COMMUNICATIONS STRATEGY

Transcription

1 COMMUNICATIONS STRATEGY JUNE 2012 JUNE 2014 [REVISED MAY 2012]

2 TABLE OF CONTENTS 1. Introduction and objectives 2. Communications purpose 3. Communications goals 4. Communications strategies 5. Stakeholders 6. Communications services and resources 7. Priorities time lines 8. Evaluation and reporting 9. Approvals table Communications Strategy Page 2

3 1. INTRODUCTION AND OBJECTIVES Communication is a core activity of Future Farm Industries CRC (the CRC) and is integral to its success in achieving the mission and outcomes as stated in the Business Plan: Mission: to transform agricultural and rural landscapes across southern Australia by developing and applying Profitable Perennials technologies to innovative farming systems and new regional industries. Outcomes: Productivity growth in existing industries Profitable new regional industries Salinity damage reduced Other environmental benefits Capacity building The first Communications Strategy for the CRC was published in May 2008 and carried the CRC through to the end of the 2011/2012 year. This document references and incorporates many elements of the original strategy, but is a replacement document rather than an update. It provides a revised communications framework for the CRC as focus shifts from research to delivery and the organization s transition objectives post June Importantly, the CRC s communications will take into account a change in focus highlighted in the 2011/2012 Annual Operating Plan; namely, that activities, outputs and milestones are now aligned with the five farming systems: EverGraze, Enrich, EverCrop, woody crops and saltland systems. This strategy takes into account developments in communications technologies for example, social media platforms and changes in the skillset of the CRC communications function since the original strategy was created.0 The objectives of this communications strategy are to outline: Communications purpose, goals and strategies Key stakeholders and audience Communications services and resources Priority activities Communications evaluation and reporting tools The communications strategy will also be a baseline document for CRC programs and projects to use for individual communications and adoption strategies. Communications Strategy Page 3

4 2. COMMUNICATIONS PURPOSE To provide and manage positive and effective internal and external communications that support the CRC mission and business plan outcomes for the duration of the CRC. 3. COMMUNICATIONS GOALS 1. Achieve a high level of positive external awareness of the CRC (its impacts, products and activities) through strategic communications such as media, publications, website and other corporate communications activities targeted at key stakeholders 2. Build and maintain a strong internal knowledge of and commitment to CRC activities through effective and informative communications to key internal stakeholders including the CRC executive and staff, Board members, Participants, program and project leaders, researchers, students and committees 3. Assist the extension, program and project teams in the successful adoption of farming systems and technologies by next users and end users through targeted communications support 4. Ensure that the CRC and its products transition with high brand value post June COMMUNICATIONS STRATEGIES The communications goals will be met through the following related strategies: 1. Identify and promote the CRC s research and development value, adoption successes and commercialisation achievements 2. Identify and manage issues and risks to minimise damage to the CRC s reputation 3. Build and manage positive relationships with CRC stakeholders 4. Foster an internal culture of two-way communication 5. Provide professional communications support and advice to CRC people to build capability as organisational communicators 6. Build and maintain a strong suite of branded materials, supported by style guidelines for internal and external usage These strategies will be implemented through a range of communications services and activities which are outlined in point 6 below. Before moving to these services, however, point 5 outlines information on our key stakeholders, to whom our communications activities are aimed. Communications Strategy Page 4

5 5. STAKEHOLDERS By definition stakeholders are individuals, groups or institutions who have different interests in the CRC and who can have a positive or negative influence on its outcomes. This strategy identifies CRC stakeholders so that communications activities can be best targeted to achieve and establish ongoing relationships with them, determine their specific interests and preferred modes of communication, and then seek communication performance feedback. Following earlier surveys in 2005 (through predecessor CRC Salinity) and 2007 (undertaken by Currie Communications), stakeholder analysis indicated that the majority of CRC stakeholders are non-farmers, and that to achieve farmers adoption of CRC technologies, the CRC should focus its communication efforts on those who influence farmer decisions. The CRC, through its adoption function, uses the term next users for the stakeholders considered as influencers. Through this group s frequent contact with farmers potential end users by formal and informal means, they can continue to bring about adoption after the CRC completes its term in Their relationship with the CRC can involve two-way communication, and they are the category most likely to continue having the greatest interest in CRC research and farming system outcomes. The simple model below defines the CRC s stakeholder categories for communication purposes, and how it achieves adoption outcomes indirectly through stakeholder influences. The degree of desired influence declines away from the centre of the circle. Communications Strategy Page 5

6 Consistent with the stakeholder analyses, the communications strategy differentiates its stakeholders into next users and end users, while also acknowledging the importance of its internal stakeholders: Next users: those who can benefit directly from the CRC outputs and/or influence potential end users, including: o leading-edge farmers o extension officers o farm/agribusiness consultants o farmer groups o regional catchment/nrm advisory staff o media o educators o researchers o those who have already benefited from CRC Salinity or FFI CRC outcomes End Users: those who could benefit from decisions to adopt or purchase CRC outputs: o farmers o catchment management authorities and regional NRM boards o State and Federal governments Internal: those who are involved in researching, creating, managing or administering the activities of the CRC: o employees o researchers and employees via Participant arrangements o Participants and their representatives o Board members o students Their stakeholder relationship can be: Direct: Those directly involved in CRC activities such as Participants, co-investing partners and internal CRC people Indirect: Those involved in activities that add value to or impact on the CRC, including the media, general public and politicians In some cases eg EverGraze, EverCrop and Enrich the interaction with end users can be direct and indirect. Given the nature of relationships between the various stakeholder groups, there are a number of communications activities that overlap between groups while still achieving desired outcomes; for example, website content which has a broad reach across all stakeholder groups. Communications Strategy Page 6

7 6. COMMUNICATIONS SERVICES AND RESOURCES Services Communications services and tools support the implementation of the communications strategies, as outlined below. Note: this document does not include the individual communications tasks of the corporate body and all programs and projects; rather, it outlines the communications services being carried out in support of achieving the overall CRC outcomes. Individual communications plans are being revised and created for the programs, and other targeted activities. Service Strategic Communications Publications and Multimedia Traditional Media Online and Social Media Internal Communications Branding and Style Stakeholder Relations [Manage] Tools Strategic communications planning CEO communications Reputation management Policy development Internal communications advice and skill building Future Farm magazine Technical Reports Fact Sheets Ad hoc targeted publications and videos Media: - releases - relationships - monitoring and reporting Content management Relationship with LCubed E-News / Focus Online (see point 7a below) Twitter and other platforms (review) Monitoring and reporting Directors Alerts Other CEO comms Program and Project communications Centric and other agency/participant channels Presentation/Speech support Image library - under review Promotional material as required (eg banners) Style guides and brand management (eg logos) Database management Participants Briefings Participant/Agency cross-promotional opportunities Event management where required Sponsorship, conference & workshop activities DIISRTE / CRCA relationships Communications budget Materials storage Goal Objective 1,2, 4 2, 3, 4, 3, 3. 1, 4 2, 3 1, 4 2, 3, 3 2, 3 2 1, 4 Communications Strategy Page 7 Strategy Objective, 5 2, 3 4, 5 1, 3, 6, 5, 6, 5, 6 1, 3, 5, 6., 3, 6 3 1, 3, 6 3 1, 3, 6, 3 2, 5, 5 1, 3 4, 5 1, 6 1, 3, 6 3, 4, 5, 6 3 1, 3, 6 1, 3, 5, 6 1, 3, 5, 6, 3, 6

8 Resources The CRC communications function is managed by a full-time position and based at the CRC headquarters at the University of Western Australia, Perth. Communications administrative support is provided at 0.1FTE from the CRC headquarters. Additional communications requirements are out-sourced to service contracts, including a communications role supporting the EverGraze program which is ceasing 30 June This role will be replaced by a 0.8FTE position, based at DPI Victoria, commencing in May 2012 under contract until 30 June The publications contract with Kondinin Group ends June 2012, and the April 2012 issue of Future Farm (Issue 10) was the last produced under the arrangement. Future publication production will most likely be managed in-house. 7. PRIORITIES TIME LINES As a result of recent communications planning, the following services and functions have been identified as priorities for review and implementation, and will receive attention as indicated: Priority Rationale Time line Internal communications Review required due to the gradual shift of the CRC s E-News from an internal to an external channel. E- News is being rebranded and will launch before end July Immediate (May)-Aug Adoption and extension support Website updating Media and social media Publications and stakeholder reach Transition communications strategy As the CRC programs move into delivery, added focus will be on supporting extension activities. The Communications Manager(s) are attending adoption meetings, and reviewing adoption communications requirements. An EverGraze Communications Officer has been appointed at 0.8FTE (as at May 2012). Review, rewrite and reorganise research content on website to reflect farming systems approach. Due to changing communications technologies, traditional ways of communicating with the media, and other stakeholders, are rapidly evolving. A review of the CRC s existing media procedures is underway. The CRC database will be reviewed and categorized alongside a stakeholder analysis to ascertain the reach and value of our flagship publication Future Farm and other channels. To be developed in line with the master CRC transition strategy. Immediate (May) and ongoing Immediate (May)- Dec Jun-Dec 12 Jun-Dec 12 Jun-TBA 12 Priorities will be reassessed and reported on during the next strategy review period (see following point 7). Communications Strategy Page 8

9 8. EVALUATION AND REPORTING This strategy will be reviewed at six monthly intervals until the CRC ceases in June 2014, so it can remain relevant to CRC communication requirements and aligned to business, transition and stakeholder needs. Reviews will be scheduled for: - November May November May 2014 [final review and evaluation] In addition to these reviews, the strategy will continue to remain flexible to complement the CRC s adoption and commercialisation strategies as these areas of the business increase in activity through the delivery phase (see fourth dot point below). Information that will assist in evaluating the performance of this strategy will be generated from: Future Farm hard copy readership survey and phone poll to provide insights into the reach, relevance and any action taken as a result of article content. CRC web site traffic and electronic newsletter statistics to provide insights into which are the most popular pages and downloads, who are the frequent visitors, and where they are coming from. Media analysis of coverage to provide insights into which media content was covered and by whom, for how long (issues monitoring), effective media contacts (relationship building), and cross-media activity. Tracking and aligning with adoption monitoring and evaluation data, including the Industry Use Plans (IUPs) and internal monitoring, evaluation and reporting (MER) processes. Monitoring increases in internal stakeholders (eg program and project members) carrying out independent communications activities as a result of skill building and adequate communications resourcing. Analysis of project Impact reports. Monitoring progress of identified priorities, and other activities listed in monthly reports (see below). From June 2012, a monthly report will be provided by the Communications Manager to the CEO indicating: - Communications activities and statistics - Trends and issues - Current priorities - Budget update The monthly reports will provide a consistent snapshot of the organisation s communications function, which will also assist the evaluation process by being able to track emerging patterns over the six-month review periods. In addition to monthly reports and six-monthly strategy reviews, the Communications Managers report during fortnightly team CRC meetings, and receive feedback on activities that may impact communications strategies and actions. Communications Strategy Page 9

10 9. APPROVALS TABLE Document Title Future Farm Industries CRC Communications Strategy Author Communications Manager [Jean Burton] Reviewed 28 January 2008 / 3 February 2010 Modified 16 May 2012 Reviewed by Chief Executive Officer Approved 28 May 2012 Approved by Future Farm Industries CRC Directors Communications Strategy Page 10