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PAINLESS PLANNING FOR
POWERFUL COMMUNICATIONS
Session 102 | November 16, 2012

www.luttrellcommunications.com
Karen Luttrell helps charities raise more money, find more
   volunteers and fill their programs using strategic
   communications and inspiring writing. She led
   marketing and communications for local, national, and
   international organizations before she launched her
   own communications service in June 2010. She has
   since served clients working in health, literacy, equality,
   and poverty reduction. Karen is a member ofthe
   International Association of Business Communicators
   and the Association of Fundraising Professionals. She is
   VP Communications for the Professional Writers
   Association of Canada Toronto Chapter.
What Makes Your Plan Strategic?
1   Your communications work directly supports major
    organizational goals.
2   You can show that it does. (Think research&
    measurement.)
5 Elements Your Plan Must Have
1      Issues
2      Publics/audiences/stakeholders
3      Message
4      Media
5      Evaluation

Source: The Communication Plan, The Heart of Strategic Communication, Lester R. Potter, ABC, p59
You may also include:
1      Executive summary
2      The communications process
3      Background
4      Situation analysis

Source: The Communication Plan, The Heart of Strategic Communication, Lester R. Potter, ABC, pp 57-58
Getting to Your Goals
   What are the most important issues facing this
    organization?
   What are the most important issues that the
    communication function should address?
   What reputation or relationship problems do we
    have with each audience?
   What are our strengths? Our weaknesses?
   What threats do we face? What opportunities?
    How will we respond?


      Strengths            Weaknesses



      Opportunities        Threats
   What changes does the organization need to make
    to stay successful?
   What do we need to change with regards to our
    employees? How do we support them to be
    successful? (Attitudes, behaviours, knowledge, skills)
Issues/Goals
1   Employee relations
2   Volunteer recruitment and retention
3   Outreach and service promotion
4   Fundraising
5   Community relations
6   Government relations
7   Advocacy
8   Awareness building and public education
Common Nonprofit Audiences
1    Staff
2    Volunteers (Board, committees, event participants)
3    People served
4    Donors (individual, corporate)
5    Funders (government, foundations)
6    Suppliers
7    Partner organizations
8    Media (journalists, editorial boards)
9    Government representatives (City Councillors, MPPs, MPs)
* See worksheet on mapping audiences & communications methods
3 Shared Issues/Goals
   Improve tenant relations
   Engage community members
    &neighbours
   Increase awareness& public   support
    for social housing
Tactics to Consider
Tactics to discuss for these three goals include:
 events

 face-to-face meetings

 feedback mechanisms

 media relations

 social media
Group Work
Each group will be assigned one of the 3 shared
  issues. As a group, consider the issue and begin to
  draft a communications plan to address it. Identify:
        the goal
        the audiences
        what you want them to think, feel, or do differently
        the message you will communicate
        the media you will use
        when and how often you will communicate
Schedule: The Workback Plan
   Start from your final due date and work back
   Allow extra time at each stage. It always takes longer than you expect.
   Don’t forget to factor in holidays, vacation time, and illness when you
    plan time for reviews and approvals
   Share the plan with the team at the start
   Don’t expect that the team will just follow the timeline. Check in and
    remind people before their deadlines pass.
Schedule Tips
   Develop an editorial calendar
   Plot out activities & major milestones with a gant
    chart
Budget
   Build it from “$0” based on your planned activities
   Add lines for research, evaluation, professional development
    and training
   Factor in staff time
   Break expenses down by quarter
   Calculate the cost of inaction
Budget
Common expenses/line items:
   Research
   Writing, editing, proofreading
   Graphic design
   Audio and video production
   Printing
   Postage and shipping
   Website hosting
   Software (graphic design, video & audio editing,
 social media monitoring & management)
   Events
   Monitoring and evaluation
   Transportation
   Professional development/training
Resources
   The Communication Plan, The Heart of Strategic
    Communication, Third Edition, by Lester R. Potter,
    ABC
   Social Media for Social Good, by Heather
    Mansfield
   Power Phrases! by Meryl Runion
Keep in Touch
Questions welcome. And please keep in touch.
   karen@luttrellcommunications.com
   www.luttrellcommunications.com
   www.facebook.com/LuttrellCommunications
   @karenluttrell

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Painless planning for powerful communications

  • 1. PAINLESS PLANNING FOR POWERFUL COMMUNICATIONS Session 102 | November 16, 2012 www.luttrellcommunications.com
  • 2. Karen Luttrell helps charities raise more money, find more volunteers and fill their programs using strategic communications and inspiring writing. She led marketing and communications for local, national, and international organizations before she launched her own communications service in June 2010. She has since served clients working in health, literacy, equality, and poverty reduction. Karen is a member ofthe International Association of Business Communicators and the Association of Fundraising Professionals. She is VP Communications for the Professional Writers Association of Canada Toronto Chapter.
  • 3. What Makes Your Plan Strategic? 1 Your communications work directly supports major organizational goals. 2 You can show that it does. (Think research& measurement.)
  • 4. 5 Elements Your Plan Must Have 1 Issues 2 Publics/audiences/stakeholders 3 Message 4 Media 5 Evaluation Source: The Communication Plan, The Heart of Strategic Communication, Lester R. Potter, ABC, p59
  • 5. You may also include: 1 Executive summary 2 The communications process 3 Background 4 Situation analysis Source: The Communication Plan, The Heart of Strategic Communication, Lester R. Potter, ABC, pp 57-58
  • 6. Getting to Your Goals  What are the most important issues facing this organization?  What are the most important issues that the communication function should address?  What reputation or relationship problems do we have with each audience?
  • 7. What are our strengths? Our weaknesses?  What threats do we face? What opportunities? How will we respond? Strengths Weaknesses Opportunities Threats
  • 8. What changes does the organization need to make to stay successful?  What do we need to change with regards to our employees? How do we support them to be successful? (Attitudes, behaviours, knowledge, skills)
  • 9. Issues/Goals 1 Employee relations 2 Volunteer recruitment and retention 3 Outreach and service promotion 4 Fundraising 5 Community relations 6 Government relations 7 Advocacy 8 Awareness building and public education
  • 10. Common Nonprofit Audiences 1 Staff 2 Volunteers (Board, committees, event participants) 3 People served 4 Donors (individual, corporate) 5 Funders (government, foundations) 6 Suppliers 7 Partner organizations 8 Media (journalists, editorial boards) 9 Government representatives (City Councillors, MPPs, MPs) * See worksheet on mapping audiences & communications methods
  • 11. 3 Shared Issues/Goals  Improve tenant relations  Engage community members &neighbours  Increase awareness& public support for social housing
  • 12. Tactics to Consider Tactics to discuss for these three goals include:  events  face-to-face meetings  feedback mechanisms  media relations  social media
  • 13. Group Work Each group will be assigned one of the 3 shared issues. As a group, consider the issue and begin to draft a communications plan to address it. Identify:  the goal  the audiences  what you want them to think, feel, or do differently  the message you will communicate  the media you will use  when and how often you will communicate
  • 14. Schedule: The Workback Plan  Start from your final due date and work back  Allow extra time at each stage. It always takes longer than you expect.  Don’t forget to factor in holidays, vacation time, and illness when you plan time for reviews and approvals  Share the plan with the team at the start  Don’t expect that the team will just follow the timeline. Check in and remind people before their deadlines pass.
  • 15. Schedule Tips  Develop an editorial calendar  Plot out activities & major milestones with a gant chart
  • 16. Budget  Build it from “$0” based on your planned activities  Add lines for research, evaluation, professional development and training  Factor in staff time  Break expenses down by quarter  Calculate the cost of inaction
  • 17. Budget Common expenses/line items:  Research  Writing, editing, proofreading  Graphic design  Audio and video production  Printing  Postage and shipping  Website hosting  Software (graphic design, video & audio editing, social media monitoring & management)  Events  Monitoring and evaluation  Transportation  Professional development/training
  • 18. Resources  The Communication Plan, The Heart of Strategic Communication, Third Edition, by Lester R. Potter, ABC  Social Media for Social Good, by Heather Mansfield  Power Phrases! by Meryl Runion
  • 19. Keep in Touch Questions welcome. And please keep in touch.  karen@luttrellcommunications.com  www.luttrellcommunications.com  www.facebook.com/LuttrellCommunications  @karenluttrell

Editor's Notes

  1. Refer to workback plan sample and worksheet/template