STRATEGISING FOR COMMUNICATIONCHAPTER 3 Strategising

CHAPTER 3

11

STRATEGISING FOR COMMUNICATION

3.1. Guidelines on putting together a communication strategy Check external perceptions of your programme among potential target audiences before you start. Think •abouthowyoufitintotheexternalhorizon.Thiswillhelpyoudevelopacommunicationstrategythatgivesyouadistinctandcrediblevoice.Beclearontheprinciplesunderpinningyourstrategy.Somemaybeself-evident,likeproducinghonest,suc-•cinct,credibleandcost-effectivecommunication.Developsomesimplemessagesandmodelhowthesemightwork indifferentcontexts−apressrelease,•report,newspaperarticle,website,etc.Makesureyourprojectisbrandedinlinewithyourcommunicationobjectives.Beclearaboutyourtargetaudiencesandusergroupsandprioritisethemaccordingtoimportanceandinflu-•encerelativetoyourobjectives.Don’tjustonlythinkaboutthe“usual”onesthatareknownbyall. Think about both the actual and preferred channels your target audiences might use and challenge yourself •about whether you are planning to use the right ones for maximum impact. Includeafulllistofalltherelevantcommunicationactivities,developedintoaworkingprojectplanwithdead-•lines and responsibilities. Keepthecommunicationprogrammesimpleandincludekeydeadlines,milestonesandreviewpoints.•Communicationshouldbeallocatedenoughbudgetaryresourcestocarryoutitsactivities.Atleast5%ofthe•total funded budget in the department should be allocated to communication. Evaluatetheimplementationandimpactofthestrategyandtheimplementationprocessthathastakenplace.•

3.2. Why strategise for communication? Athousandvoicesspeakingwithoutacommonmessageandsinglepurposewillintheendjustmakeanindistinctnoise that few will hear.

Wecommunicateinanoisyworld,competingforattentionwithvoicesthathaveobjectivesthataredifferentandoftenopposing.Andwedosoinaworldmadeupofavastarrayofinterestsandconcerns,andaworldinwhicheverydayconcernsweighheavilyonmostpeople.

3.3. Communication strategy outlineTherearemanywaysofapproachingthischallenge–whatfollowsisaprocessthathasemergedoutofGCIS’ownexperienceinstrategisingforcommunicationandhasserveduswell.However,thisisnotamechanicalprocessthatyieldsautomaticresults– itneedshardworkand lotsofthought.Eachstep isofcritical importance,andinterlinked.

Itisimportantthatresearchshouldinformacommunicationstrategybecauseitgivesinsighttothe dynamismoftheenvironmentandthechallengesitbrings.

CHAPTER 3

12

INTRODUCTION AND BACKGROUND

The strategy aims to deliver an effective and efficient communication approach for the Government Communication Programme. This strategy provides a framework to ensure that the department manages communication in a planned and coordinated way and maintains the commitment to effective and timely communication. The strategy also provides for the strategic alignment with the national communication frameworkofgovernmentandtheGovernmentprioritieslinkedtothefive-yearelectoralmandate.

this part also deals with pre-history•why do we need a strategy?•factsthatlocateitwithinabroaderandlongertermdevelopment•information on a particular programme or campaign.•

REVIEW OF COMMUNICATION OF THE PREVIOUS YEAR Beforedevelopingthenextyear’scommunicationstrategy,itisimportanttoreflectbrieflyontheexperiences•and the lessons of the past year/programmes/campaigns. Anassessmentoftheimplementationofthecommunicationstrategy(Howdidwedoinrelatingcommunica-•tion messages to the public?).Dealwithalltheweaknessesidentifiedoverthepastyear.•

CONTEXT AND SCOPE

Withinthecontextofgovernment’selectoralmandateandpursuanttogovernment’svisionofcontributingtoand promoting the creation of a better life for all – communication is important and central to all key decisions of government.

Scope–mandateofgovernment.•Scope – mandate of the particular department.•Scope–theperiodwhich the strategywill serve (oneyear, twoyearsorfiveyears). (Thecommunication•

strategyisforfiveyears,linkedtotheelectoralcycleandupdatedannuallytoberelevantindealingwithissueswithintheenvironment).

What informs communication during a particular period?Thedepartment’smandate.•TheStateoftheNationAddress(SoNA),(StateoftheProvinceAddressandprovincialExcomakgotlaforprovinces),•theNationalCommunicationStrategy,government’sProgrammeofAction(PoA)asidentifiedbyboththeCabinetLek-gotlaofJanuary,departmentalstrategicplansandobjectivesandtheMediumTermStrategicFramework(MTSF).

CHAPTER 3

13

ENVIRONMENT

Thiswilldefinetheterrainandenvironmentinwhichyouchoosetocommunicate.Itshoulddealwithissuessuchasthepublicmood,themediaagenda,concernsandattitudesofvaryingsectorsandforces,potentialforimprovingenvironment,etc.Itiscriticaltounderstandtheenvironmentbeforeimplementingthecommunicationstrategy.Infact,theexerciseofscanningtheenvironmentcontributesgreatlytothekindofprogrammeyouendupdevelopingfor your department. Such a scan may require a number of areas that we may not clearly understand and needs further research.

The environment is impacted upon by changes and developments within which communication is taking•place.Thecommunicationenvironmentistobeinformedbyresearch.•

Understandingourenvironmentrequiresthinkingabouttheparticularmattersweneedtodealwith:mandate•public mood•political issues•media agenda•demography•forces at play•attitudes and concerns.•

STRATEGIC EMPHASIS

Whatisthestrategicemphasisofyourstrategy?(e.g.safeguardingthecountryagainstexternalthreats).•Coreissues–insupportoftheGovernmentobjectivesascontainedintheMTSFdocumentandthestrategic•plan of the department.

Communication should put more emphasis on the key priorities of the department.

DefenceUpdate2025• .TheDefenceUpdatemustprovideacogentargumentonthelevelsofdefencerequiredtore-spondtothestrategicenvironment,andtherequirementsposedbytheforeignandsecuritypolicyofgovernmenttomeetthestrategicdefenceobjectives.Progressmadeinpeace-supportoperations(PSOs)• .SouthAfricacontinuestobeperceivedasanhonestbrokerandareliablepartnerininternationalaffairs.Continuousattentionmustbegiventopopularisingthecountry’sparticipationinpeacekeepingeffortsonthecontinent.VigorouscommunicationisrequiredregardingtheprogressmadeinPSOsinAfricawithregardtopost-conflictreconstruction(disarmament,demobilisation,reintegration,repatriationandre-settlement)anddevelopment.

CHAPTER 3

14

COMMUNICATION OBJECTIVES

Allstrategisingisabouthowtoachieveourcommunicationobjectives.However,ifweareunclearaboutourobjec-tiveorgetitwrong,thentherestwillbeoflittleornovalue.

Whatarewetryingtodo:Buildsupportforapolicyproposal?Reassurepeople?Dispelmisleadinginformation?Haltorreversetheacceptanceofmisleadinginformationbyothers?Persuadeopponentsofapolicytochangetheirminds?Changedangerousbehaviour?Encourageparticipationinacampaignorelection?Wecanalso:

popularise•mobilise•ensure•educate•raise awareness•reassure•ensure.•

COMMUNICATION CHALLENGES

Ourbroadobjectivesconsideredinthecontextofthecommunicationenvironmentwillleadustoidentifyspecificchallengesthatwewillfaceandwhichwewillhavetomeetsuccessfullytoachieveourbroadobjectives.Chal-lengescouldbedevelopments,whichwemustexpectandtakefulladvantageof,andobstacles,whichweneedtoovercome.

MESSAGE AND THEMES

It is critical to indicate the themes and concepts that are associated with the communication effort being under-taken.

Itisimportanttoavoidmakingasimplelistofmessages.•Whenadoptingacoremessage,itiscriticaltointegrateitwiththeGovernment’scoremessagefortheyear.•

ThekeycommunicationchallengecouldbetosustainthegenerallypositivemoodaroundtheProgrammeofActionofthedepartmentsbymaintainingthemomentumandensuringthatpeopleseebenefitsfromtheimplementation.

CHAPTER 3

15

MESSENGERS

Acampaignmusthaveitsownvoice.Whoistospeakforit?Towhom?Andinwhatways?Thestrategyproceedsfromthepremisethatmessageshavemoreimpactiftheyaredeliveredbyourprincipalsratherthanpublicservants.Assuch,thereisaneedtoincreasepublicappearancesbytheprincipals.

Political principals are the chief spokespersons of government:•President/Deputy President -MinisterandDeputyMinister -Directors-Generalandseniormembersofthedepartment,etc. -

Other messengers can include third-party endorsers.•

COMMUNICATION CHANNELS

Inmostcases,thisiscomplexasdifferenttargetaudiencesarebestreachedindifferentways.

Internal:notice boards •Internet•internal newsletters•meetings•briefings•intranet•

CORE MESSAGE EXAMPLE: WORKING TOGETHER WE CAN DO MOREGive an explanation as to what the message aims to achieve and what does it inspire people to do and why).

EXAMPLETHEMES:-departmentalspecificAneconomythatbenefitsall•Socialservicesforall•BathoPele–Servingallthepeople•Safety and security for all•WorkingfortherenewalofAfricaandthecreationofabetterworld.•

CHAPTER 3

16

plasma screens•CD-Romsandotherpromotionalmaterial.•

External:Web-page on• www.gov.za and www.thepresidency.gov.za trainingofpublicliaisonofficers•print and electronic media•communitydevelopmentworkers(CDWs)•billboards•loud hailers.•

STAKEHOLDER SEGMENTATION

Purpose:Toknowyourstakeholders/partners.

Internal: publicservants•national departments•parastatals•municipalities•provinces.•

External: privatesector•civilsociety•organised labour•sectoral groups •faith-based organisations•the media •farmers •consumers•academics•international audiences.•

CHAPTER 3

17

STAKEHOLDER ENGAGEMENT STRATEGY

COMMUNICATION PROGRAMME AND MILESTONES

Thecommunicationprogrammewillbetheguideforallfutureaction,thestandardagainstwhichthesuccessorfailureofcommunicationismeasured,andthemostcriticalmeansforkeepingthecampaignontrack.Therearetwoparts:communicatorscandecidetodoaprogrammeinphasesorjustbroadandgeneralwithoutphases.Thiswilldependonthetypeofactivityorwhythestrategyisbeingputtogether:

ensuringgovernment’seffectivenesstodelivermessages•strengthening relationships with the media •third-party endorsements•commissioningTVorradiodocumentariesaroundtheimpactofgovernment’sprogrammes•regularfeaturearticles,guesteditorialsandopinionpieces•one-on-oneinterviews(thesearemoreeffectivethanmediaconferencesandratherreservethe latter for•breaking news)using radio and the community media more as primary channels to disseminate information to communities. •

Priority issue Desired outcome Target audi-ence of com-munication strategy

Key message to be communicated

Tools

Increasing sustainability of agricultural prac-tices by enhanc-ingcropdiversityandmovingawayfromintensivepractices.

Raiseawarenessabout the impor-tance of agricul-turalbiodiversityonenvironmentalandhumanhealth,leadingtochangedbehaviourpatterns.

Farmers Thevalueofchangedcultivationpracticesforincreased long-term crop yields and thus increased outcome.

Meetings

Consumers Thevalueofeatingadi-versedietforgoodhealth.

Print and electronic mediaCDWsbillboardsloud hailers.

EXAMPLE

CHAPTER 3

18

ACTION PLAN

To put into practice the ideas resulting from strategising requires an Action Plan that spells out in detail what is tobedoneforeacheventintheprogramme.

MEDIA ENGAGEMENT PLAN

TheMediaEngagementPlanconsistsofadetailedplanofinterviews,pressbriefings,media/journaliststobetar-geted,opinionpieces,andmostimportantly,astatementofkeymessages,andquestionsandanswers(frequentlyasked questions) for communicators and writers to use.

EXAMPLE

Programme Targeted milestone

Communicationapproach

Budget Responsibility Time frame

Progress made in peace and security opera-tions.

LoweringtheflaginBurundi.

Amultiprongedap-proach:

using the Department •ofDefenceandMili-taryVeterans’internalmagazinemediabriefings• print and electronic •media.

R200000 HeadofCommu-nication(HoC)

8August2009

EXAMPLE

Event/Opportunity Activity Action Channels Budget Time frame

Recognisingimprovedservicedelivery.

FemaleFarmerofthe Year Competi-tion.

Popularising2009competition and thus raising awareness on the importance of farming for the country.

Electronic and print media adverts.

R450000 November2009

CHAPTER 3

19

STRUCTURES AND PROCESSES

Highlightallthestructuresinvolvedandtheprocessestobefollowed.Thiswillinclude:consultations with stakeholders•approvalbymanagement.•

MONITORING AND EVALUATION PROCESS

Howwillyouknowifyouhavesucceeded?Whenthinkingaboutinitialobjectivesandactivities,itisworthbuildinginsomesimpleperformanceindicatorsandevaluationmeasuresatthestart.

Thesecouldinclude:“Beforeandafter”researchtotrackawarenessofyourcommunicationmessagesamong important target•audiencesevidenceoftranslationofresearchfindingsintopolicyorpractice•evaluationofparticipationinandfeedbackfromeventsandotheractivitiesofgovernment(publicparticipation•events,etc)trackingmediacoverage,includingvolumeandnatureofcoverage•trackingparliamentarydiscussionofyourprogrammeorproject•tracking expenditure and also assist in sharing costs where the need arises with other departments•helping to deal with all unforeseen issues•monitoring website usage.•

Buildingthedisciplineofevaluationintoyourstrategyfromthestartallowsyoutousetheinformationtoreviewandrefineyourstrategyandkeepitasaliving,flexibledocumentthatsupportstheimplementationofthePoA.

3.4. Developing key messagesKeymessagesaresimplykeymessagesandnotsomethingelse:

Keymessagesarenotstatements.Theyarealsonotbriefingsorcomprehensivestatementsofinformation.•Theyarticulatetheessentialsofgovernment’spositiononcriticalissues.•Theyshouldinformallcommunicationontheissue:interviews,statements,articles,posters,pamphlets,etc.•

Developingacommunicationstrategydoesnot,onitsown,leadtomoreeffectiveandintegratedcommunication. What is more critical is the capacity to ensure concrete implementation.

CHAPTER 3

20

The4X4formatreflectstheircharacter:fourpropositionsencapsulatinggovernment’sposition,whichanyspokespersonshouldgetacross,whatever•else they say foreachofthefour,anotherfourtoelaborateandexplainanduseinresponsetofurtherquestions.•

Key messages generate and develop a government discourseKeymessagesovertimegenerateabodyofdiscoursethatconsistentlyreflectsgovernment’sposition.•Consistency of style and terminology is therefore critical.•Consistencyofpositionsiscritical−draftersshouldalwayscheckpreviousmessagesonrelatedtopics.•Consistencyinformulationonkeyissueshelpscommunication,butformulationsshouldalsobesensitiveto•thecurrentenvironment.

Key messages communicate strategic directionsKeymessagesareinformedbythestrategicdirectionsofgovernmentpolicy.•Therefore,whendraftingthem,don’trelyondeskresearchonly;weneedtheguidanceofthoseinformedwith•strategicperspectives.WhileHoCsshouldbeinformedaccordingly,otherseniorofficialsandpolicy-makersareoftenbestplaced–•behindeverysuccessfuldrafterisagoodnetwork.Draftswillalwaysreflectthebriefgiven.Agooddraftermustbeagoodbriefer.•

Key messages are time bound Goodcommunicationisontime:aproactivestepaheadoraninstantresponse.•Therefore,keymessagesmustbeavailablewithoutdelay.•

3.5. Government’s communication cycle Inanydemocracy,governmentiselectedbyitspeople,andisthereforeaninstitutionforthepeoplebythepeople.Itisessentialthatordinarycitizensareconstantlyinformedaboutgovernmentworkandempoweredtotakeac-tivepartinit.Toensurelegitimacyandeffectiveness,allgovernmentcommunicationmusthaveitsoriginandco- ordinationfromthehighestofficeintheGovernment’sstructure.

Governmentshouldensureintegrationofmessagesbystrategisingforcommunication.Thiswillassistinworkingtowardsanidealofagovernmentspeakinginonevoice.The success of communication depends on the accurate diagnosisoftheenvironmentthatwillinform,amongotherthings,theselectionofappropriatemessages,targetaudiences and media platforms.

CHAPTER 3

21

3.5.1. Strategising processThecommunicationcyclelastfromOctober/NovemberuptoMarchofthefollowingyear.•Communication-strategyimplementationlastsfromApriluntilMarchofthefollowingyear.•ThismeansthatbetweenOctoberandMarch,thecyclewillrunconcurrentlywiththeimplementationofthe•current communication strategy.

3.5.1.1. Application of the communication cycle Thiscycleappliesonlytothenationalandprovincialspheresofgovernment.Localgovernmenthasitsown•cycle in terms of the budget and planning.Inimplementingthecommunicationcycle,communicatorsshouldbearinmindthattherearecommunication•activitiesbeingimplementedatthelocalsphereofgovernmentandthismighthaveabearingontheimplemen-tation of their communication strategies.Inimplementingthecommunicationstrategiesinlinewiththecommunicationcycle,communicatorsshould•bearinmindtheGovernmentactivitiesthataretakingplacethroughouttheyear(Women’sDay,YouthDay,FreedomDay,HeritageDay,etc.)

THE COMMUNICATION CYCLE

Calendar month/s

Process Process explanation

1st phase October/November

Pre-Cabinet Lekgotla

Directors-General(DGs)preparefortheJanuaryCabinetLekgotla.• DGs meet to look at the implementation plans in preparation for the •JanuaryLekgotla.BasedontheimplementationplansfromtheDGsmeeting,theHoCs•will draft communication strategies.Clustersanddepartmentsreviewtheimplementationoftheircom-•munication strategies and submit their report to the GCIS for inputting intotheJanuaryLekgotla.TheGCISwillcontinuetoprovideadvicetogovernmentcommunica-•tors where necessary. ThelastGovernmentCommunicators’Forum(GCF)oftheyearisheld•wheretherestofgovernmentlooksathowtheyimplementedtheirprogrammes.

CHAPTER 3

22

2nd phase January CabinetLekgotla Clustersbegintoplanforpost-SoNAbriefingbasedontheoutcomesof•theCabinetLekgotla.Plansapprovedbythe• ForumofSouthAfricanDirectors-General will be tabledattheLekgotlaforinputandapproval.TheLekgotlaagreesontheprioritiesfortheyear.•TheGCIStoupdatetheexistingGovernmentCommunicationFrame-•workandtableitattheJanuaryCabinetLekgotla.PresentationofDGclusterplanstotheCabinetLekgotla. The GCIS will emphasise the message that communicators should start •working. Departments will work on second draft communication strategies based •ontheoutcomesoftheLekgotla.TheGCISwillcontinuetoprovideadvicetogovernmentcommunica-•tors where necessary.

3rd phase February/March

OpeningofPar-liament GCF

TheSoNAwillcovertheprioritiesandkeythemesandmessagesforthe•year.Preparationsformediabriefingswillreachthepinnacleandclusterswill•briefthemediaduringwhichministerswilloutlinethePoAfromtheSoNA.Keyprogrammesareidentifiedandstrategicissueswillbecommuni-•cated as high impact programmes.Furtherstrengtheningofcommunicationstrategies.•HoCswillgothroughtheprocesstoapprovethecommunicationstrate-•gies and submit them to the GCIS.Uponreceiptofthecommunicationstrategies,theGCISissuesanoteto•acknowledgereceiptandadviceifrequired.TheGCFisheldwherefurtherguidancewillbegiventocommunicators•and the communication approach is agreed upon.TheGCISwillcontinueprovidingadvicetogovernmentcommunicators•where necessary.

CHAPTER 3

23

4th phase April Communication strategies

Implementation of the communication strategies begins.•Continuousmonitoringandevaluationastheimplementationofthe•communication strategies unfolds.Allstrategiesshouldbeapprovedwiththebudgetbeforethefinancial•year begins.Whenimplementingthecommunicationprogramme,clearkeymes-•sagesshouldalsobecompletedforeveryactivityinconsultationwiththe GCIS. This will assist with more integration and coordination and workingtowardstheidealofgovernmentspeakinginonevoice.Departmentsandprovincesshouldcomeupwithamonitoringand•evaluationmechanism.TheGCISwillcontinuetoprovideadvicetogovernmentcommunica-•tors where necessary.

5th phase May,June,July,August

GCF Implementation continuous.•Departmentswillsendtheirimplementation/monitoringandevaluation•reportstotheGCISaheadoftheGCFheldpostthemid-yearCabinetLekgotla.Thisreportwillassistgovernmenttoassesshowfartheyareinterms•of implementation and see if there are challenges to be dealt with.TheGCISwillprovideadvicetodepartmentsonthewayforward.•TheGCISwillcontinueprovidingadvicetogovernmentcommunica-•tors where necessary.

6th phase September,October,November

Pre-Cabinet Lekgotla

Implementation continuous.•Clusterdepartmentsandprovincesreviewtheimplementationoftheir•communication strategies and submit their reports to the GCIS for inputtingintotheJanuaryLekgotla.TheGCISwillcontinueprovidingadvicetogovernmentcommunica-•tors where necessary.

7th phase December GovernmentCommunicators’Awards(GCA)

TheGCAisheldtorewardcommunicatorswhohaveexcelledduring•the year.