Developing and delivering a communications strategy
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1 UAS Conference 2010 Developing and delivering a communications strategy Carolyne Culver, Head of Strategic Communications Susannah Wintersgill, Head of Internal Communications Page 1
2 Contents What is a communications strategy? Why is it important? Key components Delivering a strategy Evaluation Exercise Page 2
3 What is a communications strategy? A plan of action covering a finite time period A means of agreeing what you are trying to achieve A plan against which to measure success A process which helps you learn lessons for the future Page 3
4 Why is a comms strategy important? Enables you to plan ahead so you can: Exploit all the channels available to you Agree messages, timescales and responsibilities Identify risks and take mitigating action Take control of communications activity Page 4
5 Key components Vision and goals Objectives Audiences Messages Channels Timeline Risks Page 5
6 Vision and goals Vision Broad statement of intent: To run the best chemistry department in the country To migrate UAS from Lotus Notes to Outlook Goals What objectives are required to realise that vision? To secure an additional 5m in research funding by 2011 To undertake a phased roll-out of Outlook from May to July Page 6
7 Communications objectives State what you want to achieve from your comms activity: To inform internal and external audiences about the acquisition of a new site for the research facility. Tailor your objectives by audience: Provide reassurance to staff that locating the new facility outside Oxford will not result in redundancies. Page 7
8 Opening of new research facility VISION To conduct world-leading, life-saving research. To attract research funding to the University. GOALS To build the University s reputation in the field. To attract and retain the best academics and staff. COMMUNICATION OBJECTIVES STAFF Ensure staff who are moving to the new building feel informed and engaged. ACADEMIC COMMUNITY Encourage high-calibre candidates to apply for the new Chairs. DONORS Position department as dynamic and cutting-edge; worthy beneficiary for philanthropic gifts Page 8
9 Communications objectives by outcome What do we want people to know? A new system is being introduced for UAS We will be migrated on 12 October What do we want people to think? The new system will benefit me by xxx What do we want people to do? Attend a roadshow to prepare for migration Page 9
10 Audience segmentation Internal audience Staff Students Alumni External audience Power Local community Wider academic community Prospective students Decision-makers Opinion-formers Funders Interest Directly affected Close interest General interest Page 10
11 Key messages Clear, concise, memorable Explain abbreviations, don t use jargon Make messages relevant to your audience: What is happening and when? What does it mean for me? What do you want me to do? Page 11
12 Key messages What is happening and when? A new scheme is being introduced on 15 June called Salary Exchange. It involves a change in the way staff pension contributions are made. What does it mean for me? It will result in a small increase in take-home pay for individuals and cost-savings for the University. What do you want me to do? You will be enrolled automatically in the scheme unless you opt out by 30 May. Page 12
13 Communication channels Your channels will be determined by: Audience Key messages Resources Time Page 13
14 Communication channels Push channels Letter E-bulletin Background channels Posters Leaflets Printed newsletter Pull channels Website FAQs Interactive channels Roadshows Open forum Social media (e.g. Facebook) Mediated channels Newspapers Specialist press Radio and TV Page 14
15 Timeline What is your deadline? When is the optimum time to launch? Exploit hooks to attract media interest Ensure your key spokespeople are available Coordinate who is told what and when Page 15
16 Risks and mitigation Identify risks and issues Plan how you will deal with them Risk Decision to site the new facility outside Oxford brings criticism from local MPs / councillors. Mitigation Ensure local councillors and MPs are informed by in advance of the press release. Page 16
17 Delivering a strategy Only commit to what you can deliver Agree responsibilities and sign-off process Ensure processes and resources are in place Inform the Press Office about any reputational issues Page 17
18 Evaluation Measure impact and success Helps you develop and refine your strategy Learn lessons for the future Quantitative methods Attendance at presentations Number of questions Number of hits to website Qualitative methods Feedback forms Focus groups Identify repeated themes & issues Page 18
19 In summary Objectives Audiences Messages Channels Risks By audience By outcome Internal, external Influence, power Clear, concise, memorable What does it mean for me? Push, pull, background, interactive Mediated Identify risks and issues Mitigation Page 19
20 Exercise Working in groups, spend 15 minutes discussing one area Each group to report back via a spokesperson Objectives Audiences Messages Channels Risks By audience By outcome Internal, external Influence, power Clear, concise, memorable What does it mean for me? Push, pull, background, interactive Mediated Identify risks and issues Mitigation Page 20
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