Strategic Communication Plan Sample Note This Strategic Communications

Strategic Communication Plan Sample Note: This Strategic Communications Plan is a sample based on a fictitious non-governmental organization working in the regulatory sector, referred to as “Regulator X”. The sample is designed to provide a framework for developing a Strategic Communications Plan using the Results Map process. ©Caroline Kealey

Plan at a Glance Methodology pg. 3 Objectives pg. 4 Challenges & Opportunities Approach Audiences pg. 7 pg. 8 pg. 5 Message Architecture pg. 10 Tactics pg. 11 Implementation Planning: Phased Approach pg. 13 Integrated Implementation Plan pg. 14 Evaluation Framework & Reporting Plan pg. 15 ©Caroline Kealey 2

Methodology This Strategic Communications Plan is based on an extensive research and consultation process. Inputs included the following: • A comprehensive review of background documents and communication products • Two half-day consultative workshops • Key informant interviews with members of the Executive and Leadership Team • A benchmarking review of comparative regulatory organizations’ communications products ©Caroline Kealey 3

Objectives Regulator X Strategic Plan - Corporate Objectives: • Building confidence in our regulation • Advancing the use of knowledge • Leading global innovation Communications Objectives Promote public trust and confidence by providing clear, accessible and transparent information. Enable effective regulation by providing information and knowledge to members and other priority audiences. Engage with key stakeholders through effective communication and dialogue, enhancing the relevance and relatability of the organization. Enhance organizational excellence through employee communication and engagement. ©Caroline Kealey 4

Challenges Based on the research and consultation phase, the following key challenges in corporate communications emerge: Complexity. Communications is particularly complex in this organization. As a regulator, the information provided tends to be very authoritative and technical. The most striking characteristic of the brand communication is the consistently legalistic and unapproachable tone of the content, creating friction in the process of establishing a positive relationship with key audiences and stakeholders. Sensitive issue environment. The nature of work makes its issue environment highly sensitive. The communications team is called upon to manage delicate files which require a strong focus on strategic issue management. Tactical focus. The communications function has traditionally been positioned as a service centre producing information products at a tactical level, rather than being positioned as a strategic enabler of the mandate. This legacy has created a gap in alignment between the organization’s rising expectations and needs for high performance, sophisticated communication and the team’s ability to deliver. Rising expectations. The expectations of public and regulatory organizations have shifted significantly over the last several years. Audiences and stakeholders have heightened expectations, particularly in terms of transparency and accessibility, putting additional pressure on the organization. ©Caroline Kealey 5

Opportunities Against the backdrop of key challenges, the following opportunities for impact in communications emerge: ü Leadership. There is significant opportunity for communications to fuel the goal of being recognized as a leader in professional regulation. The recognition that communication is a necessary enabler to the organization achieving this priority goal can help elevate the positioning of the function at a strategic level. ü Innovation. The organization’s strategic plan focuses on innovation. This corporate priority holds significant promise for strategic communication, both in terms of fostering innovation and co-creation internally as well as in bringing this content to life among key external audiences. ü Performance. As the organization embarks on a business transformation agenda moving from being a transactional organization to a knowledge-based organization, communications can make meaningful contributions to organizational performance, alignment and integration. ü Content. The organization is rich in valuable knowledge, data and expertise. This content can be leveraged to help position the organization’s relevance and reputation on the national and international scene. ü Timing. The timing is ideal for the organization to step-up its strategic communications performance. The organization is working from a position of strength in reputation and knowledge, and the communications team is evolving its structure and culture to capitalize on the opportunity. ©Caroline Kealey 6

Approach Based on the challenges and opportunities, the following strategic approach to communications is recommended: 1. Position communication as a strategic enabler of Regulator X’s mandate. 2. Prioritize stakeholder communications in order to ensure a strategic focus in communication efforts. 3. Leverage content strategy and storytelling to help drive a coherent, compelling approach to audience-centric communication. 4. Explore opportunities to demonstrate thought leadership as a means of raising profile and reputation among members and key stakeholders. 5. Intentionally connect internal communications to external communications in order to foster stronger alignment and contribute to creating a consistent, positive member experience. ©Caroline Kealey 7

Audiences Primary Secondary • Employees • Academic Sector • Council & Committee Members • Regulatory Partners • Provincial Government • Association Partners • Media ©Caroline Kealey 8

Mapping Audiences to Outcomes Audience Target Outcome Employees • Employees understand value the concepts of transparency and audience-centric communication • Employees understand the organization’s strategic direction and have a line of sight as to how their work contributes to overall performance • Employees are equipped with the information and insight they need to do their jobs Council & Committee Members • Council and Committee Members have a solid understanding of the organization’s role in governance • They have the information they need to make informed decisions Provincial Government • Confidence in effective regulation • Organization’s knowledge is influential in government decision-making Academic Sector • A solid understanding of the organization’s role and of what they need from them • Knowledge transfer and mobilization Regulatory Partners • Work with Regulatory Partners to achieve common goals through collaborative partnerships Association Partners • Associations have a solid understanding of the organization’s role and accurately reflects it through knowledge mobilization Media • Media provides accurate, clear communications about the organization’s role ©Caroline Kealey 9

Message Architecture Value Proposition We serve the public by regulating profession X. We use our authority to guide the profession in the delivery of safe, ethical, progressive service delivered at the highest standard. Employees You have an opportunity to do work that matters. We offer a positive, collaborative environment where you can learn and grow your career. Members Public We’re working with our We exist to protect the public members to protect the public and ensure strong confidence in through the highest profession X through effective professional standards and regulation. effective regulation. Voice Accessible ©Caroline Kealey Confident Trustworthy Knowledgeable Professional 10

New Existing Tactics - Internal Tactic Recommended Approach Intranet • Use a content strategy approach to animate the site and tell stories that connect to the Strategic Plan • Increase employee engagement through the blog, wiki and monthly contests Print Media (e. g. posters, bulletin boards, flyers) • Use a more accessible, approachable voice for content • Consider innovative “graffiti” campaigns of large vinyl posters featuring staff images Social Events • Connect social events to key strategic communication themes/priorities All Hands Meetings • Adopt dialogue-based format for the event to engage with staff and encourage collaboration • Bring in external speakers to contribute to raising capacity CEO breakfast • Create a monthly drop-in session for open dialogue with the CEO. Invite a mix of employees to foster communication and connection between departments and between levels Employee recognition program • Consider working with Human Resources to develop an employee recognition program that reinforces strategic priorities • Focus the recognition program on celebrating team achievements ©Caroline Kealey 11

New Existing Tactics - External Tactic Recommended Approach Web Content • Enhance the content of the website by adopting a more accessible voice • Use content strategy to expand the nature of assets provided, including video and infographics Social Media • Expand Linked. In presence by creating a discussion group • Integrate content strategy into social media outreach • Develop Twitter chats Consultations • Establish consultation sessions on priority issues with members and public to demonstrate that the organization is listening, and is responsive • Integrate the consultations with internal and external communication channels Speaking Opportunities • Proactively identify high profile speaking opportunities to establish the organization as a thought leader among key stakeholders Listening Tour • CEO to launch a listening tour to learn from stakeholders and invite dialogue and exchange Bi-lateral Meetings • Establish a regular schedule for the CEO to have bi-lateral meetings with key priority stakeholders to build the relationship, encourage listening and dialogue ©Caroline Kealey 12

Implementation Planning: Phased Approach The Implementation Plan builds on the recommended tactics and presents a detailed approach for operationalizing the recommendations by phases. Each phase has an identified focus, to help enhance the impact of communication activities aligned to a clear, singular theme. Phase 1 Laying the Foundation Phase 2 Employee Engagement Phase 3 Building Reputation Strategic Approach to Communications Audience-centric Results-based Accessible voice ©Caroline Kealey 13

Integrated Implementation Plan Tactics • Develop content strategy (for internal and external communications) Phase 1 Q 1 • Provide training to CEO and Council on communications and brand ambassadorship • Launch CEO breakfasts • Develop Intranet chat function • Develop employee recognition program Phase 2 Q 2 -3 • Launch newsletter on Intranet • Host All Hands meeting with guest speaker • Create Linked. In Group • Produce three videos for Website • Develop speaker program to proactively identify high profile opportunities to showcase thought leadership Phase 3 Q 4 • Launch specialized media relations program • Create Infographic Series • Identify premier international conference and pitch a keynote or paper presentation • Host consultation on emerging industry best practices along with a live Twitter chat ©Caroline Kealey 14

Evaluation Framework The following performance indicators and associated measurement tools are suggested in order to contribute to a results-based approach to strategic communications. Performance Indicators Measurement Tools Level of engagement by employees • Focus groups • Staff survey (managers, employees) Use of internal communications channels • Intranet analytics • Tracking of usage Level of engagement by members and stakeholders • Consultations • Online survey Satisfaction levels of internal clients • Internal client satisfaction survey Use of voice in messaging • Content analysis Rate and reach of media coverage • Media monitoring Rate and reach of social media coverage • Social media monitoring Rate and reach of usage of content and data • Content tracking • Feedback/testimonial tracking Volume of web traffic and use of online resources ©Caroline Kealey • Web analytics 15

Reporting Plan • Quarterly Communications Evaluation Report - Communications team - Senior management committee • Annual Communications Evaluation Summary - Communications team - Senior management committee - Board ©Caroline Kealey 16 16