© Lawrie Kirk 2015 Strategic Communication Planning – Day 1 Lawrie Kirk Sessional Academic Australian National Centre for the Public Awareness of Science (CPAS) The Australian National University +61 (0) Lawrie Kirk Lawrie Kirk

Outline Wednesday 21 st October Wednesday 21 st October am – Overview of how to take a more strategic approach to planning communication am – Overview of how to take a more strategic approach to planning communication Thursday 22 nd October Thursday 22 nd October 9.30 – am – Developing a communication strategy - using an example from Malaysia as well as one discussed on 21st9.30 – am – Developing a communication strategy - using an example from Malaysia as well as one discussed on 21st © Lawrie Kirk 2015

Outline cont’d Monday 26 th October Monday 26 th October 9.30 am am – Demonstration of Tactical Workshop approach to selecting and prioritising communication tactics9.30 am am – Demonstration of Tactical Workshop approach to selecting and prioritising communication tactics Tuesday 27 th October Tuesday 27 th October 9.30 am – am – Debrief of the previous day workshop9.30 am – am – Debrief of the previous day workshop © Lawrie Kirk 2015

GOAL FOR THIS SESSION To illustrate how a strategic approach to communication can be developed with a supporting tactical plan.

© Lawrie Kirk 2015 Strategy vs. Tactics More than 2,000 years ago, Sun Tzu—the Art of War taught: Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat. In other words, planning without action is futile, action without planning is fatal. (Source: Retrieved 18 June from (Source: Retrieved 18 June from

© Lawrie Kirk 2015 (Source: Retrieved 19 June 2011 from

© Lawrie Kirk 2015 Common problems with implementing a communication strategy Lack of strategic direction and advice to operational staff Lack of strategic direction and advice to operational staff Operational people not thinking strategically and restricted to a “fact sheet” and “newsletter” paradigm Operational people not thinking strategically and restricted to a “fact sheet” and “newsletter” paradigm Failure to think of the communication outcomes that will result from the investment in that tactic(s) Failure to think of the communication outcomes that will result from the investment in that tactic(s) Inability to categorise the outcomes resulting in a long “shopping list” approach hampering prioritisation Inability to categorise the outcomes resulting in a long “shopping list” approach hampering prioritisation Lack of agreed measures of success; establishing an agreed vision for what communication success would be for each stakeholder group Lack of agreed measures of success; establishing an agreed vision for what communication success would be for each stakeholder group Inability to express the desired relationship that is to be supported by the communication investment Inability to express the desired relationship that is to be supported by the communication investment

© Lawrie Kirk 2015 What are some of the key aspects of a communication strategy? Lets list some of them..

© Lawrie Kirk 2010© Lawrie Kirk 2015

Case Study presentation – World Bank Watershed Project, Rajasthan India Need for a new communication framework for major six year project Need for a new communication framework for major six year project Utilised MDBC model for basis for procurement of consultant Utilised MDBC model for basis for procurement of consultant Proved that relationship planning is a valid step in strategic planning Proved that relationship planning is a valid step in strategic planning

© Lawrie Kirk 2015 Rajasthan..

Step 1: Outline available resources Desired outcome: Clarify what resources are to be shared…NOT just $ !

© Lawrie Kirk 2015 Step 2-Outline Organisational Structure Desired outcome: Clarification of reporting structure that exists and organisational responsibility for communication activities, recognition of key staff Desired outcome: Clarification of reporting structure that exists and organisational responsibility for communication activities, recognition of key staff

© Lawrie Kirk 2015 Step 3 – Identify communication partners (broad categories no more than six) Desired outcome: Establishment of the broad “ target ” audiences that you need to communicate with

© Lawrie Kirk 2015 Communication partners Keep them broad for future allocation of responsibilities Keep them broad for future allocation of responsibilities Partners based on functionality not title Partners based on functionality not title Sub-division can occur at a tactical level Sub-division can occur at a tactical level Broad and generic Broad and generic

© Lawrie Kirk 2015 Example: MDBC partners Basin resource users and managers; Basin resource users and managers; Basin resource regulators or policy makers; Basin resource regulators or policy makers; Basin resource advisers and funders; and Basin resource advisers and funders; and Broader Australian Community. Broader Australian Community.

© Lawrie Kirk 2015 Example: Rajasthan Water policy makers Water 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

© Lawrie Kirk 2015 Step 4 – Define desired relationships Desired outcome: clarification of the relationship with each partner category forming the basis of future qualitative evaluation of the success of this new communication strategy Desired outcome: clarification of the relationship with each partner category forming the basis of future qualitative evaluation of the success of this new communication strategy

© Lawrie Kirk 2015 Think of the best communicator you know of – the person that when you hear they are speaking you stop, listen or attend.. What makes you do this…?

© Lawrie Kirk 2015 Relationships ???? A relationship can be defined as a particular kind of connection existing between people who are dealing with one another. A relationship can be defined as a particular kind of connection existing between people who are dealing with one another. What is the long term outcome you want with that communication partner? What is the long term outcome you want with that communication partner?

Grunig approach to measuring relationships James Grunig (2002) proposes two types of relationships James Grunig (2002) proposes two types of relationships CommunalCommunal ExchangeExchange © Lawrie Kirk 2015 Source: masters.wikispaces.com/file/view/Qualitative%20Methods%20for%20Assessing%20Relationships.pdf/ /Qualita tive%20Methods%20for%20Assessing%20Relationships.pdf

Quality of the relationship © Lawrie Kirk 2015

Step 5 – Create key communication messages Desired outcome: Agreed key communication messages – not to exceed 12 – that become the foundation for all communication activities Desired outcome: Agreed key communication messages – not to exceed 12 – that become the foundation for all communication activities

© Lawrie Kirk 2015 Key messages In developing the key messages consider the following three questions: In developing the key messages consider the following three questions: What does a partner want to know? (their current needs and perceptions); What does a partner want to know? (their current needs and perceptions); What do you want to get across? (your objectives); and What do you want to get across? (your objectives); and What could go wrong, unless you stress the correct information? (ensuring clarity). What could go wrong, unless you stress the correct information? (ensuring clarity). [THEY SHOULD GET YOU THROUGH A RADIO INTERVIEW!]

© Lawrie Kirk 2015 Simple messages

© Lawrie Kirk 2015 Simple messages based on a solid foundation

© Lawrie Kirk 2015 Step 6 – Define success measures and outcomes Desired outcome: Agreement on the key outcomes that will be used in a communication framework and performance indicators Desired outcome: Agreement on the key outcomes that will be used in a communication framework and performance indicators

© Lawrie Kirk 2015 Communication outcomes Information exchange Information exchange Communication networking Communication networking Involvement Involvement

© Lawrie Kirk 2015 Step 7 – Determine tactics Desired outcome: Agreement on the tactics to deliver the outcomes. Desired outcome: Agreement on the tactics to deliver the outcomes.

© Lawrie Kirk 2015 Evaluation What would success look like for each partner ? What would success look like for each partner ? Over a three year plan what contribution will that strategy or tactic play in reaching that result? Over a three year plan what contribution will that strategy or tactic play in reaching that result?

© Lawrie Kirk 2015 Step 8 – Prepare Communication Action Plan for approval Desired outcome: Selection of a process for development of an action plan that assigns responsibility, resources and timeline Desired outcome: Selection of a process for development of an action plan that assigns responsibility, resources and timeline

© Lawrie Kirk 2015 THE ACTION PLAN MATRIX INFORMATIONEXCHANGE COMMUNICATION NETWORKING INVOLVEMENT PERFORMANCE MEASURE PARTNER “A” PARTNER “B” PARTNER “C” PARTNER “D” BUDGET$$$

© Lawrie Kirk 2015 Developing an Action Plan in less than three hours! In a group have you ever had problems with: wordsmithers ? wordsmithers ? procrastinators ? procrastinators ? dominant personalities ? dominant personalities ? This technique will help you…

© Lawrie Kirk 2010

© Lawrie Kirk 2015

Step 9 – Implement the tactics Desired outcome: Desired outcome: Start implementing the plan! But in a controlled environment…

© Lawrie Kirk 2015 Step 10: Evaluation and reporting back to management Desired outcome: Implementing the Action Plan with ongoing evaluation and feedback to management.

© Lawrie Kirk 2015 Strategic communication planning provides: 1. CLARITY 2. CONFIDENCE 3. CONTROL