The Communication Plan

Strategic planning can be a tremendous communication and marketing campaign, don't miss the opportunity. Build your communication plan before strategic planning begins, don't wait until the end to do PR. You will benefit tremendously with a good communication plan which:

Will act as a binding agreement. When you tell people you're going to do something, having a communication plan or commitment in writing will force you to carry through with your efforts and you will have given others the opportunity to provide you with input. Assures that you will take advantage of all opportunities, including on-going implementation. Helps keep communication focused. Helps prevent unwanted surprises.

When developing your communication plan, keep the following tips in mind:

Set up a tracking system (i.e., journal, scrapbook, video spots, photographs) Have a creative person develop a look for all your strategic-planning documents and printed material. Incorporate two-way communication utilizing your local area network (LAN). Consider all of your audiences as "customers." Build in community involvement. Use the plan to your advantage. Segment the community into separate, manageable parts. Organize a steering committee where membership allows and encourages discussion. Make sure the members understand their responsibility. Possible communication vehicles include: PTA/Home-school meeting programs; community town meetings; media releases. Begin early. Announce the district's participation in strategic planning. Announce public meetings, dates and locations. Request volunteers for action teams. Acknowledge significant milestones through the process (i.e., vision, beliefs, environmental scan surprises). After the draft plan is completed, allow for a 30-day public viewing. (Mark all draft documents with DRAFT during a review.) Incorporate on-going implementation activities. Include detailed information on beliefs, missions, etc in a district newsletter. Allow the completed plan/final document to be used as a marketing tool for group presentations, discussion starters, town meetings, etc.

Tips for Communicating Change

Ask people for their opinion before you implement change. Be so thoroughly familiar with what you are communicating that you can summarize it in a short sentence. Explain the change in language people understand. Explain the change in terms of how it will affect them rather than what's in it for the school district. Anticipate how people will react, the questions they'll raise and the issues that may result. Design your communication to answer those concerns immediately. Keep your personal key communicators up-to-date regularly. Expect the change to generate a corps of resisters and appreciate them. In addition to encouraging them to participate in the implementation of the change, listen to what they have to say: Solicit ideas that will strengthen what you want to do. Identify the people in your community who you can come to for advice regarding new ideas. Be direct in stating the change and explaining the rationale for the change in relation to the overall goals you wish to achieve. Keep communicating about the change after it has been made. Recognize and celebrate its successful implementation.

The Importance of Internal Communication Make sure your people know what is going on. It's demoralizing to hear about what's happening where you work from someone outside the system. Don't forget your support staff, research indicates that they are the most important communicators/public relations specialists you have in your district. Keeping staff informed can be done through:

Staff Newsletter Volunteers Strategic planning columns, ongoing updates regarding status Recognition for those involved in the process Focus groups: building/staff/department meetings Soliciting their input on mission, belief statements, vision Build two-way feedback into already scheduled meeting Strategic planning speakers bureau Sharing the vision, mission, and strategic goals Soliciting community members to participate on action items

Outreach Strategies for Involving the Community As indicated above, involving the community can be a key ingredient in your vision. When involving the community:

Include results and activities from each in-district meeting in a newsletter. Distribute broadly within the community and school system and post at media centers. Ask for comments and suggestions. Have planning team members review and discuss actions with colleagues, neighbors, PTA members, etc. Ask for comments and suggestions. Collect comments and suggestions and produce on overheads for discussion and action as the first item on the next in-district meeting agenda. Present a draft of the strategic plan at a public forum with community and all school district employees invited to discuss and offer comments. Encourage discussion and comments throughout the entire process. The more people who own the plan, the better. Prepare a communication plan.

(These materials are excerpted from the Washington State School Directors' Association's "Passport to Leadership" program materials.)

Community Support for Change

There are many ways to involve the community in your district's process of change and development. They include: Keeping the community informed At Los Alamitos Elementary School, parents use electronic means to look up what is being served for lunch, check on childs attendance record, monitor nightly homework assignments. They have electronic mail conversations with teachers. Eventually they will use the technology to check on their childrens grades. (reported in New York Times, 3/30/94); Inviting business partners to join the district technology committee; Seeking advice from businesses in the community that are "heavy users" of technology; Promoting the change and technology in your district in all publications; Making the technology available to the community; For example, by opening the computer labs to public, the district can:

Help students who dont have computers; Hold classes for parents and community members; Offer access for a fee and raise money.

Engaging in these practices and offering these services leads to gain in community support for technology and draws on local expertise in developing your plans for technology and change. This section will offer tips and tools for securing community involvement:

Community Involvement in Change Getting the Word Out Turning Groans to Grins Communicate, Communicate, Communicate

Community Involvement in Change

Using the tools of politics, marketing, and communications, education reformers can build the public support needed to sustain their efforts to improve public education. These tools include:

Polls and focus groups to listen to the public, the customer. Brochures, newsletters, videos, radio and TV spots, web pages and other mechanisms to publicize messages. Community organizations for involving parents and other community members. Public relations and media relations (though districts often mistake these relatively limited tools as the whole tool kit). Strategic planning, to ensure all activities work well together and support priorities. Constant measurement and feedback to make sure your efforts are getting results.

Effective Public Engagement Use the following five basic guidelines for effective public engagement: 1. Make communications a priority, factor it into your work from the very start. (Companies like Proctor and Gamble spend up to 35% of their annual budgets on this kind of work, car companies about 30%, and service companies about 15%.) 2. Get the substance right. Walk the talk. 3. Make it real, concrete and visible. Personalize the improvements. Publicize student work that embodies the changes. 4. Stress benefits. Understand where your audience is coming from and appeal to it. 5. Talk about your work in terms that your audience can relate to.

Building Public Confidence In order to build public confidence, a school district decided to reach out to the surrounding community for help in planning the future directions of the district. The district wanted to do three things: 1. Connect with all community members. 2. Gather community perceptions about district issues. 3. Use collected data to reexamine their long-term goals and strategic plans. The district accomplished its mission by working through the stages listed below: Stage 1: Comprehensive Public Input Process

Collect suggestions and ideas from a "community summit". Use input to help define district-wide goals and increase district accountability. Develop quality indicators for each goal. Use quality indicators to define specific performance outcomes with annual targets.

Stage 2: Create Performance Benchmark Question Pool

Define performance outcomes. Help in collection of baseline performance data. Involve community in refining the final draft (focus group composed of administrators, parents, and community members).

Stage 3: Recruit Response Groups

Invite randomly selected parents and community members (Key Communicator Response Group, Employee Response Group, Student Response Group). Extend an open invitation to any community members who wanted to provide feedback.

You can use technologies such as automatic phone questionnaires, phone-in questionnaires, web page questionnaires, and advanced technologies to further this process. For example, you can conduct an OutCall of 50-100 respondents, consisting, for example, of PTA presidents, some staff, service club presidents, church leaders, business leaders, etc. The purpose is to:

Easily gather direct, unfiltered feedback from a diverse segment of the community about critical issues facing the district. Ascertain the impact of front-page news stories about specific events. Provide information to a group of people of influence (key communicators).

Acquire some hard perception data, prior to embarking on a specific course of action.

The benefits of doing this are that you can:

Balance pressure from a single interest group with immediate feedback from several different perspectives. Find out what various stakeholder groups know and want to know about a school issue before election. Build confidence in your schools. Improve staff relations. Improve accountability (institutional and individual) Use the information to help prioritize budget expenses. Gauge your community against national surveys by asking the same questions as those included in Phi Delta Kappa/Gallup and Public Agenda polls.

Getting the Word Out

The Board Member's Role as the Media Relations Liaison It is the board member's responsibility to act as the media-relations liaison. This is where the board member will: 1. Develop a media policy and plan governing relations with the media. The policy should cover such issues as: o Establishing a good working relationship o Appropriate or designated spokesperson o How the board provides information and access 2. Assure that the media is kept informed - especially when trouble is brewing. 3. Develop a personal relationship with the reporters covering your district. Keep the relationship friendly, but professional. 4. Provide media packages prior to board meetings. These should include: Diagram of the seating arrangement and the name of each board member Copy of the agenda Copy of informational items given to the board, when appropriate and not confidential. Background information for each item - again, when appropriate and not confidential Name and phone number of a contact person

It is important that the board member follow the chain of command in the media - start with the reporter. Always remember that your role is that of a school board member

representing the district, not as an individual with personal issues. (excerpted from the Washington State School Directors' Association's Passport to Leadership) What Should I Put In A Press Release? The crucial information to include in a press release is:

Who you are What you are doing When you are doing it How youll do it Where youll do it Why youre doing it

Three Easy Steps to Media Coverage Press releases are often sent out in a series of related releases, designed to build interest. Use the following steps as a guide to creating your media plan: Step 1: Create a simple one-page factual release that explains who you are and what youre doing. Step 2: Two weeks later, release a second factual piece with new angle, emphasizing when, where or how. Step 3: Two weeks later, distribute a third release that has more of a creative angle. Seek out things that highlight why your project is important to the community. When developing your release:

Relate the facts of your project to the needs to the community. Highlight your project with a real-life situation. Explain how your project came into being. Tell a story about an unexpected benefit to the community.

Turning Groans to Grins

Using Conflict to Your Advantage How can education leaders take advantage of the conflict that often accompanies change to garner even more support for their efforts from those who are disgruntled? The Washington State School Directors Association offers the following techniques for resolving conflict and working with pressure groups:

Meet conflict straight on Set goals Plan for frequent communications Be honest about concerns Agree to disagree - understand healthy disagreement should build Make better decisions Eliminate individual ego from management style Empower your team to create - people will support what they help create Conduct discussion of differences in values Stress the importance of adhering to policy Communicate honestly - avoid playing "gotcha" games Provide more data and information than is needed Develop a sound management system.

Pressure Groups: Turning Groans Into Grins Pressure group tools are persuasion, pressure, protests, politics and the press. Yours are anticipation, communication and accommodation. Here's how each can work for you. Anticipation: preparing ahead

Review your school board policies to be certain they are in place before you need them. Conduct formal or informal opinion polls of your staff and community to determine feelings on various issues and communicate the results. Give advance public notice on controversial agenda items. When dealing with items that are likely to elicit a great deal of community interest, it is best to set aside a period for public comment before the board is expected to take action. Solicit ideas from your community on a continuing basis. If a pressure group represents a large portion of the community, it may well have a significant effect on policies or programs. If is has little support, or If its demands are detrimental for education, bringing to light other opinions in the community will help to point this out. Always try to work with people who have a complaint. Pressure groups sometimes form as coalitions of people who are unhappy about a variety of issues. Do a profile on your district to identify possible pressure groups. Analyze where the district has a "presence" and where it does not. Send school board minutes and materials to organization presidents. Train your school board on how to handle confrontative meetings and situations before they need it. Maintain an open door....and ear.

Communication: recognizing they won't go away

Involve members of special interest groups on study and planning committees. Research shows that negative people do not sway the balance of a committee, but involvement sometimes brings them to a more objective or positive view. Take care not to stimulate additional grievances by appearing to be rigid, noncommunicative, uninterested or insensitive to the pressure group's goals. Try to remain emotionally unattached. Avoid getting into a public debate with pressure group representatives. Listen to what they have to say and use a reasoned, factual style for your reply.

Accommodation: emphasizing the positive

Sometimes it might seem impossible, but pressure groups have the potential of becoming very important school supporters. Search for a common denominator. Try to reach agreement on some things and exploit those areas of agreement. This will help you keep lines of communication open. Stop thinking of these groups as totally adversarial. Recognize that they are simply using the techniques they know best to put their viewpoints and preferences across. Don't let communication be severed. Keep talking and listening. Clear the air. Eliminate myths or incorrect assumptions. Be willing to give a little on minor points so you can stand firm on the important ones. Make your decision, but continue to listen. Make allowances for valid concerns and ideas missed in the initial process. Keep in touch with pressure group leaders. You might even want to see if they would like to be on your Key Communicators list.

Communicate, Communicate, Communicate

Communication Efforts There are many reasons boards should pay attention to and formalize their efforts to communicate. The Washington State School Directors Association offers the following tips for formalizing the board's communication efforts.

The need to be accountable. The board's dual role of representing both the schools and the community.

The need to grasp and influence public opinion about the direction and function of public education The board's obligation to communicate the reasons for its actions and the way the schools operate.

Planning Your Communication Plan Elements of a board's communication plan include:

A policy commitment - to ensure that the communication between the school system and the public goes both ways, the board must define the process clearly in a written policy. A provision for internal (school) communications. A component for external (community) communications. A commitment of funds - allocation of budget resources to a communication program is an essential companion to the board's policy commitment to communicate.

How good is your district's communication plan? Is there a policy in place that defines the communication process the district will use to ensure two-way communication between the school system and the public? Is your public relations program evaluated regularly? Does your public relations program involve as many people as possible? Do all school board members, top-level administrators, department heads, faculty and on-academic staff contribute to your public relations program? Do the board and superintendent provide leadership and gear district or school policies and actions toward good public relations? Do the board and superintendent provide clear lines of authority and responsibility for public relations procedures? Are the duties related to public relations delegated in terms of district priorities, objectives, functions and jobs to be done? Do the board and superintendent understand clearly the purpose and organization of public relations program activities for the district? Is a written statement of public relations policies given to each staff member? Does the staff promote good public relations?

Are all available media used? Are the publics served by the district identified? Are surveys conducted regularly? Are topics of human interest used for news releases? Does the superintendent make full use of the district's annual report as a public relations instrument? Using the Communicator System A useful tool for improving communication with the community is the key communicator system. Using this system, education leaders target opinion leaders who:

Have a demonstrable following Have credibility on many topics Are generally positive Are activists - they do more than talk Get around - they're everywhere Have a potential interest or concern for the issue or subject

The five major steps to develop a key communicator system are: Step 1 Identify eight to ten people whom you believe are will known and respected in the community using what you know about opinion leaders. Coordinate with other members of your board to be sure you aren't all converging on the same people. Step 2 Call the identified leaders on the phone personally. Tell them you are trying to improve two-way communication about the schools and want to identify key opinion leaders who can help you. Ask them to identify 10 such leaders and invite them to include themselves, as well. Try to get both names and phone numbers. Step 3 Compare the lists from these calls. Several names should pop up on more than one list. These are your potential Key Communicators. Step 4 Call each of these people. You don't have to know them. Tell them you want to improve two-way communication between the community and yourself as a school board member. Ask them if they would be interested in being part of a cadre of community leaders who will: Receive a personal monthly update on school board activities and district issues and help provide reaction and feedback to you; Be willing to keep their ears open about the schools and pass on rumors, commonly held perceptions, and questions they can't answer to you; and Be willing to share what they know about the schools with others. Step 5 Schedule time to call each one. Spend more time listening than telling. Take notes on the questions they ask and issues they raise. Look for trends.

Elements of a Strategic Communications Plan

Determine Goal Identify and Profile Audience

Develop Messages Select Communication Channels Choose Activities and Materials Establish Partnerships Implement the Plan Evaluate and Make Mid-Course Corrections
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Step 1: Determine Goal

To initiate a successful and effective communications effort, start with an assessment of your current organizational goals. Examine what your organization stands forits mission, values and beliefs. Look closely at who your organization is serving. This process will help narrow and sharpen the focus for your communication initiative(s). What issue is most important to your organization right now? _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ Who is most affected by the issue stated above?

_____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ Who makes decisions about the issue? _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ What is the overall goal you want to achieve? (i.e., What change would you be able to observe?) (Be specific.) _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________

What tangible outcomes would you like to achieve through a communications effort? i.e., How will you know you are achieving your goals? (Be specific. What would you see, hear, or have in-hand that would let you know you are making progress toward the goal?)
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_____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________

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Step 2: Identify and Profile the Audiences

Once youve identified your key issues, its time to identify and profile specific audiences to target with a communications initiative. The reason for taking the time to look this closely at your audiences is that this kind of background information is essential in choosing the most effective ways to communicate with the audience. Madison Avenue has learned this lesson well, now we need to apply some of the same kind of thinking to communicating about your issue.
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Audience Definition Worksheet

Of the audiences listed on the Step 1 worksheet, whose knowledge, attitudes and behavior must be changed in order to meet your goal? (These groups now become your primary audiences.) _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ Who else is affected if you succeed in your goal? (secondary audience) _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ Are there others who can influence primary and secondary audiences? (tertiary audiences) (You may wish to design a communication initiative to reach some of

these audiences as well. Or you may see a role for these folks as allies and partners.) _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ Now you are ready to complete worksheets for each of your audiences identified above. (see next page)
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Audience Segmentation Worksheet

(Note: you will probably need to make multiple copies of this worksheet.)

Audience:
_____________________________________________________ ________________ Describe what you know about this audiences knowledge, attitudes and behaviors as they relate to your issue: _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________

_____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ What are the barriers to this audience fully supporting or participating in reaching your goal? What are the benefits if they do? _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ What are the characteristics of this audience? How do they spend their time? What is their gender, ethnicity and income level? How have they been educated? What are the language considerations? What or who are they influenced by? What makes new information credible for them? What or who could motivate change or action? _____________________________________________________ ________________

_____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________
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Step 3: Develop Messages

Your messages are closely tied to your goal and objectives. They deliver important information about the issue and compel the targeted audience to think,

feel, or act. They can: Show the importance, urgency, or magnitude of the issue Show the relevance of the issue Put a face on the issue Be tied to specific audience values, beliefs, or interests of the audience Reflect an understanding of what would motivate the audience to think, feel, or act Be culturally relevant and sensitive Be Memorable The messages you develop by using the worksheet provided in this section can be used in many ways. First, they are a set of statements that you and your team agree upon as conveying the key information for your initiative. They will not include all the detail and supporting ideas and data that you may use in printed materials or other forms of communication. The messages you develop in the worksheets can become the underlying themes for your materials and activities. You may develop slogans based on them. You may develop sets of talking points that members of your team will use in making presentations. And

they easily become the basis for radio and print PSAs, the genesis for posters, and may suggest topics for fact sheets, drop-in articles, and even letters to the editor or newspaper editorials. Before turning to the Message Development Worksheet, take a few moments to read Considerations for Message Construction.
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Considerations for Message Construction

Both the channel (the conduit for sending your message to the chosen target audience) and the purpose of communicating environmental information influence message design. Information may be designed to convey new facts, alter attitudes, change behavior, or encourage participation in decision-making. Some of these purposes overlap; often they are progressive. That is, for persuasion to work, the public must first receive information, then understand it, believe it, agree with it, and then act upon it. Regardless of the purpose, messages must be developed with consideration of the desired outcome. Factors that help determine public acceptance include:
ClarityMessages must clearly convey information to assure the publics

understanding and to limit the changes for misunderstanding or inappropriate action. Clear messages contain as few technical/scientific/bureaucratic terms as possible, and eliminate information that the audience does not need in order to make necessary decisions (such as unnecessarily detailed explanations). Readability tests can help determine the reading level required to understand drafted material and help writers to be conscientious about the selection of words and phrases. ConsistencyIn an ideal world there would be specific consensus on the meaning of new findings, and all messages on a particular topic would be consistent. Unfortunately, consistency is sometimes elusive. Experts tend to interpret new data differently, making consensus among government, industry, and public interest groups difficult. Main pointsThe main points should be stressed, repeated, and never hidden within less strategically important information. Tone and appealA message should be reassuring, alarming, challenging, or straightforward, depending upon the desired impact and the target audience. Messages should also be truthful, honest and as complete as possible. CredibilityThe spokesperson and source of the information should be believable and trustworthy. Public needFor a message to break through the information clutter of society, messages should be based on what the target audience perceives as most important

to them, what they want to know, and not what is most important or most interesting to the originating agency. Prior to final production, messages should be pretested with the target audiences (and in some cases with channel gatekeepers) to assure public understanding and other intended responses.
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Source: Making Health Communication Programs Work: A Planners Guide, Office of Cancer Communications, National Cancer Institute, National Institutes of Health (1992).

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Message Worksheet
(one for each audience) Note: Refer to your completed worksheets for Steps 1 & 2. Audience _____________________________________________________ ________________ What are the barriers and benefits to your audience thinking, feeling, or acting on your issue? _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________

What change in attitude (the way they feel about the issue) do you want to motivate in your audience to meet your goal? _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ What change in the behavior (day-to-day actions) of your audience are trying to achieve? _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ Now, based on what you know about your audience needs to hear in order to think, feel or act, what are the three most compelling sentences you could use to motivate the audience? These are your messages. _____________________________________________________ ________________

_____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________
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_____________________________________________________ ________________
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Step 4: Select Communication Channels

Communications channels carry the messages to the target audiences. Channels take many forms and there is an infinite list of possibilities. Answering

some key questions will aid you in identifying the most effective channels for reaching your audiences. Sample Channels
Television stations Radio stations Newspapers Web sites Community centers Street festivals Laundromats City government offices (e.g. Division of Motor Vehicles) Malls Parks Schools, colleges, vocational and language training centers Libraries Recreation centers (e.g. basketball courts or soccer fields) Community non-profit offices Transportation depots/stations Supermarkets Fast food restaurants Literature Racks
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Channel Worksheet
(one worksheet for each audience) Note: Use the work you did in Step 2 to help you with these worksheets. Audience: _____________________________________________________ ________________

Where or from whom does this audience get its information? Who do they find credible? _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ Where does this audience spend most of its time? Where are they most likely to give you their attention? _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________

_____________________________________________________ ________________ _____________________________________________________ ________________ Complete list of channels your team wants to use to reach this audience: _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________
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Step 5: Choose Activities and Materials

What are the activities, events, and/or materialsto be used in your selected channelsthat will most effectively carry your message to the intended audiences? In choosing these, you should consider: Appropriateness to audience, goal, and message Relevance to desired outcomes

 Timing Costs/Resources Climate of community toward the issue/activity Cultural appropriateness (including language) Environmentgeographic considerations Sample Activities
News conferences Editorial board meetings at newspapers Radio talk or call-in shows A benefit race Parades Web links Conferences One-on-one meetings Open houses Speeches Hotlines Listservs Information Fair

Materials to Support Activities

News releases Fliers and brochures Opinion editorials (op-eds) Letters to the editor Posters Public service announcements (PSAs) Bookmarks Video presentations Web pages A float in a parade

Buttons, pins, and ribbons Promotional items and giveaways

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Step 6: Establish Partnerships

Groups, organizations, or businesses may exist that would aid you in reaching your goal by providing funds, expertise, support, or other resources. Please list allies or partners who support or work with your audiences or share in your goals. _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________

_____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________

_____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________ _____________________________________________________ ________________

_____________________________________________________ ________________
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HARNESSING THE POWER OF PARTNERSHIPS

Allies and Partners
Groups, organizations, or businesses may exist that would aid you in reaching your goal by providing funds, expertise or other resources toward your communications The prospect of developing partnerships with area businesses and local organizations may seem overwhelming if you havent had much experience in working with the private sector. However, there are some practical steps you can follow that will focus your energies and resources where they will be most effective.

Determine Your Needs

Before you ask for help, its important to identify what you need most. Make a Wish List and include areas like equipment (computers, vehicles, or supplies); services; educational activities and materials; and specific products that can be donated. This list will help set your priorities and guide who you need to contact.

Identify Potential Partners

There may be hundreds of organizations to approach in your communitywhere do you start? Let your fingers do the walking and start with the Yellow Pages. By using your Wish List to identify categories of need, you can narrow the types of organizations that can help you. Dont limit yourself at this stage and try to be imaginative. For instance, a local pizza

parlor may not have an obvious link, but if it is a popular hang-out for high school students, the restaurant might host a pizza party and allow you to hand out information on ORVs. Other sources for potential partners are your Chamber of Commerce directory, general corporate directories, and personal contacts, including your board of directors or existing coalitions. For national contacts as well as local, there are several national directories that are available at your local library. The Corporate Giving Directory, which is updated annually, is an excellent choice. Dont forget to monitor the local media. Who sponsored that nonprofit ball and where was it held? What company bought the T-shirts for the annual 10K Run to support environmental research? Also, if you have a good relationship with other nonprofits or agencies, they may share their giving list.

Prioritize Your Contacts

When you have a list of possible contacts, begin making your partnership circle. This circle will help you further identify your most important contacts so you can prioritize your efforts. Youve chosen possible partners by categorynow look for personal contacts. Think of dropping a pebble in the water and watching the ripples spread out. By putting organizations where you already have contacts in the center, you will anchor your effort as you move further and further out. Start with organizations that have helped in the pastthey will be the very center of your circle. Then talk to employees, your board of directors, or coalition members. Who do they

know? You may discover that someone on staff went to school with the president of a local bank. Put organizations where you have close personal contacts on the next wave of your circle. After examining personal contacts, look for those organizations that would make perfect partners, i.e., organizations that have supported environmental issues in the past. Keep going until you get to the very outer layer, which would be organizations where you have no contacts at all and no apparent links. Now you have prioritized your outreach list!
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The final step before preparing your proposals is finding the correct contact. You may have this information if youve used an up-to-date directory or have a personal contact, but if youre not sure, make a phone call. Ask to whom you would send a partnership proposal; be sure to get the persons name, title, full address, and phone number. And finally, dont overlook the importance of using the Internet to research target organizations.

Make Your Proposal Strategic

Companies have a giving strategy, so your proposal should be strategic too. A fundraiser for a major national nonprofit once said, There is no corporate philanthropythey all give for a reason. Most organizations give strategically, meaning they give in an area(s) where they have an interest, want to influence someone or something, or stand to gain something employees, customers, and the community influence those decisions as well. We all know that there can be tough competition for nonprofit support, and that decisions are sometimes

made on small details. Look at your partnership circle and carefully look for connections. Has a city councilperson recently dealt with an environmental issue? Look for logical allies and mutual goals and put that information in your proposal. Make the proposal mutually beneficial. Just as you have asked for something, be prepared to offer something in return. Try to at least reward the organization with positive community exposure and recognition for its efforts. Use your best judgment on the proposal. If you know someone, a letter may suffice. If youre sending a proposal to a large company, you may want to send a letter, an information kit, and a recent newspaper article on what your organization is doing in the community. Always demonstrate the importance of the issue, the importance of the program in the community, specifically how the organization can help strengthen your efforts and how the organization will benefit from its participation.

Face-to-Face Follow-up
About a week after sending your proposal, call the contact to verify that he/she received the information. At this point, introduce yourself (if you dont know the contact already) and offer to answer questions or send more information. Ask when would be a good time to call back to schedule an appointment; mark the date and call promptly at that time. The best way to sell the proposal is face-to-face where you can talk about the campaign, its goals, and its accomplishments. Its important to be realistic. Smaller businesses may not have extra funds to support community programs, but may be able to provide inkind

support. They may be willing to include information on ORVs in their mailings to the community, fliers to circulate to their employees, in their stores, etc. If youve done your homework, you will be able to request help that the company will gladly agree to provide.

Make Your Community Partners Part of Your Team

Dont ask for something and then never contact the organization again! Keep a database of all donors (even listing those who said they might give in the future) and recognize them periodically with a personal note or newsletter. Keep them informed on whats happening with ORVs and other environmental issues in the community and continually offer opportunities for participation, including volunteering. Also, offer a chance for feedback so you can establish a two-way dialogue with your partners. A town meeting, an online seminar, or a presentation, are all ways to share information with your partners. Make them team members and they will continue to support you for years to come!
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Step 7: Implement the Plan

There are many tools for organizing yourself around time, dollars, and staff needed to implement an initiative. One approach is given here as an example. Of course you should feel free to use your own tried and true management tools. Use the following steps to determine time, budget and staffing needs: 1. List all activities

2. Under each activity, outline the steps, in order, that will lead to its completion 3. Assign a budget estimate to each step 4. Assign a staffing needs estimate to each step 5. Working backwards from the activity completion point, assign a date for each step in the activity. You can plot your dates on calendar pages if youd like, or you can organize them in another timeline such as a Gantt chart (date/timeline runs horizontally across page; tasks are listed in chronological order down left-hand side. A line extends across the page from each task, showing the date work begins and ends on that task or subtask).
Page 20

Sample Timeline Planning Sheet

Activity: Place print PSAs in up to 25 periodicals, newsletters, or bulletins

[Preliminary Work] Design camera-ready PSA slicks ;10 person hours. [Weeks 1 & 2] Identify list of potential placement opportunities and get names and addresses of public service director or advertising manager for each publication; (local phone charges); 4-6 person hours. [Week 1] Draft/review/refine cover letter to director/manager; $0.00; 2 person

hours. [Week 2] Print letters; $0.50 (paper); 1 person hour. [Week 2] Acquire flat envelopes and blank labels for mailing; $10.00; 1 person hour. [Week 2] Create labels for mailing; $0.00; 3-4 person hours. [Week 2] Assemble mailing; $0.00; 2-3 person hours. [Week 2] Mail print PSAs; $13.75 (.55x25); .25 person hour. [Week 3] Begin follow-up calls to PSA directors to encourage placement; (local calls); 6-8 hours (could be done by 2 persons;). [Weeks 3-10] Monitor PSA placement; $5.00 to purchase papers; 3-4 person hours. [Week 10] Write report about initiative, its outcomes, midcourse corrections, and things you would do differently next time; $2.00 paper & repro; 4-6 person hours. [Week 10 or 11] Circulate to appropriate members of your organization; $0.00; 1-2 person. hours Total direct costs: $31.25 Labor: 28-38 person hours (over 4-10 weeks time after acquiring PSAs)
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Step 8: Evaluate and Make Mid-Course Corrections

 Specify times to take stock of progress in completing communications plan. Determine strengths and weaknesses. Identify obstacles. Create and implement new approaches for success. Consult with communications technical assistance advisors.
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Campaign Planning Worksheet

Consider the following questions when planning a comprehensive communications campaign: 1. What are your short-term and long-term campaign objectives? 2. What is your timeline for completion of the campaign? 3. Who are your target audiences? 4. What are the key communications messages (no more than three, please)? 5. What are your staff and financial resources? 6. What materials and activities will best disseminate these messages? 7. What media have you targeted? 8. What specific roles have you identified for your spokespeople? 9. What role will consortium members, corporate partners, and staff play? 10. How will you evaluate your campaign?
Strategic Communication Plan for the Research Profile Project

September 2003 The Message: Research Makes Sense For Students

PROBLEM/OPPORTUNITY:
ISSUE

Perception that research takes away resources from teaching lack of awareness of the role of research at U of A

Lack of Awareness of the Impact of research on the campus and external community

Lack of coordinated profile about research successes and the contribution of that research to teaching

Lack of awareness of research opportunities for students (particularly undergrad)

Lack of awareness about the role of research students both grad and PDF MESSAGES

Research activities directly impact the classroom and curriculum Research is done in the context of training students Research brings in resources for teaching A quality research environment increases quality faculty which increases quality of training for students Research directly benefits the external community through breakthroughs, spinoffs, technology transfer, etc.

Training of highly qualified personnel drives the knowledge economy

We are training of the leaders of tomorrow


Graduate students and postdoctoral fellows play a crucial role as teachers, researchers, mentors, etc.

Research students enhance the learning environment for undergraduate students

The U of A and external community needs to celebrate research success by linking that success to students

We need to celebrate the success of our students involved in research

The University of Alberta believes in providing research experiences to ALL

students

STRATEGY AND TACTICS:

STRATEGY 1. 2. 3. Launch and promote the theme - "Research Makes Sense For Students" Develop materials for the theme Ensure all key members of administration acknowledge and utilize the theme and the resources developed through the project 4. 5. 6. 7. Work with university campus to develop tools (database, etc.) Engage campus in debate on research and teaching Get researchers (incl graduate students and PDFs) talking about research and teaching Show examples of how classroom/curriculum content is impacted by research on campus 8. 9. Profile Department and Faculty Research activities Market current research opportunities for undergraduate students

10. Work on developing communication about the impacts of research on community 11. Ensure that the University of Alberta Strategic Media Relations Team has stories of students involved in research activities

12. Profile Undergraduate students conducting research projects 13. Identify and profile graduate students and postdoctoral fellows from Alberta 14. Profile convocating PhD students 15. Profile major award winners in research 16. Ensure every Alberta Bound incorporates students involved in research

AUDIENCE

Our target audiences for the Research Profile Project includes: current and prospective undergraduate students, graduate students, and postdoctoral fellows; the rest of the U of A campus community; the general public in Edmonton, Alberta, Canada, and the world; the Governments of Canada, Alberta, and Edmonton; and the media.

OBJECTIVES:
EXPECTED OUTCOMES

The campus community, students, external community, and government will recognize the importance of research and teaching together at a university The campus and external community will appreciate the impact that research has on the economy, but also on teaching and on campus activities Students, the campus and external community, and government will all realize the importance of research students at the U of A

Students, the campus and external community, and government will realize the success of the U of A and will recognize the need of both teaching and research for continued success in the future

Students, the external community and government will all realize that the U of A is actively involving students in research, particularly at the undergraduate level

The ABCs of Strategic Communications

This article details the process of designing a plan for strategic communications as discussed in The Jossey-Bass guide to strategic communications for nonprofits, written by Kathy Bonk, Henry Griggs and Emily Tynes, 1999. A communications plan is an important part of an organization's daily operation. As a living document, it frames media activities, including internal and external communications, clarifies the organization's priorities, target audiences, resources and staff assignments. What are the elements of a communications plan? The elements are basically the same whether an organization is, for example, a large notfor-profit hospital, a museum, a university, a small advocacy group, service provider, or foundation. A communications plan affirms and is driven by the organization's goals and outcomes, its vision, as expressed in a mission statement, and its values and beliefs. Overall communications goals: The organization's communications goals may include: Developing and implementing communications plans for enhanced visibility and crisis management Generating positive media coverage by cultivating relationships with reporters Increasing the awareness and involvement of specific, targeted groups of individuals Changing attitudes or teaching new skills to clients and staff Generating support from the public, policy makers, and clients for community reforms across your state Encouraging financial contributions The activities in the communications plan should support the organization's overall communications goals. It is important to set measurable goals in order to know when they have been achieved and to be able to gauge the progress along the way.

Vision and mission statement The organizational mission statement is the cornerstone of the communications plan, driving the overall direction of media activities. The organization should include this mission statement at the very beginning of the communications plan to remind staff, board members and other internal decision makers that media-related activities flow from the organization's core mission and vision, not just from its communications department. Media activities enhance the organization's overall image, advance its agenda and influence public will. Organizational values and beliefs Every organization, foundation, public agency and institution has at its heart a system of values and beliefs. These values should be reflected in all that the organization plans and does, including communications goals and strategic plans. Critical elements of a communications plan In addition to the goals, vision and values that form the cornerstone of an organization's communications strategy, there are six critical elements organizations need to construct that strategy: 1. An understanding of the target audience and how to reach it 2. Research into past media coverage and public opinion about the issues 3. Messages to be delivered 4. Materials to be produced 5. Financial resources from which staff and equipment will be drawn 6. A written work plan It is important to identify these elements and put them in place before implementing dayto-day activities. Successful implementation of a communications plan depends on pulling these elements together: Identification of the target audience The first task is to identify who the target audience is and how to reach it. List categories of people who are important to the success of the organization and identify ways to reach them. Audiences may include donors, potential members, elected officials, church groups, judges and the legal community, business leaders, communities of color, trade associations, women's leaders, teens, senior citizens, and the general public. In addition to these important outside audiences, it is important for organization not to forget its internal audiences, such as staff, board members and volunteers. Research into media coverage, public opinion and facts How do target audiences perceive the organization and its issues? With the Internet, it is not difficult to develop a profile of how the organization's issues are covered in the media, how often the organization is quoted or described, and what public opinion polls have been done on relevant topics. A short and simple media analysis can be an instructive tool and will indicate the amount of resources necessary to increase name recognition.

Good data can be a gold mine in outreach to the media. Most media use "factoids" to help their audiences put stories in perspective. A good communications plan should collect data on the important issues in formats that can answer the "who, what, when, where, why and how." Message development Develop a phrase of four to ten words to describe the organization that can be used every time a reporter does a story about the agency. It is important to be able to tell reporters how the group wants to be described; otherwise, journalists will come up with descriptions that may not be accurate. The next step is to develop message points for the organization's spokespeople to use when they talk with reporters. One might consist of the basic facts about the group, but should be limited to three or four points to communicate in each interview. Answer the following questions in-house before every media event or interview: What should the headline be? What should the article include? Answers given in the interview or at the media event should always deliver the key points. Production of high-quality public relations materials Public relations materials are important tools for reaching reporters, donors, policy makers, and others in the target audience. These should include: A consistent and easy-to-recognize logo and stationery design An easy-to-understand, one page fact sheet about the organization At least one press kit on the issues and activities to be highlighted in the media Hard copy brochures and consistent Web site content Videos, slides, overheads and computer presentations Reports and studies for public release as news items One paragraph and one page biographies on spokespeople and agency heads Copies of the current newsletter, if there is one Copies of newspaper articles about the group Assessment of resources The communications plan needs to spell out how resources will be allocated, including staff time, budgets, computers, software, equipment, databases, in-house and contract services and volunteer help. For mid-sized to large organizations, it is prudent to hire communications director. In agencies with fewer than ten employees, everyone from the executive director to the person who answers the phone should be a part of the communications team. A resource review for the organization should do the following: Assess staff time, in-house services and existing media technologies Recommend and arrange for training and technology updates as needed Designate or decide to hire a communications director Develop a budget that includes provisions for outside contracts and services, such as freelance writing, video production, database management, graphic design and Web site

management Access funding and build programs for expanded activities that include executive loan programs, internships, pro bono support from commercial media firms, donations from local and regional corporations and grants from foundations. Development of a work plan Organizations should develop work plans for each major activity or event and try to review overall plans at least quarterly. Elements of a communications work plan should spell out assignments and important tasks: Develop timelines, calendars of events and priorities Assign responsibilities to lead and support staff, giving each a list of specific tasks Review progress and enforce or revise deadlines Hold people responsible for completing work and reassign tasks as needed Crisis control The work plan should also include a crisis control plan. This should be thought of as a fire drill, and regardless how non controversial the organization, there should be a plan in place to deal with possible negative stories in the media. This plan should include the identification of a crisis coordination team, a plan to ensure timely and appropriate responses to negative press and regular internal briefings about the procedures for implementing a damage control plan. Evaluation No strategic communications plan is complete without a built-in evaluation component as a way to check accountability and make improvements over time. Major evaluation activities might include analyzing media content and monitoring certain developments, such as shifts in public opinion, policy changes, increased membership and organizational participation, and improved institutional capacity. Summary A written communications plan should be easy to read and should have a format adaptable for overhead or computer presentations to larger audiences. Most organizations have been through a strategic planning process at some point; this effort is no different. Remember, the elements of a communications plan are basically the same whether the organization has thousands, hundreds, dozens, or a handful of employees

Strategic

for Broward County

Communica tions Plan

Page 2

I am proud to be associated with Broward County, a vital, diverse and progressive organization. Through the efforts of a committed and talented workforce, we have met significant challenges over the past few years. An important goal we face today is to better coordinate our internal and external communications to improve citizen awareness of

the services and programs provided by the Broward County Board of County Commissioners. Fundamental to this effort is practical and abundant employee-to-employee communications at all levels throughout our organization. This Strategic Communications Plan provides a framework for achieving that goal. Each and every employee fulfills a valuable role in this effort, from ensuring customer service excellence to marketing our business operations effectively. Our organizational culture is highly empowered and, over the years, responsibility for all aspects of communications has been absolutely decentralized. At the same time, we have developed unique identities within individual agencies which, to a large degree, has compromised our organizational identity. Many of the programs and services we provide are not well-recognized as services provided by the Board of County Commissioners. A major goal of the Strategic Communications Plan is to create a corporate identity which embraces all departments and agencies of the Broward County Board

of County Commissioners. As we begin implementation of this plan, we welcome your input and ideas. The Strategic Communications Plan is a living document which will be modified and updated as systems change, projects are completed, and our goals evolve. Through our combined efforts, we hope to ensure that all our communications and contacts print, electronic or live reflect our corporate identity, and firmly establish our reputation, within our communities and beyond, as a well-managed, high performance, dynamic and caring organization. Sincerely, Roger Desjarlais County Administrator

Fellow Employee:
Page 3

Statement of Purpose/Overview of Goals................................................ 2 Board of County Commissioners Six Strategic Goals ............................ 4 Core Communications Team ................................................................... 5

Guiding Principles ................................................................................... 6 Major Themes and Messages ................................................................. 7 Official Logo - Branding/Corporate Identity/Image ................................. 7 Communications Strategies and Objectives ........................................... 8 Employee-Focused Communications (Internal) ................................... 8 Citizen-Focused Communications (External) ..................................... 10 Media Communications...................................................................... 12 Community Presence/Citizen Input and Involvement ......................... 13 Resources Required ............................................................................. 15 Summary Statement .............................................................................. 15 Appendices Public Information/Graphics - Policies and Procedures Checklist for Publications Samples: Letterhead, Envelopes, Business Cards, Web Masthead, Info Boxes, Press Release Guide to Media Relations/Media Directory Department Plans

Index - Table of Contents

1
Page 4

The purpose of our Strategic Communications Plan is to enhance citizen awareness of services and programs provided by the Broward County Board of County Commissioners, create a corporate identity for our organization, and promote our presence in the community. The Broward County Board of County Commissioners provides a wide variety of services to the citizens of Broward County, ranging from athletics programs to xeriscaping advice, from newborn health care to indigent burial, from critical safety services to lifestyle (recreational and cultural) enhancements. We cover the landscape on land, in the air, or at sea. The cultural diversity of our population of 1.62 million creates unique challenges in providing information and delivering services to our target publics which include children, elderly, families, busi-

nesses, and people in need. Given the size of our organization (7,000 employees and approximately 100 different agencies), we encounter similar challenges with internal communications. Considering the scope of the Countys responsibilities, accomplished within a framework of limited resources, the importance of effective communications internal and external must be stressed. Effective communications can help identify needs and provide solutions. Currently, citizens receive a wide variety of visual and verbal messages from County departments and agencies. Likewise, employees may not always get clear messages or signals. The following seven major goals will help improve the efficiency and effectiveness of our communications efforts: Create a corporate identity for the Broward County Board of County Commissioners with one image or logo representing all agencies of the Board. This branding will require all agencies, many of which

have developed their own logos over the years, to utilize the Countys official logo for all communications, media and applications. Secondary logos should only be used when approved and appropriate. Enhance internal and external communications, making sure that accurate information is shared, in appropriate formats, in a consistent, timely and cost-effective manner. Ensure that key messages or themes are incorporated into those communications. Coordination of these efforts will maximize our resources, minimize duplication and

Statement of Purpose/Overview of Goals

2
Page 5

encourage cross-pollination of information. Develop a more clearly-defined community relations function within our organization, building partnerships and relationships with com-

munity groups, local governments, chambers, civic and business organizations, homeowners associations and individual citizens. This effort will help establish a stronger and more pervasive community presence. Focus and expand our media relations efforts, emphasizing a proactive component, cultivating contacts with television and radio, improving our coordination in sharing information, updating policies and procedures, and providing appropriate training for staff. Further develop new media efforts, including evaluation of additional interactive applications on the Countys web site which will benefit our customers and production of public service announcements and monthly cable/video and radio programming. Engage citizens more fully in the governmental process, soliciting input and feedback on County issues, including the use of focus groups, workshops in the community and customer satisfaction surveys. Surveys in particular will provide baseline data against which we can measure the success of our communications efforts and more clearly understand citizen expectations. Constructive citizen involvement will help increase awareness of the challenges facing County government, instill confidence in decisions made, and improve overall customer satisfaction.

 Reinforce employee development and training opportunities, across the board, which provides tools, resources, incentives and recognition of outstanding efforts. Healthy internal communications directly reflects on our external efforts and conduct. With the proper branding, coordination and quality control of our communications efforts, citizens will gain a clearer understanding of our organization, and the services and programs provided by the Broward County Board of County Commissioners. We will establish a community presence for Broward County, and our corporate identity will be reinforced with each and every point of contact: a book checked out of a library, a park visited, a water bill received.

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Statement of Purpose/Overview of Goals continued
Page 6

1. To continue efforts to protect the environment and develop a comprehensive environmental strategy. 2. To enhance countywide economic development efforts including urban redevelopment. 3. To unify our airport and seaport activities to attract business enter-

prises. 4. To review transit options with the goal of increasing mass transit ridership and reducing traffic congestion and air pollution. 5. To create a new organizational culture that focuses on delivering core services as efficiently as possible and creates e-government. 6. To develop innovative human services strategies for assisting children, elderly and low income families.

Board of County Commissioners Six Strategic Goals

4
Page 7

A Core Communications Team will facilitate a team approach to our communications efforts. In addition to developing, monitoring and updating the Strategic Communications Plan, each member of the Team will have an ongoing responsibility for coordinating the implementation of all communications projects and activities within a department.

The Team will meet quarterly, or as required, and will serve as a networking group. In addition, the Team will identify research and training objectives, monitor and recommend modifications to countywide policies and procedures, and integrate department communications plans. Team members will coordinate with the dozens of County employees who perform a variety of public relations, community relations, marketing, communications, graphics, web and public outreach tasks. County Administration Director, Public Communications Director of Corporate Communications, Port Everglades Public Information Officer, Aviation Department Vice President, Communications, Greater Ft Lauderdale CVB Department of Community Services Department of Safety & Emergency Services Department of Finance & Administrative Services Department of Human Services Department of Planning and Environmental Protection Department of Public Works

Core Communications Team

5
Page 8

The following principles will help guide our communications efforts: Policy vs. Administration - The Board of County Commissioners is the policy-setting body and the Board of Directors for Broward County. The implementation of the Boards policy is the responsibility of the County Administrator. Sometimes Less is More - Two publications may not always be better than one, or ten pages better than four; two-color may be better than four-color; four interviews may not be better than none. Quality Always Matters - Seek appropriate professional assistance. Writers are not always good designers. Edit twice, backwards and forwards, then ask a co-worker to edit again. Substance is complemented by style. Impressions are easily made, but difficult to change.

 In the Sunshine - We should be open and forthright in all our communications. We have legal and ethical reasons to act in the sunshine. Top-Down - Bottom-Up - There is equal responsibility at all levels of the organization for effective communications. Information and ideas should flow up, down, crossways and sideways. Proactive vs. Reactive - It is always best when we can anticipate outcomes and plan to avoid pitfalls. When the newspapers get the story before we do: good for them, shame on us. Flexibility and Adaptability - We work in a dynamic and changing environment which requires agility and quick thinking. Our Strategic Communications Plan is an evolving process, a journey rather than a destination. Decentralized with Accountability - Once standards and guidelines are set, it is the responsibility of each agency to implement projects and achieve results.

Guiding Principles
6
Page 9

The following major themes and messages, which define our organization, will be updated periodically to reflect the Boards strategic goals and policies, our organizations mission, the population we serve and the business environment in which we work: Leadership: financially-sound, well-managed Empowerment: invest in employees, communities, families Annexation: transition to a provider of regional services Diversity: celebrate our differences - strength in diversity Endowment: consider future generations; sustainability Regionalism: cooperation, coalitions and partnerships.

Official Logo
The official Broward County logo should be used on all printed material (flyers, brochures, reports, letterhead, business cards, forms, applications), video, clothing and uniforms, web, buildings, vehicles and assets. All department/agency logos currently in use should be eliminated, unless continued use is approved by the County Administrator.

Major Themes and Messages

Branding/Corporate Identity
7
Page 10

There are four major prongs to our recommended communications strategies and objectives:

I. Employee-Focused Communications (Internal)

These strategies which relate to organizational culture will help break down communications barriers; increase employee awareness of topical issues, policy matters and organizational objectives; clarify an employees role in achieving those objectives; enhance morale, and provide appropriate recognition of employee efforts. County Line - Reformat employee newsletter and increase distribution to every other week (with paychecks) rather than every two months. Format will be more concise. Departmental/agency-specific information, promotional reports, leave request donations, charitable activities, personal announcements, availability of materials or furniture, and

supplemental stories will be updated regularly on BC-Net, using an announcement board format. Evaluate advertising opportunities to offset costs. BC-Net - Currently, approximately 62% of County employees have access to the Internet/Intranet. There should be one official County Intranet which should be strongly promoted as a complement to the County Line. Computers should be programmed to open BC-Net first when employees access the Internet. Department newsletters should be posted on BC-Net, using hotlinks from emails. Departments should provide access strategies to ensure Internet accessibility for all employees. Groupwise Emails - Manage everyone groupwise emails for general announcements. Modify Groupwise system to limit access to everyone emails to Department Heads and key staff identified by the County Administrator. Daily Newsclips Service - A daily newsclipping service was introduced by Public Communications in March, 2001. In addition to real

time access to news and information, this program provides archive and search capabilities. Continue to expand coverage of additional newspapers and other enhancements to this service, as resources permit.

Communications Strategies and Objectives

8
Page 11

Uniform Standards - Communications Team will update policies and procedures for publications, media relations, special events, marketing, communications efforts and employee ethics, with a goal of achieving the highest level of consistency, effectiveness and coordination of efforts. Encourage compliance with Office Paper Reduction Program goals. Paycheck Information - Require pre-approval of County Administrator

or his designee for distribution of any information with employee paychecks and paycheck stub notices. County Store - Establish a County Store in the Governmental Center Lobby to offer County logo products to employees and visitors. Recognition and Incentive Programs - The Communications Team will review and recommend additional employee recognition and incentive programs (e.g., incentive time-off policy, on-the-spot recognition) and other tools to encourage and reward accomplishment of our organizational objectives. Department/Division Quarterly Meetings - Meetings will be scheduled with Department/Division Managers on at least a quarterly basis, providing a forum for discussion of key policy issues, announcements and networking. Sunsational Training - Phase II of Sunsational Training should include a strong focus on employee-to-employee and employee-tocustomer communications. Countywide Events - The Communications Team will explore opportu-

nities for one or more annual countywide employee events (e.g., picnic or Performing Arts Center performance). Employee Orientation Program - A comprehensive Employee Orientation Program will be launched. Showcase Successes - Staff team presentations will be made to the Board of County Commissioners at Board meetings, at least monthly, to showcase successful programs and innovative efforts.

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Communications Strategies and Objectives continued
Page 12

II. Citizen-Focused Communications (External)

A variety of strategies are proposed to increase citizen awareness of programs and services provided by the Board of County Commissioners; strengthen our organizations identity within the community; and expand information-sharing efforts. Comprehensive Community Database - Create a comprehensive community database, including homeowners associations; civic, political, professional and business groups; cities; chambers of commerce;

faith-based organizations; special districts, and interested citizens to facilitate direct mail and email communication. Multi-Lingual Efforts -The Communications Team will review and recommend strategies for communicating most effectively with the various expanding cultural populations within the County, including minority liaison activities, language transcription, and providing information in multi-lingual formats. Call Center - Continue aggressive promotion of the Call Center as a one-stop access point for citizens to obtain information or request services. Enhance Call Center capabilities for third-party conferencing with department liaisons and access to information and databases, with the overall goal of on-the-spot resolution of citizen requests. On Hold Messaging - Create on hold recorded messages at all County facilities which include information on Board of County Commissioners meetings, general County information and topical issues (e.g., water conservation). Asset and Building Signage - Ensure consistent marking of all County buildings, vehicles, assets and uniforms with official County logo.

Signage in entryways and reception areas may include a Welcome by the Board of County Commissioners, customer service statements or promotion of County programs (e.g., Call Center, beach clean-up). Additional signage must be approved by the residing Department Head. Bumper stickers require approval by the County Administrator or his designee. All construction and neighborhood improvement projects should have on-site signage including the Board of County Commissioners and a brief statement of purpose. Community Partnerships/Events - Establish partnerships with cities, chambers and local organizations for community-based events and activities (e.g., anniversary celebrations, city hall in the mall activities/

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Communications Strategies and Objectives continued
Page 13

kiosks). Plan at least one special event per year sponsored by the Broward County Board of County Commissioners (e.g., economic development symposium, home grown arts and crafts festival). Banner Program - Seek a sponsorship for a streetlight Banner Program to promote a key Broward County event or celebration. Good News - Introduce a quarterly publication (print and internet)

which features County accomplishments and information on services and programs. Display Ads - Communications Team will explore opportunities for display ads in newspapers which feature targeted messages on County services and programs, with a goal of improving citizen awareness and access, and strengthening the Countys identity. Annual Report - Evaluate options for increasing distribution of the Annual Report or Annual Budget Message, including newspaper insert. Consolidate department Annual Reports into one publication. Introduction to Broward County Governments - Produce a guide to governments and elected officials in Broward County, including federal, state and local officials, special districts, Constitutional Officers and School Board. Explain authorities, responsibilities; include photos; provide contact information. Video/New Media - Seek countywide contract services for video production and placement. Produce two video programs per month for airing on cable stations; develop monthly radio program. Web - Define and implement portal strategy; identify and prioritize

online applications; plan for audio streaming and webcasting of Board of County Commissioners meetings. At Your Service Partnership - Explore partnership/multi-year contract with private sector partner(s) to publish At Your Service to increase distribution of this valuable information. Community Relations and Media Relations - More clearly define and develop community relations and media relations functions and identify appropriate staffing and resources. Welcome to Broward County - billboards or signs at key locations (I95, 595, U.S.1 near airport)

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Communications Strategies and Objectives continued
Page 14

Governmental Center Lobby - Redesign lobby and information/security desk, including seating areas, information racks and customerfriendly banners/signage. Strategic Partnership with BECON - Evaluate a long-term strategic partnership with the School Board (BECON channel) for broadcasting

of Board of County Commissioners meetings and County programming. Work with cable companies to identify a fixed channel number that can be assigned to BECON. Currently, BECON plans to be on air with their own channel by Summer 2002. Explore underwriting of programs and utilization of student/intern talent and resources. Voice Mail Review Voice Mail policies and procedures; ensure that Voice Mail is only used when it is monitored closely and messages are updated. Voice mail messages should be returned promptly, usually within the same business day. Live coverage of phones or forwarding of calls is preferred. Menu recordings should only be used when operationally efficient and necessary. Board of County Commissioners District Newsletters - Public Communications staff will assist in development of newsletters for members of the Board of County Commissioners which feature stories on County programs, events and services. Board of County Commissioners Town Hall/District Meetings As

requested, Public Communications will assist in planning annual Town Hall Meetings in each Commission district. This meeting will provide a forum for discussing County issues, or a specific topic, and gaining citizen input. External Advertising External advertising placed by County agencies (e.g., display ads in newspapers, bus-side advertising) should be coordinated through the Public Communications Office to ensure consistency of messages.

III. Media Communications

The following strategies will help define a media relations function in our organization; coordinate and enhance news-sharing with the media; expand training and information provided to media relations staff; and increase citizen awareness and understanding of County issues. Communications Strategies and Objectives continued

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Page 15

Media Directory - The Communications Team will update and expand our Media Directory, including guidelines and policies for media rela-

tions. Proactive Contact - Schedule quarterly Editorial Board meetings with the County Administrator and Chair of the Board of County Commissioners; schedule formal news conferences periodically for significant announcements (e.g., bond rating upgrade); shop stories to the media and submit columns to weeklies; submit more articles to national publications and professional journals. Press Release Coordination - Public Communications is responsible for coordination and quality control of all press releases, utilizing a uniform press release format. We will measure our success by tracking utilization of all press releases. Within one year, we will conduct a Media Survey (all newsprint, radio and TV) to evaluate the effectiveness of our efforts and identify ways we can continue to improve. Stronger Focus on TV, Cable and Radio - Negotiate strategic partnership with BECON/School Board; develop video and radio programming; schedule interviews and panel appearances on TV and radio consumer affairs and current events programs. Media Relations Training - Develop a comprehensive media relations

training program for County staff, including a media representative on the training team, and interactive exercises.

IV. Community Presence/Citizen Input and Involvement

Proposed activities will facilitate broader public involvement and interest in the governmental process; increase awareness of the challenges facing County government; help create a sense of community and identity for Broward County; and demonstrate the Board of County Commissioners leadership role. Customer Surveys - baseline data derived from countywide Citizen Surveys will help determine customer satisfaction and expectations, awareness of services and programs, identify needs, prioritize programs and provide a framework for measuring the results of our communications efforts. Communications Strategies and Objectives continued

13
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Citizen Focus Groups - A series of planned and professionally facilitated Focus Groups, one in each geographic district of the County,

involving a random cross-section of the population, will provide a forum for substantive discussion of County issues and challenges, identify current sources of County information, measure citizen confidence in County government, and identify programs most appreciated and most needed. Major topics may be identified for each Focus Group (e.g., redevelopment, growth management, mass transit). Seek private sector partners/underwriting and explore opportunities to broadcast these events. Board of County Commissioners Workshops - As requested by the Board, workshops will be scheduled in the community to bring government to the people. On-the-Spot Surveys - Develop additional methodologies for soliciting feedback from customers on services and programs (e.g., postagepaid comment card inserted in publications). Networking - Increased involvement with community organizations, including chambers, business groups, professional associations and homeowners groups. e-Government/Call Center - Support program enhancements of information-sharing and citizen access. Short-term goal is to provide

tools which a) improve accessibility to government; b) help citizens understand and resolve issues, and c) help us manage our citizen relationships in ways that promote citizen satisfaction. Long-term goal is seamless access to County government information at any time, from any place. Purdue University estimates that by 2005, 90% of citizen interactions will occur through e-government (Call Centers and Internet). Focus on quality and timeliness of services provided by Call Center; as database knowledge and web enablement expands, our one-on-one experiences will be helping to develop positive ongoing relationships with citizens.

14
Communications Strategies and Objectives continued
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Resources Required
Significant communications plan projects will be delegated to departments and divisions for implementation and we will need to rely on existing department resources and re-engineering to accomplish our

new objectives. For example, realignment of existing staff in departments could be considered, as well as centralization of printing, publications or community outreach budgets, which would provide a core budget to be administered by the Communications Team, based on priorities identified. Goals and strategies identified in our Strategic Communications Plan represent a multi-year effort. A strong commitment at every level, and a clear understanding of our goals, is required in order to achieve these objectives. Implementation will be phased in as resources are identified.

Summary Statement
Our Strategic Communications Plan proposes some fundamental changes in communications practices for our organization. While we continue to support decentralization the authority and responsibility for communications activities remains at the Department level County Administration and Public Communications will have a more distinct and focused role in providing guidance, policies and proce-

dures, uniform standards, performance expectations and quality control, as well as coordinating efforts across department lines. As part of the process, there will be a sharing of resources within the organization to ensure equal access by all agencies to achieve communications objectives. Although some modifications will be made immediately, other projects will be pursued incrementally, as budget and workload permit. The Strategic Communications Plan is a living document and will be updated and refined periodically to reflect organizational priorities, lessons learned and results achieved. As citizens become more aware of services and programs provided by the Board of County Commissioners, and our corporate identity and community presence are defined, we will also be more effectively engaging citizens in the governmental process and advancing the leadership role of the Board of County Commissioners.

15
What is Strategic Influence?
Every organization has a reason to exist.

Most effective organizations have developed a mission statement to focus their efforts. The better conceived, articulated and understood the mission statement is, the more effective the organization can be. Effective organizations have a strategy to accomplish their missions. No strategy can succeed without people. Every organization needs people to do certain things in order for it to succeed:

Employees must work productively for reasonable compensation. Investors must underwrite new endeavours. Customers must buy products and services. Regulators must permit organizations to operate. Governments must create the economic conditions necessary for success, etc.

Generally, we call these groups of people stakeholders because each group holds a stake in your success. But, we must always remember that stakeholders are people. Strategic Influence is your ability to influence stakeholders to support your strategy, in a sustainable, long-term manner. Every organization, every mission and every situation is unique. Never again will you be faced with exactly the same circumstances that face you today. This means every challenge requires a unique solution. There are no "off-the-shelf" answers when it comes to effectively implementing strategy. While the solutions will change, the process of creating solutions will not. There are Seven Keys to Strategic Influence TM that never change. Each key represents a question which, if answered thoroughly and correctly, will help you develop Strategic Influence with the people who can help you succeed.

The Seven Keys to Strategic Influence

1. What do you want to achieve?

TM

Many, many organizations and leaders don?t spend enough time determining their objectives. Too often, they jump at the first goal that crosses their minds, and fail to "peel the onion" far enough to fully understand the underlying goal. If the objective is incorrectly

identified, you are likely to succeed at the wrong thing -- and fail at the right thing. 2. Who do you need to help you -- who do you need to influence? Who are your stakeholders? Who has a part to play in making your strategy a success? Board Members, managers, employees, associates, allies, customers, clients, representatives, communities, competitors, investors, shareholders, regulators, governments, etc.? 3. What do you need them to do? Understand specifically, what you need from each stakeholder group. 4. What do they need, in order for them to help you? Understand what makes your stakeholders tick. What, exactly, will motivate your employees to do their part? What, exactly, will influence your competitors to do their part? 5. How can you give it to them? What channels, venues, media, opportunities are available for you to give your stakeholders what they need? 6. How will you know when you?ve succeeded? If you've clearly articulated your mission, you should be able to establish appropriate indicators for success. How can you measure your progress towards the objective? How will you identify the time and place where you?ve achieved your goals? 7. How can you do it better next time? Inevitably, you will have a new goal or a new objective as soon as you? ve accomplished the last one. How can you improve your results? How can you better understand your stakeholders? How can you improve your ability to reach them? How can you improve your measurement capability? How can you build continuous improvement capability into your planning process?
CORDELL BANK, GULF OF THE FARALLONES AND MONTEREY BAY NATIONAL MARINE SANCTUARIES

JOINT MANAGEMENT PLAN REVIEW

COMMUNITY OUTREACH NMSP Communication Plan Template February 20, 2003 Meeting
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I. INTRODUCTION A. Executive Summary

XXX requires the development of a clear communication strategy to ensure consistent and accurate information is conveyed. This plan was developed to maximize public outreach and participation and to be flexible so that all or portions of the plan can be implemented according to changing needs. The communication strategy was developed to help focus on: specific groups and individuals that need to be involved (key constituent outreach component), members of the public who need to be kept aware (community awareness component), specific media that should be contacted and informed (media outreach component)

B.

Background
(Describe need for getting messages out.) Communication is essential, both to inform the public and constituents and to receive valuable input. Communication ranges from personal interaction of management and staff to prepared documents, maintenance of web sites, and facilitation of messages through the media. The Strategic Communication Plan is essential to XXX, aiding in clarity of message, inclusion of the public and constituent communities and a harmonious effort.

C. Situation Analysis
The situation analysis provides an overview of our current understanding of the publics perception of XXX. Situation analysis may be derived from staff surveys and from internal brainstorming. EXAMPLE Issue: The identity, role and benefits of the National Marine Sanctuaries are not clearly understood by the general public or the media. The general public is unaware or confused about what exactly is a sanctuary. The media often confuses issues and agencies in articles referencing the sanctuaries.

 Some in the conservation community have criticized the use of the classification sanctuary. Many achievements and benefits of the NMSP have gone unpublicized.
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-3COMMUNITY OUTREACH Communication Plan Template February 20, 2003 Meeting

Issue: The media is the sole source of information for much of the general public. Media do not always get facts correct or relay a balanced viewpoint regarding actions by the National Marine Sanctuaries. The media may confuse issues and agencies in articles referencing the sanctuaries. The media is more likely to cover stories with controversy than positive stories. Media coverage may be generated by interest groups who disagree with or oppose the actions of the sanctuary. (Add specific issues here)

II. INDIVIDUAL COMMUNICATION PLAN COMPONENTS

To address our current understanding of the publics perception of XXX, four main strategies

were developed. These include: key constituent outreach, community awareness, media outreach, and internal training.

A. Key Constituent Outreach Component

Goal: Inform and involve as many constituents as possible, representing a diverse range of user and interest groups. Objectives: 1) To inform key constituents about how they and their constituencies can actively participate with XXX. 2) To cultivate personal relationships with key constituents and create a flow of accurate information back and forth throughout the process. 3) To raise awareness about the National Marine Sanctuary Program, XXX and important issues affecting their current and future management. 4) To garner broad public involvement and support for XXX and for programs.
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Target: Targeted constituent groups include sanctuary users, conservation and interest groups, elected officials, and government agencies throughout (define geographic area.)

Constituent contacts will be divided into nine main groups: 1) Recreation Groups: There are a diverse number of groups that regularly recreate in sanctuary waters, including recreational fishing, sailing, wildlife watching (birders, whale watchers.) These users are passionate about continuing their use and maintaining high quality habitat. Efforts should be made not only to develop relationships with key individuals but also to encourage them to get their constituencies involved in the sanctuary. There may be local, regional and national representatives. 2) Conservation Groups: Local, regional and national conservation groups will be involved in the sanctuarys issues and programs. Many of these groups have staff that work full time on marine conservation issues. It is critical to maintain regular communication with these key groups. 3) Commercial Fishing: Commercial fishermen are a diverse group of users that represent many different types of gear and fisheries. As a group they tend to be politically connected and are effective in vocalizing their concerns. Commercial fishermen depend on marine resources to sustain their livelihood, and may fish all or part time in sanctuary

waters. Staff should make efforts to learn about commercial fishing operations in and around the site and regularly meet with key fishing leaders in each community. 4) Business/Industry: There are many marine-related businesses that rely upon the sanctuary for all or a portion of their existence. They are very interested in any activities or changes that could limit or enhance their ability to operate. These include: charter boats (fishing), ports and harbors, marine transportation, communication (cables), and tourism. Staff should make efforts to provide these groups with regular updates and encourage them to get involved. 5) Research/Academia: A great deal of scientific research occurs within the sanctuary that can be used to better characterize the conditions of marine resources. Staff should maintain cooperative relationships with these individuals and institutions to encourage them to get involved in the sanctuarys programs and issues. 6) Education/Outreach: A number of organizations and institutions conduct marine education and outreach programs throughout the northeast. These include universities, schoolteachers, government agencies, aquariums, conservation groups, and even marine

volunteers. These groups often have effective networks for reaching the public and getting them involved in the process.
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7) Elected Officials: Key elected officials at the local, state and federal government level. These are important, politically connected community leaders who often react to controversial issues in their communities. It is important to meet with these officials and keep them informed on sanctuary issues. 8) Government Agencies: The sanctuary has jurisdictional overlap and share management responsibilities with many other, regional, and federal agencies. Efforts will be made to coordinate, consult and involve these agencies and the coastal states when appropriate. 9) NOAA/DOC: Many outreach and media items must go through the NOAA and DOC chain of command for approval. It is imperative that key NOAA and DOC officials are made aware of outreach and media activities. This will involve key personnel at the headquarters and regional level. Tools: Process:

Draft Timeline:

B. Community Awareness Component

Goal: Educate and inform community groups and the general public about marine conservation issues, the presence and mission of the sanctuaries, and promote community involvement in the sanctuaries and their programs. Objectives: 1) To build public awareness and promote discussion about current ocean and coastal conservation issues. 2) To raise awareness about the National Marine Sanctuary Program, individual national marine sanctuaries, and important issues affecting their current and future management. 3) To inform community groups about how they and their members can actively participate. 4) To garner broad public involvement and support for the sanctuary and its programs. Target: Targeted audiences include community-service groups, chambers of commerce, school groups, park auxiliary/volunteer groups, fairs and community events, and open house/general public presentations throughout (geographic area), with specific emphasis on ( targeted towns, cities.)

Key area newspapers and publications will be identified for feature stories to increase general awareness of the sanctuaries.
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Community audiences will be divided into eight main groups: 1) Chambers of Commerce and trade groups: In each community, there are a diverse number of businesses that participate in the Chamber of Commerce, including touristserving, user-serving, and general businesses. Efforts should be made to educate these groups on the benefits of the sanctuaries and to encourage their participation and support. 2) Community Service Groups: Groups such as the Rotary, Kiwanis, Lions, and others bring together a wide range of people within a community who have a service ethic and interest in improving their community. These audiences should be targeted for general presentations about the sanctuariesy. 3) Park Auxiliary/Volunteer Groups: There are many state and local parks along the coastal area that have volunteer docents and aides. These people are usually very supportive of efforts to protect wildlife and the environment. Staff should make every

effort to identify these groups for general presentations about the sanctuaries and provide them with information and regular updates to encourage them to get involved. 4) School Groups: Many schools incorporate marine education programs in their curriculum. Additionally, there are often parent/booster groups associated with schools. Both types of audiences should be assessed for possible general outreach about the sanctuaries. 5) Community Fairs, etc.: Throughout the year, there are community fairs and other events where it is appropriate for sanctuary participation, either with an educational booth or as a speaker/presenter. Staff should seek out these opportunities to disseminate information about the sanctuaries. 6) Sanctuary Sponsored Open Houses/Events: Also during the year, the sanctuaries may sponsor a number of events and lectures where information is provided about the sanctuaries. 7) Multicultural: There are growing numbers of community residents who either do not speak English or have English as their second language. Efforts will be made to inform and involve these communities.

8) Newspaper Feature Writers: In conjunction with the media plan, staff should identify possible subjects and markets for feature stories about the Sanctuary System to enhance overall community awareness. Tools: Process:
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Draft Timeline:

C. Media Outreach Component

Goal: Print and electronic media covering the sanctuaries will communicate correctly and clearly the messages of the sanctuaries, helping to inform the public and constituent groups. Objectives: 1) To educate the most influential key media representatives and provide a comprehensive base of knowledge that leads to informed reporting of sanctuary issues and activities. 2) To cultivate personal relationships with key media and create a flow of accurate information.

3) To create and implement an efficient method of generating and submitting announcements of meetings and public events to print and electronic media outlets. 4) To achieve maximum exposure in the media to increase public awareness of the sanctuaries and their programs. Target: Targeted media include print and electronic writers and editors covering environment/ sanctuaries throughout (geographic area) and key media from (targeted cities.) Media contacts will be divided into three main groups: 1) The top writers and editors who will be covering the sanctuaries for influential print publications. 2) Key print and magazine environmental and marine reporters within the identified geographic areas, news and feature editors and/or reporters at television and radio stations. This is a comprehensive list for press releases generated about the sanctuary. 3) Calendar and city editors at newspapers and assignment editors at television and radio stations. For meeting and public event announcements. Tools:
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February 20, 2003 Meeting

Process: Draft Timeline:

E. Outreach Tools

Outreach Tools
Tools Constituent Outreach Community Awareness Media Outreach Staff Training Messages and talking points
* * * *

Website
* * * *

Press/Briefing Kits
* * *

- Brochure
* * *

- Informational one-pagers

* * *

- Maps and charts

* * *

- Timeline
* * *

- FAQ sheets
* * *

- Editorial fact sheets

*

Press releases
*

Calendar press releases

*

Media advisories
*

Power Point presentation

* * *

Feature Story and/or Op-Eds

*

Flyers for Events, Meetings

*

General Mailing/Distribution Lists

* *

* This represents a primary tool for this target group; all materials are available for use with any

target group as needed. Explanation of Outreach Tools: 1) Messages and talking points: Key messages are specific take home messages that should be stated at every opportunity. Talking points provide staff with agency-approved language that can be used to respond to specific issues. 2) Website: Updates, notices, background information and maps can easily be posted on the site website, creating a location where media can easily learn about the sanctuarys issues and programs. This site can also be used to archive media releases, correspondence, and other outreach materials.
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3) Press/Briefing kits: 4) a) Brochure: This brochure provides an introduction to the sanctuaries. b) Informational one-pagers: Information presented on key subjects. Informational one-pagers will be ever changing, reflecting the sanctuaries issues and programs. They may be included in briefing kits or handed out on their own. c) Maps and charts, depicting the marine sanctuaries and any other specific features

needed. d) FAQ sheets: Frequently asked questions based upon questions asked by the public. e) Editorial fact sheets: Information in bullet format for editorial use. Facts, figures, and easily understood pieces of key information. The intended use is to provide writers easy access to necessary information in a useful format. Fact sheets will be ever changing, reflecting the topic of interest. They may be included in press kits or handed out on their own. 5) Press releases: Sent out to announce an event or development. May be used prior to or concurrent with an event (announcement of a cultural resource location.) 6) Calendar press releases: Simple who, what, where format announcing public meetings, sent to calendar and assignment editors to publish for public to read or see. 7) Media advisories: Activity or event notice sent to media and constituents with the intent to have them cover the story. Notice to editors and assignment editors that a potential story opportunity will take place and their coverage is encouraged. They can also be used to provide public notice of an event.

8) PowerPoint presentation: Computer presentation summarizing a topic or issue. 9) Feature Story and/or Op-Eds Topics/Information: Ideas for possible sanctuary-related feature stories to appear in local newspapers, publications and trade journals will be identified and provided to writers/reporters to promote awareness about the Sanctuary System. 10) Flyers: Flyers and handbills will periodically be prepared for posting on community bulletin boards and provided to locations throughout the area announcing upcoming sanctuary-related events as well as key public meetings.
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11) General Mailing/Distribution Lists: In order to keep both groups and individuals informed of upcoming public meetings and activities, the site will establish a general mailing/email/fax list that can be used to periodically disseminate such information. III. Implementation: tools, schedule, tasking A. Key messages B. Talking points C. Frequently Asked Questions D. Media list

E. Key Constituent lists IV. Budget (Materials, printing, meetings, travel, misc.)
US Grid Draft Strategic Communication Plan Goal Through strategic communication, strengthen support for developing a world-class United States science grid, as part of the worldwide effort to create a global grid for scientific computing Strategy In collaboration with the worldwide grid community, develop and communicate a coherent message to diverse audiences that:
Conveys the unique capability of grid computing that will be needed for the next generation of science experiments. Makes the case for a world-class US science grid to federate with other grids around the world. Strengthens the relationships between particle physics research and other fields of science. Supports international collaboration in grid computing.

Actions
Develop grid Web site on Interactions.org (see http://www.interactions.org/cms/? pid=1005291 for a start) as a central resource for grid communication. Use Web site to host presentations and talks; a grid glossary; frequently asked questions; and background information pages (see below). Use Web site to monitor grid news coverage and link to worldwide grid communication efforts. Develop one-page message that conveys the excitement and revolutionary opportunity of 21st- century grid computing. Issue a series of news releases highlighting various achievements and milestones in US grid development. Develop a standard procedure for writing and reviewing grid releases that, in addition to highlighting US achievements and institutions, also routinely recognizes grid development by other regions and institutions. Develop a series of one-page background papers on various aspects of grid computing to use as support material for press releases. Develop a grid image bank Create a media list targeting journalists specializing in IT Use FermiNews, Interactions.org news wire, upcoming SLAC-Fermilab magazine, laboratory media relations to communicate message through news releases, stories and graphics Continue strong collaboration between Fermilab and CERN communications offices, coordinating messages and communication initiatives. Through InterAction collaboration, improve coordination with other regions Develop World Year of Physics 2005 plan for grid outreach.

SBCTC Strategic Communications Plan Feb. 2004-June 2005

Introduction for the statewide communications plan The community and technical college system is appreciated, but not very well understood. Many people dont realize that the system has multiple missions, that it relies on budget and policy decisions made by the state legislature, or that it plays a key role in Washingtons economic growth. With every passing year, it becomes more important that the public understand all this, both because the system relies on public support, and because to be fully utilized, the system needs to be better understood. Employers need to know where to turn for welltrained employees. Local and state leaders need to know how to use the system to accelerate economic growth and strengthen Washingtons competitive advantages. And citizens need to know how community and technical colleges help people take charge of their own future during a time of rapid change in the job market. This communication plan aims to help the public and its leaders understand, support, and make the best use of this system. To achieve this, the plan proposes pooling some of the communication resources of the colleges, developing consistent themes and

messages, and initiating an aggressive, sustained statewide effort to ensure that people understand how their investment in community and technical colleges pays dividends for our communities and our state. Goals for the System Provide affordable educational opportunities for all Contribute to the states economic strength Respond to the communitys demand for lifelong learning Audience High Priority Legislators and policy makers Candidates for political office Community leaders Community groups with legislative agendas State-level groups: Labor, business, etc. Media Current students College staff Foundation members Advisory Board members Alumni Potential students Parents of potential students
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2 Draft 1/29/04 Local advisory councils Voters

Lower priority League of Women Voters Gatekeepers: High school counselors, WorkSource advisors, etc. Reasons for the Communications Plan Advancing a consistent image utilizing a coordinated approach improves image and awareness Enrollment at each college is high, so it is time to focus on the vitality of the whole system The system has the ability to pool resources during tough economic times Increased understanding and awareness will bring increased support Goals for the Communications Plan Raise private sector and citizen awareness Improve image of quality of CTCs Increase resources to better serve and respond to community needs Build understanding among legislators of budget and policy issues that affect the CTC system Increase media coverage in support of the Communications Plan goals and System goals Messages Smart Investment Smart for You

Smart for the Community Smart for Washingtons Economy Increased investment in CTC system = increased economic competitiveness Lifelong learning is the only path to economic security Education is the only lasting solution to the problem of poverty Strategies Media Joint editorial boards News coverage Published op-eds and letters to the editor Legislature Legislative visits on campus Community Community leaders breakfast Increased attendance/participation at local and regional events Community letters and conversations to open a 2-way conversation Invite community to an open house with the president Foundation, employees, advisory board members, students, community leaders, legislators
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3 Draft 1/29/04 All audiences A link from each CTC site to an SBCTC Web site that explains the mission and goals of CTCs

 Utilization of a Web site that houses all necessary communications tools for presidents and PIOs Utilization of a Web site that communicates the system goals with the public Produce image-oriented materials with consistent message o Joint ad campaigns with regional CTCs o Coordinated ads in class schedules o SBCTC Publications Tools Media Print ads for class schedules and print media TV ads for public service announcements and college TV stations Bus ads Radio ads Letters to the editor Op-Eds Posters for public display Press release about the Strategic Communications Plan Legislature Action agenda timeline for legislature Statewide event to raise visibility of CTCs (examples: Olympia rally, events at each campus on the same day Turn the All-Washington event into a week-long community college week with a resolution, show that the honor students are statewide, track the graduates for future years

Community Pre-printed paper templates for letters to the community, and facts and figures Calendar of event opportunities for CTC participation/attendance Article for internal newsletters describing the Strategic Communications Plan Bookmark for internal audiences PowerPoint presentation (customizable) All audiences Quotable quotes Quotable facts Facts and figures Boilerplate messages An SBCTC Web site that explains the mission and goals of CTCs A Web site that houses these materials for presidents and PIOs Cut-out visual display for presentations
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4 Draft 1/29/04 Timeframe December February Gather approval and buy-in from PIC, Smart Investment, WACTC, SBCTC February PowerPoint text (fill in design over the summer) Backgrounders that frame the issues and messages Op-eds CTC facts Quotable quotes

 Calendar of event opportunities (ongoing) Draft of public affairs consultant RFP (Dale/Sally) March Hiring of public affairs consultant April Approval of concept designs May Produce pre-printed letterhead and envelopes for letters to the community (printed at the state printer personalized with each colleges logo June-August Develop creative materials for 2005 legislative session Print ad design Poster derived from ad design TV ad production Radio ad recording Bus ad design Bookmark printing Cut-out/display production Pre-printed paper for CTC talking points News stories and internal articles about the Statewide Communications Plan Action agenda timeline for legislature September December Legislative visits on campus Community leaders breakfast Joint editorial boards Published op-eds and letters to the editor Community letters and conversations Joint ad campaigns with regional CTCs

 Coordinated ads in class schedules Publications with common messages and visuals News coverage January June Community leaders breakfast Joint editorial boards Published op-eds and letters to the editor Community letters and conversations
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5 Draft 1/29/04 Joint ad campaigns with regional CTCs Coordinated ads in class schedules Publications with common messages and visuals News coverage Statewide event Resources Public affairs consultant $15,000-$30,000 Printing of paper templates, bookmark, print ads To be determined by each college Airing of TV, radio and bus ads To be determined by each college Communications Specialist on SBCTC staff o Duties: Manage ad agency o Write all copy o Develop and manage SBCTC Communications Web site o Communicate with colleges to coordinate communications efforts

CSUMB Campus Strategic Planning: Communication Plan

Communication Values
Strategic planning is a University-wide collaborative process which requires the support and commitment of the entire CSUMB community. As such, the Campus Strategic Planning Committee embraces wide-spread, authentic communication and feedback on the processes, work, and plans of strategic planning and the implementation of the actual Strategic Plan. As a Committee dedicated to the Strategic Planning charge, our communication values embrace the following principles and practices:

an overall supportive attitude for the strategic planning process a respectful attitude for all Strategic Planning Committee members and their contributions a commitment to actively elicit feedback from the CSUMB and surrounding communities a commitment to actively listen to the CSUMB and surrounding communities the use of fair and discrete judgement when communicating the work, plans, etc. of the Strategic Planning Committee an inclusive approach to communication and feedback, which helps the CSUMB and surrounding community members identify with the strategic planning process and its eventual outcomes communication should be a common occurrence, engendering familiarity with and understanding of the work of strategic planning

Outcomes
These outcomes are designed to operationalize the Communication Values and to provide the Committee with a way to identify areas of accountability.

Create inclusive, open processes that engender buy-in and elicit feedback about strategic planning. Provide accurate, consistent information to the broadest range of stakeholders. Engage the Strategic Planning Committee in the implementation of this communication plan.

Assessment
Ongoing assessment gives the Committee a way to determine how effectively we're communicating and the extent to which we're successful in working toward

our Communication outcomes. Assessment also provides opportunities to make midcourse corrections, if necessary.

Review the effectiveness of methods used for disseminating accurate, consistent information. Follow-up with Strategic Planning Committee members on chosen/assigned responsibilities. Spot-check stakeholders to determine familiarity with strategic planning work and identify information needs.

Stakeholders
We seek to communicate the processes, work, and plans of strategic planning to the entire CSU Monterey Bay community. In particular we are committed to effective communication with CSUMB students, faculty, staff, and administration, especially as we are organized into Divisions, Centers, Institutes, and shared governance structures. In addition, we are committed to communicating with our defined community partners, and other local and regional stakeholders. We recognize our responsibility to the larger CSU System and to the Western Association for Schools & Colleges - Senior College Commission.

Shared Information
The communication process for strategic planning entails a commitment to listening as well as sharing. The following categories are types of information to be shared between the Committee and its stakeholders.

Basics: Committee charge, membership, meeting schedules Updates: work summaries, accomplishments, milestones, process changes Feedback: specific documents, plans, processes, and communiques

Communication Methods
The key to effective communication will be to communicate strategic planning information using a variety of mediums in order to reach as many people as possible in a manner which best suits individual styles. Additionally, some methods of communication w ill simultaneously seek feedback, and will require special methods. The following are ideas of the variety of communication methods:

Announcements: at Division, Center, Institute, or other staff meetings / at Faculty Assembly meetings / Student Voice meetings / Student club meetings / in classrooms Bulk postal mailings: to campus addresses / home addresses / dorm addresses / relevant University Advancement mailings

Liaisons: between Strategic Planning Committee members and identified stakeholders Online: FirstClass folder / Strategic Planning Website / Online Website forms for feedback / campus-wide emails / emails to all individual accounts Postings: fliers across campus Publications: CampusConnections / Otter Realm / Alumni mailings / local and regional newspapers / other relevant University Advancement publications Telephone: calls to campus community members to spot-check familiarity with strategic planning work and to identify information needs, etc. Town meetings: internal / external / mixed audiences

Feedback
Feedback will be elicited from the CSUMB and surrounding community members. In addition to identified Strategic Planning Committee requests for comment, feedback is welcomed and encouraged at anytime from any stakeholder. Targeted feedback will also be solicited from stakeholders identified as having experience or expertise in a given area, and from those who's work is greatly impacted by a given strategic planning areas.

Implementation
Implementing the Communication Plan in a timely and effective way is important to the success of Strategic Planning. The following are recommended next steps:

Approval of the Plan by the Strategic Planning Committee Retain and expand the Strategic Planning Communications Subcommittee for the following purposes: o To serve as a clearinghouse for official Strategic Planning communication. o To collaborate in identifying information to be communicated. o To facilitate the Strategic Planning Committee's ongoing implementation of this Plan. Toward this end, the Communication Sub-committee requires additional membership: o a student member o one or two additional members Communication Sub-committee will meet regularly as needed. Communication Sub-committee will report back to the Strategic Planning Committee.

Workshop 5
Five Good Ideas about... Strategic Communications
Thursday, February 26, 2004 Jennifer Lynn, President, LCI - Lynn Communications Inc.

The ability to effectively and consistently keep your organization top-of-mind and visible to all of your stakeholders - including funders, donors, and service recipients - is a critical component of success. A strategic approach to all of your communication activities, both for internal and external audiences, is essential and will positively impact your "bottom line". What does it mean to be 'strategic' in your communications? First of all, it is essential to define and understand your target audience. Next, identify and create key messages, and then communicate using a range of appropriate tactics. These are the foundations of a solid communications plan. Whether you're in the private, public or charitable sector, transparency and accountability are the currency of the day. Stakeholders expect greater transparency and accountability. It is no wonder that the three themes currently dominating communications in the 21st century are: reputation management crisis communications, and advocacy. Your strategic communications plan should enable your organization to be proactive and be prepared for any communications challenge or opportunities which may arise. Here are these elements in more detail.

Develop A "Living" Communications Plan. A communications plan must be aligned to and encompass your organization's vision, mission, core values, strategic plan and principal activities. Take the time to ensure that all-important communications to stakeholders, both within and outside of the organization, are aligned with its' mission and values. Commit the infrastructure, budget and personnel to develop and deliver on the plan. Be sure to also monitor and evaluate each of your activities within your overall communications plan. Ideally, the plan

should be an integrated portfolio of: public relations (building relationships and generating goodwill) marketing (building and maintaining markets); and advertising. Where do you begin your plan? First ask yourself the "5 W'S" Who? What? Where? When? and Why? WHO is it that we want to communicate with?; In other words, WHO is my audience? Who are we trying to reach? WHY do we want to reach this target audience? and Why are we relevant to them? WHAT is the message we want to communicate? WHERE do we the best reach our target audience? WHEN is the best timing to communicate?

Know your target audience. The more you know about your target audience, the better your communication will be. For example, what are their demographics (e.g. age, residency) and psychographics (e.g. attitudes and habits)? The more you know about your audience's needs, hopes, fears, habits, and attitudes, the better prepared and more effective you will be in engaging them in relevant and meaningful communications. Formal and informal surveys, focus groups, comment boxes, and website chat rooms are just a few examples of information-gathering methods for learning about your target audience.

Develop and Refine Clear and Compelling Key Messages. Messages should establish or reinforce your "brand" and "unique selling proposition" (USP). The best messages about your brand are always simple, clear, and consistent. Look at the successful brands. Key messages should be delivered in a number of different ways and as frequently as possible. Establish the key words or phrases which best describes your core business. An effective mission statement, for example, should be easily recalled by stakeholders and be used in all key materials.

Choose Effective Communications Tactics. Develop tactics that meet your organization's objectives and are relevant to your target audience. Depending on your objectives, your target audience, your overall strategy and your budget, examples of tactics may be media relations, speaking engagements, events and promotions. Ideally, a multi-faceted, layered approach utilizing a range of tactics over a specified period of time is most effective.

Build Multi-Disciplinary, Multi-Sector Relationships And Strategic Alliances. Develop relationships which enhance, extend and leverage your internal and external communications capacity. You may seek partners who have complementary client databases or can help you open up new markets. Develop relationships that offer ways to establish new or non-traditional communications channels to your existing target audience. The key is to establish relationships which enable your organization to achieve more than it could on its own.