SLAC Communications Strategy

Transcription

1 SLAC Communications Strategy Farnaz Khadem

2 Agenda Vision Where we stand today Key communications pillars Strategic Priorities Benchmarking/data gathering Measurement Timeline

3 Vision To create a world-class communications function that will: Motivate and inspire employees they understand what we do and where we are going Bring external recognition to SLAC s activities DOE, Congress, the public Make better use of our resources from tours to conferences, making process less adhoc Why? Funding If lawmakers know about and better understand what we do, funding chances improve Improved employee morale employees are our best brand ambassadors Ready-made material key messages, materials, talking points already defined Lack of duplication who does what and who can help us with our communications needs? (web templates, written material, etc.)

4 Analysis- Where Are We Today? STRENGTHS Strong public and DOE interest in SLAC Strong writing skills Some communications successes to build on Symmetry, SLAC Today Great stories to tell across all directorates Great interest by all stakeholders in establishing strong communications function No clear messages no stratification by audience No clarity in role of communications office Limited use of social media/ Web as tool Decentralized, difficult to navigate website No strategic plan or identification of needed resources No engagement of local community/little outreach efforts Media relations not optimized No measurement or key performance indicators WEAKNESSES Lack of clarity and reactive approach to communications devalues function OPPORTUNTIES LCLS enormous importance with DOE, scientific community Build on strong strategic plan for SLAC s future this is SLAC s time Leverage Stanford s reputation, excellence Silicon Valley tremendous partnering opportunities Blank slate with communications not many established processes or procedures that must be redone Use the web and social media to reach a much more expanded audience Lack of strategy in public tours leads to confusion, negativity among public Preparedness for issues management (e.g., messaging, action plan, responsibilities) Need to have internal buy-in on messaging before big external push Lack of awareness leads to budget issues/no champions with lawmakers Increased morale issues with employees with lack of clear message and understanding of strategic direction Lack of clarity between what communications does and what others should do leads to gaps, redundancies THREATS

5 All Communications Begins with Employees Users DOE Congress Employees Media Public (Community) Employees are best brand ambassadors and champions if not aligned, big external push is a risk. Must first establish consistent, accepted message internally

6 Key Communications Pillars Employees Media Public Internal comms External comms Brand Publications Community relations/gov. affairs Multimedia/ web Consistency of message across both vehicles and audiences DOE/Congress

7 Are Reflected in Org Design Form Follows o Function Director Communications Visual media services (photography, video, audio visual services, social media) Internal comms. (SLAC today, town hall meetings, intranet, directorate comms.) Media relations (traditional media outreach, social media) Editorial Publications (Writing for publications, Web, multimedia etc.) Community Relations (Internal outreach, external outreach, events, tours, gov. relations, conferences etc.) The Brand

8 Strategic Priorities Define/Articulate SLAC Message Internally (first) and Externally Agree on key audiences Message framework overall positioning and high-level proof points for key audiences Messages tailored to audience the core stays the same Address Low Hanging Fruit Develop a strategy make tactical decisions against that strategy. What should we start doing? Stop doing? More proactive media relations More consistent internal communications Outreach strategy/government affairs (tours, economic impact report) Reduce inconsistencies (clashing Reduce inconsistencies (clashing websites, conference policies, etc.)

9 Strategic Priorities Build Capabilities/Clarify Responsibilities and relationships Create document clearly outlining Communications roles and responsibilities Build scalable communications organization Build Website/Social Media Channels Brand guidelines Web task force Web strategy t Video gallery Use of internal and external social media tools

10 Underpinning Strategic Priorities is Benchmarking. Need better benchmarking with other laboratories and gov. agencies to leverage best practices Closer collaboration with other labs partnerships leverage resources and eliminate redundancies Need baseline information for internal, external communications internal surveys, informal focus groups, external baseline media monitoring

11 And Measurement Media monitoring are we increasing coverage? (weekly and quarterly media analyses) Web analytics what pages are being visited? it For how long? What are people interested in? Internal communications who is reading vehicles like SLAC Today? Which articles? Public lectures who attends? Tours who signs up?

12 Establishing a timeline for success 2011 tackle the basics get internal messaging right, address low- hanging fruit 2012 More streamlined internal and external communications no longer the best kept secret in California 2013 world-class communications improved employee morale, optimal external recognition from funders and the public