© lawrie kirk 2011 apex tactical planning workshop results lawrie kirk visiting fellow and casual...
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© Lawrie Kirk 2011© Lawrie Kirk 2011
APEX Tactical Planning APEX Tactical Planning Workshop ResultsWorkshop Results
Lawrie KirkLawrie Kirk
Visiting FellowVisiting Fellow and Casual Lecturer and Casual Lecturer
The Australian National Centre for Public Awareness of The Australian National Centre for Public Awareness of Science, The Australian National University, Canberra, Science, The Australian National University, Canberra,
AustraliaAustralia
[email protected]@ozemail.com.au
21 June 201121 June 2011
© Lawrie Kirk 2011© Lawrie Kirk 2011
GOAL OF WORKSHOPGOAL OF WORKSHOP
To illustrate an approach to To illustrate an approach to plan communication plan communication
tactics...tactics...(using the APEX initiative as an (using the APEX initiative as an
example)example)
© Lawrie Kirk 2011© Lawrie Kirk 2011
Strategy vs. TacticsStrategy vs. Tactics
More than 2,000 years ago, Sun Tzu—the Art of War More than 2,000 years ago, Sun Tzu—the Art of War taught:taught:
Strategy without tactics is the slowest Strategy without tactics is the slowest route to victory.route to victory.
Tactics without strategy is the noise Tactics without strategy is the noise before defeat.before defeat.
In other words, planning without action is futile, In other words, planning without action is futile, action without planning is fatal.action without planning is fatal.
(Source: Retrieved 18 June from (Source: Retrieved 18 June from www.newtactics.org)
© Lawrie Kirk 2011© Lawrie Kirk 2011
Common problems with implementing a Common problems with implementing a communication strategycommunication strategy
Lack of strategic direction and advice to operational Lack of strategic direction and advice to operational staffstaff
Operational people not thinking strategically and Operational people not thinking strategically and restricted to a “fact sheet” and “newsletter” paradigmrestricted to a “fact sheet” and “newsletter” paradigm
Failure to think of the communication outcomes that Failure to think of the communication outcomes that will result from the investment in that tactic(s)will result from the investment in that tactic(s)
Inability to categorise the outcomes resulting in a long Inability to categorise the outcomes resulting in a long “shopping list” approach hampering prioritisation“shopping list” approach hampering prioritisation
Lack of agreed measures of success; establishing an Lack of agreed measures of success; establishing an agreed vision for what communication success would agreed vision for what communication success would be for each stakeholder groupbe for each stakeholder group
Inability to express the desired relationship that is to Inability to express the desired relationship that is to be supported by the communication investmentbe supported by the communication investment
© Lawrie Kirk 2011© Lawrie Kirk 2011
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
© Lawrie Kirk 2011© Lawrie Kirk 2011
Proposed time periodProposed time period
Communication Strategy – 2 yearsCommunication Strategy – 2 years Tactical Plans – 3 over this period; Tactical Plans – 3 over this period;
first one 6 months durationfirst one 6 months duration Review period of strategy just before Review period of strategy just before
completion of 2 year periodcompletion of 2 year period
© Lawrie Kirk 2011© Lawrie Kirk 2011
Step1: Available resources?Step1: Available resources?
What are the resources we can What are the resources we can access to fund the strategic planning access to fund the strategic planning neededneeded
To fund the tacticsTo fund the tactics To make the communication budget To make the communication budget
SELF sustainableSELF sustainable
© Lawrie Kirk 2011© Lawrie Kirk 2011
Step 1: Outline available resourcesStep 1: Outline available resources
Assumed available Resources for the communication Assumed available Resources for the communication strategy strategy
Executive and management commitment to the APEX initiativeExecutive and management commitment to the APEX initiative Academic staff expertise and research centres of excellenceAcademic staff expertise and research centres of excellence Students – a great resource for evaluationStudents – a great resource for evaluation Well established and trusted industry ContactsWell established and trusted industry Contacts ““Volunteer” assistance (within Malaysia and international such Volunteer” assistance (within Malaysia and international such
as CPAS)as CPAS) Infrastructure and communication devices already existInfrastructure and communication devices already exist Specialist areas exist (TV, arts, print, photography, radio)Specialist areas exist (TV, arts, print, photography, radio) Arts faculties for expanding outreachArts faculties for expanding outreach Children and youth of students and lecturers (important for a Children and youth of students and lecturers (important for a
long term sustainability initiative)long term sustainability initiative)
© Lawrie Kirk 2011© Lawrie Kirk 2011
Step 2: Organisation Structure Step 2: Organisation Structure for Communication Strategyfor Communication Strategy
APEX initiative – Senior APEX initiative – Senior
University ManagementUniversity Management Communication Strategy – Senior Communication Strategy – Senior
Working Group representative of Working Group representative of communication partner categoriescommunication partner categories
Tactical plan – to be determined, who Tactical plan – to be determined, who will really drive and own the selected will really drive and own the selected tacticstactics
© Lawrie Kirk 2011© Lawrie Kirk 2011
Step 3: Suggested Step 3: Suggested Communication partner Communication partner
categoriescategories
Internal staffInternal staff
International BodiesInternational Bodies
Policy makers and fundersPolicy makers and funders
Students and graduatesStudents and graduates
Malaysian communityMalaysian community
Note “Partners NOT targets”
TARGET AUDIENCES
© Lawrie Kirk 2011© Lawrie Kirk 2011
Step 4: Desired RelationshipsStep 4: Desired Relationships
Internal staffInternal staff SupportSupport for the APEX initiative for the APEX initiative
Understanding Understanding of the implications for their area of of the implications for their area of
interestinterest
Willingness to be Willingness to be ambassadorsambassadors for the APEX initiative for the APEX initiative
Active contributorsActive contributors to the APEX initiative to the APEX initiative
© Lawrie Kirk 2011© Lawrie Kirk 2011
Desired Relationships (cont’d)Desired Relationships (cont’d)
International BodiesInternational Bodies
AcknowledgementAcknowledgement of USM’s work on the of USM’s work on the APEX initiativeAPEX initiative
Willingness to Willingness to collaboratecollaborate TrustTrust that this work will make a difference that this work will make a difference Information sharingInformation sharing without constraints without constraints
© Lawrie Kirk 2011© Lawrie Kirk 2011
Desired Relationships (cont’dDesired Relationships (cont’d))
Policy makers and FundersPolicy makers and Funders EndorsementEndorsement of the value of the of the value of the
APEX initiativeAPEX initiative Trust toTrust to continue to invest continue to invest Opportunities to Opportunities to input input into into
policy/funding decisionspolicy/funding decisions CommitmentCommitment to taking a long term to taking a long term
sustainable approachsustainable approach
© Lawrie Kirk 2011© Lawrie Kirk 2011
Desired RelationshipsDesired Relationships
Students and GraduatesStudents and Graduates AwarenessAwareness of the APEX initiative of the APEX initiative Pride Pride in thein the of the long term vision of the long term vision
of APEXof APEX APEX being a way to have a APEX being a way to have a
continued relationshipcontinued relationship with USM with USM Willingness to be Willingness to be active active
participantsparticipants
© Lawrie Kirk 2011© Lawrie Kirk 2011
Desired RelationshipsDesired Relationships
Malaysian CommunityMalaysian Community
UnderstandingUnderstanding of the importance of of the importance of USM being an advocate for APEXUSM being an advocate for APEX
Recognition Recognition that USM is a leader in that USM is a leader in the APEX initiativethe APEX initiative
OwnershipOwnership of the APEX initiative of the APEX initiative and sharing/collaboration of and sharing/collaboration of activitiesactivities
© Lawrie Kirk 2011© Lawrie Kirk 2011
Step 5: Key Communication Step 5: Key Communication MessagesMessages
APEX is an initiative for a sustainable APEX is an initiative for a sustainable tomorrow based on excellence in education tomorrow based on excellence in education (with a focus on humanitarian issues)(with a focus on humanitarian issues)
USM is an acknowledged Regional Centre of USM is an acknowledged Regional Centre of Excellence for Sustainable Development Excellence for Sustainable Development based on humanity valuesbased on humanity values
USM sees education as a holistic process USM sees education as a holistic process incorporating science, arts and cultureincorporating science, arts and culture
There are seven areas that will be the focus There are seven areas that will be the focus of the APEX initiative: of the APEX initiative: The Future, The Future, Uniqueness, Sustainability, Humanity, Uniqueness, Sustainability, Humanity, Universality, Change and SacrificeUniversality, Change and Sacrifice
© Lawrie Kirk 2011© Lawrie Kirk 2011
Step 6: Desired Communication Step 6: Desired Communication outcomesoutcomes
Tactics will segmented according to one of Tactics will segmented according to one of the three communication outcomes;the three communication outcomes;
Information exchangeInformation exchange
Communication networkingCommunication networking
InvolvementInvolvement
© Lawrie Kirk 2011© Lawrie Kirk 2011
Step 7: Determining TacticsStep 7: Determining Tactics
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…
© Lawrie Kirk 2011© Lawrie Kirk 2011
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$$ $$ $$
© Lawrie Kirk 2011© Lawrie Kirk 2011
© Lawrie Kirk 2011© Lawrie Kirk 2011
Step 8: Preparing Action Plan for Step 8: Preparing Action Plan for approvalapproval
© Lawrie Kirk 2011© Lawrie Kirk 2011
© Lawrie Kirk 2011© Lawrie Kirk 2011
Results of workshop 21 JuneResults of workshop 21 June
Over 60 participantsOver 60 participants 2 hrs duration2 hrs duration Facilitated by Lawrie Kirk Facilitated by Lawrie Kirk Purpose to look at tactics for the Purpose to look at tactics for the
APEX initiative for the next 6 monthsAPEX initiative for the next 6 months
© Lawrie Kirk 2011© Lawrie Kirk 2011
Overview of suggested tacticsOverview of suggested tactics
Communication Partner Category
INFORMATION EXCHANGE
the effective exchange of information through either personal contact, briefings or by the production and
dissemination of hard copy or electronic copy (web)
information
IMPROVED NETWORKS
the identification, monitoring and effective use of
communication networks that will enhance the desired
relationships and the goal of the communication plan
INVOLVEMENT the active engagement and
involvement of people in a program’s activities such as field days,
promotional tours, membership on technical committees or working
groups etc.
International Bodies 6(1) 7(2) 4(1) 17(4)Students and Graduates
3(1) 3 3 9(1)
Policy makers and funders
8(6) 7(3) 10(6) 25(15)
Malaysian community 7(3) 5(4) 7(1) 19(8)Internal 6(2) 6(0) 8(1) 20(3)TOTAL 30(13) 28(9) 32(9) 90(31)
COMMUNICATION OUTCOMES Total
NB: number of tactics followed by number of tactics impacted by risks; * success measures not completed; Group only prioritised tactics within Information Exchange outcome
© Lawrie Kirk 2011© Lawrie Kirk 2011
SummarySummary
90 tactics recommended and prioritised by 90 tactics recommended and prioritised by audience, outcome and impact of riskaudience, outcome and impact of risk
Focus recommended on Policy and Focus recommended on Policy and Funders and getting them involvedFunders and getting them involved
Followed by Internal and Malaysian Followed by Internal and Malaysian Community – involvement a key focusCommunity – involvement a key focus
Policy makers and funders have tactics Policy makers and funders have tactics that will be greatly impacted by the that will be greatly impacted by the nominated five key risks that might occur nominated five key risks that might occur over the next 6 monthsover the next 6 months
© Lawrie Kirk 2011© Lawrie Kirk 2011
Example of tacticsExample of tacticsSUCCESS MEASURES COMMUNICATION
PARTNER CATEGORYINVOLVEMENT
Effective exchange of information through personal contact, briefings, product and
dissemination of publication of electronic copy (web) information.
The identification, monitoring and effective use of communication networks that will enhance desired
relationships.
The active engagement and involvement of people in a programs activities such as field days, promotional tours, technical committees or
working groups.Tactic (priorities recommended by L Kirk)
INFORMATION EXCHANGE IMPROVED NETWORKS
Tactic (priorities established by the group) Tactic (priorities recommended by L Kirk)
(to be completed)
Liaison strategy: identify and extend networks for communication
Hold regular short briefings for key media representatives on scientific issues
Conduct a mid term "health check" of the communication strategy and tactical plan
Identify local "champions"who can promote and improved the understanding and ownership of
scientific issues
Public meetings exchanging updates on key issues
Identify relevant community and undergraduate tertiary courses and liaise with course developers to ensure
incorporation of knowledge, understanding and principles of sustainability
Develop and inventory of copyright cleared, talent approved, high resolution photographs that illustrate
the intiative's key messages.
Support various partner spokespeople to attend presentation skills training
Desired relationship • Acknowledgement of USM’s work on the APEX initiative
Willingness to collaborateTrust that this work will make a differenceInformation sharing without constraints
Production of clear, concise, relevant and timely printed
and electronic media products (e.g. books,
reports, posters, displays, audio and video);
Produce directories of information, communication resources and key contacts
Promote identified communication pathways for providing feedback using identified
networks
Evaluate the usefulness of database and directories through feedback sheets
Publish selected case studies
Support communication partner representatives to identify relevant networks and any important gaps
Provide access to other relevant sources of information
International BodiesCoordinate an audit on information currently
available on relevant scientific issues
Personal information sharing; wherever possible, employ personal communication
Negotiate alliance with relevant organisations to either use their existing communication mechanisms or use
new joint tactics for communication
© Lawrie Kirk 2011© Lawrie Kirk 2011
Example of tacticsExample of tacticsSUCCESS MEASURES
Malaysian Community
Education: target the education system's curricula and resources
Liaise with relevant teacher/subject associations and curriculum developers:
determine their information needs
Create a common glossary of terms to be placed on the communication resources page
Use community regional TV announcements to promote specific outcomes or activities
Use media launches to promote specific progams our outcomes
Evaluate media coverage in terms of quantity (media monitoring) and quality (content analysis of a sample)
Identify and establish a database of key journalists and media outlets: categorise as neutral, negative or
positive
Field days demonstrating new processess or products
Desired relationship Understanding of the importance of USM being an advocate for APEX
Recognition that USM is a leader in the APEX initiativeOwnership of the APEX initiative and sharing/collaboration of activities
Awareness raining and media: engage the mass media
Evaluate input into educational programs at all levels by assessing the level of awareness and
use of materials generated by this communication strategy through questionnaires and focus groups
Produce a database of available information, where it is from, what format it is in and for
whom the information is relevant
Provide identified spokespeople with media skills training used the agreed key messages
Produce media releases of national significance (especially targeting urban audiences)
Identify relevant representatives to be involved in message development
Presentation at customer forum(s) of technical aspects of the initiative
(to be completed) Integrated partnerships:
clarification obtained on the communication roles for the
parties that are involved; global enrichment and participative
environment within subjects(people);
Determine the usefulness of current publications and information products to partners
Strategic alliances: develop strategic alliances with relevant organisations
Tactic (priorities recommended by L Kirk)
Develop a Video News release of broadcast quality footage that illustrates key messages
Encourage science resource communication professionals to participate in an e-mail discussion list
Use a campaign to increase community involvement in sustainability issues
Put out regular and relevant media releases that target relevant local media
COMMUNICATION PARTNER CATEGORY
INVOLVEMENT
Effective exchange of information through personal contact, briefings, product and
dissemination of publication of electronic copy (web) information.
The identification, monitoring and effective use of communication networks that will enhance desired
relationships.
The active engagement and involvement of people in a programs activities such as field days, promotional tours, technical committees or
working groups.Tactic (priorities recommended by L Kirk)
INFORMATION EXCHANGE IMPROVED NETWORKS
Tactic (priorities established by the group)
© Lawrie Kirk 2011© Lawrie Kirk 2011
Next steps – Short term Next steps – Short term (within 1 month)(within 1 month)
Establish “mentors” within the Strategic Establish “mentors” within the Strategic Communication Unit for the three outcome Communication Unit for the three outcome categories and also success measurescategories and also success measures
Nominate people who know the partner Nominate people who know the partner categories and can assist with the nominated categories and can assist with the nominated relationship (5)relationship (5)
Establish success measures for each partner Establish success measures for each partner categorycategory
Complete an overarching Communication Complete an overarching Communication Strategy documentStrategy document
Look at effort and duration for all tacticsLook at effort and duration for all tactics Cost the top three in each outcome category for Cost the top three in each outcome category for
each partnereach partner Look for any synergies and linksLook for any synergies and links
© Lawrie Kirk 2011© Lawrie Kirk 2011
Next steps – Medium term Next steps – Medium term (within 3 months)(within 3 months)
Start on top #1 tactics in priority Start on top #1 tactics in priority partnerspartners
Undertake baseline evaluation of Undertake baseline evaluation of relationships (1 weeks solid work)relationships (1 weeks solid work)
Establish the Tactical Working GroupEstablish the Tactical Working Group Project Management training for Project Management training for
Strat Comm staff using APEX as a Strat Comm staff using APEX as a reference pointreference point
© Lawrie Kirk 2011© Lawrie Kirk 2011
Next steps – Longer term Next steps – Longer term (within 3 - 6 months)(within 3 - 6 months)
Review status of tacticsReview status of tactics Revise current tactical plan for Revise current tactical plan for
release 2.0release 2.0 Review Risk mitigation actionsReview Risk mitigation actions Review overall tactical Review overall tactical
implementation risks and issuesimplementation risks and issues Provide second tactical plan for Provide second tactical plan for
Steering Committee approvalSteering Committee approval