Strategic Communications Plan March 2015

Western Regional Strategy Committee

Strategic Communications Plan 2015

A blueprint for effective internal and external communications to encourage meaningful engagement and implementation.

WESTERN REGIONAL STRATEGY COMMITTEE

STRATEGIC COMMUNICATIONS PLAN

2015 TABLE OF CONTENTS

Introduction .......................................................................................... 2

Plan Summary ....................................................................................... 3

Purpose ................................................................................................. 4

Strategic Communications Planning ................................................. 5

Situational Analysis ............................................................................... 5

Vision Statement and Guiding Principles .......................................... 6

WRSC Communications Goals ........................................................... 6

Desired Outcomes ............................................................................... 7

Current Strategies and Actions ......................................................... 8

Table 1. Target Stakeholder Audiences ..................................... 8

Strategies and Actions 2015 ............................................................... 10

Table 2. Measurable Communications Actions ........................ 12

Conclusion ............................................................................................ 13

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INTRODUCTION The Western Regional Strategy Committee (WRSC) is formally chartered subcommittee of the Wildland Fire Leadership Council (WFLC) to facilitate and support the implementation of the National Cohesive Wildland Fire Management Strategy (Cohesive Strategy) across the West. Successful implementation of the Cohesive Strategy is dependent on purposeful, effective communications that lead to greater understanding, acceptance and alignment of the Cohesive Strategy with organizational missions and goals.

Effective Communications = Implementation of the Cohesive Strategy Over the past century, all fire was portrayed as destructive and unwanted, with extreme effort placed on removing fire from the landscape. Misunderstanding the role of fire can make collaborative fire and land management more time consuming and difficult, thus endangering human life and health. Our mission is to correct this misrepresentation of wildland fire, fire management, and fire suppression to the greatest extent possible, and bring support to the collaborative actions that will reduce fire’s destructive effects. It is not enough for the wildland fire and land management communities to agree on what actions to take. Support of communities, environmental groups, and the public at large is necessary to achieve the goals of the Cohesive Strategy. The Western Regional Strategy Committee is committed to engaging a broad base of stakeholders to implement the Cohesive Strategy. This commitment is demonstrated in the WRSC’s initial objective and set of actions under the Western Regional Action Plan:

Recognize the depth and importance of the Communications Framework and provide resources to implement communications recommendations, as it establishes the foundation of our collaborative process.

Action: Maintain and enhance communication efforts. WRSC leadership, members and partners will make every effort to provide information, increase communication and stimulate dialogue about meaningful progress towards the three goals of the Cohesive Strategy – Resilient Landscapes, Fire Adapted Communities and Safe & Effective Wildland Fire Response.

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PLAN SUMMARY

This WRSC Strategic Communications Plan outlines actionable objectives and an implementation approach to guide communicators and others in designing, preparing and executing strategic communications about the Cohesive Strategy in the West. Communications and outreach work will be conducted throughout 2015 by WRSC members and partners to advance key messages about the philosophy of the Cohesive Strategy leading to progress towards Resilient Landscapes, Fire Adapted Communities and Safe & Effective Wildfire Response. OBJECTIVES

• Educate and inform stakeholders about the importance of Resilient Landscapes, Fire Adapted Communities and Safe & Effective Wildland Fire Response and how collaborative efforts can address and resolve western fire issues, including the ecological benefits and impacts of fire.

• Inform and educate stakeholders about wildland fire and how agencies and organizations are working

together through collaborative efforts to reduce the impacts of wildfires on landscapes and communities.

• Create a body of information that can be utilized by anyone to disseminate useful information about

Resilient Landscapes, Fire Adapted Communities and Safe & Effective Wildland Fire Response based on collaboration and best science.

ACTIONS Communications Consistency

Ensure consistency in all communications and key messaging, internally and externally in a timely, accurate and proactive manner.

• Continue to conduct ongoing informal analysis of known and potential audiences to create and adapt appropriate messages for internal agency and organizational use as well as external use.

• Keep consistent “look and feel” throughout all current and future dissemination methods to promote recognition of the Cohesive Strategy and collaborative efforts to achieve the three goals.

• Share progress and accomplishments towards the three goals.

Stakeholder and Partner Engagement

Increase stakeholder and partner engagement in efforts that support Resilient Landscapes, Fire Adapted Communities and Safe & Effective Wildland Fire Response.

• Develop relationships with partners and stakeholders through face-to-face interactions.

• Enrich internal agency and organizational communications about the Cohesive Strategy and the value of programmatic and strategic alignment.

Technology

• Utilize multiple technologies (current and future identified) to enhance the delivery of all communications.

• Research and implement new technologies to increase accessibility and viewership of communications messaging.

The following plan details how the above objectives and actions will be achieved.


PURPOSE The purpose of the WRSC Strategic Communication Plan is to build on the national Communications Framework and the past success of regional communications efforts and provide an outline for the communication and outreach activities of the WRSC that lead to greater understanding, acceptance and alignment of the Cohesive Strategy with organizational missions and goals. This plan will be implemented as outlined below throughout 2015. A Communications Framework to support the Cohesive Strategy at the national level was published in April 2014 to provide communication guidance and support to agencies, organizations, stakeholders, and interested individuals involved in implementing and institutionalizing the Cohesive Strategy. National communication objectives for institutionalizing the vision, goals and national direction from the Cohesive Strategy include:

• Increase knowledge of the goals, guiding principles, core values and national priorities in fire and land management organizations and expand other stakeholder knowledge and understanding;

• Improve stakeholder and public knowledge of wildland fire fundamentals;

• Mobilize higher education and extension resources to provide opportunities for stakeholders to improve their collaboration knowledge and skills;

• Improve and expand communication between scientists, program managers, specialists, and stakeholders implementing the Cohesive Strategy to ensure that the best science and proven professional practices are used;

• Promote evidence and local knowledge-based wildland fire prevention communications and education;

• Encourage and support a continuous, rolling and collaborative dialog among stakeholders and across regions to enhance shared understanding, roles, mutual trust and willingness to pool resources and take joint actions.

As a subcommittee of the Wildland Fire Leadership Council, the WRSC regularly reports to and interacts with members of the WFLC and its National Strategic Committee (NSC). Continuous dialogue at this level is critical to the continuity and consistency with the national implementation efforts and communications strategies. The WRSC also regularly networks with the Northeast and Southeast Regional Strategy Committees to align with implementation and communications efforts that cross geographical boundaries and landscapes. This WRSC Strategic Communications Plan details the specific strategies and tactics to further those efforts on a regional and local scale. This plan includes communications and outreach work to be conducted throughout 2015 by the WRSC Coordinator and WRSC members, including Senior Regional Leadership members and Western Collaborative Advisory Team (WCAT) members, and partners to advance key messages about the philosophy of the Cohesive Strategy leading to meaningful progress towards Resilient Landscapes, Fire Adapted Communities and Safe & Effective Wildfire Response. This document is intended to be a living tool to support the Cohesive Strategy implementation efforts of the WRSC.

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Overall success is shaped by the quality of the WRSC’s communication efforts and stakeholder involvement. Effective communication and outreach are the essential ingredients to achieving success at every level of implementation across the West. WRSC communication is strategic, proactive and continuous.

STRATEGIC COMMUNICATIONS PLANNING “Strategic Communications” means using organizational communications to create, strengthen or preserve, among key audiences, opinions favorable to achieve organizational goals. The purpose of strategic communications planning is to define strategic, actionable goals, and an implementation approach, to guide communicators and others in designing, preparing and executing strategic communications. A strategic communications plan will:

• Reflect the culture of its organization and its style of communication,

• Facilitate the prioritization and implementation of strategic communication programs and actionable goals,

• Define substantive and operational communication approaches and the resources available to implement them.

SITUATIONAL ANALYSIS The WRSC is well positioned to contribute to emerging and existing collaborative efforts across the West and nationally within agencies, Tribes and other land management interested organizations. This is due in part to the WRSC membership, which is diverse in knowledge and expertise and has broad outreach potential and spans of influence within a variety of networks and organizations. These efforts are coming about as a result of collaborative leadership and in response to science-based information about threats to natural resources and emerging strategies to abate these threats. Collaboration and engagement of all stakeholders will allow for and lead to a greater understanding and acceptance of risk, the prioritized investment of resources and a greater collective investment in reducing wildfire risk, and maintaining that reduction. The WRSC’s alignment with these efforts will afford helpful opportunities to communicate about the value of collaboration and alignment with the Cohesive Strategy. The WRSC organization now focuses directly on implementation across agency and landscape boundaries by utilizing existing networks and systems as the vehicles by which the Cohesive Strategy is demonstrated, proven and implemented. Utilizing the Senior Regional Leadership component of the WRSC, we will take advantage of high-level agency and organizational leaders with broad spans of influence and existing systems to foster communications, relationship building and partner engagement to:

• Support regional activities that lead to achievement of the three goals,


• Create and foster collaborative environments,

• Identify and facilitate removal of barriers, and

• Emphasize and share best practices that will reduce overall risk on the landscape, across boundaries.

These will be accomplished by the actions and communications of senior level leaders and other WRSC members across the region, within their own agencies and organizations. This level of support and facilitation will be critical to implementation of the Cohesive Strategy across the West. VISION STATEMENT & GUIDING PRINCIPLES Vision Statement

Through effective communications, the WRSC is committed to excellence in both its internal and external communications – adapting to rapid changes in communication practices, emerging media and technologies while reviewing messages and audiences in variable communication contexts – to achieve greater understanding, acceptance and alignment of the Cohesive Strategy with organizational missions and goals. Guiding Principles

• We embrace the responsibility to communicate effectively with stakeholders.

• We provide timely, accurate, and complete information to stakeholders.

• We standardize the form and appearance of our communications so stakeholders can easily recognize our messages and information.

• We strive to deliver consistent messages based on current information and best science.

• We continually identify and refine key messages to share about achieving Resilient Landscapes, Fire Adapted Communities and Safe & Effective Wildland Fire Response.

• We utilize a variety of methods to communicate messages to reach the maximum audience.

• We focus our time and resources on the most effective methods of communication that can be provided directly by the WRSC Coordinator, WRSC members and partners.

• We continue to seek new opportunities and tools to communicate with our stakeholders. WRSC COMMUNICATION GOALS Educate and inform stakeholders about the importance of Resilient Landscapes, Fire Adapted Communities and Safe & Effective Wildland Fire Response and how collaborative efforts can address and resolve western fire issues, including the socio-economic and ecological benefits and impacts of fire. Inform and educate stakeholders about wildland fire and how agencies and organizations are

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working together through collaborative efforts to reduce the impacts of wildfires on landscapes and communities. Create a body of information that can be utilized by anyone to disseminate useful information about Resilient Landscapes, Fire Adapted Communities and Safe & Effective Wildland Fire Response based on collaboration and best science. DESIRED OUTCOMES Although we will measure the specific actions in Table 2 as achievement under this Plan, it is difficult to measure the effectiveness of a communications strategy when the core outcomes are changes in behaviors and attitudes. That said, the implementation of this strategic communication plan will contribute to the following outcomes:

• Agencies, organizations and stakeholders will understand the Cohesive Strategy as a whole and continue to support Resilient Landscapes, Fire Adapted Communities and Safe & Effective Wildland Fire Response.

• The numbers of stakeholders actively engaged in making progress towards Resilient Landscapes, Fire Adapted Communities and Safe & Effective Wildland Fire Response will increase.

• Regional and local stakeholders will serve as advocates of the Cohesive Strategy.

• The number of positive discussions, articles and media mentions about the Cohesive Strategy will increase.

• The number of collaborative projects to reduce wildfire risk will increase.

• Public information and public education campaigns will seek to: o Increase awareness of fire’s role in wildland ecosystems and its contribution to the

many benefits wildland ecosystems provide. o Encourage communities to adapt to wildfire in their environments to live safely and

successfully with fire. o Encourage the broadening of organizational missions to include and improve fire

education, fire prevention, hazard mitigation, community engagement, and other wildland fire and land management approaches.

o Increase open, two-way communication externally and internally. o Deliver strong and consistent messages that reinforce and reflect the goals of the

Cohesive Strategy. o Generate opportunities for stakeholders to tell their stories rather than rely

exclusively on others to interpret their actions, issues and decisions.


CURRENT STRATEGIES & ACTIONS The Western Regional Action Plan directs us to identify and develop community collaborative information needs. Target stakeholders have been identified for specific messaging needs. While not exhaustive, this list illustrates the types of individuals and groups to consider as messages are created and organized for dissemination. These are organized into three categories as shown in Table 1. Table 1. Generalized Target Stakeholder Audiences for Messaging

Public Land Managers &

Grantors (State, federal, regional)

Organizing Groups &

Standards/Codes (Administrators and NGOs)

Neighborhood/Community

Groups & individuals (Local)

State Forestry agencies, National Association of State Foresters, Council of Western State Foresters

Municipal – cities, managers, Firewise & similar prevention and preparation groups

Federal: Forest Service, US Fire Administration, Bureau of Land Management, National Park Service, Fish & Wildlife Service, Bureau of Indian Affairs, Western Forestry Leadership Council

Counties – Commissioners, Supervisors, Administrators, etc.

FireSafe Councils and local coalitions

Regional land management Community Development Planners & their professional organizations General public

Tribes Developers & their professional organizations

Teachers, University Extension offices

Governors

Regional groups, The Nature Conservancy, Prescribed Fire Councils, Fire Learning Network, non-governmental organizations, etc.

Home Owners’ Associations, Road Districts and other organized (or not-already-organized) groups

State Emergency Management Divisions and FEMA

Collaborative Forest Landscape Restoration Project groups and other Forest Collaboratives

Fire Adapted Communities Learning Network Hubs

Fire Departments & professional organizations

Insurance Industry

International Association of Wildland Fire, National Association of Counties, Western Governors’ Association, National Wildfire Coordinating Group, regional Coordinating Groups, University Extensions

The Public Land Managers & Grantors Group represents those who are likely to know that fire is essential to fire adapted ecosystems, and may need information about the overall

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philosophy of the Cohesive Strategy and how partners are working together to increase cooperation and maximize the impact of limited dollars for mitigation and restoration. The Organizing & Standards/Codes Group represents those who benefit from the same type of information described above, but have greater interaction with the public and may require more familiarity with resources to act as conveners to address fire related issues. The Neighborhood/Community & Individual Group includes those closest to the landscape that can benefit from specific mitigation and prevention information geared to individuals and residential properties.

This table will assist the WRSC to continue to develop key messages appropriate for each of the target stakeholder groups. Effective communication can be tailored to the interests and needs of different audiences. There are multiple successful examples of robust communications activities that have been established since the release of the Western Regional Action Plan in April 2013. The current Communications Toolbox includes the following:

• WRSC Meetings – Through monthly strategy conference calls, individual meetings with the Coordinator and task group calls, partners receive information/make decisions about the regional effort and are expected to carry this dialogue forward to their specific agencies and organizations for further dissemination.

• Speaking Opportunities – Individual presentations made by the Coordinator, the Co-Chairs,

members and partners. As these presentations occur, a library of materials is archived for future speakers’ use.

• Key Messages – Ongoing informal analysis of known and potential audiences to determine and

adapt key messages for strategic communication – tiered to the challenges and strategies outlined in the National Strategy.

• Newsletters – The WRSC electronic newsletter was established in July 2013 and is published twice

per month during fire season and once per month through the winter. Stories highlight specific examples of success relating to the Western Regional Action Plan, to encourage collaborative behaviors across the West. An archive of past newsletters is kept at http://westerncohesivestrategynewsarchive.blogspot.com.

• Regional Website - http://westerncohesivefirestrategy.blogspot.com was established in June 2014

to share stories and information related to Cohesive Strategy implementation on a frequent, informal basis. The site also serves as a discussion site for members and stakeholders. The site is a Web 2.0 interactive site that allows users to comment on stories and post items of interest to the group. All communications drive users to this site.

• National Website – The main website for the national Cohesive Strategy effort is

www.forestsandrangelands.gov. This website hosts several Forest Service initiatives, of which the Cohesive Strategy is just one. It includes the National Cohesive Strategy page with supporting pages for success stories, foundational documents, and regional efforts. The National Website is not interactive, but it hosts a wealth of information relating to the goals and development of the Cohesive Strategy.


• Western Region Page on National Website – The West has a dedicated page above at:

http://www.forestsandrangelands.gov/strategy/Regional_Strategy_Committees/West/index.shtml. This page features recent and archived newsletters, a newsfeed function for breaking news, and links to Western Cohesive Strategy documents.

• Brochures – The Western Cohesive Wildland Fire Strategy brochure is available for download and

printing from the Western Regional website above. A National Cohesive Wildland Fire Management Strategy brochure is also available on the Communications Tools page of the national website. These brochures complement each other and are appropriate for groups and individuals seeking historical and general information about the Cohesive Strategy effort.

• Social Media – The Facebook and Twitter accounts represent the national effort, with all regions

contributing information and posts. They represent Web 2.0 interactive sites on social media, which enable interaction and the quick dissemination of messages.

• Digital Library – The digital library is a growing file, currently located at

http://westerncohesivefirestrategy.blogspot.com where viewers can retrieve collections of success stories, communications materials, presentation materials, helpful guides, etc. The library also links to other resources including Fire Adapted Communities, Ready, Set, Go! and Firewise websites.

• E-Mail Lists – Several mailing lists exist with thousands of addresses for the Western Region and

are utilized for all communications not specific to WRSC membership. The lists grow as new stakeholders engage. The newsletter has a separate mailing list of over 660 people who have voluntarily signed up to receive it.

STRATEGIES AND ACTIONS 2015 The WRSC recognizes the depth and importance of communications as the foundation of the collaborative process and achieving Resilient Landscapes, Fire Adapted Communities and Safe & Effective Wildland Fire Response. The WRSC has achieved great progress to date and will continue its communications efforts to meet the current and future needs and expectations of its membership, stakeholders and partners to implement the Cohesive Strategy and achieve its three goals of Resilient Landscapes, Fire Adapted Communities and Safe & Effective Wildland Fire Response. The WRSC acknowledges that successful communications is dependent on the contributions of all its members. The WRSC Coordinator will be the primary lead for communications efforts and may utilize an ad-hoc task group or contract with an appropriate communications and marketing professional to carry out actions. Resources to implement this Strategic Communications Plan are currently provided through a grant from the US Forest Service through 2015. To meet the WRSC Communications Goals on page 4, this plan focuses on three areas:

1. Communications Consistency 2. Stakeholder and partner engagement

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3. Technology Communications Consistency

Ensure consistency in all communications and key messaging, internally and externally in a timely, accurate and proactive manner.

• Continue to conduct ongoing informal analysis of known and potential audiences to create and adapt appropriate messages for internal agency and organizational use as well as external use.

• Keep consistent “look and feel” throughout all current and future dissemination methods to promote recognition of the Cohesive Strategy and collaborative efforts to achieve the three goals.

• Share progress and accomplishments towards the three goals. Stakeholder and Partner Engagement

Increase stakeholder and partner engagement in efforts that support Resilient Landscapes, Fire Adapted Communities and Safe & Effective Wildland Fire Response.

• Develop relationships with partners and stakeholders through face-to-face interactions. o Through Leadership and/or Coordinator attendance, presentations and networking

at educational conferences, organizational meetings and other opportunities.

• Enrich internal agency and organizational communications about the Cohesive Strategy and the value of programmatic and strategic alignment.

• Maximize and leverage campaigns by partners to strengthen messages across agencies and organizations where possible.

Technology

Utilize multiple technologies (current and future identified) to enhance the delivery of all communications.

• Utilize all current and future identified dissemination methods including: o WRSC meetings o Speaking opportunities o Face-to-face opportunities o Key messages and success stories o Newsletters o Web channel (blog) o Websites o Guest posting or blogging on other’s sites/blogs o Brochures & other collateral materials o Social media o Digital library o E-mail distribution


• Research and implement new technologies to increase accessibility and viewership of

communications messaging. Specifically, the WRSC Coordinator will facilitate the following: Table 2. Measurable Communications Actions

Communication Activity Dates Update WRSC on communications info for dissemination through member/partner networks and activities to date.

At monthly WRSC meetings and/or through email distribution to membership if monthly meeting is canceled.

Speaking and face-to-face opportunities - attend, network and present/share appropriate key messages and success stories at various speaking opportunities (known & future identified).

Such as: • Wildland Urban Interface Conf March 23-24 • Int’l Assoc Wildland Fire Safety Summit April 20-24 • Nat’l Assoc of Counties Western and National meetings May

20-22 and July 10-13 • Backyards & Beyond Conference Oct 22-24 • Education during specific fires – for Incident Management

Teams or local collaboratives. • ITC Symposium • Other future identified opportunities

Share/present key messages and success stories at partner meetings.

• Bureau of Land Management Fire Leadership Team Meetings Spring and Fall

• Council of Western State Foresters and Western Forestry Leadership Coalition annual meetings May 13-14

• Western Rx Fire Council meetings • Fire Adapted Community Learning Network and Fire Learning

Network meetings • Other future identified opportunities.

Informally assess communications needs from audience groups and develop key messages utilizing Table 1.

By April 30, 2015

Create and distribute Newsletters. Archive Newsletters on Website.

Once per month in Jan, Feb, Mar, Apr, May, Nov, Dec. Twice per month Jun, July, Aug, Sept, Oct.

Regularly update WRSC Website, tie all media to this site. At least twice per week.

Update Social Media Provide updates to Facebook and Twitter feeds at least weekly, that drive clicks back to website.

Provide national website with current information from WRSC. At least monthly.

Provide partner organizations with guest articles, info and success stories for their websites, blogs and magazines.

As requested. Pursue and provide at least three articles by November 30, 2015.

Maintain digital library – provide western materials to national website and include on WRSC Website archive.

As published.

Develop/update and publish/print various collateral materials.

• Update WRSC brochure and print 500 copies when current supply is exhausted.

• Develop and produce coordinating collateral materials for WRSC face-to-face meetings, March & November.

• Develop and produce future identified collateral materials as needed.

Maintain email lists and use to forward information. At least weekly.

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The WRSC Coordinator will also facilitate the monitoring of the effectiveness of these strategies, activities and actions by tracking articles and publications with mentions of Cohesive Strategy behaviors, as well as the tone of these mentions, and if there is evidence, whether they have led to positive changes in relevant behaviors and attitudes across the West. This information will be compiled and discussed within the WRSC quarterly for any adaptations to the Communications Strategies and included in the 2015 Annual Report. CONCLUSION Effective communications is the key to the successful implementation of the Cohesive Strategy. The Federal Land Assistance and Management and Enhancement Act of 2009 (FLAME Act) called for the National Cohesive Wildland Fire Management Strategy and it was finalized and delivered to Congress in April 2014. What we as agencies, organizations, Tribes, communities and individuals do with the Cohesive Strategy is completely dependent upon our efforts to communicate the philosophy and benefits of collaborative efforts based on sound science in making meaningful progress towards Resilient Landscapes, Fire Adapted Communities and Safe & Effective Wildfire Response. That said, the task before us in the WRSC is to be the enabling vehicle by which those stakeholders in the West become educated about the Cohesive Strategy and take action within their own spans of influence that leads to greater understanding and acceptance of risk, the prioritized investment of resources and a greater collective investment in reducing wildfire risk.

Effective Communications = Implementation of the Cohesive Strategy

Strategic Communications Plan March 2015

Documents

Transcript of Strategic Communications Plan March 2015