Communication Plan PDF

COMMUNICATION - Transmission of ideas and information. - For grass roots and community based programs, this means conveying the true nature of the organization, the issues it deals with, and its accomplishments to the community. Word of Mouth...

COMMUNICATION - Transmission of ideas and information. - For grass roots and community based programs, this means conveying the true nature of the organization, the issues it deals with, and its accomplishments to the community. Word of Mouth Outreach and presentations to other health New stories in both print and broadcast and media community service providers, community Press releases and press conferences groups, and organizations Posters, brochures, and fliers Special event and open houses that your organization holds. To communicate effectively, it helps to plan out what you want from your communication, and what you need to do to get it. PLAN FOR COMMUNICATION - Planning is a way to organize actions that will lead to fulfillment of a goal. BASIC QUESTIONS TO CONSIDER IN DEVELOPING A COMMUNICATION PLAN 1. What's your purpose? Why do you want to communicate with the community? 2. Who's your audience? To whom do you want to communicate it? 3. What's your message? What do you want to communicate? 4. What communication channels will you use? How do you want to communicate it? 5. How will you distribute your message? Whom should you contact, and what should you do to use those channels? COMMUNICATION PLAN - It is a written document that describes: 1. GOALS & OBJECTIVE what needs to be accomplished 2. PARTICIPANTS who needs to be 3. MESSAGE what they need to know influenced 4. STRATEGIES, CHANNELS, TOOLS how the goals and objectives can be accomplished 5. MONITORING AND EVALUATION how progress and the results of communication efforts will be measured WHEN SHOULD YOU DEVELOP A COMMUNICATION PLAN? - As soon as your organization begins planning its objectives and activities, you should also start planning ways to communicate them; successful communication is an ongoing process, not a one-time event. - Communication is useful at all points in your organization's development - it can help get the word out about a new organization, renew interest in a long-standing program, or help attract new funding sources. IMPORTANCE OF COMMUNICATION PLAN 1. It will make it possible to target your communication accurately. It gives you a structure to determine whom you need to reach and how. 2. It can be long-term, helping you map out how to raise your profile and refine your image in the community over time. 3. It will make your communication efforts more efficient, effective, and lasting.  4. It makes everything easier. If you spend some time planning at the beginning of an effort, you can save a great deal of time later on, because you know what you should be doing at any point in the process. 8 STEPS FOR DEVELOPING A COMMUNICATION PLAN IDENTIFY YOUR PURPOSE Becoming known, or better known, in the community Educating the public about the issue your organization addresses Recruiting program participants or beneficiaries Recruiting volunteers to help with your work Rallying supporters or the general public to action for your cause Announcing events Celebrating honors or victories Raising money to fund your work Countering the arguments, mistakes, or, occasionally, the lies or misrepresentations of those opposed to your work. Dealing with an organizational crisis that's public knowledge - a staff member who commits a crime, for example, or a lawsuit aimed at the organization. IDENTIFY YOUR AUDIENCE Analyze the program/project participants: Who are the intended program/project participants? Who are they? Know their demographic, sociographic, and psychographic profile as well as their working condition and communication behavior. ELEMENT VARIABLE Demographic Age, household size, sex, civil status, educational level, individual and family income and expenses, physical location (residence) Sociographic Religion, ethnic group, language spoken, leisure activities, community organization membership Psychographic Value system, customs and beliefs, aspirations, expectations Working Condition Employment or occupation, work schedule and habits, other sources of income Communication Behavior Access to mass media, listening and viewing habits, media preferences, format preferences PLAN AND DESIGN YOUR MESSAGE When creating your message, consider the following: Content, Mood, Language, Channels CONSIDER YOUR RESOURCES Man, Money, Material, Machine PLAN FOR OBSTACLES AND EMERGENCIES You might have to deal with a real disaster involving the organization that has the potential to discredit everything you do. Crisis planning should be part of any communication plan, so you'll know what to do when a problem or crisis occurs. Crisis plans should include who takes responsibility for what - dealing with the media, correcting errors, deciding when something has to be redone rather than fixed, etc. It should cover as many situations, and as many aspects of each situation, as possible. STRATEGIZE HOW YOU'LL CONNECT WITH THE MEDIA AND OTHERS TO SPREAD YOUR MESSAGE Establishing relationships with individual media representatives and media outlets is an essential part of a communication plan, as is establishing relationships with influential individuals and institutions in the community and the population you're trying to reach. You have to make personal contacts, give the media and others reasons to want to help you, and follow through to sustain those relationships to keep communication channels open. The individuals that can help you spread your message can vary from formal community leaders - elected officials, CEOs of prominent local businesses, clergy, etc. - to community activists and ordinary citizens. Institutions and organizations, such as colleges, hospitals, service clubs, faith communities, and other health and community organizations, all have access to groups of community members who might need to hear your message. CREATE AN ACTION PLAN Now the task is to put it all together into a plan that you can act on. Now it's just a matter of putting the details together - composing and designing your message (or messages, if using multiple channels), making contact with the people who can help you, and getting everything in place to start your communication effort. DECIDE HOW YOU'LL EVALUATE YOUR PLAN AND ADJUST IT, BASED ON THE RESULTS OF CARRYING IT OUT If you evaluate your communication plan in terms of both how well you carry it out and how well it works, you'll be able to make changes to improve it. It will keep getting more effective each time you implement it. Specific Measurable Attainable Realistic Time-bounded Ethical Recorded STRATEGIC COMMUNICATION - (in organizations) refers to the deliberate and planned use of systems, strategies and tools in communication actions towards the end of achieving organizational mission and realizing organizational vision. ATTRIBUTES OF COMMUNICATION THAT IS STRATEGIC: 1. Long-term context 2. Holistic orientation  3. Purpose-driven 4. Public value creation-directed 5. Reality-based NON-STRATEGIC COMMUNICATION 1. Purely tactical communication 2. Haphazard communication 3. Random Communication 4. Reactive Communication FIVE (5) TENETS/PRINCIPLES OF STRATEGIC COMMUNICATION 1. INTENTIONAL MESSAGE DESIGN - Start with a realistic communication goal. Well-defined purpose for communicating Clear connections between communication goals, objectives of the program/initiative, and the mission and vision of the organization 2. APPROPRIATE PLATFORM (S) - Go where your target audience is. Use the “right” platform to connect to the “right” people. 3. CALCULATED TIMING - Communication must be timed correctly. “Correct” timing is when communication barriers are least and is necessary given the program/initiative design. 4. AUDIENCE ANALYSIS AND SELECTION - The same message should be tailored for difference audiences. People only pay attention to information/message that is relevant to them. 5. DESIRED IMPACT - Clear success measures for communication action, campaign or program ORGANIZATIONAL VALUES OF STRATEGIC COMMUNICATION 1. Directly lends to Mission fulfillment and Vision realization 2. Leads to long-term and rationalized use and prioritization of public resources 3. Helps build, develop, and sustain network with external individuals, groups and organizations ORGANIZATIONAL VALUES OF STRATEGIC COMMUNICATION INTERNAL COMMUNICATION Efficiency Effectiveness Productivity Employee morale and satisfaction ORGANIZATIONAL VALUES OF STRATEGIC COMMUNICATION EXTERNAL COMMUNICATION Program/project success Means to create public value Transparency Accountability Gain support for the agency THE “P” PROCESS ORIGIN - Developed by the John Hopkins Center for Communication Programs in 1982 as a systematic framework for planning, implementing and evaluating communication programs aimed at promoting positive health behavior and social change. - The original design of the “P” Process in strategic communication was updated in November 2013 by the Health Communication Capacity Collaborative (HC3) Principle: Communicating strategically requires clearly defined strategy with specific goals established in advance. - The “P” Process is now widely used by communication professionals and is applied in various domains like social change, public policy and organizational communication. 1. ANALYSIS - The purpose of the ANALYSIS phase is to gain full understanding of the communication challenge. SITUATION ANALYSIS — full understanding NOT JUST of the program/initiative (to be communicated) but ALSO of its context. STAKEHOLDER ANALYSIS — full understanding of those who are affected or can affect the program: who are they what are their interests on the program/initiative do they need to be informed and why what are they expected to do about the information/message should they be categorized/grouped how should they be categorized/grouped? COMMUNICATION ANALYSIS—full understanding of the current communication state in the organization how has the organization been communicating with its audiences? what were the positive and negative aspects of communicating with the intended audience what communication channels were and are available what channels were and are appropriate with each segment of the audience what communication barriers should be anticipated and assumed Communication Challenge — clear statement/s on the realities of the needed communication action: what value should be created from communication what factors contribute to, and hinders, the creation of the communication value In doing the ANALYSIS: Gather information from available: internal sources (organizational knowledge) external sources (studies, data from other organizations) Generate unavailable information: Research (survey, FGD) Commission gathering of needed data/information Use available tools for analysis: Stakeholder Analysis SWOT Analysis Problem Analysis SWOC Analysis Logical Framework Matrix/Approach  2. STRATEGIC DESIGN Formulating a Strategic Communication Plan is mapping out the details of how to “win” the communication challenge. Bring together all “relevant” persons/groups to participate in (contribute to) the planning process; define their planning roles (Principle: Optimum participation of all stakeholders to bolster communication success) Agree on (and seek approval, as necessary for) the: SCOPE TIMING BUDGET of the communication initiative/action given economic, social, political, legal, technological, and environmental realities. Formulate the COMMUNICATION OBJECTIVES What specific “values” can be realistically created through communication, given the identified communication challenge? Express Communication Objectives in measurable terms (how will you know that the value was already created or to what extent was value created?) For how long (time frame) should the value be created? Decide on the MESSAGE that should be communicated to create the communication value (for the operational program/initiative). Message should be CLEAR Message should be COMPLETE Message should be ACCURATE Should there be “variations” in the message per audience segment? Design a MESSAGE VEHICLE (Communication Product/Service) appropriate for the message (manual/brochure, press release, etc.) “Form” of the message vehicle Also appropriate for the intended audience Within the approved scope, time, and budget Choose COMMUNICATION CHANNEL/S appropriate for both the message and the message vehicle Availability Ensure that it leads to the intended audience (segments) Within the approved scope, time, and budget Identify the key players, key partners, and stakeholders of the communication initiative What are the nature and extent of their participation/contribution? Win them over (agree to participate/contribute) Spell out the SPECIFIC ACTIONS needed to deliver the message using the communication vehicle that moves through the communication channel and the TIMING of each action. Details of each action (who, where, when) Sequence of the actions (one- after-another, simultaneously) Significant milestone  Budget for each action or set of actions Develop a MONITORING (and CONTROLLING) system/mechanism. Knowing if actions are performed by the responsible individual/s, within the required time and budget How to deal with variations? System for the dissemination of communication progress and results. 3. DEVELOPMENT AND TESTING Communication concept (particularly on the specific communication product/service) written in PLAN should now be “concretized.” The next step is the production of the communication product/service as identified and conceptualized in the PLAN. Production of “prototype” Use of both science and art Being creative and artistic make a difference Remain to be message-focused and audience-oriented Test (retest) the effectiveness of the “prototype” Use sample of the intended audience segment and other stakeholders Test the “quality” of the communication product/service Make changes (revisions), based on test results. 4. IMPLEMENTATION AND MONITORING Communication initiative ROLL OUT (based on the Strategic Communication Plan). Monitoring entails the systematic collection of data to track the implementation performance. Monitoring also entails the timely recognition of variations, problems/bottlenecks, or challenges. Make changes in the plan (and thus the implementation details), if necessary. 5. EVALUATION AND REPLANNING Evaluation is the act of determining the extent of communication objectives achievement. Without a “measurable” objective, evaluation cannot be effectively done Measured achievement of communication objectives should be qualified: Factors that affect the performance Why such factors affect performance How such factors affect performance Factors that could have contributed to better performance (why and how) Lessons learned What future communication actions/initiatives are necessary given the results of the evaluation? PARTICIPATION AND CAPACITY STRENGTHENING Elements that qualify the STRATEGIC nature of the “P” Process. Capacity Strengthening promotes continuous communication improvement Participation is essential in all steps/phases of the “P” Process. leads to better Analysis  promotes shared ownership of and shared responsibility for the Strategic Design provides more inputs for communication product/service development and facilitates more credible testing results ensures better Strategic Plan implementation and monitoring contributes to more objective evaluation. SITUATION ANALYSIS - a clear understanding of alignment and value. The ALIGNMENT of: Program/Project/Policy with the organizational objectives Organizational objectives with organizational Mission and Vision Organizational Mission and Vision with a National aim National aim with a Global aim (e.g., SDG) Are they aligned? How are they aligned? The VALUE of effective communication to the success/ effectiveness of the Program/Project/Policy. How will effective communication contribute to the success/effectiveness? What are the consequences of ineffective communication to the Program/Project/Policy? STAKEHOLDER ANALYSIS STAKEHOLDER – a party (individual, group, organization) that has an interest in “something” and can either AFFECT or BE AFFECTED by that “something.” STAKEHOLDER ANALYSIS – the process of identifying who have interests in “something” and understanding the “what” and “why” of their interests. VALUES OF STAKEHOLDER ANALYSIS Essential in understanding a program/project/policy Facilitates gaining necessary support Allows the planning and taking of actions necessary to ensure project success 3-step STAKEHOLDER ANALYSIS 1. IDENTIFY YOUR STAKEHOLDERS Brainstorm about who the project stakeholders are Who will be positively and negatively affected by the project?  Who have influence or power who can either support or “block” the project? Who have interest in the successful or unsuccessful completion of the project? (the Boss, government, project team, employees, supplier, community, clients, partners) for groups/organizations: identify the key_person 2. PRIORITIZE YOUR STAKEHOLDERS Map out the IDENTIFIED stakeholders by classifying them according to their power and interests in the project. 3. UNDERSTAND YOUR KEY STAKEHOLDERS Figure out how to best engage them and how to communicate with them. What interests do they have about the outcome of the proiect (positive or negative)? What motivate them most? What information they want and how to communicate with them? Who influences their opinions? If they are negative about the project, what will change that? If they will not be supportive, how can such opposition be managed? COMMUNICATION ANALYSIS UNDERSTAND the current state of communication in the organization: Who are the usual audiences? What messages were usually communicated to them? What communication products/services were used? What channels of communication were used? Why were such channels used? How did the audience responded to the messages received? What factors contributed to the effectiveness of communication? What problems were encountered? What were the communication barriers? What are the values of understanding that the current state of communication in the organization has towards the crafting of Strategic Communication Plan? TOOLS FOR COMMUNICATION ANALYSIS SWOT Analysis is a framework that may be used in fully understanding the current state of communication in an organization. What INTERNAL factors positively impact communication in the organization (systems, human resources, infrastructure, etc.)? What INTERNAL factors negative impact communication in the organization? What EXTERNAL elements did the organization seize (used/applied in the organization) that positively impacted communication in the organization (e.g. technology, new law)  What EXTERNAL elements prevented the organization from having a better current state of communication (e.g. regulation)? SWOT Analysis is a tool that makes use of the TOTALITY of an organization (internal and external) Strengths, Weaknesses, Opportunities and Threats should be ANALYZED to MAKE SENSE of (understand) the current state of communication in the organization. A strength, weakness, opportunity, or threat should only be considered if it has something to do with the current state of communication. 'Making sense of one element (e.g. Strength) calls for "seeing" how it relates with other elements (weaknesses did not prevent the use of the strength; the strength was used because of an opportunity and the absence of any threat). Analysis should cover all dimensions/aspects of communications in the organization (e.g. human resources, systems, technology, etc.) SWOC (Strengths, Weaknesses, Opportunities and Challenges) Analysis is similar to SWOT Analysis. In this framework, the external element THREAT in SWOT Analysis is replaced by the external element CHALLENGES. External CHALLENGES are factors or situations that can negatively impact an organization's ability to do what it needs to do (e.g. communicate with stakeholders). Examples of CHALLENGES in communication: Rapidly growing/changing communication landscape Limited access of farmers to mobile communications technology Clearly STATE the COMMUNICATION CHALLENGE for the subject Program/Project/Policy? What value should be created through communication actions about the Program/Project/Policy? What are the desired "effects" of communication and how do such "effects" affect the Program/Project/Policy success/effectiveness? What can "communicators" use or count on, and what do they need to contend with in creating such value through communication? STRATEGIC COMMUNICATION PLANNING: FORMULATING COMMUNICATION OBJECTIVES FORMULATING COMMUNICATION OBJECTIVES OBJECTIVES are the desired specific results of communication actions. concrete and measurable quality of understanding that the sender of message wants the receiver to have desired concrete and measurable manifestation of the understanding between the sender and receiver/s of a message. Basic components of an "Objective Objective = Verb + Object The OBJECT describes what is changed or acted upon; The VERB describes the ACTION to effect the change. Objectives are meant to be ACHIEVED. How will you know if an Objective is achieved or not? Labelling something as an Objective (because it has verb and object) does not necessarily mean it is an "Objective".  Not knowing if an "Objective" is achieved or not achieved does not "qualify" it as an Objective. You need to define the SUCCESS MEASURES. Success Measures describe the conditions expected to EXIST when Obiectives are achieved (if the conditions do not exist, the Objectives are not achieved). Setting Success Measures during the Strategic Communication Planning stage: Strengthens the communication design; and Reduces after-the-fact doubts and finger-pointing as to whether a communication action achieved its intended Obiectives or not. Success Measure for each Objective must be expressed through a combination of an Indicator and its Target. Indicator describes the expected type of behavior, action, or event. Target makes the Indicator more specific by adding the required numerical value to be achieved and a date by when it is to be achieved. Criteria for "best" Measures: VALID - accurately reflect the meaning of each Objective TARGETED - include numerical quality VERIFIABLE - can be checked or demonstrated to be true, accurate or justified using non-subjective evidence or data Types of Indicators HARD INDICATORS - can be easily quantified (example: number of members) SOFT INDICATORS - more subjective; intangible or subject to personal judgment (they lack clear-cut criterion for their satisfaction but are considered to have been achieved or satisfied when there is sufficient positive and little negative evidence for its claim) (example: level of satisfaction) Targeting Indicators - adding numerical value for each indicator Quantity - How many? How much? Quality - How good? What standard of performance? TIME - By when? for how long? CUSTOMER - Who are the clients, users, or beneficiaries? COST - What resources are required? Targets can be drawn from: Past experiences Data analysis Negotiated agreement to establish what is realistic, achievable, and warranted. (Last option: make a reasonable guess.) Improving Indicators by adding Targets Vague Indicator Better Indicator Best Indicator Improve sales. Improve sales by Improve sales of product X by 30% in 6 months 30%. compared to sales during the same period last year with half of increase coming from new  customers. Improve Teamwork Reduce team conflicts. Reduce team conflicts requiring medical care by 40% next month compared to average number of conflicts requiring medical care in the past 12 months. It will not be enough if you just have CLEAR Success Measures for each type of Objective. CLEAR Success Measures should also be REALISTIC - can they indeed be realistically (actually) measured? Even if you know what Measures are appropriate to determine success (or failure), if you do not have information/data on such Measures, no measurement can be done. Success Measures and Verification for each Objectives should go "hand-in-hand." VERIFICATION identifies the source of data or other means to efficiently monitor and verify the status of each Success Measure You need to make sure that for each Success Measure, there is at least one means of verification. Samples of Means of Verification (source of data or other means to efficiently monitor and verify the status of each Success Measure): Direct observation Reports generated from computer systems Instrument reading or test results Proiect review meetings Financial report Post project evaluations Operational reports focus group discussions Industry financial comparisons Completed documentation Industry surveys Results of measurement or analytical tool used Client surveys such as mathematics, statistics and computer software NOTES on identifying the appropriate Means of Verification Do not limit yourself to databases, computers and formal status reports; you may (in addition) use informal sources (e.g. informal but candid information). Measurement costs time, energy, money, and other resources. Go for easy-to-use methods supplemented with other methods, as needed Do not use methods that are too impractical, too complex, or too expensive. Make sure that the cost of identifying the monitoring do not exceed the value of information. "VERIFICATION" forces you to consider and concisely summarize how status information will be generated, tracked, analyzed, reported and utilized Who needs what information and why? What specific measures provide what is needed? How timely and accurate must the information be? What format should it be? What's the best way to get and share it? NOT all things that can be measured SHOULD BE measured. For things that SHOULD BE MEASURED, make sure that measurement can actually be done (you have access to the data or source of information). The formulation of Communication Objectives requires the identification of ASSUMPTIONS. Doing communication actions needed for the success/effectiveness of a Program/Project/Policy always have RISKS - success is not always certain. Strategic communication calls for the reduction of risks. One way to reduce risks is to effectively manage ASSUMPTIONS. ASSUMPTIONS are factors necessary for communication action success that may be beyond the control of the communication team ASSUMPTIONS are what we believe to be true, whether based on past experiences, data, or gut feelings. ASSUMPTIONS should not just be in our minds (implicit). Effective management of ASSUMPTIONS fundamentally requires the conversion of IMPLICIT to EXPLICIT ASSUMPTIONS - put or express them in WRITING. Once written, management of ASSUMPTIONS calls for their examination for probability and potential impact - this examination will serve as inputs in our decision as to how to handle them. Surfacing and testing your ASSUMPTIONS is the STARTING POINT for more rigorous risk analysis. The purpose of identifying, writing, and examining ASSUMPTIONS is to "spot trouble" in advance and make the necessary adjustments to make the project work. ASSUMPTIONS prompt you to think BEYOND the boundaries of the program/project/policy scope and consider what else is needed and what can potentially hinder to make the program/project/policy. ASSUMPTIONS for EACH OBJECTIVE must be identified, written, and examined. While ASSUMPTIONS are vital in planning (formulating communication objectives) DO NOT LOSE SIGHT OF THE FACT that they are ASSUMPTIONS - during project implementation, you need to ASCERTAIN whether Assumptions are "holding up" (valid); if not, you need to make the necessary adjustments. COMMUNICATION OBJECTIVES FORMULATION TOOLS - The achievement of OBJECTIVES requires actions that will be performed in the FUTURE. Organizational actions are a function of its Strengths, Weaknesses, Opportunities, and Threats (Challenges). - In using SWOT/SWOC Analysis in PLANNING (specifically in formulating objectives), you are essentially ASSUMING that the organization will have SWOT/SWOC factors you considered when you determined what objectives can be realistically achieved. STRATEGIC COMMUNICATION PLANNING: AUDIENCE SEGMENTATION, ANALYSIS AND TARGETING AUDIENCE SEGMENTATION - refers to the process of dividing a heterogeneous audience into smaller, more homogeneous subgroups based on specific characteristics, such as demographic, psychographic, geographic, or behavioral factors. - is done to enable "communicators" to tailor messages and campaigns resonate with the particular needs, preferences, and motivations of each subgroup. AUDIENCE ANALYSIS - is the process of examining information about the individuals who will receive your message in order to better understand their needs, preferences, and characteristics. - By performing an audience analysis, you can tailor your communication to be more effective and persuasive, ensuring that your message is both relevant and impactful. Factors to consider in conducting an Audience Analysis Demographics: These include age, gender, ethnicity, education, occupation, income, and other relevant factors. Understanding the demographics of your audience can help you choose appropriate language, examples, and arguments that resonate with them. Psychographics: These involve understanding the attitudes, values, interests, and opinions of your audience. This information can help you appeal to their emotions and beliefs, making your message more persuasive. Factors to consider in conducting an Audience Analysis Knowledge and expertise: Assessing the audience's level of knowledge and expertise on the topic can help you determine the appropriate amount of background information and technical details to include in your message. Expectations and preferences: Consider what your audience expects from your message and what communication preferences they may have. This can help you choose the most effective format, style, and delivery method for your message.