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Will act as a binding agreement. When you tell people you're going to do something, having a communication plan or commitment in writing will force you to carry through with your efforts and you will have given others the opportunity to provide you with input. Assures that you will take advantage of all opportunities, including on-going implementation. Helps keep communication focused. Helps prevent unwanted surprises.
When developing your communication plan, keep the following tips in mind:
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Set up a tracking system (i.e., journal, scrapbook, video spots, photographs) Have a creative person develop a look for all your strategic-planning documents and printed material. Incorporate two-way communication utilizing your local area network (LAN). Consider all of your audiences as "customers." Build in community involvement. Use the plan to your advantage. Segment the community into separate, manageable parts. Organize a steering committee where membership allows and encourages discussion. Make sure the members understand their responsibility. Possible communication vehicles include: PTA/Home-school meeting programs; community town meetings; media releases. Begin early. Announce the district's participation in strategic planning. Announce public meetings, dates and locations. Request volunteers for action teams. Acknowledge significant milestones through the process (i.e., vision, beliefs, environmental scan surprises). After the draft plan is completed, allow for a 30-day public viewing. (Mark all draft documents with DRAFT during a review.) Incorporate on-going implementation activities. Include detailed information on beliefs, missions, etc in a district newsletter. Allow the completed plan/final document to be used as a marketing tool for group presentations, discussion starters, town meetings, etc.
Ask people for their opinion before you implement change. 2011-09-06
http://www.nsba.org/sbot/toolkit/tcp.html
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Be so thoroughly familiar with what you are communicating that you can summarize it in a short sentence. Explain the change in language people understand. Explain the change in terms of how it will affect them rather than what's in it for the school district. Anticipate how people will react, the questions they'll raise and the issues that may result. Design your communication to answer those concerns immediately. Keep your personal key communicators up-to-date regularly. Expect the change to generate a corps of resisters and appreciate them. In addition to encouraging them to participate in the implementation of the change, listen to what they have to say: Solicit ideas that will strengthen what you want to do. Identify the people in your community who you can come to for advice regarding new ideas. Be direct in stating the change and explaining the rationale for the change in relation to the overall goals you wish to achieve. Keep communicating about the change after it has been made. Recognize and celebrate its successful implementation.
The Importance of Internal Communication Make sure your people know what is going on. It's demoralizing to hear about what's happening where you work from someone outside the system. Don't forget your support staff, research indicates that they are the most important communicators/public relations specialists you have in your district. Keeping staff informed can be done through:
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Staff Newsletter Volunteers Strategic planning columns, ongoing updates regarding status Recognition for those involved in the process Focus groups: building/staff/department meetings Soliciting their input on mission, belief statements, vision Build two-way feedback into already scheduled meeting Strategic planning speakers bureau Sharing the vision, mission, and strategic goals Soliciting community members to participate on action items
Outreach Strategies for Involving the Community As indicated above, involving the community can be a key ingredient in your vision. When involving the community:
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Include results and activities from each in-district meeting in a newsletter. Distribute broadly within the community and school system and post at media centers. Ask for comments and suggestions. Have planning team members review and discuss actions with colleagues, neighbors, PTA members, etc. Ask for comments and suggestions. Collect comments and suggestions and produce on overheads for discussion and action as the first item on the next in-district meeting agenda. Present a draft of the strategic plan at a public forum with community and all school district employees invited to discuss and offer comments. Encourage discussion and comments throughout the entire process. The more people who own the plan, the better. Prepare a communication plan.
(These materials are excerpted from the Washington State School Directors' Association's "Passport to Leadership" program materials.)
In this Module:
Strategic Planning Tools Technology Planning Tools Planning Resources
In the Toolkit:
Toolkit Home Page Planning Community Involvement Prof'l and Ldrship Development Why Change? Policy Facility Planning Why Technology? Curriculum and Assessment Funding
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What is a communication plan? When should it be developed? Where does the information in the plan come from? How do you write one, and why should you bother? Overworked and underfunded communicators (Are there any other kind?) have a right to ask whether the work involved in developing a plan is worth it. The answer is yes because a written communication plan will
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give your day-to-day work a focus, help you set priorities, provide you with a sense of order and control, help get the chief staff executive and staff to support your program, protect you against last-minute, seat-of-the-pants demands from staff and members, and prevent you from feeling overwhelmed, offering instead peace of mind.
what you want to accomplish with your association communications (your objectives), ways in which those objectives can be accomplished (your goals or program of work), to whom your association communications will be addressed (your audiences), how you will accomplish your objectives (the tools and timetable), and how you will measure the results of your program (evaluation).
Communications include all written, spoken, and electronic interaction with association audiences. A communication plan encompasses objectives, goals, and tools for all communications, including but not limited to:
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periodic print publications; online communications; meeting and conference materials; media relations and public relations materials; 2011-09-06
http://www.hieran.com/comet/howto.html
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marketing and sales tools; legal and legislative documents; incoming communications, including reception procedures and voice mail content; committee and board communiques; corporate identity materials, including letterhead, logo, and envelopes; surveys; certificates and awards; annual reports; signage; speeches; and invoices.
Study Media/Communica
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what every staff person is doing in the way of communication, what each communication activity is designed to achieve, and how effective each activity is.
brainstorm with communication staff, talk to other departments, interview the chief staff executive, interview the board, talk to communication committee members, survey the membership, host focus groups, and query nonmembers.
Define objectives. Armed with information from your audit, define your overall communication objectivesthe results you want to achieve. These might include
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excellent service to members, member loyalty, centralization of the communication effort, increased employee teamwork, improved product delivery, visibility for the association and the industry or profession it represents, and influence on government, media, consumers, and other audiences.
Define audiences. List all the audiences that your association might contact, attempt to influence, or serve. Included on your list may be
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federal, regional, and local governments; related industries; and the media.
Define goals. With stated objectives, and considering available human and financial resources, define goals-in other words, a program of work for each objective. Goals include general programs, products, or services that you will use to achieve stated objectives. For example, if the objective is to improve member service, goals might include improved training for the member-service function, special communications directed at first-time members, a reference manual for handling complaints, and ongoing information for members. Identify tools. Decide what tools will be used to accomplish stated goals. These tools can be anything from a simple flyer to a glossy magazine. Don't overlook less obvious tools such as posters, report covers, Rolodex cards, and Web sites. Brainstorm ideas with your staff. Establish a timetable. Once objectives, goals, audiences, and tools have been identified, quantify the results in a calendar grid that outlines roughly what projects will be accomplished and when. Separate objectives into logical time periods (monthly, weekly, etc.). Evaluate the result. Build into your plan a method for measuring results. Your evaluation might take the form of
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a monthly report on work in progress, formalized department reports for presentation at staff meetings, periodic briefings of the chief staff executive and the department heads, and a year-end summary for the annual report.
Developing a written communication plan will take effort. Plan on three or four days the first time you do it. Once in place, the written plan will smooth your job all year long, earn you respect from the CEO and other staff, help set work priorities, protect you from last-minute demands, and bring a semblance of order to your chaotic job. Back to top
Questions or comments? Email Robin Mayhall
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Ive spent most of the last few years surrounded by communications and marketing plans (comm plans, for short).
I studied them at university, proposing (what I thought were) reasoned solutions to other peoples problems. I then joined government and spent a lot of time reading other peoples quality assessments and edits on plans and learning from them what worked, what didnt work, where the common gaps were and what the essential information was. Eventually I found myself in a position where I had the opportunity to provide input on comm plans myself. I even helped to develop training on communications planning. Nowadays Im on the assembly line, writing plans and executing them. This variety of positions has given me an interesting perspective on what a communications plan should look like. Its very much clouded by my government experience though, so Id love to hear from folks on the agency or corporate side (government folks please feel free to chime in too!). This is the first in what will be a series of posts over time. This one focuses on the top-level overall content of a communications plan.
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Together, over the coming weeks well take a more detailed look at each of these sections in turn. At each step of the way Ill give my perspective and ask what you think what you agree with what Im missing where Im way off the mark. Hopefully well all learn from each other.
So, what do you think? Have I missed areas? Are some irrelevant? In the right order? What do you look at when you write a communications plan? (photo credit: tomswift46) You may also like -
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How To Write A Good 13 Tips From My First How To Write A Good Communications Plan Year Of Blogging Communications Plan - Part 2 - Context - Part 8 Announcement
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How To Write A Good Communications Plan Part 1 An Overview | davefleet.com -Shama Peter Soeth
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Under evaluation I think that you need to have more than being successful. There needs to be a way built into your plan to change path and tactics if things you dont anticipate show up. It is the unknown that will get you. I think this is a great series and I am looking forward to it. http://www.davefleet.com Dave Fleet Michael: Depends on how much time you have! As David says, sometimes youll be asked to crank one out pretty much on the spot. Other times youll have a while. In an ideal world, the research can take much longer than the writing. David: Agreed! Lizzie: Thats an interesting idea. I normally include that as part of the announcement piece do you have it separately? Shama: I completely agree milestones can be great focal points in an ongoing rollout. Peter: Neat! I look forward to your input we get to that section. For now do you include that all in the evaluation section, or are the tactics for it included elsewhere too? http://www.indiaprblog.com Palin Ningthoujam Nice article post. Just for my clarification, are you including a competitive mapping as part of your environmental scan. If not, I would like to include that. I would also like to know the target audience before forming my strategy. Cindy Stephenson Hi Dave, Great topic. Id be really interested in the difference between a communications plan and a marketing plan, and when one approach is one more appropriate than the other. Just as you outlined for the communication plan, what are the key elements of a marketing plan? http://lizazzolino.blogspot.com Lizzie Azzolino http://davefleet.com/2008/05/how-to-write-a-good-communications-plan-part-1-an-overview/ 2011-09-06
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What I call a themeis probably very similar to your announcement a catch phrase that embodies the campaigns message clear, direct and creative. http://www.juliemelan.blogspot.com Julie Hi Dave, Can you share any examples of a good Communications Plan? Peter Soeth Dave, I typically build it into the review and ask myself are things going well and should we be doing something differently? During a crisis or crazy situation, it is something that I do at least on a daily basis, but on something more long-term, it is a little longer term review. http://www.davefleet.com Dave Fleet Julie: Unfortunately I cant personally all our plans are confidential. I hope to share (and draw out) some best practices as we move through this series, though. Jaz I have to do an assignment where the target audience is the government. The question is: The managing director of BAA airports has asked you to provide a draft communications plan based upon a budget of 4 million pounds that will provide a campaign to convince the government that while airports and airline flights produce environmental pollution the needs of business, the economy and overseas holidays outweighs the costs. You should utilise ethical arguments as well as economic ones in your communication points. The plan should have clear targeting, media choice, communication points etc. It should be mainly practical but you should introduce the plan with one early chapter discussion based upon marketing communications theory. In this case how should the comm plan be set out. Thank you
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How To Write A Good Communications Plan Part 1 An Overview | davefleet.com Kind Regards Jaz Tasneem
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Hi sounds damn neat i was wishing to write a corporate communication plan for 6 months with a specific budget would you be able to guide on what all should be included in it. http://www.davefleet.com Dave Fleet Hi Tasneem thats the aim of this series. Hopefully the first few posts have helped with the initial thinking. By the end you should be able to work through all of them and come out with a good comm plan at the end of it. http://www.auburnmedia.com/wordpress/2008/06/17/overviews-series-on-communication-plans-from-dave-fleet/ Overviews Series on Communication Plans from Dave Fleet | infOpinions? [...] Overview Introduction [...] http://www.auburnmedia.com/ Robert French You know, Dave, Karen Russells suggestion that you make this a PDF ebook, available for download, is a good one. Hope youll consider, at the very least, just pouring the posts into PDF pages and connecting them all together. Wed love to make it required reading by students. Also, I searched and do not see your name in PROpenMic.org, the new social network for PR students, faculty & practitioners. We have 1270+ members, in less than 3 months. Hope youll consider joining us. Share these posts one at a time by cross-posting them in your blog there. You get one free when you sign up. http://www.propenmic.org/ Ron Frazier Dave I am smack in the middle of writing a Comm Plan for a government project my team is working on. I wished there were an ideal Comm Plan template too along with some examples as Julie asked. The areas I am focusing on in my plan (and a couple may have already been mentioned in this blog) are Goals & Objectives, Stakeholder Identification and Analysis, Feedback & Validation, Facilitation Framework and then I go into the Channels of commmunications which could lead to marketing stratagies. This is where it gets fuzzy to me as Cindy pointed out in her comments and as Jaz explained I would like to incorporate marketing strategies as well. Great series and look forward to everyones suggestions and guidnce. Thank you!
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How To Write A Good Communications Plan Part 1 An Overview | davefleet.com srinivasa rao. Y Hi Dave, Can you share any examples of a good Communications Plan? Harshamali Plz, can you give me format of communication plane http://www.davefleet.com Dave Fleet Harshamali Ive published an eBook on this full series, complete with a simple template. You can find it here: http://davefleet.com/2008/08/strategic-communications-planning-a-free-ebook/ http://twitter.com/joycedalgleish/statuses/1366511196 joycedalgleish (joyce dalgleish) Twitter Comment How To Write A Good Communications Plan [link to post] Posted using Chat Catcher http://www.facebook.com/people/Mwaura-Alex/1025327510 <fb:name linked="false" useyou="false" uid="1025327510">Mwaura Alex</fb:name>
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Good piece of work, am a recent graduate working in a PR agency but finding it challenging to come up with PR proposals for various clients, any one with suggestions on sites with relevant information will be highly appreciated. http://www.tshwane.gov.za William I work for the City of Tshwane Metopolitan municipality. My key performance area is stakeholder liaison/engagementin the Customer Relations Division. I have just completed a stakeholder liaison strategy (from a customer relations) perspective. Now I am expected to compile a communication plan of the strategy. How do I start or begin. I just get confused every time I have to start.
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How To Write A Good Communications Plan Part 1 An Overview | davefleet.com Regards, William http://www.davefleet.com Dave Fleet Hi William,
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Id suggest grabbing the full e-book of this series of posts it walks through the process of developing a communications plan, step-by-step. http://davefleet.com/2008/08/strategic-communications-planning-a-free-ebook/ Cheers, Dave http://www.aktiv.com.au Philip Brookes Dave, Thanks for sharing this well structured and practical, real-world series with us in a world of fluffy blog posts long on rhetoric and short on applicability, this is a breath of fresh air. I frequently deal with so many clients who have historically tackled their marketing communications in a completely haphazard manner, and its great that people Googling for advice and direction on how to improve their marketing communications are likely to find this at the top of the list! Keep up the great work! A http://davefleet.com davefleet Hi John, Absolutely. The aim of this section is to ensure you take into account all of the additional considerations that your stakeholders bring to the table. The more information (up to a point), the better. Cheers,
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How To Write A Good Communications Plan Part 1 An Overview | davefleet.com Dave pinky sayson Oh! now i have a clear idea how to develop my communication plan. Your list is a great help. Thanks!
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Over the next few weeks well take detailed look at each of the sections in a communications plan. Each time Ill give my perspective and ask what you think. My aim is for us to work together to fill the gaps in what we know. Hopefully well all learn from each other. Last time around we looked at the overall plan and its content. This time were getting down into the details.
Context
The first section of a communications plan I work on is the context. Why? Because it forces you to do two things: Boil whats going on down to a succinct summary Focus on the topic on which youre about to write a plan. The contextsection of your plan focuses on setting the scene. This isnt about details of an announcement heck, you havent reached the part where you decide what your communications objectives or strategy will be yet. This is about the background to your initiative.
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This should be a relatively easy part of your plan to write. If you know the subject this can pretty much write itself. If you dont, you need to bring yourself up to speed. To write the context section, you need to know exactly whats going on. A side effect of doing this first is that you cant launch into the other aspects of the plan without doing your background research. Here are a few things to think about when you think about the context for your initiative. Note that they have an internal focus: What is the initiative about? What related announcements have you made? What are the timelines? Is there an upcoming product launch/conference/deadline, etc? Are there any notable milestones? Who is involved? Who within your organization has a stake in this? What other organizations are a part of this? Do you have partners in the initiative? Note: This isnt a stakeholder list that comes later.
Over To You
You now have my thoughts on what to include in the first section of a communications plan. But what do you think about this? Whats above is based on my experience, which is primarily in the public sector. What about the private sector? What about the agency side? Would you approach this differently? Let me know in the comments.
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2011-09-06
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How To Write A Good How To Write A Good Communications Plan Communications Plan - Part 8 - Part 11 - Issues Announcement
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Hope that illustrates the fine line. This is a great idea, Dave. Keep it up!
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Human Resources
Communication in Change Management
Communication Is Key in Change Management
By Susan M. Heathfield, About.com Guide Free Human Resources Newsletter! Enter email address Discuss in my forum
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You cannot over-communicate when you are asking your organization to change. Every successful executive, who has led a change management effort, in my experience, makes this statement. I have never worked with a client organization in which employees were completely happy with communication. Communication is one of the toughest issues in organizations. Effective communication requires four components interworking perfectly for shared meaning, my favorite definition of communication. The individual sending the message must present the message clearly and in detail, and radiate integrity and authenticity.
Communication Is Key in Successful Change Management Copyright Digital Vision / Getty Images
The person receiving the message must decide to listen, ask questions for clarity, and trust the sender of the message.
The delivery method chosen must suit the circumstances and the needs of both the sender and the receiver.
The content of the message has to resonate and connect, on some level, with the already-held beliefs of the receiver.
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Communicate all that is known about the changes, as quickly as the information is available. (Make clear that your bias is toward instant communication, so some of the details may change at a later date. Tell people that your other choice is to hold all communication until you are positive about the decisions. This is disastrous in effective change management.
Provide significant amounts of time for people to ask questions, request clarification, and provide input. If you have been part of a scenario in which a leader presented changes, on overhead transparencies, to a large group, and then fled, you know what bad news this is for change integration.
Clearly communicate the vision, the mission, and the objectives of the change management effort. Help people to understand how these changes will affect them personally. (If you dont help with this process, people will make up their own stories, usually more negative than the truth.)
Recognize that true communication is a conversation. It is two-way and real discussion must result. It cannot be just a presentation.
The change leaders or sponsors need to spend time conversing one-on-one or in small groups with the people who are expected to make the changes.
Communicate the reasons for the changes in such a way that people understand the context, the purpose, and the need. Practitioners have called this: building a memorable, conceptual framework, and creating a theoretical framework to underpin the change.
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Leaders need to listen. Avoid defensiveness, excuse-making, and answers that are given too quickly. Act with thoughtfulness.
Make leaders and change sponsors available, daily when possible, to mingle with others in the workplace. Hold interactive workshops and forums in which all employees can explore the changes together, while learning more. Use training as a form of interactive communication and as an opportunity for people to safely explore new behaviors and ideas about change and change management. All levels of the organization must participate in the same sessions.
Communication should be proactive. If the rumor mill is already in action, the organization has waited too long to communicate.
Provide opportunities for people to network with each other, both formally and informally, to share ideas about change and change management.
Publicly review the measurements that are in place to chart progress in the change management and change efforts.
Publicize rewards and recognition for positive approaches and accomplishments in the changes and change management. Celebrate each small win publicly. More Information About Change Management Change, Change, Change: Change Management Lessons From the Field Executive Support and Leadership in Change Management Planning and Analysis in Change Management Communication in Change Management Change Management Lessons About Employee Involvement Build Support for Effective Change Management Change Management Tips Change Management Wisdom
http://humanresources.about.com/od/changemanagement/a/change_lessons2.htm
2011-09-06
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http://humanresources.about.com/od/changemanagement/a/change_lessons2.htm
2011-09-06