How to Develop and Implement Effective …• Why a plan matters. • Determine where you are. •...
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How to Develop and Implement Effective Communications Plans for Any Scholarship Program
Transcript of How to Develop and Implement Effective …• Why a plan matters. • Determine where you are. •...
How to Develop and Implement Effective Communications Plans for Any Scholarship Program
I’m Angie.I help people & organizations find their voices. Then make them heard.RelentlessResourcefulPassionateRingmaster
What we’ll cover• Why a plan matters.• Determine where you are.• Define where you want to go.• Identify your target audience and
what’s important to them.• Make the most of your budget—no
matter the size.• Develop your own plan.
Percentage of nonprofits best describing their strategic
communications plan, in one way or another, as non-existent.
Source: NonProfit Marketing Guide.com
70%
So, what’s the point?
Communication is a business strategy.
• Defines your brand and reputation.• Builds trust.• Uncovers opportunity.• Helps you fulfill your mission.
Phases of Strategic Communications PlanningResearch Planning Execution Measurement
Gain knowledge and insights
Define a plan that achieves business
goals
Implement an actionable plan
Determine your success and
adjust accordingly
Primary:• Focus groups• Interviews• Surveys• SWOT analysisSecondary:• Reports• Media
• Goal• Audience• Objectives• Strategy• Messaging• Tactics/
Programs
• Resource planning
• Timeline development
• Implementation
• Outputs• Outcomes• ROI/ROM
First, ask WHY.Before WHAT and HOW.
Where are you? Understanding your starting point and environment.
Communication Self-Analysis
• Reactive or proactive?• Tactical or strategic?• Disciplined?• Measurable?• Existing tools – what you have? What you need? What you waste?
Who is your audience?Why should they care?
You can only meet your audience WHERE they are if you know WHO they are.
Who are your stakeholders?
DonorsCommunityPartnersColleges & UniversitiesEducatorsParentsStudents
Hone in on your target audience• Map stakeholder groups• Prioritize• Gather insights• Identify what keeps them up at night
Education Technology Audience: CIOs90% maleAge 40-55 core target
Influencers State Chief, district CIOs, vendors, foundations,bloggers & industry trades
How a typical day looksMeetings, meetings, meetings, worrying about problems all night
What makes his dayNo glitches
What he cares about mostMeeting budgets and timelines
How he defines success• All data secure• System stability - always on• Painless rollouts
What limits him in doing the best job• Antiquated systems• Budget cuts• Lack of technical capacity• Disconnected data formats
What keeps him up at nightKeeping the system up and running
What he readsCIO magazines, business publications, MSNBC, the next “big thing”
Education Technology Audience: Educators86% femaleAge 40-65 core target
Influencers Other educators, teachers’ unions, parents, bloggers, industry experts
How a typical day looksTeaching, juggling and grading papers
What makes her daySeeing the light switch on in a kid’s head
What she cares about mostMaking a difference in students’ lives
How she defines success• Efficiently managing her schedule• Knowing students have progressed • Being appreciated
What limits her in doing the best job• Not enough time in the day• Not enough real information• Competing priorities• Being able to identify what students need
What keeps her up at nightKeeping her job due to budget cuts
What she readsHomework, social media, publications in teachers’ lounge, education trades, local/national media
EVERYTHING you communicate must be relative and relatable to the audience.
SWOT it awayStrengths. Weaknesses. Opportunities. Threats. All the
things that are hard—but necessary—to admit.
SWOT Analysis
Strengths Weaknesses
ThreatsOpportunities
INTERNAL
EXTERNAL
HELPFUL HARMFUL
Now, write a plan.Mission. Goals. Objectives. Strategies. Tactics.
Communications Plan ElementsMission
Goals
Objectives
Strategies
Tactics
Business goals
Communication goals
Source: Public Relations Society of America
Mission:Reason your organization exists.
The vision that guides your planning for many years.
Cure for All Example
Mission: Save lives by meeting the most critical needs in
our communities and investing in breakthrough research to prevent and cure cancer.
Goals:More specific than a mission. Often related to
one aspect of the mission.
Cure for All Example
Goal: Use its tremendous reputation as a leader in the
cancer community to increase its influence and
visibility in the health policy arena.
Objectives:Specific milestones that measure progress
toward goals. Must include desired outcome, level of accomplishment and time frame.
Cure for All Example
Objectives: • Add 2 new board members within one year who can
further our policy efforts to make cancer research and access to quality screening and treatment important priorities for politicians at every level of government.
• Increase the number of breast cancer screenings by 10% within one year of the 2008 election.
• Set record participation during the Annual Cure for All Walk in Washington, DC in 2008.
Measurable ObjectivesQuantitative
Media coverage (# of stories)Reach (circulation/audience)ProminenceMessage delivery (consistency)Target media reachSpokesperson citationsTone (positive coverage)Third-party endorsements
Qualitative
AwarenessComprehensionAttitudesBehaviors & Actions
Business Results
RevenuesMarket shareEmployee retentionProfits
Strategies:General, thoughtful approaches to
achieve objectives.
Cure for All Example
Strategies: • Help recruit a balanced board of directors, who are well-
known for their health policy expertise and can help raise funds.
• Build the organization’s reputation as a major health policy player in Washington, D.C. and promote the policy agenda.
• Demonstrate how new policy efforts will help Cure for All reach its ultimate goal of curing breast cancer within the next 25 years.
Tactics:Specific activities conducted to implement
strategies.
Cure for All Example
Tactics: • Leverage high-level contacts of executives and develop
relationships with potential board members to gauge interest/qualifications for the board.
• Develop a news bureau that helps Cure for All build a reputation as the "go-to" source on breast health policy issues.
• Work with Congressional offices and DC influencers to form race teams in a "challenge" between the member offices, community organizations, etc.
• Design a series of digital content to share via social media channels per the integrated communications campaign calendar.
Use only what you need.Finish on-budget. On-time.
SELECT from your toolboxDigital Media
RelationsCommunityRelations
Public Affairs
Partner Influencer Relations
Crisis Management
Internal
• Website • Blog • Facebook • LnkedIn
Instagram • Flickr • Twitter • Google• RSS Feeds • YouTube• Search
Engine Optimization (SEO)
• Paid media
• Newspaper• Newsletters• Trade
magazines• Local media• TV• Radio
• Board meetings
• Community mtgs
• Networking
• Briefings• Events
• Newsletter• Digital • Events• Roundtable• Dedicated
website• Materials
• Digital engagement
• Content marketing
• Networking• Events
• Social media
• Website• Spokespers
on training
• Intranet• Newsletters• Boards• Posters• Messaging
Where do you want to go? Beginning with the end in mind.
Define success early so you know when
you achieve it.
Measurement
Determine your success and
adjust accordingly
• Outputs• Outcomes• ROI/ROM
Some final deep thoughts…
Define your story before you begin to tell it.
You’re not on an elevator. You’re in an aquarium holding a fishing pole.
KISS your messages: Keep it simple, Silly.
Then others can share the love.
Content. It deserves your attention and a strategy.
Social media isn’t evil when used correctly.
Paid campaigns are necessary to reach new audiences.
Press releases don’t get media coverage.Stories do.
