1. T&PS Comprehensive Communications Strategy October 2012 Submitted by Karen Norrell

2. 2 Agenda  What is T&PS Internal Communications?  Purpose of Internal Communications  Need for a Comprehensive Strategy  Strategic Issues  Strategic Outcomes  Strategy Statement  Implementing the Strategy

3. 3 What is T&PS Internal Communications? Non-client facing internal, inbound and outbound communication; business unit-wide messaging whether communicated via newsletter, email, quarterly call, presentations for meetings internal to Company, or management cascade, as well as business communications generated at the department or individual level.

4. 4 What T&PS Internal Communications Is Not Client-facing communication, presentations for outside parties such as local or national AFP meetings, or sales collateral

5. 5 Purpose of Internal Communications The purpose of T&PS communications is to coordinate non-client facing communication for the business unit, both inbound and outbound, and to provide teammates with clear, consistent messaging at the business unit level, and to provide communications support to teammates at the individual or department level. MeetingsEmailOnlineLOBInbound

6. 6 Need for a Comprehensive Strategy  Results from two recent surveys confirm that we are not communicating effectively with teammates Information is incomplete or not available Information is often bogged down in unnecessary technical detail Available information is repeated too many times and in too many places  Decentralized communications have resulted in an unmanaged and inefficient distribution of information We lack clarity regarding which teammates are responsible for which communication functions and tasks Unnecessary repetition of information results in information overload

7. 7 Strategic Issues  Insufficient role clarity Who is the one person responsible for making sure that messaging is conveyed to teammates in a timely and coherent way? What positions support this individual and, specifically, in what ways?  Decentralized management “Rogue Messaging” - Lack of coordination between multiple sources regarding message, audience, and timing Redundancy – some messages are repeated too often and others are not repeated often enough  Insufficient executive access

8. 8 Strategic Outcomes  Clearly defined roles and responsibilities for all communications functions and activities  Centralized coordination of communication efforts  Clearly defined and easily accessible protocols for handling most communication issues (whom do I call if I want to…)  An established and known resource for all business communication needs at the business unit, department, and individual levels  Thoughtful repetition of messaging to ensure successful delivery of the message  Calendar time as needed with the executive team

9. 9 Strategy Statement We will increase effectiveness and efficiency of T&PS internal communications as measured by the annual communications survey by  Re-imagining the ways we can use existing or new tools to produce clear, concise communication  Centralizing management of business unit-wide communications across all channels – meetings, online, and email  Promoting the communications function as a resource for all business communication, including presentations, letters, proposals, and email messages, as well as support for managing effective meetings

10. 10 Implementing the Strategy  Create distinct functional roles based on the current and anticipated needs of the business unit  Introduce new communications protocols to the business unit on the intranet and during the Quarterly Call  Designate a communications czar to centrally coordinate communications and work flow for the communications team  Redesign the T&PS intranet site into an intuitive, user-friendly communication tool