This document outlines how to write an effective communications strategy. A communications strategy is a written plan that collaboratively identifies objectives, audiences, messages, activities, timing, resources and risks. It provides a reference to measure progress and success. Key elements of a strategy include research, a mission and vision statement, SMART objectives, categorizing audiences, crafting tailored messages, selecting appropriate channels, creating a timeline, allocating resources, mitigating risks, and evaluating outcomes. The strategy should be reviewed annually and lessons learned incorporated into future strategies.
This document provides guidance on securing funding and resources for migrant community mediation projects. It discusses performing a self-analysis and SWOT analysis to identify needs, strengths, weaknesses, opportunities, and threats. It also covers identifying potential funding sources like institutions and public calls, understanding funder rules and criteria. The document outlines typical elements of a project proposal including problem statement, objectives, activities, budget, sustainability, and evaluation plans. It emphasizes using evidence to demonstrate need, focusing on impact, and pitching the project to potential funders.
The document outlines the agenda and activities for a CashBack portfolio day meeting. The agenda includes welcome and introductions, summaries of evaluation meetings with CashBack partners, refining the program's logic model and evaluation framework, discussions on communications and sustainability, and a question and answer session. Three priority areas - impact and evaluation, communications, and sustainability - will be the focus of discussions. [END SUMMARY]
Improving the effectiveness of communications webinar
APM People Specific Interest Group, Stakeholder Engagement Focus Group (APM SEFG People SIG)
Tuesday 11 July 2017
presented by James Francis
hosted by Fran Bodley-Scott
The document discusses key topics from a breakout session on audiences for cultural heritage organizations:
- Whether audiences are common across sectors, which should be prioritized, and how to increase audience share. It is noted that audiences are related to context.
- The importance of showing impact and reaching target audiences, though audiences are often local to each organization.
- How the concept of audience could affect a proposed framework, such as separating similar audiences into different content types.
- Challenges in moving from current measurable audiences to potential new audiences and expanding the existing audience base.
Planning for impact: Basic communication strategiesODI_Webmaster
This presentation from Jeff Knezovich of the Overseas Development Institute was given at a workshop held on research packaging at ESRF in Tanzania in August 2008. It was prepared for the Micro-level Perspectives of Growth project currently being undertaken by the University of Dar es Salaam Department of Economics. More information on the project can be found at http://www.esrftz.org/mlpg
Berthold Schoene - RCR Talk March 2017MIRIADonline
Documentation from the ECR Group Meeting on the 1st March 2017 (Faculty of Arts & Humanities Graduate School, Manchester Metropolitan University).
Professor Berthold Schoene, Faculty Head of Research and Knowledge Exchange
“The Omnitasking Academic” and “Academic Careers Talk”
Professor Berthold Schoene provides an insightful look into what it takes to be a successful academic – publishing, bidding, conferences, public engagement, higher education politics and more – while also providing a clear overview of trajectories for academic career progression at Manchester Met, the chief criteria for promotion to Reader and Professor, career planning, as well as the institutional support that is currently available for career development.
More details at the ECR Group website - http://ecr.harts.online/
This document provides guidance on securing funding and resources for migrant community mediation projects. It discusses performing a self-analysis and SWOT analysis to identify needs, strengths, weaknesses, opportunities, and threats. It also covers identifying potential funding sources like institutions and public calls, understanding funder rules and criteria. The document outlines typical elements of a project proposal including problem statement, objectives, activities, budget, sustainability, and evaluation plans. It emphasizes using evidence to demonstrate need, focusing on impact, and pitching the project to potential funders.
The document outlines the agenda and activities for a CashBack portfolio day meeting. The agenda includes welcome and introductions, summaries of evaluation meetings with CashBack partners, refining the program's logic model and evaluation framework, discussions on communications and sustainability, and a question and answer session. Three priority areas - impact and evaluation, communications, and sustainability - will be the focus of discussions. [END SUMMARY]
Improving the effectiveness of communications webinar
APM People Specific Interest Group, Stakeholder Engagement Focus Group (APM SEFG People SIG)
Tuesday 11 July 2017
presented by James Francis
hosted by Fran Bodley-Scott
The document discusses key topics from a breakout session on audiences for cultural heritage organizations:
- Whether audiences are common across sectors, which should be prioritized, and how to increase audience share. It is noted that audiences are related to context.
- The importance of showing impact and reaching target audiences, though audiences are often local to each organization.
- How the concept of audience could affect a proposed framework, such as separating similar audiences into different content types.
- Challenges in moving from current measurable audiences to potential new audiences and expanding the existing audience base.
Planning for impact: Basic communication strategiesODI_Webmaster
This presentation from Jeff Knezovich of the Overseas Development Institute was given at a workshop held on research packaging at ESRF in Tanzania in August 2008. It was prepared for the Micro-level Perspectives of Growth project currently being undertaken by the University of Dar es Salaam Department of Economics. More information on the project can be found at http://www.esrftz.org/mlpg
Berthold Schoene - RCR Talk March 2017MIRIADonline
Documentation from the ECR Group Meeting on the 1st March 2017 (Faculty of Arts & Humanities Graduate School, Manchester Metropolitan University).
Professor Berthold Schoene, Faculty Head of Research and Knowledge Exchange
“The Omnitasking Academic” and “Academic Careers Talk”
Professor Berthold Schoene provides an insightful look into what it takes to be a successful academic – publishing, bidding, conferences, public engagement, higher education politics and more – while also providing a clear overview of trajectories for academic career progression at Manchester Met, the chief criteria for promotion to Reader and Professor, career planning, as well as the institutional support that is currently available for career development.
More details at the ECR Group website - http://ecr.harts.online/
Public engagement with postgraduate research june 2013VreckaScott
This document discusses public engagement with postgraduate research. It begins by introducing a project aimed at embedding public engagement within the research culture of the Open University. It then discusses the concept of scholarship of engagement and different types of thinking around public engagement. The rest of the document focuses on planning public engagement activities, the current UK agenda around public engagement, and considerations for career development and practical planning regarding public engagement.
This document provides guidance on writing impact statements for grant applications. It discusses funder expectations around impact, defining impact, knowledge exchange activities, identifying potential beneficiaries, effective engagement strategies, and tips for developing a credible impact plan. Resources for further assistance are also listed. The overall aim is to help researchers understand how to plan for and communicate potential societal and economic impacts from their work beyond academia.
The document provides guidance on project planning, accessing resources, and funding opportunities for local government projects. It emphasizes the importance of clear aims, objectives, methodology, budget, and evaluation framework. It also recommends identifying targeted funding programs by focusing on their objectives and how the project aligns. Various potential funding sources are listed, and it suggests considering international dimensions, in-country opportunities, and local fundraising to explore creative options in the current climate.
This document discusses the role and process of developing projects from idea to funding. It begins by outlining the role of the Standing Committee Projects to monitor, coordinate, and support projects proposed by BPW regions and provide knowledge and skills. Important areas to promote through projects are identified as new opportunities for women, entrepreneurs, empowerment, inclusion in politics/work, and small/medium enterprises. Critical elements for developing successful projects are identified as networking, partnerships, resources, and promoting women's empowerment principles. The document provides guidance on each stage of developing a project from the initial idea through planning, design, and seeking funding. It emphasizes aligning projects with real needs and justifying financing. Examples of current successful BPW projects from different
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The document summarizes a workshop on building skills to advocate for change using health data. The workshop covered developing advocacy strategies, identifying target audiences, crafting messages, selecting communication channels, and assessing the impact of advocacy efforts. Attendees participated in activities to develop an advocacy strategy and elevator speech for a health issue. The goal was to help participants learn how to use data to directly and indirectly influence decision makers and support policies.
Public Communication in Support of Education DecentralisationSKL International
This document outlines an agenda for a training on public communication to support education decentralization. The goals are to create a positive climate for reforms, equip managers with communication skills, and share experiences. Sessions include setting communication goals, identifying audiences and partners, crafting messages and stories, presentation tips, using new ICT tools, and working with traditional and social media. Participants practice writing press releases and holding a press conference. The training aims to provide managers with skills and plans to effectively communicate proposed education reforms.
This document provides an overview of corporate communication strategies and functions. It discusses assessing communication skills, developing communication strategies, and the main components of corporate communication departments. The key points covered include defining communication goals and policies, analyzing internal and external stakeholders, identifying strategic issues, and developing strategic communication plans and campaigns. It emphasizes that communication should be a two-way process that listens to audiences and provides feedback.
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Strategic planning involves clearly defining problems or opportunities, analyzing relevant elements, developing scenarios, and creatively integrating options. Campaigns can fail due to unclear objectives, misdiagnosing issues, or focusing on tactics over strategy. Strategic planning should follow a process like defining objectives, analyzing the situation, identifying target audiences, developing key messages, and determining implementation and evaluation. Knowledge is crucial for effective strategic planning.
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The document summarizes key points from a workshop on identifying value and benefits in social media. It discusses different social media models and strategies for content creation and distribution. It also covers guidelines for measuring success and managing internal stakeholders. Audience analysis findings from a student survey are presented which could help improve engagement and relationships with prospective and current students.
How to use Kudos to advertise your work.
Accelerating Research Impact
Join a global community of researchers using Kudos to communicate work more effectively and accelerate its positive impact in the world.
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This document outlines details of two successful communication campaigns for not-for-profit organizations: the 11th Hour Campaign for Ovarian Cancer Australia and the Touch of Teal Campaign also for Ovarian Cancer Australia. It discusses the objectives, challenges, rollout, and outcomes of the campaigns which achieved significant increases in media coverage, donations, website traffic, and community awareness through strategic use of public relations, advertising, marketing, and partnerships. Key elements that contributed to the campaigns' success included clear goals and messaging, stakeholder engagement, and measurable outcomes.
The document discusses the study of public relations at a university. It provides an overview of the skills and areas of employment students will gain from the program, including strong writing skills, an understanding of the PR process, and technology mastery. It also outlines the objectives and responsibilities of public relations practitioners, such as distributing information, advising management, and serving as an intermediary between organizations and their publics.
This document provides information about impact and career support for researchers. It discusses the importance of impact in securing government funding for bioscience research. It defines how research councils view impact and provides examples of impact pathways. The document encourages researchers to consider impact from the beginning of their research and describes various types of support available, including fellowships, networking opportunities, and programs to facilitate commercialization.
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Using traditional methods of sharing research results - journals, conference presentations - have done an arguably poor job at true knowledge dissemination, both to other researchers and to those outside the field of study. In this presentation, I shared some tips for, and some examples of, increasing awareness and uptake of research results through social media strategies.
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Public engagement with postgraduate research june 2013VreckaScott
This document discusses public engagement with postgraduate research. It begins by introducing a project aimed at embedding public engagement within the research culture of the Open University. It then discusses the concept of scholarship of engagement and different types of thinking around public engagement. The rest of the document focuses on planning public engagement activities, the current UK agenda around public engagement, and considerations for career development and practical planning regarding public engagement.
This document provides guidance on writing impact statements for grant applications. It discusses funder expectations around impact, defining impact, knowledge exchange activities, identifying potential beneficiaries, effective engagement strategies, and tips for developing a credible impact plan. Resources for further assistance are also listed. The overall aim is to help researchers understand how to plan for and communicate potential societal and economic impacts from their work beyond academia.
The document provides guidance on project planning, accessing resources, and funding opportunities for local government projects. It emphasizes the importance of clear aims, objectives, methodology, budget, and evaluation framework. It also recommends identifying targeted funding programs by focusing on their objectives and how the project aligns. Various potential funding sources are listed, and it suggests considering international dimensions, in-country opportunities, and local fundraising to explore creative options in the current climate.
This document discusses the role and process of developing projects from idea to funding. It begins by outlining the role of the Standing Committee Projects to monitor, coordinate, and support projects proposed by BPW regions and provide knowledge and skills. Important areas to promote through projects are identified as new opportunities for women, entrepreneurs, empowerment, inclusion in politics/work, and small/medium enterprises. Critical elements for developing successful projects are identified as networking, partnerships, resources, and promoting women's empowerment principles. The document provides guidance on each stage of developing a project from the initial idea through planning, design, and seeking funding. It emphasizes aligning projects with real needs and justifying financing. Examples of current successful BPW projects from different
Building Skills to Advocate for Change with Health DataMEASURE Evaluation
The document summarizes a workshop on building skills to advocate for change using health data. The workshop covered developing advocacy strategies, identifying target audiences, crafting messages, selecting communication channels, and assessing the impact of advocacy efforts. Attendees participated in activities to develop an advocacy strategy and elevator speech for a health issue. The goal was to help participants learn how to use data to directly and indirectly influence decision makers and support policies.
Public Communication in Support of Education DecentralisationSKL International
This document outlines an agenda for a training on public communication to support education decentralization. The goals are to create a positive climate for reforms, equip managers with communication skills, and share experiences. Sessions include setting communication goals, identifying audiences and partners, crafting messages and stories, presentation tips, using new ICT tools, and working with traditional and social media. Participants practice writing press releases and holding a press conference. The training aims to provide managers with skills and plans to effectively communicate proposed education reforms.
This document provides an overview of corporate communication strategies and functions. It discusses assessing communication skills, developing communication strategies, and the main components of corporate communication departments. The key points covered include defining communication goals and policies, analyzing internal and external stakeholders, identifying strategic issues, and developing strategic communication plans and campaigns. It emphasizes that communication should be a two-way process that listens to audiences and provides feedback.
This document discusses strategic planning for public relations. It defines strategy as relating ends to means and objectives to resources. Some key points made are:
Strategic planning involves clearly defining problems or opportunities, analyzing relevant elements, developing scenarios, and creatively integrating options. Campaigns can fail due to unclear objectives, misdiagnosing issues, or focusing on tactics over strategy. Strategic planning should follow a process like defining objectives, analyzing the situation, identifying target audiences, developing key messages, and determining implementation and evaluation. Knowledge is crucial for effective strategic planning.
Harnessing the power of social media (for researchers)Kirsten Thompson
The document discusses harnessing social media for research purposes. It provides an overview of current social media usage rates. It then outlines principles and benefits for researchers engaging with social media, such as raising their academic profile and attracting partners. A 7 step process for developing a social media strategy is presented. Finally, the document discusses the University of Leeds' efforts to create social media policies and guidelines to help researchers effectively utilize social media.
The document summarizes key points from a workshop on identifying value and benefits in social media. It discusses different social media models and strategies for content creation and distribution. It also covers guidelines for measuring success and managing internal stakeholders. Audience analysis findings from a student survey are presented which could help improve engagement and relationships with prospective and current students.
How to use Kudos to advertise your work.
Accelerating Research Impact
Join a global community of researchers using Kudos to communicate work more effectively and accelerate its positive impact in the world.
Successfully navigating a communication campaign in the not-for-profit sector...Connecting Up
This document outlines details of two successful communication campaigns for not-for-profit organizations: the 11th Hour Campaign for Ovarian Cancer Australia and the Touch of Teal Campaign also for Ovarian Cancer Australia. It discusses the objectives, challenges, rollout, and outcomes of the campaigns which achieved significant increases in media coverage, donations, website traffic, and community awareness through strategic use of public relations, advertising, marketing, and partnerships. Key elements that contributed to the campaigns' success included clear goals and messaging, stakeholder engagement, and measurable outcomes.
The document discusses the study of public relations at a university. It provides an overview of the skills and areas of employment students will gain from the program, including strong writing skills, an understanding of the PR process, and technology mastery. It also outlines the objectives and responsibilities of public relations practitioners, such as distributing information, advising management, and serving as an intermediary between organizations and their publics.
This document provides information about impact and career support for researchers. It discusses the importance of impact in securing government funding for bioscience research. It defines how research councils view impact and provides examples of impact pathways. The document encourages researchers to consider impact from the beginning of their research and describes various types of support available, including fellowships, networking opportunities, and programs to facilitate commercialization.
This document discusses public engagement with research. It provides definitions of public engagement from various organizations that emphasize it as a two-way process involving interaction and listening to generate mutual benefit. Impact is defined as an effect, change or benefit beyond academia. The document then poses four key questions to consider before engaging in public engagement: who the engagement is with, how it will be conducted, how success will be defined, and why the engagement is important. It provides advice on answering each question and capturing evidence of impact. The overall message is that public engagement should be a thoughtful, mutually beneficial process between researchers and the public.
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Using traditional methods of sharing research results - journals, conference presentations - have done an arguably poor job at true knowledge dissemination, both to other researchers and to those outside the field of study. In this presentation, I shared some tips for, and some examples of, increasing awareness and uptake of research results through social media strategies.
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2. What is a strategy?
A plan of action designed to achieve a vision.
All about gaining a position of advantage over
adversaries or best exploiting emerging possibilities.
A detailed plan for achieving success in situations such
as war, politics, business, industry or sport.
5. Types of communications strategy
Organisation – ideally reviewed annually
Major, complex, long term project – e.g. ROQ project
A major announcement – e.g. new endowment which
will fund a scholarship programme
A big event – e.g. a conference
Building and opening a new building
6. What is a communications strategy?
Written document – not just in people’s heads
Collaboration between the project leader(s) and the
communications professional(s)
A reference document against which to judge progress
Contains clear and measurable objectives
Identifies relevant audiences
A plan of activities and a timetable
Identifies resources – financial and people
7. Why is a strategy important?
“Why don’t we just get on with it?”
Taking time to agree what you want to achieve
Plan ahead rather than last minute panic
Exploit all the channels available to you
Agree responsibilities
Identify and seek resources
Identify risks and plan how to deal with them
A plan against which to measure success
A process which helps you learn lessons for the future
9. Background research
What are your objectives?
Your strengths, weaknesses, opportunities and threats?
Learn lessons from previous projects
Learn lessons from peers’ and competitors’ experiences
Look at past media coverage, event attendance, web visits
Speak to colleagues – experienced and fresh-faced
Focus groups and surveys among your key audiences
10. Mission (purpose) + vision (ambition)
National Trust
We're a UK conservation charity, protecting historic
places and green spaces, and opening them up
forever, for everyone.
Cancer Research UK
We are the world's leading charity dedicated to saving
lives through research.
11. Mission (purpose) + vision (ambition)
University of Oxford
Oxford’s mission is to provide excellent teaching and conduct
excellent research
Oxford’s vision is to be world leading
12. Aims
Engage and persuade audiences of the value (for
money) of an Oxford education and the personal and
public benefit that flows from it
Persuade audiences of Oxford’s commitment to
improving access and widening participation
Demonstrate the impact of Oxford research and
persuade audiences of the value of public funding for
research
13. Objectives need to be SMART
Specific, significant, simple
Measurable, manageable
Achievable, agreed, assignable
Relevant, resourced
Time bound, trackable
14. Objectives need to be smart
Not SMART:
“We need to raise more money.”
SMART:
“We want to raise £5million to set up a fund to
create an extra 20 graduate scholarships from
October 2014.”
There can be one or more objectives
15. Audiences
HEFCE, research councils, charities, NHS etc
UK government, local council
Your colleagues, the wider University
Alumni
Donors
Future applicants
Local community: residents, businesses, groups
Media: local, national, specialist
16. Audiences
Two considerations…
Who holds the keys to success or failure?
And who influences those people?
And…
Don’t forgot the internal audience – e.g. students and
colleagues in your department or college, people in
your division
17. Categorise your audiences in relation to
your situation and your objectives
Power/influence + interest + supportive – your partners
in achieving your objectives
Power/influence + interest + opposed – use persuasion
and dialogue; accurate coverage of your
objectives/views; correct their claims
Power/influence + not interested – capture their
attention; enlist the help of your partners
Use third parties to help persuade and create interest
18. Messages
What do you want them to know?
What do you want them to think?
What do you want them to do?
Why should I care? How does it affect me?
Tailor them but avoid contradiction and false promises
Statistics and case studies
Third party endorsements
19. Make people sit up and listen
“Oxford offers the most generous
bursary package to undergraduate
students from the least well off
households”
Inspire action
“We need 5,000 signatures
on our petition to the local
council to save our library”
20. Channels of communication
Media: local, national, international; print,
broadcast, web, social
Lobbying: local and national government,
funding bodies, special interest groups
Marketing: brand, website, advertising,
brochures, fliers, video
Events: conferences, launch events,
public speeches, tours of building sites
21. Timing
Work backwards from your deadline
Accommodate long lead-in times
Exploit ‘hooks’ to attract interest
Availability of spokespeople and venues
Coordinate who is told what and when
Create a timetable of activities
Monitor timetable and adjust as necessary
22. Timetable
September
2012
October 2012 November 2012
Lobbying
Ask local MP to
book venue
Send out
invitations
Event in
parliament
Media
Identify key
messages and
spokespeople
Propose an
interview
Issue press
release
Publications
Design
invitation and
display boards
Print the
materials
Distribute the
materials at the
event
23. Resources: people and money
Who do you ideally need to assist you?
Who is actually available to assist you?
What funds do you need?
What funds do you have?
Do you need to bid for extra? From whom? When?
Are there conditions attached to the funding?
Prioritise, and manage people’s expectations
24. Risks and mitigation
Identify risks that could prevent you achieving your
objectives
How you will deal with them?
Identify options – a plan A and a plan B
Prepare ‘lines to take’ – anticipate audiences’ reaction
Risk Mitigation options
A student protest could threaten
the success of your event.
Plan A: Meet with the students in
advance to discuss issues.
Plan B: Change the event
date/venue.
25. Evaluation: did you succeed?
Often neglected
Did you change understanding, opinion and behaviour?
How will you measure – and will it cost anything?
Quantitative
Event attendance, website visitors, donations, column inches
Qualitative
Feedback forms, focus groups, key messages in the media
‘Wash-up’ with the project team
26. The written strategy
Introduction: summary; emphasise added value
Mission and vision, aims and objectives
Audiences, messages, channels
Timetable
Resources
Risks and mitigation
Means of evaluation
Approvals process
27. The essentials
One or two clear objectives
List of key audiences
Summarise the key activities and dates
Agree who is doing the work and who will pay
Still write it down, even if it’s just a side of A4
28. And finally…
Keep a record of the communications strategy
Electronic and printed copies of material produced
Record of quantitative and qualitative evaluation
Minute the wash-up; record lessons learned
Keep a contacts list
Share best practice with peers
Publicise your success
It’s good PR for our profession!