketing communications department and launched the communications 

strategy, programs, and award-winning brand for a telecommunications wireless company, and later led 

the media implementation efforts with the United Nations for the first Afghanistan Parliamentary elections. 

More recently, Vivian has deepened her specialization in digital communications, working with a leading 

global digital marketing agency, Critical Mass. There, she has assisted clients such as Dell, Gucci, 

Nutella, and Theodore Alexander on their digital communications, marketing, and social media strategy 

and programs. 

195

Suzanna Cohen, Manager, Corporate Communications (Diversity), TD Bank Group 

Suzanna has 15 years of experience in internal and external communications marketing, market 

research, and event management in industries ranging from financial services to residential construction 

and professional services. Currently, Suzanna works for TD Bank Group supporting internal and 

external communications for the bank's focus on fostering a diverse and inclusive culture for the bank's 

employees, customers and the communities it serves. She also has extensive experience in IABC 

awards judging, having served as a director of the IABC/Canada Silver Leaf awards and OVATIONS 

judging co-ordinator. In her spare time, Suzanna volunteers with a number of charities and has had the 

privilege of providing communications support for visits by two members of the Canadian Royal Family 

and Pope John Paul II. 

Janet Comeau, ABC, Director, Corporate Communications, The Canadian Depository for 

Securities Limited 

Janet has been with CDS since 2002 with responsibility for all aspects of the company’s communications 

programs, encompassing internal, external, media, crisis and web disciplines. She is a strong advocate 

for strategic approaches that link communications to business objectives. Previous to CDS, she worked 

as a communications project manager for a Montreal-based investor relations firm that pioneered new 

approaches to IR communications with the use of shareholder meeting webcasts and online annual 

reports. Janet is a longtime volunteer with IABC/Toronto and served as 2007/2008 chapter president. 

Mario Crespi, Vice President, BCS Group 

Communication experience spans over 30 years in Canada, USA and Italy, including marketing 

management, advertising and other creative communication responsibilities with multinational 

organizations including Nestlé, Colgate‐Palmolive and Gillette (now Procter & Gamble). 

Associated with the BCS Group for 24 years, as vice‐president and partner, Mario is responsible for 

achieving his clients’ communication objectives. This consists of helping clients establish their specific 

communication needs, translating them to designers and content creators at the BCS Group. Mario 

oversees the work of the creative and production teams to ensure that their output meets or overachieves 

project requirements. Deliverables consist of magazines, journals, newsletters, websites, annual reports 

and marketing literature. IABC member since 1990. 

Tanya Elliott-Briden, Vice President, APEX Public Relations Inc. 

With more than 12 years of public relations experience, Tanya helps manage the consumer technology 

and corporate practices at APEX Public Relations. Her expertise includes media relations strategies, 

product launches, event execution, executive and corporate profiling and internal communications for her 

clients. Having led award winning media campaigns and events, Tanya and her teams generate creative 

ideas to promote today’s newest products and services for clients such as Google Canada, Samsung 

Electronics Canada and UPS Canada to name a few. Tanya is a member of the International Association 

of Business Communicators and sits on the Public Relations Advisory Board of Durham College. 

Stephanie Engel, Vice President, APEX Public Relations Inc. 

A consumer marketing specialist with 16 years of experience, Stephanie applies her expertise in media 

relations, event management and stakeholder relations to help her clients achieve their business 

development goals. 

196

As a Vice President at APEX, she is involved in the strategic planning and execution of consumer 

campaigns for a number of leading brands, including Walmart, Coty, Kellogg’s and Samsung. Prior to 

joining APEX, Stephanie ran the consumer practice at a Toronto-based agency where she led major 

accounts, such as Evian, Coca-Cola and ING Direct. In addition, Stephanie spent several years as PR 

Manager at a pharmaceutical company, managing both corporate and product communications. 

Stephanie holds an Honours B.A. in English Literature from McGill University, and is a graduate of the 

post-secondary program in public relations at Humber College. She recently joined the Board of 

Volunteers Toronto to provide strategic counsel on their communications initiatives. 

Morag Farquharson, ABC, Manager, Risk & Treasury Communications, Scotiabank 

Morag Farquharson is a communication professional with 20 years’ experience specializing in human 

resources and employee communication. She built a foundation of pension communication expertise 

working for one of Canada’s largest multi-employer pension plans, then worked for over eight years in HR 

communication consulting, developing and executing communication programs related to pension, 

retirement and stock savings plans, as well as traditional and flex benefit plans. Currently, she works for 

one of Canada’s leading financial institutions, where she develops and executes multi-faceted 

communication programs related to salary and incentive pay, performance management, employee and 

leadership development, employee satisfaction surveys, and talent recruitment. 

Morag holds a Certified Employee Benefits Specialist (CEBS) designation and has been an accredited 

member of the International Association of Business Communicators (IABC) since 2008. Her work has 

been honoured by the Benefits Canada Communications Awards, IABC/International’s Gold Quill Awards, 

IABC/Toronto’s Ovation Awards, and CPRS/Toronto’s ACE Awards. 

Marie Fitzpatrick-Hall, ABC, Manager, Corporate Marketing and Promotions, City of Mississauga 

Marie handles corporate marketing and promotions for the City of Mississauga and helps internal and 

external clients surpass their communication goals. With stints at the Canadian Press and Global TV, by 

26, she was TV anchor/producer for a CTV News affiliate. She then worked for some of Toronto’s biggest 

brands, directing marketing and communications for leading companies. Marie is an accredited business 

communicator, holds a Bachelor of Arts in Broadcast Journalism and a certificate in Public Relations from 

Ryerson University. She is Vice President of Volunteer Services for IABC/Toronto, founding Director of 

Communications & Marketing for the Mississauga Wolverines Basketball Association and writes a 

business communications column for the Mississauga Board of Trade magazine. 

Cheryl Fletcher, ABC, Senior Manager, Internal Communications, RBC Insurance 

As Senior Manager, Internal Communications at RBC Insurance (part of Royal Bank of Canada), Cheryl 

is responsible for employee and leadership communications for the organization’s 4,000 employees 

around the globe, as well as the corporate intranet for that business. In her 16 years with RBC, Cheryl 

has held a variety of communications positions?, including several years in the company’s Organizational 

Change Communications team, working on major change projects such as restructures and divestitures. 

Prior to joining RBC, Cheryl was manager, Public Relations at Rogers Cantel (now Rogers Wireless). She 

earned her ABC in 2010 and is co-author of the IABC manual “The Complete Guide to Integrated Change 

Communication: Best Practices for Major Announcements”. 

197

Nancy Gale, ABC, Director, Strategic Communications and Public Relations, Mississauga Halton 

Community Care Access Centre (CCAC) 

Nancy Gale is the Director of Strategic Communications and Public Relations at the Mississauga Halton 

Community Care Access Centre that serves over 1-million citizens in the communities of Mississauga, 

South Etobicoke, Halton Hills, Georgetown and Milton, connecting discharged hospital patients, citizens 

and caregivers in the community with health and community support services. Nancy has spent more 

than 20 years in the communications field, from all aspects of corporate communications, including media 

relations, issues and crisis management and marketing communications. Her experience spans both 

private and public sector. She was director of marketing communications for BCE Nexxia, director of 

communications at Trillium Health Centre, industry marketing manager for the heath and education 

sectors and the head of corporate communications for Canada’s largest public school board. An 

accredited ABC from the IABC Accreditation college, she is a recipient of two IABC Ovation Awards and a 

Marketing Excellence Award from BCE. 

John Gemmell, Web Communications Specialist, Barrick Gold Corporation 

Leslie Hetherington, APR, MBA, Principal, LASH Communications Group 

Leslie is an award-winning, versatile communicator and quick study with more than 20 years agency and 

client-side experience in PR, marketing and technical communications for diverse sectors. As an 

independent consultant, she conceives and delivers integrated marketing communications and PR 

strategies to meet various clients’ external communication needs. Leslie was IABC/Toronto’s president 

for 2008/2009 – a year for which the chapter earned 11 Chapter Management Awards, as well as IABC’s 

International Chapter of the Year. She has also won IABC OVATION and CPRS (Toronto) ACE awards, 

as well as Packaging Association of Canada awards. Leslie earned her APR designation in 2002 and has 

an MBA in PR and Communications Management from Royal Roads University. 

Nandy Heule, MA, ABC, Director, Communications & Resource Development; Principal, Heule 

Communications, Senior Peoples Resource in North Toronto (SPRINT) 

At SPRINT, Nandy is responsible for all external and internal communication programs, including grant 

development and proposal writing for a wide range of funders. Her consulting clients include the 

International Association of Business Analysts, a Michigan-based airline, and several non-profits. She is a 

board member of Oikocredit Canada Central, an international microfinance lender based in the 

Netherlands. 

Trell Huether, Account Director, Advantis Communications 

Trell Huether is an experienced communications practitioner with more than 10 years of agency 

experience. He specializes in strategic communications planning, project management and media 

relations. From opening large-scale entertainment venues to launching national campaigns to hosting 

media in foreign countries, Trell has worked closely with business, trade and consumer media across 

North America. Additionally, he has served as the national media relations contact for several 

organizations. A well-known volunteer in the Toronto communications community, he is currently 

IABC/Toronto’s Executive Vice President and he will step into the role of President in July 2011. In his 

previous work with the organization, he has led three chapter portfolios, Marketing Communications, 

Volunteer Services and Awards. 

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Mary-Ellen Hynd, MBA, Social Responsibility Strategist and Educator, Mary-Ellen Hynd & 

Associates 

Mary-Ellen Hynd, MBA, specializes in moving ideas to meaningful action. She works with organizations of 

all types and sizes across the corporate and nonprofit sectors providing research, education, stakeholder 

engagement, strategy and communication solutions to support the integration and implementation of 

social responsibility. 

Mary-Ellen represented IABC International as one of 400 + global stakeholders contributing to the 

development of the ISO 26000 international standard for social responsibility and is a member of the 

Canadian Advisory Committee for Social Responsibility. She teaches on the topic of CSR/Sustainability at 

Nipissing University and Humber College and was the inaugural chair of IABC/Toronto’s Social 

Responsibility Committee. 

Sue Johnston, MBA, ABC, IAC-CC, Head Coach, It's Understood Communication, Inc. 

Since 2004, Sue has been helping managers and project teams develop their workplace communication 

skills as Head Coach at It's Understood Communication. She is currently on assignment as acting 

Manager, Marketing & Communication at Unity Life/Foresters. Before establishing It's Understood, she 

served as Manager, Employee Communication at TD Bank, held senior communication roles in Public 

Affairs and Operations/Technology at BMO and was Senior Communication Specialist with Aardvark 

Communications (Bermuda) and Director for Development with the Bermuda National Trust. Sue is based 

in Waterloo, Ontario and is incoming president of IABC Grand Valley. 

Corinne LaBossiere, ABC, APR, CGL Communications 

Corinne LaBossiere, ABC, APR, is an experienced communications specialist with more than two 

decades of experience planning and implementing communications, marketing and public relations 

strategies for diverse clients. After working in public relations and marketing for a corporation, marketing 

board, professional service firm and an agency, Corinne launched her own consulting practice, CGL 

Communications. She and her network of associates develop targeted communication strategies and 

content that enable organizations to build awareness, credibility and influence. Corinne is also an awardwinning 

writer with experience in diverse media. Her clients include non-profits, small businesses, 

professional service firms and global corporations. Believing that a strong non-profit sector builds healthy 

communities, for many years Corinne has also served as a volunteer and board member with numerous 

charities and professional associations, including IABC. She is also the author of The Successful 

Communication Consultant: A Guide to Starting or Improving your Consulting Business, published by 

IABC. 

Jo Langham, ABC, Senior Vice President & General Manager, Thornley Fallis Communications 

Jo Langham, ABC, is a senior communications practitioner with 20+ years experience in agency and 

consulting environments and has an award-winning reputation for planning and leading innovative, highimpact 

strategic communications campaigns that consistently meet evaluation metrics and maximize 

client-value. She is a trusted strategic advisor to senior management including providing counsel on 

communications for business issues and crises. Jo is currently Senior Vice President and General 

Manager of Thornley Fallis Communications’ Toronto office. Jo is an accredited member of IABC. She 

was a member of the board of IABC/Toronto for nine years, and was President in 2001/2002. In 2007 Jo 

joined IABC’s Accreditation Council as Director of Examiners. She has judged awards at the local, 

national and international levels for IABC, CPRS and the CMA. 

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Anna Larson, ABC, Communications Specialist, Halton Region 

Anna Larson joined Halton Region as a Communications Specialist in 2008. At the Region, she works 

with clients to develop and implement innovative communication strategies. Prior to joining the Region, 

Anna held a number of senior communications posts including Director, Public Affairs and 

Communications with the Centre for the Financial Services OmbudsNetwork, Director of Communications 

and Special Events with The Boston Consulting Group (BCG) and media relations officer and 

speechwriter with the Ontario Ministry of Economic Development and Trade. Anna graduated from the 

University of Western Ontario with a Master of Library Science, and received a B.A. (French and German) 

from the University of Toronto. She earned her accreditation (ABC) from the International Association of 

Business Communicators in 2009. Anna served as a Board Member with the Oakville Public Library 

Board from 2007 until 2011, the last two years as Chair. 

Ellen Leesti, ABC, Communications, Toronto Water, City of Toronto 

Ellen Leesti is an award-winning communicator with more than a decade in the field. Currently she is with 

the City of Toronto, supporting Toronto Water's communications and public education needs. Ellen's 

experience also includes public relations and investor relations agencies where she managed media 

relations, issues management, special events and employee relations for a diverse range of high profile 

clients. 

Andrea Lekushoff, MBA, President, Broad Reach Communications 

Andrea is the president and founder of Broad Reach Communications, a full-service communications 

agency that starts from the premise that by giving clients access to the best and most experienced 

consultants in the marketplace, great results will be achieved together. She brings with her two decades 

of senior marketing and communications experience with global consultancies, public relations agencies, 

venture capital companies and government agencies. Prior to establishing Broad Reach, Andrea was a 

strategy consultant with Deloitte Consulting and a public relations consultant with two mid-size Torontobased 

agencies. She also spent four years in the press office at the Canadian Embassy in Washington, 

D.C., where she advanced Canadian policy interests. Andrea climbed Mount Kilimanjaro in 2004, holds 

an MBA from the Richard Ivey School of Business, and is fluent in English and French. 

Judy Lewis, Co-founder and Executive Vice President, Strategic Objectives 

Judy Lewis is the Co-founder and Executive Vice President of Strategic Objectives, one of Canada’s 

leading public relations firm. A highly respected communications and public relations specialist, Judy 

provides strategic senior counsel to many of Canada’s leading companies and organizations. Her 

proactive public relations and social influence strategies and solutions-driven communications advance 

market position, brand strength, positive media profile and public reputation. Judy and the team at 

Strategic Objectives have won more than 100 prestigious top national and international awards, including 

the United Nations Grand Award for Outstanding Achievement in Public Relations. Originally from 

Montreal and a graduate of McGill University, Judy is a member of Canada’s Top 100 List of Women’s 

Business Owners and has been honoured with the Queen’s Golden Jubilee Medal. 

Brigette Kocijancic, ABC, Director, Communications & Public Affairs, CIBC 

Brigette Kocijancic, ABC, is an internationally accredited, senior communications executive with 15 years 

experience driving global teams, and providing effective communications, reputation and transition 

management counsel to senior financial services leaders. 

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As VP, Accreditation & Professional Standards for IABC/Toronto, she oversees the chapter's 

Accreditation College, OVATION awards judging and provides ethical governance. Brigette also 

frequently speaks at industry conferences on the topics of change communications and measurement. 

Over her professional career, Brigette has led global communications strategy for organizations such as 

Intesa Bank Canada (now HSBC), Scotiabank and RBC Dexia Investor Services. She is currently 

Director, Communications & Public Affairs at CIBC. 

Carrie MacAfee, Communications Specialist, Ontario Power Generation 

Carrie MacAfee is IABC/Chapter President for 2010/11 and has been enthusiastic about volunteering 

since joining IABC in 2000. During her day job, she develops and delivers strategic employee 

communication at Ontario Power Generation. As an award-winning communicator with both an 

IABC/Toronto OVATION and IABC Gold Quill award, Carrie is enthused about using her communication 

and project management skills to build understanding, discover new solutions and improve processes. 

Karen Madho, Specialist, Government Relations, CNIB 

Karen Madho is Director for the Advertising for IABC/Toronto’s e-Lert and Communicator. She is an 

enthusiastic public affairs professional with over twelve years of experience in the not-for-profit sector. 

Her expertise includes special events planning, proposal writing, and organizing grass-roots campaigns. 

She holds an Honours BA from York University and a post-graduate diploma from Seneca’s Corporate 

Communications Program. 

Mary Jane Martin, MS, APR, Principal, MJ Martin & Company 

Mary Jane Martin is a communication management consultant specializing in corporate and internal 

communication. Clients include financial service and technology companies, government ministries and 

agencies and healthcare organizations. A winner of a number of national awards in writing and 

communication planning, she has a Master’s of Science degree in Communication Management from 

Syracuse University. Mary Jane has been a public relations instructor at Ryerson University, Humber and 

Centennial College and has been a judge for a number of awards programs including the Ovation Awards 

and the Gold Quill. 

Cyrus Mavalwala, ABC, Founding Partner, Advantis Communications 

Cyrus Mavalwala, ABC, has been helping organizations achieve their business objectives for nearly two 

decades. An award-winning PR practitioner and speaker, Cyrus has traveled the U.S., Europe and 

Canada while on assignment. He has also been voted “the best dad in the whole wide world” by his son 

and daughter. As the founder of Advantis Communications (www.advantiscomm.com), Cyrus leads a 

passionate team of experts that specialize in traditional, digital and social PR and marketing. 

As a co-founder of Act Like An Agency, Cyrus trains corporate communications teams to become trusted 

advisers within their organization. At IABC, Cyrus has been invited to speak at World Conferences, the 

Leadership Institute and chapter events. He judges local, national and international awards and has also 

judged on the Gold Quill Blue Ribbon Panel. He also volunteers as IABC/Toronto’s VP of Advertising and 

Sponsorship. For more details, view his Linkedin profile at www.linkedin.com/in/cyrusmavalwala. 

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Wendy McLean-Cobban, CMP, ABC, Manager, Communications & Regional Programs, The 

Canadian Payroll Association 

Wendy has over 14 years experiences as a communications, marketing and events professional working 

in both the financial and association sectors. She is currently working on her Masters of Communications 

Management (MCM) at McMaster University. She received her undergraduate degree from the University 

of Guelph and Public Relations Certificate from Ryerson Polytechnic University. Wendy also holds both 

the Accredited Business Communicator (ABC) and Certified Meeting Professional (MPI) accreditations. 

Pat McNamara, APR, CEO, APEX Public Relations Inc. 

Pat founded APEX Public Relations in 1998 and has built a strong consulting team and a roster of blue 

chip clients. As a manager with over 25 years experience, she currently oversees the operations of 

APEX. She has counseled several leading corporations such as Bank of Montreal, Coca-Cola, Fuji, 

Jergens, Kellogg’s, Levi Strauss & Co., Nike, Samsung and UPS. 

A recipient of national and local recognition awards (including the CPRS Award of Attainment, Mentor 

Recognition Award and PR Professional of the Year), Pat has also been recognized as one of Canada’s 

Top 100 Women Business Owners eight years running. She was founding Chair of the Canadian Council 

of PR Firms and continues to be an active member; is a Fellow of the Canadian Public Relations Society 

and a member of the PRSA’s Counselors Academy. Pat actively participates in volunteer work for Dixon 

Hall and George Brown College. 

Kelly Mills, Manager, Communications & Marketing, Safe Kids Canada 

Kelly Mills is a strategic and seasoned communications leader with expertise in all facets of 

communications as well as marketing, government relations and fund development. Kelly has held a 

variety of positions in public, corporate and not-for-profit organizations, including: Esso, Shell, Manulife 

Financial, The University of Western Ontario, Sir Sandford Fleming College, Osteoporosis Canada and 

Safe Kids Canada, the national injury prevention program of the Hospital for Sick Children. Kelly also ran 

her own firm Choice Words Communications for several years while living in Peterborough, serving both 

local and Toronto-based clients. Kelly has also lent her professional expertise as a volunteer with several 

not-for-profit organizations. She also served as the President of the Board for 4th Line Theatre, helping to 

earn the theatre a provincial sustainability award. An IABC member since 1985, Kelly often hires student 

interns and truly enjoys coaching new recruits to the field of communications. 

Michela Pasquali, ABC, Writer, Editor, Communications Consultant, www.mpasquali.com 

Michela loves writing. She spent 15 years writing and editing for newspapers, magazines, and corporate 

communications, and is now a freelance writer and editor. She spends most days composing Web copy, 

white papers, articles, press releases, and a whole host of other things for corporate clients. Michela 

regularly volunteers with IABC, IABC/Toronto and the Green Party of Canada, and she helps other 

people learn about writing well through her blog, How to Write a Great Story 

(http://www.mpasquali.com/blog/). She also writes short stories and is finishing her first novel. When not 

sitting at her computer, you can find Michela with her husband at Home Depot, stocking up on supplies 

for their never-ending home “restoration” project, or playing with their 2 1/2 year old son, Rowan, at 

playgrounds on the Danforth. 

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Anna Relyea, BA, MA, Director, Strategic Communications, Ontario Science Centre 

Anna Relyea was a business journalist before starting her diverse career in public relations and corporate 

communications more than 20 years ago. She contributed to successful PR agency campaigns in the 

travel and aerospace sectors before setting up the communications department at National Trust and 

developing communications programs at CIBC. Anna progressed to Heinz Canada where she spent 

seven years working on many aspects of corporate image building, marketing communications, media 

and government relations, issues management and crisis communications. Now Director, Strategic 

Communications, at the Ontario Science Centre, Anna is leading a strategic communications program to 

advance the Centre’s image and profile in the marketplace. She earned her B.A. and M.A. as well as a 

Certificate in Public Relations Procedures from the University of Toronto. Anna is an active member of 

the International Association of Business Communicators (IABC) and is a member of the board of IABC’s 

Canada East Region. 

Natasha Renaud, Ms Communications, MBA, Director, Corporate Communications & Social 

Responsibilities, Grand & Toy 

Natasha's current responsibilities in addition to communication, include managing G&T's sustainability 

strategy and setting the priorities for the organization. She is a trained executive coach and she support 

leaders in bringing their vision to life. 

Roberta Resnick, ABC, APR, MC, IABC Fellow, CPRS Honorary Fellow, Principal, Roberta Resnick 

& Associates 

Roberta (Bobbie) Resnick gained her experience in public relations, starting in 1957, with Zurich 

Insurance Company and Morton International (salt and chemicals) of Chicago; sales communications with 

SmithKline Pharmaceuticals in Philadelphia; and between 1972 and 1985, all aspects of corporate and 

targeted communication for Libby’s and Nestlé of Canada in Toronto. An independent consultant in 

Toronto for the past 26 years, Bobbie has specialized in HR communication of employee policies and 

procedures and employee handbooks/managers’ guideline manuals -- in addition to marketing/sales 

materials -- for organizations in such diverse fields as chemical and industrial production, health care, 

consumer package goods, the financial industry, computers and transportation. 

During this time, she also presented communication skills seminars for professional groups and client 

organizations and taught employee and marketing communication, among other subjects, in Corporate 

Communications/Public Relations programs for IABC around the world and in formal programs at Seneca 

and Centennial colleges and Ryerson University in Toronto. 

Linda Sadlowski, ABC, Manager, Enterprise Employee Communications, Royal Bank of Canada 

Linda's career in corporate communications has enabled her to lead initiatives in organizational change, 

crisis communications and external PR. She is now using her journalism background in global employee 

communications with a focus on online engagement. Her passion is writing. She enjoys coming 

alongside people and business groups to tell their stories to help them achieve their objectives and be a 

catalyst for positive change. She thanks her dad for noticing her interest in books and writing in grade 1 

and for being her first writing coach, and her mom for encouraging her to pursue her dreams. 

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Tamara T. Smith, MBA, ABC, Vice President, Marketing and Consumer Affairs, Financial Planning 

Standards Council 

With over 15 years of marketing communications expertise, Tamara Smith is a visionary communicator 

with a proven track record of innovation through collaboration. Since 2008, Tamara has been VP, 

Marketing and Consumer Affairs with Financial Planning Standards Council (FPSC), championing FPSC’s 

vision to see Canadians improve their lives by engaging in financial planning. 

Tamara is an ambassador for financial planning literacy, particularly with respect to raising Canadians’ 

awareness of the value of financial planning and the importance of competent, ethical advice. To 

accomplish this goal, Tamara was a driving force behind establishing Canada’s first-ever Financial 

Planning Week. A sought-after media spokesperson, Tamara has appeared on BNN and CBC Radio and 

been quoted in Canada’s national newspapers; she is also a regular speaker and panelist at industry 

conferences. Prior to joining FPSC, Tamara’s career spanned both agency and client-side businesses 

specializing in consumer packaged goods, financial services and retail industries. 

Jacqueline Taggart, ABC, Senior Consultant, Communication & Change Management, Towers 

Watson 

A passionate advocate for effective communication and change management within organizations, Jackie 

is responsible for the strategic development and implementation of communication programs for a diverse 

range of client needs, encompassing training and development, program education and appreciation, 

organizational change, and crisis management. Jackie has more than 20 years of experience leading 

and supporting communication and change initiatives. She applies her expertise to all areas of Towers 

Watson’s consulting services, including retirement, health and wellness, rewards and compensation, 

human resource strategy and organizational effectiveness. She regularly works with clients in the public 

and private sector, as well as not-for-profit organizations. Prior to spending the last ten years in 

consulting, Jackie worked in marketing in the financial services sector as the Director, Integrated Services 

for a large Canadian insurance company and as the Manager, Communications global securities 

borrowing and settlement systems for Reuters Canada. 

Karen Traboulay, ABC, MBA, BA, Senior Communications Executive 

A performance driven senior communications professional with a proven track record in shaping 

communication strategies. An expert in creating directing communication programs and engaging 

employees. A proficient relationship manager with the ability to influence perceptions, foster strategic 

alliances and build consensus. A seasoned project manager, experienced from conception to 

implementation through team development and leadership. An efficient budget planner and manager, 

comfortable with budget limitations, deadlines and high pressure situations. 

Catherine White, Senior Marketing Specialist, Willis Energy Services 

Pulling on her experience working in the private and public sectors, Catherine asks the right questions to 

translate business objectives into effective marketing strategies and tactics. She has a passion for 

helping companies develop strong brands. To deepen employees understand of a branding initiative, she 

created a YouTube-type video gallery by capturing employees talking about their brand-right success 

stories. She also acted as the project lead for the brand transition following a merger and acquisition. 

Beyond branding, Catherine has experience in developing and implementing external and internal 

marketing communications programs. 

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Gal Wilder, ABC, Account Group Director, Cohn & Wolfe 

Gal is a seasoned communicator whose professional experience includes working with and providing 

communication, public relations and reputation management counsel to many well known organizations 

across various industry sectors, both in Canada and abroad. Gal holds an Accredited Business 

Communicator designation (ABC) from the International Association of Business Communicators. His 

successful track record in leading a variety of domestic and globally-aligned media relations campaigns 

earned him industry awards and recognition from professional associations and global communication 

networks. 

Janet Wile, ABC, APR, MC, FCPRS, Director, Internal Communications, Barrick Gold Corporation 

Janet has more than 20 years of experience in the communications field, including roles in corporate, 

agency and government organizations. Accredited by both IABC and the Canadian Public Relations 

Society (CPRS), she was named Master Communicator in 2007 -- IABC Canada's highest honor. She is 

an Examiner for the Accreditation program, and a member of the Master Communicator Selection 

Committee. She has won more than 30 professional awards in the past decade, including Ovation, Silver 

Leaf, and Gold Quill. She has been a frequent judge for local, national and international communications 

award programs, and served on the Blue Ribbon Panel for IABC Gold Quill Awards in 2006. 

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Bobbie Resnick Philanthropy Award Judges 

Priya Bates, ABC, MC 

Senior Director, Internal Communications 

Loblaw Companies Limited 


Communications Specialist 

Ontario Power Generation 

Roberta Resnick, ABC, APR, MC, IABC Fellow, CPRS Honorary Fellow 

Principal 

Roberta Resnick & Associates 

IABC/Toronto Student of the Year Judges 

Sharon Beattie 

Communications Specialist - Corporate Marketing 

Softchoice 

Claire DeVeale-Blane 

Communications Manager 

Toronto Region Immigrant Employment Council (TRIEC) 


Consultant 

Environics Communications Inc. 

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President 


Immediate Past President 

Brent Carey, ABC 

Executive Vice President 

Trell Huether 

2010/2011 IABC/Toronto Executive Board 

Vice President, Accreditation & Standards 

Brigette Kocijancic, ABC 

Vice President, Advertising & Sponsorship 

Cyrus Mavalwala, ABC 

Vice President, Association Management 

Linda Andross, ABC 

Vice President, Awards 


Vice President, Finance 

Natasha Renaud, MBA, MS Mass Comm 

Vice President, Marketing Communications 

Christine Andrew, MBA 

Vice President, Membership 

Sharon Beattie 

Vice President, Networking & Special Events 

Amanda Flude 

Vice President, Professional Development 

Louise Armstrong 

Vice President, Volunteer Services 

Marie Fitzpatrick-Hall, ABC, BAA 

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VP Awards 

Consultant 

Environics Communications 

Directors 

Melissa Lee 

Director of Gala 

Consultant 

Kathy Salazar 

Co-Director of Materials 

Manager, Corporate Communications & 

Media Relations 

Compass Group Canada 

Lindsay Turner 

Co-Director of Materials 

Internal Communications Manager 

Loblaw Companies 

Beverly Fairclough 

Director of Marketing 

Consultant 

Michael Miller 

Director of Sponsorship 

Manager, Marketing and 


Markel Insurance Company of Canada 

Awards 

Lindsey Cavanagh 

Consultant 

Robert McKenzie 

Assistant Program Coordinator 

The Advantage Group International Inc. 

Claire DeVeale-Blane 

Communications Manager 

Toronto Region Immigrant Employment 

Council (TRIEC) 

2011 OVATION Awards Committee 

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Gala 

Kate Blackwell 

Communications Coordinator 

Central Local Health Integration Network 

(LHIN) 

June Too 

Communications Advisor 

Independent Electricity System Operator 

(IESO) 

Emily Gayle Aitken 

Independent Strategic Communications 

Consultant 

Rob Hanson 

President 

Interact Productions 

Ken Anjo 

Student 

Seneca College 

Alisha Manion 

Student 

Centennial College 

Marketing 

Stephen Derksen 

Communications and Marketing Coordinator 

Canada Mortgage and Housing Corporation 

Shawn Griffiths 

Consultant, Marketing and Communications 


Kaitlin Hazen 

Account Coordinator 

Environics Communications 

Katherine Kolenchuk 

Web/Marketing Coordinator 

USC Education Savings Plans Inc.

Jill Noble 

Consultant, Marketing and Communications 


Materials 

Denise Barnard 

PR Consultant 

PartyLite Gifts, Ltd. 

Taylor Ferri 

Humber PR Student / Intern 

Southlake Regional Health Centre 

Tanya Elliott-Briden 

Vice President 

APEX Public Relations Inc. 

Samuel Dunsiger 

Freelance Writer 

Anna Weigt-Bienzle 

Student 

Sponsorship 

Jodi Smith 

Communications Assistant 

The Humphrey Group 

209

About Us 

As the largest chapter of the International Association of Business Communic ators, 

we provide access to products, services, activities and networking opportuni ties in 

Toronto and around the world. We help people and organizations achieve exce llence 

in corporate communications, public relations, employee communication, mar keting 

communication, public affairs and other forms of communica tion. 

Visit http://toronto.iabc.com/awards for more information on the OVATION Awards. 

Join Us 

IABC, the International Association of Business Communicators, is a global net workof communications 

practitioners committed to improving organizational effectiv eness through strategic communications. With 

more than 100 chapters, IABC serves more than 16,500 members in over 70 countries and 10,000 

organizations. IABC/Toronto, the largest chapter in the world, is the leading resource for effective 

communi cation practice for its more than 1,650 members. 

Once you join IABC, you immediately gain access to a wide variety of 

services designed to enhance your professional development and your 

role as a communicator. 

IABC/Toronto 

189 Queen Street East Suite 1 

Toronto ON M5A 1S2 

416.968.0264 

http://toronto.iabc.com 

E-mail: toronto-info@iabc.com 

IABC International 

601 Montgomery Street, Ste 19 00 

San Francisco, CA 94111 

1.800.776.4222 

http://www.iabc.com 

service_centre@iabc.com 

facebook.com/IABCWorld 

twitter.com/iabc 

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