Reputation Communication Dianova 2013

Rui Martins |
Communication Director
COMMUNICATE
TO CREATE
VALUE &
SOCIAL
IMPACT
ANIMAR | Vila Franca Xira
May, 25th 2013

Commitment| Solidarity| Tolerance| Internacionality… Inspiring Change! Dianova Portugal©
2
In Conta Satélite economia Social, INE | CASES 2013 http://www.slideshare.net/Dianova/conta-satelite-economia-social-2013
The Increasing Attractiveness of the 3rd Sector
Professionalism | Employability | Productivity
In The Johns Hopkins “Comparative Nonprofit Sector Project” e Universidade Católica Portuguesa, 2005
5,4 thousand
M €
=
4,2% GDP
227.000
Employees
=
4,2% Active
Population
48% own revenues
40% government
12% philantropy
2,8% GDP
(Wealth )
&
5,5%
Employment
55.383 Orgz.
94% Associations
40,1% Social Action
54,1% GDP
64,9%
Employment
5.022 IPSS
50,1% GDP
42,6% Salary
38,2% Need
Financing
Income
14.177,9 M€
62,8% Production
23,8% Subsidies

3
INNOVATION
MANAGEMENT
INNOVATION IN
WORKING PRACTICIES
COMPETITIVE
ADVANTAGE
In Julian Birkinshaw, co-founder
Innovation Lab, London Business
School
What differentiates na Effective Civil Society
Organization?
Aligning Stakeholders’ Perceptions with Organizations’ Objectives
(Multiple Constituents Model)
• More effective directions, taking right decisions
and doing things well.
• Greater use of correct management procedures
(needs evaluation, strategic planning, satistaction
measurement)
• Greater use of change management strategies
(search for new income sources, increase of legitimacy,
costs control)
• Having a prestigious Board only moderately related
In “Nonprofit Organizational Effectiveness: contrasts between
especially effective and less effective organizations”, Herman &
Renz, 1998, Nonprofit Management and Leadership
Organizational Innovation
in the Third Sector

4
Innovation | Incorporate Best Practices
Change Management, Governance, Quality, Sustainability|Corporate Social
Responsibility, Talent Management, Work-life Balance Reputation, Accountability,
Impact Investment, Social Impact Evaluation, Integrated Communication…
Create a corporate trustworthy brand by
creating an inspiring
Social Organization…
... that offers a value proposition
for Customers, Employees and
Society at large...
... ensuring the Sustainability
of the Organization!
O
B
J
E
C
T
I
V
E

5
Developing Trustworthy Relationships for
Organizational Efficiency & Effectiveness
Stakeholders perceptions and expectations aligned with Organizational goals
Trust Relations
Development
=
Competitive
Advantage Source
Barney&Hansen
1994
Trust is a central construct within the frame and the dynamics of relashionship engagement
(Credd & Miles, 1996). Develop and sustain trust is especially important for
Organizational effectiveness. (Davis et al, 2000)
A
R
I
S
T
O
T
L
E
S
Brand/Marketing Engagement:
Transparency, Honesty &
Interactivity
... In telling the story, experience
through appropriate channels to
create and mantain relationships of
mutual benefit.
Trust Reputation
... through the demonstration of
good practices in the “Trust Bank
Deposit”
Souce credibility
Ethos → character
& integrity
Logos → expertise
& competency
Pathos → charism

6
“TRUST is the general belief that an organization in its communication and
behaviours is responsible, open and honest, concerned, reliable and
worthy of identification with its objectives, rules and values” Zalabak, 2010
MEASURING TRUST
Organizational Trust Index
COMPETENCY
Is it efficient?
Tech adaptation, clearly
thinking, skills,
communication and
problems resolution
HONESTY
Perception of how
information is
provided.
CONCERN
Management balance,
Relacionships,
Experience,
Honesty, empathy,
consistency
IDENTIFICATION
Shared values,
Regulations and beliefs
RELIABILITY
Development of
Consistent actions

7
“TRUST is the general belief that an organization in its communication and
behaviours is responsible, open and honest, concerned, reliable and
worthy of identification with its objectives, rules and values” Zalabak, 2010
BENEFITS → POSITIVE
RESULTS
Greater job satisfaction, productivity
and commitment to the Organization.
Flaherty & Pappas, 2000
Higher sales and profits and lower
turnover rate.
Davis et al, 2000
Increase cooperative behavior
Gambetta, 1988
BARRIERS → NEGATIVE
RESULTS
• Decreased desire of employees to
contribute to productivity goals
• Creates fear and destructive
behaviours
• Worsening crises
• Distrust is costly
Schokley-Zalabak, 2010

8
P
R
O
C
E
S
S
People – Leadership –
Organizacional Culture
Offline and Online Tools
Change Management techniques
and processes
Positive Change vs
Sustainability and
Organizational Development
• What procedures and skills do
we need?
• What needs to be changed?
• How to manage change in
harmony with our values?
Strategy
Changing Communication
Proactive/ Constructive Flow
Awareness | Comprehension| Commitment| Change
Information| Dialogue | Engagement| Recognition
+
+
Roadmap Sustainability & Change Management:
Leading and Recreating our future from the inside out…
One language, One voice, One brand

9
PRESENT SITUATION DESIRED SITUATION
STRATEGY
Why are we here?
• Define the situation
•or problem
What we want to achieve?
 Define options
Where do we want to be?
Set goals, timelines, kpiS
and initiatives.
How to line up?
 Converge Global action plan
with Units
The Action
 Initiatives and projects
that build long lasting
Reputation
What we have achieved ?
Positive Results and
Positive Social Impact
Next steps
 ((re)Invest in new opportunities...
 ... and continuous
improvement!
Mobilize change through
Leadership
Translate a strategy (goals,
iniciatives, KPIs)
Align Corporate and Centers
Motivating a joint task
(Communication,
Objectivse, Training)
Manage to convert strategy
into a continuous process
Make the
Organization
Sustainable
Increase the direct and
indirect Social
Impact

10
INTEGRATED
COMMUNICATIONS
Unidirecional
Proccess to
Disclosure Information
(Media and/or other
Off/Online channels
Bidirectional
Management Process
Relationships
Win-Win with
Stakeholders
REPUTATION MANAGEMENT|
CORPORATE SOCIAL
RESPONSIBILITY
Market=
CHATS!
DIALOGUE:
• Bidirectional
• People
• Information
• Participation
INFORMATION
MANAGEMENT

11
Association of
friendship
and alliances around
products, services
and
ideas
Human
Interaction
Ecosystem that shapes attitudes
and behaviors
It’s driven by People
in the Communities
in which they
Communicate and
Congregate
It is to Create,
Discover and Share
new contents
It’s Creating vibrant
and enriched Cultures
and use Connection
tools
Corporate
Communication
Crisis
Management
Online
Communication
Media Relations
Internal
Communication
Government
RelationsBrand
Management
Social
Marketing
Events
Organization
Integrated Communications
Social Media: a new Participation | Human Interaction process
Public Affairs
Strategic Alliances &
Partnerships
Measurement &
Evaluation
Social Media
Management

12
Advertisin
g
RP
Communication
| Social Media
Marketing
“The strategic
integrated
communication
process creates
mutual beneficial
relations between
Organizations and
the Public”
INTEGRATED COMMUNICATION
LOW COST | NO COST
Strategic
Marketing

13
You’ve just entered a lift (Elevator
Pitch)…
… and you have 20
seconds to explain what is
the
Organization:
 What it does?,
 Who is the target?,
 With what objectives?,
 What’s the value
proposition?
Done? Retain
the idea…

14
You’ve just taken the 1st Step in your
Storytelling | Storydoing…
… which will help
you understand how
your Organization is
understood
and (re)POSITION
to maximize its
Strategic GOALS
MANAGEMENT OF
CORPORATE
REPUTATION
REPUTATION FOR WHAT?
• Determine what’s important
for each group of stakeholders
REPUTATION FOR WHOM?
• Good will created through
relations with stakeholders
REPUTATION WITH WHAT
OBJECTIVE?
• Create good will is the final
objective identifying and
managing issues.
REPUTATION | Collective evaluation of the ability of an
Organization to deliver positive results to representative groups of its
Stakeholders. Benefíits: create competitive advantage | attract and retain better
talent | attract investors and sponsors | increases customer loyalty|
Increases access to new segments

15
It’s like any other History: to be
credible, consistent and reliable
Organiza
tion
Mission
Vision
Values
Objectives
Differentiation
Skills
Expectations
Objectives:
1. What do we want to
be?
2. How do we want to
be remembered?
Clients and Market:
1. What can
Stakeholders expect
from us?
2. How can we meet
their needs and
expectations?
Competitive Advantage:
1. What are our
habilities?
2. What differentiates
us?
3. What do we need to
change?
… it has to be ALIGNED and PROPELLED through
multiple online and offline engagement channels

16
Create value for Stakeholders and help build
an informed opinion through effective
management of relationships...
… this is the
Mission of
Corporate
Communication
Understand the business,
issues and barriers’ objectives
Identify key Stakeholders and
their present versus desired
perceptions
Develop a communication
strategy to fill the gap through
emotional and racional drivers
Is the
perception
different
from the
reality?
Are we
communic
ating with
the right
public?
Vision /
Capabilities
/
Espectation
s

17
Strategic Model of Causes
Communication
1
Define the Brand
history and
Reputation
which we want
to create.
2
Share the history
with multiples
Stakeholders
3
Mobilize
the “defensors”
(advocacy) who
mobilize others
in our favour
4
Listen and
understand the
perspectives of
the stakeholders
and if the
messages are
being
transmitted
5
Evaluate and
redefine the
strategy, tactics,
stakeholders,
channels
Coprporate
Unique
Differentiator
Character

18
Define SMART Objectives
S: Specific
M: Measurable
A: Achievable
R: Realistic
T: Time
What we want to achieve?
What metrics (KPIs) to use?
Effort and commitment are realistic?
What’s the importance of the objective?
When is the goal to be reached?
Potential
barriers/Opportunities
Person in Charge Actions Targets and
KPIs
(re)Evaluation

19
Select and set Multi-Stakeholders
(Groups and Issues) Approach
DIALOGUE Authentic, Transparent, Credible
(From definition to Management Engagement)
Stakeholders Envolvement | Proactivily involve stakeholders to manage
relationships in a strategic, focused and effective way in order to boost
the reputation and business success.
ENGAGE
CRITICALS
STAKEHOL
DERS
BUSINESS
SUCCESS
&
POSITIVE
REPUTATION
Mitigate / Neuter
Detractors
Conver Neutrals
Empowering Advocates
as Ambassadors
POWER INFLUENCE
BRAND FAVOURABILITY

20
(re)Define Long Term Position
It is intended that the
Audience
KNOW the
Organization
1
Audience understand that
the Organization is
RELEVANT to their needs
2
Audience believe the
Organization’s
DIFFERENTIATION
3
Audience consider the
Organization with high
ESTEEM.
4
Fill the
strategic
gap to tell a
unique story
Show the
ability to do
things better
than anyone.
Solution to
problems
solve out of
the box that
lead to
inovation
THE4PILLARSOFCORPORATE
COMMUNICATION

21
PUBLIC
RELATIONS
Press Kit with messages
(rational and emotional)
and key materials: Corporate
eDossier
Align External program with
Internal Communication to
engage and inspire
Employees and Stakeholders
Integrated Communication
Stategy with interviews,
reviews, testemonials, facts,
news
Engagment with Government
and Local Authorities using
key messages with specific
framework
Online Dialog fos
specific audiences
Channels oriented to
interection
stimulating dialog,
resourses, listening
and feedback
Press office to select key
media, create data bases,
identify spokesperson, define
goals
Tell Your Story Integrated

22
eKIT PR Toolbox
A BRAND is still judge by its Leardership+ Performance +
Citizenship + Governance + Social Responsibility + Inovation
+ Place of Work + Products and Services
New
approach to
Social
Media + PR
+ Media
Channels to
best operate
with the
intention to:
Communica
te, Build
relations
and
Influence

23
OUTPUT IMPACT OUTCOMES
With what
effectiveness
we spread out
our message.
• KPI EVA ?
(Average
Evaluation)
monthly
• N. Likes,
Shares, Tweets
What effect does
our
communication
has on
stakeholders
• KPI Qualitaty &
Quantitaty
Analysis
(partnerships,
financing,
contracts, training,
loyalty, etc.)
• KPI
Measurement
Scale Relations
Grunig et al
1999 (annual)
• SROI
• IRIS
What
changes
through
measurement
metrics
Measurement | Evaluation
|Accountability | Transparency

24
MISSION : To develop actions and programs that will contribute
to the Personal Autonomy and Social Development
Dianova Network & International
Hub of Public Affairs
3 Continents | 11 Countries

25
PROTOCOLS
Education and
Health
Promotion
Drug Abuse
Treatment
Socio and
Professional
Reintegration
Psychosocial
Support
Empowerment
&
Training
(Hard | Soft
Skills)
AFFILIATIONS
Organizational
& Social
Innovation
Agent
Cooperation
& Learning
Culture
Oriented
Social and
Solidarity
Agent
Social
Change
Promoter
Dianova recognized as Private Institution for Social Solidarity,
Public Utility Association and Non-Governmental Organization
for Development

26
Certifications | Acredditations Dianova
ISO
9001:2008
EFR
DGERT |
CCPFC
Quality Management System
CTQL (1st in Portugal)
Training Entity (CFD)
DGERT – MTSS | CCPFC – ME
Family Responsible Entity
Social Economy (1st in Portugal)

27
Dianova | Operational Units
(Lisbon | Oliveira Azeméis | Torres Vedras)
HEADQUARTERS
Dianova Portugal
Therapeutic
Community
Quinta das Lapas
Training Center
Dianova
Social Reintegration
Apartment
Social Enterpirse
Nursery Plant
Students
Residential
Emergency Center
Project
Casa Azul
Psychosocial
Support Center
+Health

28Compromisso| Solidariedade| Tolerância| Internacionalidade… Inspirando a Mudança! Dianova Portugal©
Areas
77,9% Programs
22,1% Management
Gender
50% Female
50% Male
Age
Average 40,1
Qualifications
31% College
69% High
School
The TeamTalent
Retention
94%41
Employees
90% Direct
Contracts
10% Indirects

29
Government
• Legislators
• Regulators
• Politicians
• Central and Local
Administration
• Project Analysts
• Internacional
Agencies
Organization
• Board
• Staff / Employees
• Voluntiers
• Suppliers
• Partners
• Clients
• “Shareholders”
Community
• Leaders
• Analysts
• Investors e Sponsors
• General Public
• Academy
• Media
Market
• Precribers
• Health, Education,
Social Professionals
• Potencial Customers
• Families
• Opinion Liders
• Competition
Good
Corporate citizen?
Social
Development?
Quality?
Effective?
Partnerships?
Innovative?
Good Governance?
Social Value?
Goodplace
to work?
Criative team?
Multi-stakeholders Cooperation Culture
and Cooptition Approach
Based on the Model of Business Relations, MacMillan et al (2000)
Trustworthy? Commitment

30
Integrated Communication
Moto Learn | Grow | Achieve
Values Management oriented: align corporate culture with principles
Public |
European
Affairs
Cause
Communication
Marketing
Media
Relationships
Organization
& Events
Participation
Online
Communication
&
Social Media
Services
MarketingInternal
Communication
Social
Advertising
Campaigns
Brand
Management
Corporative
Communication

31
SOCIAL
ENVIRONM
ENTAL
ECONOMICLEGAL
ETHICAL
Trust Bank Deposit & Best Practices
CSR Walking the Talk… Everlasting Effects!©
Reputation
Is built on
actions

32
Economic PerformanceEconomic
REGULARIZATION
OF TAXES
UPDATED
VOLUME OF
LOCAL
EMPLOYMENT
+40 / YEAR
SUPLIERS
PAYMENT
30 DAYS

33
Delivering the Promise
Social Impact 2007-2011Social

34
Efficiency Increase and
Environmental ImpactEnvironmental
IMPLEMENTATION
OF SOLAR PANELS
&
ENERGETIC COST
and
ECOLOGICAL
FOOTPRINT
REDUCTION

35
Comply the International,
EU & NaTional LegislationLegal
Industrial
Property
13 Brands
16 Domains
Principles
and
Responsabilities
Chart
Plan for
Gender Equality
and
Work-Life
Balance

36
Management through Ethical and Values
“Social Business”Ethical
Performance
Management
Behavior and
attitude Evaluation →
Performance of
Excellence
Employee
Evaluation &
Satisfaction
Give active voice and
know how satisfied
People are
Ethical Code

37
Brand Management
Corporate Identity Materials

38
Online Communication
Sites | Blog | Social Networks

39
Online Communication
Sites | Blog | Social Networks

40
Temporary Accommodation Center
Oliveira de Azeméis
SOLIS Project 2005-2010
Promoter Entity
Oliveira Azeméis
Municipality
Executing Agency
Dianova Portugal
+
9 Local Partners
12 Activities
To Children,
Young People, Adults
and Seniors
Length
6 years
Beneficiaries
4.030 People
Financing
1,2 million €
Social Inclusion,
Volunteering,
Seniors,
Domestic Violence (170 Users),
Social Rehousing,
Housing Rehabilitation,
Socioprofisional Integration,
Health Education,
…

41
Dianova Training Center:
Empower| Undertake | Innovate | Portugal
TRAINESS
1.624
TRAINING
ACTIONS
112
HOURS OF
TRAINING
6.724
TRAINERS
16 Internal
750 External

42
20132012
2000
2010200920072000
Begining
of Activity
Lounch of
Mother’s Day
Campaign
Christmas
weather
destroys
Greenhouses
Greenhouses
Reconstruction
Manuel António da
Mota Award
Honorable Mention
Implementation of
the Solidarity Brand
Development of processes for
the Commercial Management
Diversification of
Clients Portfolio
Hiring of na
Agronomist
Engineer
Income
300.000€/ year
Social Enterprise Nursery Plant:
Major Events
Employees
13
SOCIAL REINTEGRATION → EMPOWERING → SOCIOPROFESSIONAL INTEGRATION → SUSTAINABILITY

43
STAFF
ORGANIZATION
BENEFICIARIES
COMMUNITY
SOCIETY
Renovation of SGQ 2011-2014 →
Dynamic Methodology
100% Client Sarisfaction Increased social legitimacy
Increased transfer of hnow-how
Increase Motivation →
efficiency e effectiveness
Increase integration on social
networks (CRI, CLAS)100% Population Recomend
the Service
Quality and Inovation ISO 9001:2008
Impact and Benefits Therapeutic Community
•Public Recognition: Private
Category Award Hospital do
Futuro’05/06
• Invitation to National and
International Conferences

44
Scientific Study Follow-up “Social
Trajectories” 2009-2013 CIES | ISCTE-IUL

45
EAD Lisbon Event
March, 15th 2011
• 100 participants
Colleges, Diverse Public Organizations,
Companies, ONG/IPSS,
Citizens and Special Guests
• 10 Mass Media
• 82 Published News
47 Press (43%), 35 TV & Radio (35%),
24 Social Media (22%)
• 1.200.000 people affected by
the news
• ROI 236.596€
Campaign EU “European Action On Drugs”
EAD Lisbon Event 2011

46
Campaign EU “Migrants in Europe”
Portugal 2013 Results
National Coordinator | Rui Martins & National Jury| Raquel Campos Franco,
Carmo Leal, Rosário Farmhouse, Carlos Nogueira and Ana Ximenes
OVERREACHED
RESULTS
182%
48
REGISTERED
UNIVERSITIES
78
SUBMITTED
WORKS
10
SELECTED WORKS
(NATIONAL JURY
PORTUGAL)
WILL JOIN THE
EUROPEAN
SELECTION
(EUROPEAN JURY)
TO BE HELD IN
SEPTEMBER |
BRUSSELS

47
19 Sponsors
Media
1 Sponsor
Publicards
(271 Locals)
1 Sponsor
Lisbon Subway
(500 cartazes)
Social Networks
Facebook,
LinkedIn,
Twitter
Social Advertising Campaign| Health
Impact Evaluation 2011

48
19 Magazines
and Newspapers
23 pages
517.911 audience
(5 millions readers)
75.779€ ROI
500 Posters
Lisbon Subway
600.000 passengers/day
3 weeks
(14.400.000 pass.)
105.000€ ROI
My Tech Notes &
My Finance Notes
University Notebooks
50.000 copies
Social Advertising Campaign| Health
Impact Evaluation 2011

49
IMPACT 2007-2012
13.460 PEOPLE
Annual Initiative Health Promotion
“Mocktails” | Torres Vedras

50
Celebration of Commemorative Dates
Annual Christmas Postcard
Colateral
enhancement to:
• Increase Visibility
• Increase brand engagment
• Disseminate key
messages

51
Accept
Mistakes
Enjoy
In Conclusion
Simplicity in
Complexity
Guidance
for Learning Take risks.
Encourage
Inovate

Quinta das Lapas, 2565-517 Monte Redondo Torres Vedras Telf.: +351 261 312 300 Fax.: +351 261 312 322
E-mail: rui.martins@dianova.pt| Website: http://www.dianova.pt
www.dianova.pt www.formacao.dianova.pt
http://aprendercrescerconcretizar.wordpress.com
dianovaportugal
dianova-portugal
www.apoiopsicossocial.dianova.pt

Reputation Communication Dianova 2013

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