How to begin work on revising or creating a communication plan for your organization, especially public sector agencies such as cities, counties, or school districts. The Certified Public Communicator program at TCU trains public sector communicators: more at certifiedpubliccommunicator.org.
Rotary - Creating a public relations planPeggy Hebden
This presentation is intended to be a facilitated session; The questions are to be answered by the group - the notes provide discussion points for the presenter. For Rotary Clubs or Rotary District teams.
Rotary - Creating a public relations planPeggy Hebden
This presentation is intended to be a facilitated session; The questions are to be answered by the group - the notes provide discussion points for the presenter. For Rotary Clubs or Rotary District teams.
Communication planning; how to gather your assets to build a thoughtful plan for your nonprofit organization, so that your communication isn't just one tactic after another.
From TCU Nonprofit Communicators Conference, May 20, 2016, as a way for nonprofits to collect their communication assets, so that they may take stock of their total infosphere, measure it, and make improvements.
In this pitch, I talk about my path as a social entrepreneur and what I see as the key factors for succeeding as a social entrepreneur, or as a social enterprise
Evaluating community projects
These guidelines were initially developed as part of the JRF Neighbourhood Programme. This programme is made up of 20 community or voluntary organisations all wanting to exercise a more strategic influence in their neighbourhood. The guidelines were originally written to help these organisations evaluate their work. They provide step-by-step advice on how to evaluate a community project which will be of interest to a wider audience.
What is evaluation?
Put simply, evaluation by members of a project or organisation will help people to learn from their day-to-day work. It can be used by a group of people, or by individuals working alone. It assesses the effectiveness of a piece of work, a project or a programme. It can also highlight whether your project is moving steadily and successfully towards achieving what it set out to do, or whether it is moving in a different direction. You can then celebrate and build on successes as well as learn from what has not worked so well.
Why evaluate?
Although evaluation may seem like an unnecessary additional task if you are already short of time and resources, it can save you both time and resources by keeping participants focused on, and working towards, the ultimate goal of the project. If necessary, it can refocus activity away from unproductive or unnecessary work.
Methods and Techniques for Community Engagement Dr. John Persico
Some ideas to help foster community engagement in the City of Minneapolis. My partner and I had a contract for two years to help the CIty implement a Community Engagement Process. We developed, tested and deployed a model for CE and also designed some training to support the role out of the model.
Keys to successful community collaboration (1)KristynDavis
Collaborating with your community is more important now than it ever has been before. Get together with your employees and customers virtually to find innovative ways to work and solve issues.
How to use Social Media to fine tune your communication plan (Pierre-Paul Fares)NRB
Do you know how you are seen through the prism of Social Media? Today, by asking the good questions, the information available on Social media can help organizations better understand the perception either of their customers or inhabitants. Are we reaching the right target audience? Are we listening the market correctly? What are the triggers driving social media activities, behaviors and sentiments? The answers to all these questions can provide wonderful insights leveraging the growth of a business or improving the services offered to citizens…
Gain a clear understanding of your financial capability programme by developing a Theory of Change, which describes the activities that you will run and the changes in people’s financial attitudes, behaviours or wellbeing that you expect to happen as a result. Browse out whole Evaluation Toolkit for more resources: https://www.fincap.org.uk/en/articles/evaluation-toolkit
THINKING ABOUT CSR IN PRACTICE: thoughts, tools and examples – Lecture to McG...Wayne Dunn
This lecture was delivered by Prof. Wayne Dunn to students and faculty at McGill University’s Executive Education Program on Corporate Social Responsibility: CREATING VALUE THROUGH COLLABORATIVE SUSTAINABLE DEVELOPMENT. The program, which was organized by McGill’s Institute for the Study of International Development, brought together 40+ mid-career professionals from around the world for an intensive one week program on Corporate Social Responsibility. The lecture, which was based on Wayne Dunn’s 25+ year’s of work in the field, brought together theory and practice to provide students with a set of practical tools and frameworks.
A joint presentation by Steve Levering, TCU Instructor II, and Ann Beck, Director of Marketing & Communication for Parks and Recreation, City of Mansfield, TX, on software resources and great ideas for content creation for nonprofits and cities. Presented on May 19, 2023, for the 13th TCU Nonprofit Communicators Conference.
Communication planning; how to gather your assets to build a thoughtful plan for your nonprofit organization, so that your communication isn't just one tactic after another.
From TCU Nonprofit Communicators Conference, May 20, 2016, as a way for nonprofits to collect their communication assets, so that they may take stock of their total infosphere, measure it, and make improvements.
In this pitch, I talk about my path as a social entrepreneur and what I see as the key factors for succeeding as a social entrepreneur, or as a social enterprise
Evaluating community projects
These guidelines were initially developed as part of the JRF Neighbourhood Programme. This programme is made up of 20 community or voluntary organisations all wanting to exercise a more strategic influence in their neighbourhood. The guidelines were originally written to help these organisations evaluate their work. They provide step-by-step advice on how to evaluate a community project which will be of interest to a wider audience.
What is evaluation?
Put simply, evaluation by members of a project or organisation will help people to learn from their day-to-day work. It can be used by a group of people, or by individuals working alone. It assesses the effectiveness of a piece of work, a project or a programme. It can also highlight whether your project is moving steadily and successfully towards achieving what it set out to do, or whether it is moving in a different direction. You can then celebrate and build on successes as well as learn from what has not worked so well.
Why evaluate?
Although evaluation may seem like an unnecessary additional task if you are already short of time and resources, it can save you both time and resources by keeping participants focused on, and working towards, the ultimate goal of the project. If necessary, it can refocus activity away from unproductive or unnecessary work.
Methods and Techniques for Community Engagement Dr. John Persico
Some ideas to help foster community engagement in the City of Minneapolis. My partner and I had a contract for two years to help the CIty implement a Community Engagement Process. We developed, tested and deployed a model for CE and also designed some training to support the role out of the model.
Keys to successful community collaboration (1)KristynDavis
Collaborating with your community is more important now than it ever has been before. Get together with your employees and customers virtually to find innovative ways to work and solve issues.
How to use Social Media to fine tune your communication plan (Pierre-Paul Fares)NRB
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Gain a clear understanding of your financial capability programme by developing a Theory of Change, which describes the activities that you will run and the changes in people’s financial attitudes, behaviours or wellbeing that you expect to happen as a result. Browse out whole Evaluation Toolkit for more resources: https://www.fincap.org.uk/en/articles/evaluation-toolkit
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4. PARTS
•
•
•
•
Vision | Mission | Values
City or county goals, promises, ideals
City or county strategic plan
SWOT (You may be the only person who does
this for the entire organization)
• Arlington, Texas, calls some of these
“horizon issues” (a.k.a. sticky wickets)
5.
6. MORE PARTS
•
•
•
•
•
Existing plans or aging plans
Crisis communication plan
Social media policies or guidelines
Any daily interface with citizens
City Hall or County Courthouse (place, people,
leadership, perception of citizens)
• Oh yeah, citizens
7. MORE PARTS
• All other communicators within programs and
departments of your city or county
• Other city, county and regional plans
• Vagaries of elected officials and their personal
crusades for their districts
• Any other existing initiatives, listing
responsible departments or leaders
8. Herding Cats and Central Planning: www.globalwealthprotection.com
9. Many of the parts may be thought of as
ENVIRONMENTAL SCANNING +
FORMATIVE RESEARCH
10. THE PROCESS
•
•
•
•
Environmental scanning
Formative Research
Planning
Message design and
execution
• Evaluation
You may remember this as
the four-part process:
• Research
• Objectives
• Programming
• Evaluation
11. THE TOOLBOX
•
•
•
•
•
•
•
Database where you gather these parts
Ears (listening)
Focus groups, surveys, “road show”
GANTT Chart (projects less than 30 days)
PERT Chart (complex projects)
Both use tasks, time frames, dependencies
Budget: people and hard costs
15. STRATEGIC COMMUNICATION
Why planning?
• To keep communication in line with city’s
values, mission and goals
• To proactively manage issues rather than react
• To understand what we know & don’t know
• To build consensus
• To manage city resources
16. MORE REASONS
• To map territory or territories of
communication responsibilities across a
complex organization
• To show other people within the organization
what communication jobs belong to your
domain
• To stick to your organization’s strategic goals,
rather than off working on stray initiatives
18. ROBUST, FULL-BODIED PLANS NEED …
• Goals (lofty and ambiguous, but tied to
organization’s mission/vision/values)
• Objectives (measureable and specific)
• Strategies (audience, tone, channel)
• Tactics (messages, events, programs)
• Otherwise, you just have routines
21. METHOD 1: THE “EASY” WAY
• Replicate prior plans
-or• Build from scratch, analyzing routines and using
existing tactics to build backwards toward goals
STEPS:
• Update an existing plan or old plan
• Complete an audit of all public-facing tactics (online
newsletter, YouTube videos, website, bill-paying
window, Twitter/Facebook/Instagram, Town Hall
meetings, and more) and then build your plan from the
bottom up
22. METHOD 2: THE HARDER WAY
• Scrap old plans or old routines to start anew
STEPS
• Learn about the culture and meet it in its best
reality or form (modeled by top-forming
departments)
• Accept input from all stakeholders
• Build cultural frameworks around existing
communication routines that you want to
preserve, or create new culture and frameworks
for this best-case culture
23. CASE STUDY: BRAND COLORADO
•Introduced last week, as part of a two-year effort that ends summer 2014.
•Focused on trade, tourism, travel.
•Unified 22 state agencies.
•Nonprofit and public-private partnership effort.
•$1.5 million in pro-bono work from Colorado-based PR & ad agencies.
•Part of governor’s overall economic development effort.
•Youth advisory board, amplified through social media.
•Listening tour across the state, with many stakeholders.
•Research showed that state flag was identified more with Chicago than
Colorado, outside the state.
•Brand saves time and money in multiple-agency communication tasks.
24. OTHER TASKS
• Channel Quest: Build a model of all
communication pathways inside your
organization and to the outside
• Content Quest: Complete an audit of all
public-facing tactics (online newsletter,
YouTube videos, website, bill-paying window,
Twitter/Facebook/Instagram, Town Hall
meetings, customer service, and more)
25. OTHER KEY QUESTIONS
• What kind of overall communication does
your org have? Centralized or decentralized?
• How many programs or departments
communicate with external stakeholders?
• How well does your internal communication
system work? Where are improvements
needed?
26. LET’S WRITE SOME GOALS
• Being available whenever citizens require key
interaction with or important information
from government.
27. CHART YOUR COMMUNICATION
• First, who are the players? Who is allowed to speak or who
has authority to speak? In other words, who serves as your
department, city, or agency’s primary
writer/spokesperson/communicator
• Who approves their messages?
• What channels do the speakers use?
• What audiences do these speakers/communicators
address?
• Do you have policies/plans that govern these interactions?
Yes/no
• What was the last time these policies/plans were discussed
and reviewed among all parties?