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Alliance for Nonprofit Excellence Training 5.4.10 Strategic Communications for Nonprofits
- 1. Jennifer Leigh Nonprofit Communications Director and Consultant Providence, RI [email_address] 401-595-9885 Strategic Communications 101
- 4. Planning your work and working your plan
- 15. Writing a Communications Plan
- 43. Branding
- 49. Tools to work with the Media
- 100. Values Level One Theme: Big idea Level Two Theme: More detailed issues Level Three Theme: Specifics As advocates, we are on level 3, but general public is usually on Level 1!
- 126. Social Media: To Tweet or Not to Tweet?
- 131. So many sites...
- 134. Facebook: Anatomy of the NEWSFEED
- 135. Facebook: Anatomy of the NEWSFEED NEWSFEED FACEBOOK ADS FRIEND SUGGESTIONS: YOUR DASHBOARD SEARCH BAR: EDIT PROFILE VIEW PROFILE, ACCOUNT SETTINGS REQUESTS: EVENTS CHAT CHAT FRIEND REQUESTS, MESSAGES, NOTIFICATIONS NEWSFEED VIEWS STATUS UPDATE
- 136. Facebook: Anatomy of the NEWSFEED YOUR DASHBOARD
- 137. Facebook: Anatomy of the NEWSFEED REQUESTS: sent from friends
- 138. Facebook: Anatomy of the NEWSFEED FACEBOOK ADS FRIEND SUGGESTIONS: generated by Facebook EVENTS CHAT
- 139. Facebook: Anatomy of the NEWSFEED NEWSFEED Show your friend’s photos, who they are friends with, interactions between your friends, and who “like” and comments on their status updates NEWSFEED VIEWS STATUS UPDATE
- 140. Facebook: Anatomy of the NEWSFEED NEWSFEED NEWSFEED VIEWS STATUS UPDATE NEWSFEED Also shows posts from the organizations you “like” as well as re-posts from friends.
- 141. Facebook: Anatomy of the PAGE
- 142. Facebook: Anatomy of the PAGE STATUS UPDATE NEWSFEED YOUR ORGS PHOTO EDIT YOUR PAGE PEOPLE THAT “LIKE” YOUR ORG INSIGHTS INTO HOW YOUR PAGE IS DOING TABS
- 143. Facebook: Anatomy of the PAGE YOUR ORGS PROFILE PICTURE EDIT YOUR PAGE SUGGEST TO FRIENDS
- 144. Facebook: Anatomy of the PAGE PEOPLE THAT “LIKE” YOUR ORG INSIGHTS INTO HOW YOUR PAGE IS DOING
- 145. Facebook: Anatomy of the PAGE: The Wall
- 146. Facebook: Anatomy of the PAGE
- 147. Facebook: Anatomy of the PAGE
- 148. Facebook: Creating your page
- 149. Facebook: Best in Class
- 152. Twitter: Anatomy of the FEED Strategic Communications © Jeffreys and Ryan
- 153. Twitter: Anatomy of the FEED
- 154. Twitter: Anatomy of the FEED: Timeline HANDLE REPLY OR“AT”ING SHORT URL RETWEETING
- 155. Twitter: Anatomy of the FEED
- 156. Twitter: Anatomy of the FEED
- 157. Twitter: Anatomy of the FEED
- 158. Twitter: Best in Class
Editor's Notes
- If group is small enough (25 or less) you can go around the room and have each person respond to the 3 points If group is larger than 25, everyone to quickly go around and say their name and organization then divide folks into pairs, have them share with each other their hopes and expectations. then bring everyone back and popcorn the hopes/expectations Do the “Communication is key” exercise Key point: we are all communicators and communications is crucial in all the work we do
- Review the companion agenda with the goals on this slide
- Group activity–popcorn the ideas, write ideas up on the flipchart
- Ask participants: given all the reasons that we just said that PR is crucial, then why don’t we devote more of our time, money and resources to it? Popcorn the ideas–write up on the flipchart
- Points to make: • we have ignored the arena of communications at our own peril • communications is an arena that we have not adequately tackled in our movement • we have focused on the important arenas of services, legislation and policy and now we have to tackle this arena
- Point: the dv movement has often overlooked the importance of communications to all the other arenas of work we need to do to serve victims
- In order to meet your mission, you need to be strategic about you communication Chart shows interpersonal communication (calls, fliers, email) and mass communication (bus, billboard, tv/radio ads)
- Number 1 rule: when the media calls, DON”T just start talking, ever!
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- Energy in/energy out exercise Key point of that exercise: energy in equals energy out. You can ﾕ t expect to be happy with how the media covers the issue of domestic violence if your organization does not devote any time, money or resources to the communications arena. Assessment: not to make you feel bad about what you aren’t doing Rather, see it as a blueprint of what you need to work on Communications is hard work!!!
- These are the core building blocks in building PR as an arena
- How many of you have a communication plan? How many have a yearly media plan?
- Use and record an example from the audience of a program goal
- For both short term or long term planning you need to identify: Goals Audiences Messages Tactics to reach your audience Evaluation
- Key point: we have to deal with the reality that when you leave this training you are not going back to an organization that all a sudden has money and staff time to devote to communications. Given that reality, brainstorm on what you can do, given the reality of your organization What can you do different? What can you do to shift resources? How can you free up some time?? Write ideas up on flipchart–feedback from group
- Now we are going to learn how to write a communication plan PR firms charge between $5,000 - $10,000 to write communications plan. Save your money!! You are going to learn how to do it yourself.
- The first step is to determine the process Who is going to be responsible for the overall process and product? Divide group into groups of 4-5 to respond to the question of “what is your first step upon returning to your organization to begin this process?”
- Goals are usually spelled out in your organization’s strategic plan If you don’t have a strategic plan, ask “what do we want to achieve?” Using the worksheet, each participant to list some of the goals of their organization (participants should work with others from their organization) Pick one of your goals Share with your group–each group to share with the larger group
- Audiences are not just outside your organization. Remember your staff, your Board and other internal audiences Participants to pull out audience worksheet and brainstorm on all the audiences they need to reach out to in order to meet the goal they have identified
- For example, teen campaign. When RICADV wanted to do a campaign aimed to teens they did focus groups. Found out that teens don’t relate to the term “domestic violence,” so instead they used the slogan “dating violence.” Good thing they tested the message–otherwise they would have created materials with a message that didn’t work for the audience they were targeting!!
- Direct tactics such as phone calls, fliers, emails, etc. Mass media such as billboard ads, bus ads, tv or radio ads
- Prioritize tactics, be realistic (time & resources), select tactics that someone in the organization has the time to do
- Ask the group to brainstorm on other tactics for reaching rural victims
- There are many ways to evaluate–from the more formal (evaluators) to informal methods (focus groups, surveys)
- Ask the group to brainstorm on other tactics for reaching rural victims
- A key to developing a communication plan that is a working, living document is to involve those staff members that are doing the program work. This is their communication plan, therefore the PR staff member can not develop this plan in a vacuum. Also, have to develop a way to make the plan be reviewed, worked on–there must be accountability to the tasks chosen
- These are the key principles to your communications work
- These are the key principles to your communications work
- These are the key principles to your communications work
- These are the key principles to your communications work
- These are the key principles to your communications work
- These are the key principles to your communications work
- These are the key principles to your communications work
- These are the key principles to your communications work
- Media caucus helps us get our ideas across. Helps to control the interview. Keeps our message clear. Opens up a relationship with the journalists.
- Number 1 rule: when the media calls, DON”T just start talking, ever!
- Ask the group these questions, allow participants to answer and discuss their experience with using a Request for Coverage/Media Advisory
- Examples of creative advisories: We sent lifesavers for our Donate-a-Phone press conference announcing the number of phones we had collected. The advisory stated, “Thanks for being a lifesaver,” and we attached a packet of lifesavers. For our Mother’s Day rally advisory we attached a heart shaped cookie that said, “I love my mom.” For the groundbreaking of one of our member agencies new building we sent a construction lego man with the name of the agency on his chest.
- Pull out the sample Request for Coverage/Media Advisory - What do you notice about it?
- The Request for Coverage/Media Advisory goes to the Assignment Editor or News Director Timing: about 2 to 3 days prior to the event. For a weekly newspaper you can send a week ahead of time Group to brainstorm on how they would use the Request for Coverage/Media Advisory Call backs are CRUCIAL!!
- Ask the group these questions, allow participants to answer and discuss their experience with using a press release
- The press release is your chance to tell the story from your organization’s perspective
- Pull out the sample press release What do you notice about it? How does it differ from an advisory or PSA? Questions?
- The Press Release goes to the Assignment Editor or News Director Timing: Given at the event, press conference, lobby day, rally, etc. Sent to those media outlets that don’t attend the press event Group to brainstorm on how they would use the Press Release Follow up with the reporters is crucial. You want to talk with them about the press release to reiterate your points, make sure they understand the story, find out if they need to talk with any of your sources quoted, etc.
- Ask the group these questions, allow participants to answer and discuss their experience with using a Letter to the Editor
- It is exactly what it is called, a letter to the editor of a newspaper
- Pull out the sample Letter to the Editor What do you notice about it? Questions?
- The Letter to the Editor goes to the Editorial Board or Letter to the Editor Department The newspaper will list its requirements in the paper in the Letter to Editor section Timing: ASAP, Letters to the Editors need to be a quick response to a story or event reported in the news Group to brainstorm on how they will use the Letter to the Editor Follow up with the reporters is crucial. You want to talk with them about the press statement to reiterate your points, make sure they understand the story, find out if they need to talk with your spokesperson
- Ask the group these questions, allow participants to answer and discuss their experience with using an Op-Ed
- It is worth checking in with the paper to see if they will accept your Op-Ed before you can to all the trouble of writing one
- The Op-Ed goes to the Editorial Board The newspaper will list its requirements in the paper or you can call the Editorial Board staff to ask for the requirements Timing: Op-Eds should be written in a timely manner to correspond with a news event or news story that your organization wants to comment on Group to brainstorm on how they will use the Op-Ed Follow up with the reporters is crucial. You want to talk with them about the press statement to reiterate your points, make sure they understand the story, find out if they need to talk with your spokesperson
- The Op-Ed goes to the Editorial Board The newspaper will list its requirements in the paper or you can call the Editorial Board staff to ask for the requirements Timing: Op-Eds should be written in a timely manner to correspond with a news event or news story that your organization wants to comment on Group to brainstorm on how they will use the Op-Ed Follow up with the reporters is crucial. You want to talk with them about the press statement to reiterate your points, make sure they understand the story, find out if they need to talk with your spokesperson
- The Op-Ed goes to the Editorial Board The newspaper will list its requirements in the paper or you can call the Editorial Board staff to ask for the requirements Timing: Op-Eds should be written in a timely manner to correspond with a news event or news story that your organization wants to comment on Group to brainstorm on how they will use the Op-Ed Follow up with the reporters is crucial. You want to talk with them about the press statement to reiterate your points, make sure they understand the story, find out if they need to talk with your spokesperson
- Key points to remember
- Let’s talk about each of these pieces Let’s start with what makes a story newsworthy - ask the group to brainstorm on what makes a story newsworthy - popcorn the answers
- Need source for quote from Jackie
- Review what makes a story newsworthy
- Exercise: DVAM campaign, a murder, a feature story. Give pairs one of each of these – and figure out how to make it newsworthy
- Using the worksheet, each participant to brainstorm on possible messages to their desired audience Share with your group–each group to share with the larger group
- Using the worksheet, each participant to brainstorm on possible messages to their desired audience Share with your group–each group to share with the larger group
- Ask participants to pull out the “Rats Bite” exercise–have three different participants each read one of the stories After they have all been read ask for each story, who is to blame? How might the issue be resolved?
- Show the video clip from RICADV’s Homicide Bill press conference or from another case example
- Key points to remember
- Review the steps to a successful pitch
- Review the steps to a successful pitch
- It is quite simply a tool we use to prepare ourselves–our message and our spokespeople
- If you don’t say it they won’t print it!
- A media caucus is used in both proactive media work and reactive media work
- What is the angle of the reporter? Start framing your message on the phone. Find out what their deadline is. Let them know your spokesperson will get back to them ASAP Who else have you spoken with?-tells you how the story may be shaped
- Give an example of when you have done this and how it helped with the framing of the story Rhode Island example–Kimberly Gavin
- Provide a caucus example, explain how and why it worked
- Can’t emphasize this enough–practice is the key to getting good at answering the questions from the reporter
- What is the key point you want to make? Instruct groups, slide by slide. After the groups have worked for 15 minutes, give them a 10 minute warning After 5 more minutes, give them a 5 minute warning Then do the practice interviews in front of the whole group
- Evaluation - Learn the reporter’s style, bias, interpretation of your message.
- Learn the reporter’s style of asking questions… how do they interpret what you say. Get to know the various reporters and their “style”
- Learn the reporter’s style of asking questions… how do they interpret what you say. Get to know the various reporters and their “style”
- Group activity–popcorn the ideas, write ideas up on the flipchart
- Ask participants: given all the reasons that we just said that PR is crucial, then why don’t we devote more of our time, money and resources to it? Popcorn the ideas–write up on the flipchart
- Point: the dv movement has often overlooked the importance of communications to all the other arenas of work we need to do to serve victims
- Point: the dv movement has often overlooked the importance of communications to all the other arenas of work we need to do to serve victims
- Point: the dv movement has often overlooked the importance of communications to all the other arenas of work we need to do to serve victims
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- Number 1 rule: when the media calls, DON”T just start talking, ever!
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications
- These are the important points in building a strategic approach to communications within your organization Key point: this takes time. 7 year rule–it takes 5-7 years to institutionalize within an organization the ability to employ a strategic approach to communications