1. Strategic Communication Plan Sample
Note: This Strategic Communications Plan is a sample based on a fictitious non-governmental organization working in the regulatory sector, referred to as “Regulator X”. The sample is designed to provide a framework for developing a Strategic Communications Plan using the Results Map process.
©Caroline Kealey

2. Plan at a Glance Methodology Objectives Challenges & Opportunities
pg. 4
Objectives
pg. 5
Challenges & Opportunities
pg.6
Approach
pg.8
Audiences
pg. 9
Message Architecture
pg. 11
Implementation Planning: Phased Approach
pg. 14
Integrated Implementation Plan
pg. 15
Tactics
pg. 12
Evaluation Framework
pg. 16
©Caroline Kealey

3. Methodology
This Strategic Communications Plan is based on an extensive research and consultation process.
Inputs included the following:
A comprehensive review of background documents and communication products
Two half-day consultative workshops
Key informant interviews with members of the Executive and Leadership Team
A benchmarking review of comparative regulatory organizations’ communications products
©Caroline Kealey

4. Objectives Regulator X Strategic Plan - Corporate Objectives:
Building confidence in our regulation
Advancing the use of knowledge
Leading global innovation
Communications Objectives
Promote public trust and confidence by providing clear, accessible and transparent information.
Enable effective regulation by providing information and knowledge to members and other priority audiences.
Engage with key stakeholders through effective communication and dialogue, enhancing the relevance and relatability of the organization.
Enhance organizational excellence through employee communication and engagement.
©Caroline Kealey

5. Challenges
Based on the research and consultation phase, the following key challenges in corporate communications emerge:
Complexity. Communications is particularly complex in this organization. As a regulator, the information provided tends to be very authoritative and technical. The most striking characteristic of the brand and communication is the consistently legalistic and unapproachable tone of the content, creating friction in the process of establishing a positive relationship with key audiences and stakeholders.
Sensitive issue environment. The nature of work makes its issue environment highly sensitive. The communications team is called upon to manage delicate files which require a strong focus on strategic issue management.
Tactical focus. The communications function has traditionally been positioned as a service centre producing information products at a tactical level, rather than being positioned as a strategic enabler of the mandate. This legacy has created a gap in alignment between the organization’s rising expectations and needs for high performance, sophisticated communication and the team’s ability to deliver.
Rising expectations. The expectations of public and regulatory organizations have shifted significantly over the last several years. Audiences and stakeholders have heightened expectations, particularly in terms of transparency and accessibility, putting additional pressure on the organization.
©Caroline Kealey

6. Opportunities
Against the backdrop of key challenges, the following opportunities for impact in communications emerge:
Leadership. There is significant opportunity for communications to fuel the goal of being recognized as a leader in professional regulation. The recognition that communication is a necessary enabler to the organization achieving this priority goal can help elevate the positioning of the function at a strategic level.
Innovation. The organization’s strategic plan focuses on innovation. This corporate priority holds significant promise for strategic communication, both in terms of fostering innovation and co-creation internally as well as in bringing this content to life among key external audiences.
Performance. As the organization embarks on a business transformation agenda moving from being a transactional organization to a knowledge-based organization, communications can make meaningful contributions to organizational performance, alignment and integration.
Content. The organization is rich in valuable knowledge, data and expertise. This content can be leveraged to help position the organization’s relevance and reputation on the national and international scene.
Timing. The timing is ideal for the organization to step-up its strategic communications performance. The organization is working from a position of strength in reputation and knowledge, and the communications team is evolving its structure and culture to capitalize on the opportunity.
©Caroline Kealey

7. Approach
Based on the challenges and opportunities, the following strategic approach to communications is recommended:
Position communication as a strategic enabler of Regulator X’s mandate.
Prioritize stakeholder communications in order to ensure a strategic focus in communication efforts.
Leverage content strategy and storytelling to help drive a coherent, compelling approach to audience-centric communication.
Explore opportunities to demonstrate thought leadership as a means of raising profile and reputation among members and key stakeholders.
Intentionally connect internal communications to external communications in order to foster stronger alignment and contribute to creating a consistent, positive member experience.
©Caroline Kealey

8. Audiences Primary Secondary Employees Academic Sector
Council & Committee Members
Provincial Government
Secondary
Academic Sector
Regulatory Partners
Association Partners
Media
©Caroline Kealey

9. Mapping Audiences to Outcomes
Target Outcome
Employees
Employees understand and value the concepts of transparency and audience-centric communication
Employees understand the organization’s strategic direction and have a line of sight as to how their work contributes to overall performance
Employees are equipped with the information and insight they need to do their jobs
Council & Committee Members
Council and Committee Members have a solid understanding of the organization’s role in governance
They have the information they need to make informed decisions
Provincial Government
Confidence in effective regulation
Organization’s knowledge is influential in government decision-making
Academic Sector
A solid understanding of the organization’s role and of what they need from them
Knowledge transfer and mobilization
Regulatory Partners
Work with Regulatory Partners to achieve common goals through collaborative partnerships
Association
Partners
Associations have a solid understanding of the organization’s role and accurately reflects it through knowledge mobilization
Media
Media provides accurate, clear communications about the organization’s role
©Caroline Kealey

10. Message Architecture Value Proposition
We serve the public by regulating profession X. We use our authority to guide the profession in the delivery of safe, ethical, progressive service delivered at the highest standard.
Employees
You have an opportunity to do work that matters. We offer a positive, collaborative environment where you can learn and grow your career.
Members
We’re working with our members to protect the public through the highest professional standards and effective regulation.
Public
We exist to protect the public and ensure strong confidence in profession X through effective regulation.
Voice
Accessible
Confident
Trustworthy
Knowledgeable
Professional
©Caroline Kealey

11. Tactics - Internal Existing Tactic Recommended Approach Intranet
Use a content strategy approach to animate the site and tell stories that connect to the Strategic Plan
Increase employee engagement through the blog, wiki and monthly contests
Print Media
(e.g. posters, bulletin boards, flyers)
Use a more accessible, approachable voice for content
Consider innovative “graffiti” campaigns of large vinyl posters featuring staff images
Social Events
Connect social events to key strategic communication themes/priorities
All Hands Meetings
Adopt dialogue-based format for the event to engage with staff and encourage collaboration
Bring in external speakers to contribute to raising capacity
New
CEO breakfast
Create a monthly drop-in session for open dialogue with the CEO. Invite a mix of employees to foster communication and connection between departments and between levels
Employee recognition program
Consider working with Human Resources to develop an employee recognition program that reinforces strategic priorities
Focus the recognition program on celebrating team achievements
©Caroline Kealey

12. Tactics - External Existing Tactic Recommended Approach Web Content
Enhance the content of the website by adopting a more accessible voice
Use content strategy to expand the nature of assets provided, including video and infographics
Social Media
Expand LinkedIn presence by creating a discussion group
Integrate content strategy into social media outreach
Develop Twitter chats
New
Consultations
Establish consultation sessions on priority issues with members and public to demonstrate that the organization is listening, and is responsive
Integrate the consultations with internal and external communication channels
Speaking Opportunities
Proactively identify high profile speaking opportunities to establish the organization as a thought leader among key stakeholders
Listening Tour
CEO to launch a listening tour to learn from stakeholders and invite dialogue and exchange
Bi-lateral Meetings
Establish a regular schedule for the CEO to have bi-lateral meetings with key priority stakeholders to build the relationship, encourage listening and dialogue
©Caroline Kealey

13. Strategic Approach to Communications
Implementation Planning: Phased Approach
The Implementation Plan builds on the recommended tactics and presents a detailed approach for operationalizing the recommendations by phases.
Each phase has an identified focus, to help enhance the impact of communication activities aligned to a clear, singular theme.
Phase 1
Laying the
Foundation
Phase 2
Employee Engagement
Phase 3
Building Reputation
Strategic Approach to Communications
Audience-centric  Results-based  Accessible voice
©Caroline Kealey

14. Integrated Implementation Plan
Tactics
Phase 1 Q1
Develop content strategy (for internal and external communications)
Provide training to CEO and Council on communications and brand ambassadorship
Launch CEO breakfasts
Develop Intranet chat function
Phase 2
Q2-3
Develop employee recognition program
Launch newsletter on Intranet
Host All Hands meeting with guest speaker
Create LinkedIn Group
Produce three videos for Website
Phase 3 Q4
Develop speaker program to proactively identify high profile opportunities to showcase thought leadership
Launch specialized media relations program
Create Infographic Series
Identify premier international conference and pitch a keynote or paper presentation
Host consultation on emerging industry best practices along with a live Twitter chat
©Caroline Kealey

15. Performance Indicators
Evaluation Framework
The following performance indicators and associated measurement tools are suggested in order to contribute to a results-based approach to strategic communications.
Performance Indicators
Measurement Tools
Level of engagement by employees, members and stakeholders
Consultations and surveys
Satisfaction levels of internal clients of Communications, members and stakeholders
Rate and reach of media and social media coverage
Media monitoring
Social media monitoring
Rate and reach of usage of content and data
Content tracking
Feedback/testimonial tracking
Volume of web traffic and use of online resources
Web analytics
Use of voice in messaging
Content analysis
Use of internal communications channels
Intranet analytics
Tracking of usage
©Caroline Kealey