The document discusses result-based communications and evaluation of public policy communication activities. It provides examples of measuring inputs, outputs, results, outcomes, and impacts. Key requirements for evaluation include easy access to data, coherent presentation, and setting SMART objectives. Success requires a broad skill set, well-defined methodology, and participatory approach. Case studies demonstrate evaluating existing strategies and designing new plans and websites for public organizations.
This document proposes an online platform called "Find Your Pals" to connect international and domestic students at Stony Brook University. It would allow users to publish and view campus events, invite friends, and meet new people with shared interests. The team proposes a test launch on campus and then a full launch. Market analysis shows over 3,000 international students at SBU representing an opportunity. The document outlines the team roles and responsibilities, product features, marketing strategy, financial plan, and prototype website. It aims to reduce isolation and increase engagement between student groups.
Track 09 - New publishing and scientific communication ways:
Electronic edition, digital educational resources
Author: Ana M. Santos
https://www.youtube.com/watch?v=wza9__uG5XU&index=3&list=PLboNOuyyzZ86iI_x9SRTfV1KlSRX9DcEc
The document outlines key strategies for Park University's enrollment management program, including increasing awareness of the university, generating student inquiries, implementing targeted communications, conducting campus visits, developing volunteer recruitment programs, conducting market research, and evaluating recruitment techniques. It emphasizes taking a strategic, comprehensive "sales" approach to admissions recruiting by clearly articulating the university's vision, thinking globally and locally, assessing different recruitment methods, and empowering admissions professionals.
Pamela Reed has over 10 years of experience in operations management, technical writing, customer service, and adult education. She currently works as a Program Specialist for the Arkansas Small Business and Technology Development Center, where she develops and implements educational programs. Additionally, she is an instructor of Composition I at the University of Arkansas at Little Rock. Previously, Reed worked at Verizon Wireless as a Consultant for National Operations, where she identified opportunities to improve customer experience and save the company millions annually through initiatives like modifying billing statements and communications regarding returns and warranties. Reed holds an MBA and a Master's degree in Professional and Technical Writing.
The document discusses SMART objectives for marketing communications. SMART stands for Specific, Measurable, Achievable, Realistic, and Timed. The purposes of SMART objectives are to help control a company's marketing plan, motivate teams to reach common goals, and provide a consistent focus. Examples are given of profitability, market share, promotional, survival, growth, and branding objectives that follow the SMART criteria. Objectives should be distinguished from broader goals and aims, which tend to be more vague and long-term versus the specificity of SMART objectives.
Developing a S.M.A.R.T. Communications Plan
Communicating with all stakeholders is key to recruitment, sustainability and success. Learn to develop a S.M.A.R.T. communications plan with Specific, Measurable, Attainable, Results oriented, and Time conscious objectives. School public relations specialist, AJ Huff, will discuss how having a S.M.A.R.T. plan in place can take the guess work out of the who, what, when and why’s of communicating about your Project SEARCH program.
The document provides a marketing communication plan case analysis for British Petroleum (BP) to address negative publicity and public opinion over the last decade related to corporate social responsibility issues and environmental concerns. It includes an internal and external context analysis to understand what went wrong and how it affected BP. The plan proposes SMART marketing objectives, communication strategies, an implementation plan, budget, and evaluation metrics to improve BP's social standing and rebuild trust.
This document proposes an online platform called "Find Your Pals" to connect international and domestic students at Stony Brook University. It would allow users to publish and view campus events, invite friends, and meet new people with shared interests. The team proposes a test launch on campus and then a full launch. Market analysis shows over 3,000 international students at SBU representing an opportunity. The document outlines the team roles and responsibilities, product features, marketing strategy, financial plan, and prototype website. It aims to reduce isolation and increase engagement between student groups.
Track 09 - New publishing and scientific communication ways:
Electronic edition, digital educational resources
Author: Ana M. Santos
https://www.youtube.com/watch?v=wza9__uG5XU&index=3&list=PLboNOuyyzZ86iI_x9SRTfV1KlSRX9DcEc
The document outlines key strategies for Park University's enrollment management program, including increasing awareness of the university, generating student inquiries, implementing targeted communications, conducting campus visits, developing volunteer recruitment programs, conducting market research, and evaluating recruitment techniques. It emphasizes taking a strategic, comprehensive "sales" approach to admissions recruiting by clearly articulating the university's vision, thinking globally and locally, assessing different recruitment methods, and empowering admissions professionals.
Pamela Reed has over 10 years of experience in operations management, technical writing, customer service, and adult education. She currently works as a Program Specialist for the Arkansas Small Business and Technology Development Center, where she develops and implements educational programs. Additionally, she is an instructor of Composition I at the University of Arkansas at Little Rock. Previously, Reed worked at Verizon Wireless as a Consultant for National Operations, where she identified opportunities to improve customer experience and save the company millions annually through initiatives like modifying billing statements and communications regarding returns and warranties. Reed holds an MBA and a Master's degree in Professional and Technical Writing.
The document discusses SMART objectives for marketing communications. SMART stands for Specific, Measurable, Achievable, Realistic, and Timed. The purposes of SMART objectives are to help control a company's marketing plan, motivate teams to reach common goals, and provide a consistent focus. Examples are given of profitability, market share, promotional, survival, growth, and branding objectives that follow the SMART criteria. Objectives should be distinguished from broader goals and aims, which tend to be more vague and long-term versus the specificity of SMART objectives.
Developing a S.M.A.R.T. Communications Plan
Communicating with all stakeholders is key to recruitment, sustainability and success. Learn to develop a S.M.A.R.T. communications plan with Specific, Measurable, Attainable, Results oriented, and Time conscious objectives. School public relations specialist, AJ Huff, will discuss how having a S.M.A.R.T. plan in place can take the guess work out of the who, what, when and why’s of communicating about your Project SEARCH program.
The document provides a marketing communication plan case analysis for British Petroleum (BP) to address negative publicity and public opinion over the last decade related to corporate social responsibility issues and environmental concerns. It includes an internal and external context analysis to understand what went wrong and how it affected BP. The plan proposes SMART marketing objectives, communication strategies, an implementation plan, budget, and evaluation metrics to improve BP's social standing and rebuild trust.
This document provides an analysis of the integrated marketing communications plan for the launch of the Apple Watch. It begins with an industry and market analysis of the smart watch market. It then describes the Apple Watch product. Next, it analyzes target consumers and competitors. It outlines the segmentation, targeting and positioning strategy. It defines the communication objectives and integrated marketing communication channels and phases of product launch. It then describes the marketing and promotion channels of advertising, public relations, sales promotion and cause marketing. Finally, it provides an integrated marketing communication budget.
The document discusses setting SMART goals and objectives for planning purposes. It defines planning as establishing goals and objectives before taking action. Goals should be specific, measurable, attainable, relevant and time-based. Examples of general goals are provided, as well as how to write SMART goals by answering who, what, where, when, which, and why. Strategies and tactics to meet goals are establishing specific actions. The purpose of setting goals is to decide actions needed to achieve desired results.
IMC 610 Integrated Marketing Communication Plan for KmartStephanie Marchant
Integrated Marketing Communications plan for Kmart. The target audience of female shoppers between the ages of 18 and 45 is the focus of the proposed campaign and a great deal of research has been completed to identify and utilize Kmart’s strengths, weaknesses, opportunities and threats to prepare a plan most beneficial to the organization. Objectives and tactics have been designed to fall in line with Kmart’s mission and values. This detailed plan includes marketing, creative, media, and public relations strategies, as well as direct marketing and sales promotions suggestions. A comprehensive budget and media plan flowchart map out the campaign and the proposed measurement and evaluation plan will assess the campaign upon completion.
Nike is a major American multinational corporation that designs, develops, manufactures, and sells footwear, apparel, equipment, accessories, and services. Its mission is to bring inspiration and innovation to every athlete in the world. It has a market capitalization of $68 billion and was founded in 1964. Some of its notable marketing campaigns include "Make It Count", "Find Your Greatness", and it endorses major athletes like LeBron James and Cristiano Ronaldo. Nike uses integrated marketing communications to achieve consistency across its brand elements and integration across different contact points with customers. It collects customer data through initiatives like Nike+ to drive its corporate strategy and marketing campaigns.
This document provides an overview of results-based management (RBM) principles and planning tools. It discusses key RBM concepts like defining results as outputs, outcomes and impacts; and establishing causal links between activities and results. Common challenges in applying RBM like attribution and measuring higher level results are also reviewed. The document introduces UN planning tools like the UNDAF, CPD and results matrix to structure programmes around achievement of development results. It emphasizes setting strategic priorities and using analysis of problems, stakeholders and causal factors to identify appropriate results.
This is a powerpoint presentation prepared by me... explaining about IMC plans of Coca cola Inc. This is very useful for presentations in colleges, MBA institutes etc. Send your suggestions and likes on my email id- a380onkar@yahoo.co.in
Monitoring and evaluation of human rights projectsInka Pibilova
This document provides information about monitoring and evaluating human rights projects. It discusses the differences between evaluation, monitoring, and auditing. Evaluation assesses project effectiveness, impact, and sustainability for learning and accountability. Monitoring analyzes ongoing project progress toward planned results to improve management. The document also outlines why monitoring and evaluation are important, the project cycle, stakeholder analysis, problem trees, objectives, indicators, risks analysis, and tools for monitoring and evaluating projects.
Ideas, methods and tools for OSS Compliance assessment, OW2online, June 2020OW2
Presentation by Boris Baldassari, Consultant, Castalia Solutions.
Abstract: While Open Source Software has become mainstream, the understanding of its key principles, from ethics and collaboration to governance and community management, is gaining more interest and attention. There is a comprehensive volume of studies and reports backing up our individual and collective experience, yet we still cannot reliably measure these characteristics, and even less clearly define or assess them.
In an attempt to build up confidence and foster maturity in this area, this talk will look at the various existing models and metrics related to OSS compliance and governance, and build upon them to propose methods and tools for their evaluation and analysis. We will discuss the requirements and essential questions to ask, offer guidelines for implementation and suggest efficient ways to present results.
Final outline plan for webinar evaluation and impact assessment mof 2004 EricaPackingtonIOD
This document provides guidance for consultants conducting evaluations and impact assessments of WaterAid's Governance and Transparency Fund (GTF) programme. It outlines the purpose and key stakeholders for the evaluation and impact assessment. Consultants have 25 days to complete both exercises. The evaluation will assess programme performance against objectives, while the impact assessment focuses on understanding changes in people's lives resulting from the programme. Guidance is provided on evaluation questions, methodology, timelines, and the differences between evaluations and impact assessments. Countries will take different approaches depending on whether a full or small-scale evaluation is required.
Introduction to project evaluations for SLOGA / TrialogInka Pibilova
This document summarizes the key points from a workshop on project evaluations. The workshop covered:
1) An introduction to project evaluations and the project cycle.
2) Discussion of evaluation criteria like relevance, effectiveness, efficiency, impact and sustainability. Quantitative and qualitative indicators were also covered.
3) Methods for data collection, developing evaluation questions, and analyzing qualitative data. Key points on developing terms of reference for evaluations were also provided.
The Relationship of Language and Development Level to User Satisfaction for a...Russ Merz, Ph.D.
This slide deck reports the results of an exploratory study that examined the empirical relationship of language and the economic development level of the host country to user satisfaction for a global website.
Evidencing the Benefits of Cluster Programmes by Madeline Smith, James Wilso...TCI Network
The document discusses challenges around evaluating cluster programs and proposes a framework to assess their effects. It reviews literature finding clusters positively impact firm innovation, productivity, and regional growth. Case studies of cluster programs found effects on collaboration, economic performance, and regional competitiveness. Participants discussed populating the framework with indicators and applying it to a UK cluster initiative case. Key questions for cluster evaluation include what level and types of effects the policy aims to achieve. The working group seeks to advance understanding and practice of cluster evaluation.
PR Measurement Summit 2016: Jim Macnamara's Keynote Speech Presentation CARMA
Jim Macnamara presents latest international developments in standards and models for evaluation as part of the PR Measurement Summit which was held last October 12th-13th in the Address Dubai Marina, Dubai, UAE.
CommonSpot CMS Bar Association Web Strategy by Bret Peters of Fig Leaf SoftwareBret Peters
If your organization is considering implementing an Adobe ColdFusion based CMS then CommonSpot is your best choice. In this webinar you'll learn:
1) How to develop a reliable content strategy and plan for content migration
2) The value of focus groups and user surveys
3) What happens during the design process
4) How to manage the content on your website
5) Making your website accessible on mobile devices
In this webinar we will talk about some of outcomes of recent projects along with the implications of those outcomes and how you can adopt some of the ideas into your own projects.
Monitoring and Evaluation of International Development Assistance to the Priv...CesToronto
Effective monitoring and evaluation (M&E) systems are essential to learning and accountability. M&E system reviews provides perspective on what is working well, where there are gaps in coverage or weaknesses that need to be addressed, how the M&E information is actually used in decision making, and whether the system is efficient. This session will demonstrate the methods, tools and results in assessing the functioning of the M&E systems of the World Bank Group’s private sector operations in two specialized agencies: the International Finance Corporation and the Multilateral Investment Guarantee Agency.
Maximising Horizon 2020 Research Impact and the competitiveness of your proposalCharles Henderson
Impact is the most important aspect of a Horizon 2020 proposal for evaluators. In this presentation we show how the competitiveness of proposals can be enhanced and how research impact can be improved through the project life cycle. We give examples of how we are improving the exploitation and dissemination of existing projects.
Private sector has taken a much larger role in development interventions that ever before. This presentation outlines the Monitoring and Evaluation systems used by the International Finance Corporation and the Multilateral Guarantees Agency (MIGA) as well as how the Independent Evaluation Group assesses the effectiveness of these systems. Main messages of this presentation are:
- Private Sector operations have specific data gathering advantage/disadvantage based on their business model
- M&E systems should adopt to the business practices to be effective and efficient
- M&E can influence learning, quality of work and outcome
Evaluating the performance of OECD Committees -- Kevin Williams, OECD Secreta...OECD Governance
Presentation by Kevin Williams, OECD Secretariat, at the 11th annual meeting of the OECD Senior Budget Officials Performance and Results network, OECD, 26-27 November 2015
Delivering the gender platform’s outcomes: Communications and engagementILRI
This document outlines communication objectives and target audiences for delivering the goals of the Gender Platform. It discusses both internal and external communication objectives, which include knowledge sharing, organizational culture change, promoting evidence for investment in gender research, and positioning CGIAR as a thought leader. Target audiences include internal teams, donors, policymakers, and the general public. Past communication methods are reviewed and new approaches are proposed, such as campaign-based communication, engaging at high-level events, and open access to data. The goal is to effectively share knowledge generated by the Gender Platform.
This document provides an analysis of the integrated marketing communications plan for the launch of the Apple Watch. It begins with an industry and market analysis of the smart watch market. It then describes the Apple Watch product. Next, it analyzes target consumers and competitors. It outlines the segmentation, targeting and positioning strategy. It defines the communication objectives and integrated marketing communication channels and phases of product launch. It then describes the marketing and promotion channels of advertising, public relations, sales promotion and cause marketing. Finally, it provides an integrated marketing communication budget.
The document discusses setting SMART goals and objectives for planning purposes. It defines planning as establishing goals and objectives before taking action. Goals should be specific, measurable, attainable, relevant and time-based. Examples of general goals are provided, as well as how to write SMART goals by answering who, what, where, when, which, and why. Strategies and tactics to meet goals are establishing specific actions. The purpose of setting goals is to decide actions needed to achieve desired results.
IMC 610 Integrated Marketing Communication Plan for KmartStephanie Marchant
Integrated Marketing Communications plan for Kmart. The target audience of female shoppers between the ages of 18 and 45 is the focus of the proposed campaign and a great deal of research has been completed to identify and utilize Kmart’s strengths, weaknesses, opportunities and threats to prepare a plan most beneficial to the organization. Objectives and tactics have been designed to fall in line with Kmart’s mission and values. This detailed plan includes marketing, creative, media, and public relations strategies, as well as direct marketing and sales promotions suggestions. A comprehensive budget and media plan flowchart map out the campaign and the proposed measurement and evaluation plan will assess the campaign upon completion.
Nike is a major American multinational corporation that designs, develops, manufactures, and sells footwear, apparel, equipment, accessories, and services. Its mission is to bring inspiration and innovation to every athlete in the world. It has a market capitalization of $68 billion and was founded in 1964. Some of its notable marketing campaigns include "Make It Count", "Find Your Greatness", and it endorses major athletes like LeBron James and Cristiano Ronaldo. Nike uses integrated marketing communications to achieve consistency across its brand elements and integration across different contact points with customers. It collects customer data through initiatives like Nike+ to drive its corporate strategy and marketing campaigns.
This document provides an overview of results-based management (RBM) principles and planning tools. It discusses key RBM concepts like defining results as outputs, outcomes and impacts; and establishing causal links between activities and results. Common challenges in applying RBM like attribution and measuring higher level results are also reviewed. The document introduces UN planning tools like the UNDAF, CPD and results matrix to structure programmes around achievement of development results. It emphasizes setting strategic priorities and using analysis of problems, stakeholders and causal factors to identify appropriate results.
This is a powerpoint presentation prepared by me... explaining about IMC plans of Coca cola Inc. This is very useful for presentations in colleges, MBA institutes etc. Send your suggestions and likes on my email id- a380onkar@yahoo.co.in
Monitoring and evaluation of human rights projectsInka Pibilova
This document provides information about monitoring and evaluating human rights projects. It discusses the differences between evaluation, monitoring, and auditing. Evaluation assesses project effectiveness, impact, and sustainability for learning and accountability. Monitoring analyzes ongoing project progress toward planned results to improve management. The document also outlines why monitoring and evaluation are important, the project cycle, stakeholder analysis, problem trees, objectives, indicators, risks analysis, and tools for monitoring and evaluating projects.
Ideas, methods and tools for OSS Compliance assessment, OW2online, June 2020OW2
Presentation by Boris Baldassari, Consultant, Castalia Solutions.
Abstract: While Open Source Software has become mainstream, the understanding of its key principles, from ethics and collaboration to governance and community management, is gaining more interest and attention. There is a comprehensive volume of studies and reports backing up our individual and collective experience, yet we still cannot reliably measure these characteristics, and even less clearly define or assess them.
In an attempt to build up confidence and foster maturity in this area, this talk will look at the various existing models and metrics related to OSS compliance and governance, and build upon them to propose methods and tools for their evaluation and analysis. We will discuss the requirements and essential questions to ask, offer guidelines for implementation and suggest efficient ways to present results.
Final outline plan for webinar evaluation and impact assessment mof 2004 EricaPackingtonIOD
This document provides guidance for consultants conducting evaluations and impact assessments of WaterAid's Governance and Transparency Fund (GTF) programme. It outlines the purpose and key stakeholders for the evaluation and impact assessment. Consultants have 25 days to complete both exercises. The evaluation will assess programme performance against objectives, while the impact assessment focuses on understanding changes in people's lives resulting from the programme. Guidance is provided on evaluation questions, methodology, timelines, and the differences between evaluations and impact assessments. Countries will take different approaches depending on whether a full or small-scale evaluation is required.
Introduction to project evaluations for SLOGA / TrialogInka Pibilova
This document summarizes the key points from a workshop on project evaluations. The workshop covered:
1) An introduction to project evaluations and the project cycle.
2) Discussion of evaluation criteria like relevance, effectiveness, efficiency, impact and sustainability. Quantitative and qualitative indicators were also covered.
3) Methods for data collection, developing evaluation questions, and analyzing qualitative data. Key points on developing terms of reference for evaluations were also provided.
The Relationship of Language and Development Level to User Satisfaction for a...Russ Merz, Ph.D.
This slide deck reports the results of an exploratory study that examined the empirical relationship of language and the economic development level of the host country to user satisfaction for a global website.
Evidencing the Benefits of Cluster Programmes by Madeline Smith, James Wilso...TCI Network
The document discusses challenges around evaluating cluster programs and proposes a framework to assess their effects. It reviews literature finding clusters positively impact firm innovation, productivity, and regional growth. Case studies of cluster programs found effects on collaboration, economic performance, and regional competitiveness. Participants discussed populating the framework with indicators and applying it to a UK cluster initiative case. Key questions for cluster evaluation include what level and types of effects the policy aims to achieve. The working group seeks to advance understanding and practice of cluster evaluation.
PR Measurement Summit 2016: Jim Macnamara's Keynote Speech Presentation CARMA
Jim Macnamara presents latest international developments in standards and models for evaluation as part of the PR Measurement Summit which was held last October 12th-13th in the Address Dubai Marina, Dubai, UAE.
CommonSpot CMS Bar Association Web Strategy by Bret Peters of Fig Leaf SoftwareBret Peters
If your organization is considering implementing an Adobe ColdFusion based CMS then CommonSpot is your best choice. In this webinar you'll learn:
1) How to develop a reliable content strategy and plan for content migration
2) The value of focus groups and user surveys
3) What happens during the design process
4) How to manage the content on your website
5) Making your website accessible on mobile devices
In this webinar we will talk about some of outcomes of recent projects along with the implications of those outcomes and how you can adopt some of the ideas into your own projects.
Monitoring and Evaluation of International Development Assistance to the Priv...CesToronto
Effective monitoring and evaluation (M&E) systems are essential to learning and accountability. M&E system reviews provides perspective on what is working well, where there are gaps in coverage or weaknesses that need to be addressed, how the M&E information is actually used in decision making, and whether the system is efficient. This session will demonstrate the methods, tools and results in assessing the functioning of the M&E systems of the World Bank Group’s private sector operations in two specialized agencies: the International Finance Corporation and the Multilateral Investment Guarantee Agency.
Maximising Horizon 2020 Research Impact and the competitiveness of your proposalCharles Henderson
Impact is the most important aspect of a Horizon 2020 proposal for evaluators. In this presentation we show how the competitiveness of proposals can be enhanced and how research impact can be improved through the project life cycle. We give examples of how we are improving the exploitation and dissemination of existing projects.
Private sector has taken a much larger role in development interventions that ever before. This presentation outlines the Monitoring and Evaluation systems used by the International Finance Corporation and the Multilateral Guarantees Agency (MIGA) as well as how the Independent Evaluation Group assesses the effectiveness of these systems. Main messages of this presentation are:
- Private Sector operations have specific data gathering advantage/disadvantage based on their business model
- M&E systems should adopt to the business practices to be effective and efficient
- M&E can influence learning, quality of work and outcome
Evaluating the performance of OECD Committees -- Kevin Williams, OECD Secreta...OECD Governance
Presentation by Kevin Williams, OECD Secretariat, at the 11th annual meeting of the OECD Senior Budget Officials Performance and Results network, OECD, 26-27 November 2015
Delivering the gender platform’s outcomes: Communications and engagementILRI
This document outlines communication objectives and target audiences for delivering the goals of the Gender Platform. It discusses both internal and external communication objectives, which include knowledge sharing, organizational culture change, promoting evidence for investment in gender research, and positioning CGIAR as a thought leader. Target audiences include internal teams, donors, policymakers, and the general public. Past communication methods are reviewed and new approaches are proposed, such as campaign-based communication, engaging at high-level events, and open access to data. The goal is to effectively share knowledge generated by the Gender Platform.
UNDP Gender Equality Seal in Europe and the CIS RegionUNDP Eurasia
The UNDP Gender Equality Seal is a corporate certification program that recognizes UNDP offices that deliver strong results on gender equality. It provides a standardized assessment of offices across 7 areas of performance. The assessment is designed to incentivize gender mainstreaming and highlight innovations and impacts. An initial pilot with 3 countries was successful, and an extended pilot will further test and refine the methodology. The Kyrgyzstan UNDP office participated in the initial pilot and benefited from recommendations to strengthen their gender work.
Erasmus+ webinar presentation ka2 he jcerasmusplus
This document provides guidance on applying for funding under Key Action 2 of the Erasmus+ programme. Key Action 2 supports strategic partnerships and knowledge alliances aimed at modernizing education, training, and youth work. It replaces previous EU programmes and has a simplified structure based on key actions. Strategic partnerships must involve organizations from at least three countries and can address themes like skills development, entrepreneurship, and increasing labour market relevance. The application process involves completing an online form with details of project objectives, activities, budget, and impact.
Erasmus+ webinar presentation ka2 he jcerasmusplus
This document provides guidance on applying for funding under Key Action 2 of the Erasmus+ programme. Key Action 2 supports strategic partnerships and knowledge alliances aimed at modernizing education, training, and youth work. It outlines the objectives, funding amounts, eligibility criteria, application process and deadlines, priority project themes, activities and budgets for strategic partnerships in higher education. Projects should address EU policy objectives, foster skills for employability, and develop innovative curricula through transnational collaboration between higher education institutions and other organizations. The application involves completing an online form by April 30th providing details of the project context, partners, objectives, activities, budget, and impact.
Erasmus+ webinar presentation ka2 he jcerasmusplus
This document provides guidance on applications for Key Action 2 of the Erasmus+ programme. Key Action 2 focuses on strategic partnerships and knowledge alliances to enhance skills and employability. It absorbs the previous Tempus programme with a changed focus. Eligible projects must involve at least three organizations from three countries. Funding is available for a variety of partnership activities, learning mobility, intellectual outputs, and dissemination. The application process involves completing an online form with details on project objectives, activities, budget, and impact. Overall the programme aims to modernize education and training in Europe.
Similar to Gellis result based communications (20)
1. Result-based communications:
Some examples taken from EU
public policy communication
George Ellis Ruano, Director
Sophie Mestchersky, Consultant
Lugano, 10 February 2009
2. ● The CHF10 question
How do you know if your
communication activities
are effective?
www.gellis.com
4. ● Measurement & evaluation: what’s in a word?
We measure an input, an output,
but…
We evaluate a result, an outcome, an impact.
www.gellis.com
5. ● A CHF100 question
How do you know if your communication activities
can be evaluated?
www.gellis.com
6. ● Requirement 1: Easy access to data and information
Example of impact - Vote, access to public services, etc.
Example of outcome - Level of knowledge about the policy
being promoted amongst target groups;
- Level of endorsement.
Example of result - Visits, downloads, comments left by
visitors
Example of output - A website (number of pages, number of
languages available, etc.)
Example of input - A webmaster, a budget line
www.gellis.com
7. ● Requirement 2: A coherent and logical presentation
www.gellis.com
8. ● Requirement 3: SMART objectives
• Example: a 15% increase of subscriptions to your
newsletter by the end of the programme.
• Example: Each year until the end of the
programme, secure at least two additional
sponsors for the annual conference
• Example: 50% awareness of your activities
amongst Decision Makers
www.gellis.com
9. ● Example (1/5)
1. Measuring inputs
• Evolution of the dedicated budget Y0 / Y-1 / Y-2, etc.
• Comparison with the budget of a similar organisation
www.gellis.com
10. ● Example (2/5)
2. Measuring outputs
Checklist:
Number of website updates;
Number of events and conferences;
Improvement of the corporate identity;
Number and quality of contacts made with
potential partners;
www.gellis.com
11. ● Example (3/5)
3. Evaluating results
• Quantitative results: Number of visits, number of
downloads, number of comments, average duration
of a visit, etc.
• Qualitative results: nature of comments, visitors’
patterns, preferred language version, etc.
www.gellis.com
12. ● Example (4/5)
4. Evaluating outcomes
• Quantitative outcomes: share of the target group
that is aware of the service being promoted, etc.
• Qualitative outcomes: target group’s opinion, etc.
www.gellis.com
13. ● Example: (5/5)
5. Evaluating impact
• Evolution of the market share, of citizens’ support for
a specific policy, etc.
www.gellis.com
14. ● Key success factors (1/3)
1. A broad skill set
• Cutting across different disciplines
– Communication
– Political science
– Organisational behaviour
– Sociology
– Psychology, etc.
www.gellis.com
16. ● Key success factors (3/3)
3. A participatory approach
• To get new ideas
• To facilitate data collection
• To distribute tasks fairly
• To secure commitment
• Etc.
www.gellis.com
17. ● Case studies (1/3)
Client: URBACT
Issue: Evaluation of the existing communications strategy
and design of a seven-year communication plan
Results:
−Evaluation of the URBACT website (including usability study, communication value study
and online user survey)
−Evaluation of the 2002-2006 communication strategy (desk research, stakeholder
interviews, benchmarking exercise, SWOT analysis)
−Design of the 2007-2013 communication plan (Identification of needs and opportunities,
formulation of SMART - Specific, Measurable, Attainable, Research based, Time-bound -
communication objectives, identification of target audiences, definition of strategy and
dissemination tactics, guidance on organisational structure, resources and appropriate
timing, drawing up of a 2008 action plan)
www.gellis.com
18. ● Case studies (2/3)
Client: European Commission, DG ENV
Issue: Market analysis in view of developing a new approach
for the ‘Environment for Young Europe’ website
Results:
−Review of the website, assessment of its continued relevance and identification of its
strengths and weaknesses;
−Comprehensive market analysis through surveys conducted in 10 EU Member States
with a view to assemble the teachers’ and students’ ideas on how the European
Commission could make better use of the Internet to communicate environmental issues
to young audiences;
−Identification of the appropriate target groups for the website and design of a
strategy to turn them into multipliers;
−Strategic recommendations about the optimal structure, content, features and visual
and verbal identity for the development of a new website.
www.gellis.com
19. ● Case studies (3/3)
Client: European Commission, DG Employment
Issue: Scoping study for communication and networking (CN)
activities under the PROGRESS programme
Results:
−Definition of new communication objectives;
−New Target Group Classification based on policy cycle;
−Need for more targeted messages;
−Need for a more ‘national approach’;
−Need to focus on most effective communication tools and channels;
−Need to rethink organisation and systems;
−Need for a Monitoring and Evaluation Plan
www.gellis.com
20. ● Gellis’ key assets
• A multi-national, multi-disciplinary team of 13 highly
qualified professionals;
• Value-adding partnerships;
• A roster of experts in a wide range of policy areas;
• Sound understanding of the policy-making process;
• Professional memberships;
• Strong project management skills;
• Proximity to EU institutions;
• Stability due to long-term contracts with EC
www.gellis.com
21. Thank you!
George Ellis Ruano, Director
george.ellis@gellis.com
Sophie Mestchersky, Consultant
sophie.mestchersky@gellis.com
www.gellis.com