© Lawrie Kirk 2010 Strategic Communication Planning Lawrie Kirk Visiting Fellow CPAS ANU

© Lawrie Kirk 2010© Lawrie Kirk 2010

Strategic Communication Strategic Communication Planning Planning

Lawrie KirkLawrie KirkVisiting Fellow Visiting Fellow

CPASCPAS

[email protected]

mailto:[email protected]


GOAL FOR TONIGHTGOAL FOR TONIGHT

To illustrate how a To illustrate how a strategic approach to strategic approach to communication can be communication can be

delivered within a science delivered within a science communication contextcommunication context


Introduction and overview of Introduction and overview of process to be used for the workshopprocess to be used for the workshopCommunication planning needs to be:Communication planning needs to be:

RelevantRelevant SimpleSimple PracticalPractical SoundSound RepeatableRepeatable Provide clear delineation of responsibilityProvide clear delineation of responsibility


What is a communication strategy ? What is a communication strategy ?

““ It is not a slick advertising program developed by a It is not a slick advertising program developed by a Gucci suited, Versace clothed airhead metro sexual Gucci suited, Versace clothed airhead metro sexual that has no product knowledge or passion for the that has no product knowledge or passion for the topic they have been asked to review and assist topic they have been asked to review and assist

with…. with….

A Strategy is a practical people based plan that is an A Strategy is a practical people based plan that is an agreed road map for future action…agreed road map for future action…””

Kirk 2004 (a quote I allegedly made at a function after a few Kirk 2004 (a quote I allegedly made at a function after a few

glasses of glasses of ““filteredfiltered”” water) water)


What are some of the key aspects of a

communication strategy?

Lets list some of them..



1. Outlineavailable resources

3. Identify communication

partners

4. Definedesired

relationships

6. Definesuccess

measures and outcomes

5. Createkey

communicationmessages

10. Evaluation and reporting

back to management

7. Determine tactics

8. PrepareComm.

Action plan for approval

2. Outlineorganisational

structure9. Implement the tactics

STRATEGIC

TACTICAL

COMMUNICATION PLANNING

© Lawrie Kirk 2010


Case Study presentation –Case Study presentation –World Bank Watershed Project, World Bank Watershed Project,

Rajasthan IndiaRajasthan India

Need for a new communication Need for a new communication framework for major six year projectframework for major six year project

Utilised MDBC model for basis for Utilised MDBC model for basis for procurement of consultantprocurement of consultant

Proved that relationship planning is a Proved that relationship planning is a valid step in strategic planningvalid step in strategic planning


Rajasthan..Rajasthan..


Step 1: Outline available resourcesStep 1: Outline available resources

Desired outcome:Desired outcome:

Clarify what resources are to be Clarify what resources are to be shared…NOT just $ !shared…NOT just $ !


Step 2-Outline Organisational Step 2-Outline Organisational StructureStructure

Desired outcomeDesired outcome: Clarification of : Clarification of reporting structure that exists and reporting structure that exists and organisational responsibility for organisational responsibility for communication activities, recognition communication activities, recognition of key staffof key staff


Step 3 – Identify communication Step 3 – Identify communication partners (broad categories no partners (broad categories no

more than six)more than six)

Desired outcomeDesired outcome: E: Establishment of the stablishment of the broad broad ““targettarget”” audiences that you audiences that you need to communicate withneed to communicate with


Communication partnersCommunication partners Keep them broad for future allocation Keep them broad for future allocation

of responsibilitiesof responsibilities Partners based on functionality not Partners based on functionality not

titletitle Sub-division can occur at a tactical Sub-division can occur at a tactical

levellevel Broad and genericBroad and generic


Example: MDBC partnersExample: MDBC partners Basin resource users and managers;Basin resource users and managers; Basin resource regulators or policy Basin resource regulators or policy

makers;makers; Basin resource advisers and funders; Basin resource advisers and funders;

andand Broader Australian Community.Broader Australian Community.


Example: RajasthanExample: Rajasthan Water policy makersWater policy makers Water User Groups/Associations Water User Groups/Associations Water users and managers Water users and managers National Community National Community International Community International Community


Step 4 – Define desired Step 4 – Define desired relationshipsrelationships

Desired outcome:Desired outcome: clarification of the clarification of the relationship with each partner relationship with each partner category forming the basis of future category forming the basis of future qualitative evaluation of the success qualitative evaluation of the success of this new communication strategyof this new communication strategy


Think of the best communicator Think of the best communicator you know of – the person that you know of – the person that

when you hear they are speaking when you hear they are speaking you stop, listen or attend..you stop, listen or attend..

What makes you do this…?What makes you do this…?


Relationships ????Relationships ???? A relationship can be defined as a A relationship can be defined as a

particular kind of connection existing particular kind of connection existing between people who are dealing with one between people who are dealing with one another.another.

What is the long term outcome you want What is the long term outcome you want with that communication partner?with that communication partner?


Step 5 – Create key Step 5 – Create key communication messagescommunication messages

Desired outcome:Desired outcome: A Agreed key greed key communication messages – not to communication messages – not to exceed 12 – that become the exceed 12 – that become the foundation for all communication foundation for all communication activitiesactivities


Key messagesKey messages In developing the key messages consider In developing the key messages consider

the following three questions:the following three questions: What does a partner want to know? (their What does a partner want to know? (their

current needs and perceptions);current needs and perceptions); What do you want to get across? (your What do you want to get across? (your

objectives); andobjectives); and What could go wrong, unless you stress What could go wrong, unless you stress

the correct information? (ensuring clarity).the correct information? (ensuring clarity).

[THEY SHOULD GET YOU THROUGH A RADIO [THEY SHOULD GET YOU THROUGH A RADIO INTERVIEW!]INTERVIEW!]


Simple messagesSimple messages


Simple messages based on a solid Simple messages based on a solid foundationfoundation


Step 6 – Define success Step 6 – Define success measures and outcomesmeasures and outcomes

Desired outcome:Desired outcome: Agreement on the Agreement on the key outcomes that will be used in a key outcomes that will be used in a communication framework and communication framework and performance indicatorsperformance indicators


Communication outcomesCommunication outcomes Information exchangeInformation exchange

Communication networkingCommunication networking

InvolvementInvolvement


Step 7 – Determine tacticsStep 7 – Determine tactics

Desired outcome:Desired outcome: A Agreement on the greement on the tactics to deliver the outcomes.tactics to deliver the outcomes.


EvaluationEvaluation What would success look like for What would success look like for

each partner ?each partner ?

Over a three year plan what Over a three year plan what contribution will that strategy or contribution will that strategy or tactic play in reaching that result?tactic play in reaching that result?


Step 8 – Prepare Communication Step 8 – Prepare Communication Action Plan for approvalAction Plan for approval

Desired outcome:Desired outcome: S Selection of a election of a process for development of an action process for development of an action plan that assigns responsibility, plan that assigns responsibility, resources and timelineresources and timeline


THE ACTION PLAN MATRIXTHE ACTION PLAN MATRIXINFORMATION INFORMATION

EXCHANGEEXCHANGECOMMUNICATION COMMUNICATION

NETWORKINGNETWORKINGINVOLVEMENTINVOLVEMENT PERFORMANCE PERFORMANCE

MEASUREMEASURE

PARTNER “A”PARTNER “A”

PARTNER “B”PARTNER “B”

PARTNER “C”PARTNER “C”

PARTNER “D”PARTNER “D”

BUDGETBUDGET $$ $$ $$


Developing an Action Plan in Developing an Action Plan in less than three hours!less than three hours!

In a group have you ever had problems In a group have you ever had problems with:with: wordsmithers ?wordsmithers ? procrastinators ?procrastinators ? dominant personalities ?dominant personalities ?

This technique will help you…This technique will help you…





Step 9 – Implement the tacticsStep 9 – Implement the tactics


Start implementing the plan! But in a Start implementing the plan! But in a controlled environment…controlled environment…


Step 10: Evaluation and Step 10: Evaluation and reporting back to managementreporting back to management


Implementing the Action Plan with ongoing evaluation and feedback to management.


Strategic communication planning Strategic communication planning provides:provides:

1.1. CLARITYCLARITY2.2. CONFIDENCECONFIDENCE3.3. CONTROLCONTROL

Documents

© Lawrie Kirk 2010 Strategic Communication Planning Lawrie Kirk Visiting Fellow CPAS ANU