5-2 formal communications -...

Resources for Implementing the WWF Project & Programme Standards

Step 5.2 Develop a formal Communications Strategy and Products

November 2006

Step 5.2 Formal Communications Strategy/ Products

Step 5.2 Develop a formal Communications Strategy/ Products

Contents What is a formal Communications Strategy? .................................................................... 3 Why a Communications Strategy is important .................................................................. 3 When to develop a Communications Strategy................................................................... 3 How to develop a Communications Strategy..................................................................... 4

1. Background Analysis..................................................................................................................5 2. Communications Objectives ........................................................................................................7 3. Select Target Audiences .............................................................................................................9 4. Define Key Message and Call to Action ......................................................................................9 5. Choose Activities and Tools ......................................................................................................10 6. Decide on Planning/ Timing and Budget ...................................................................................12 Being on Brand...............................................................................................................................13 Evaluating success.........................................................................................................................13

References and Links......................................................................................................... 14 Annex 1 – Activities and Tools .......................................................................................... 16

This document is intended as a guidance resource to support the implementation of the WWF Standards of Conservation Project and Programme Management. Although each step in these Standards must be completed, the level of detail depends on the circumstances of individual projects and programmes. Accordingly, each team will have to decide whether and to what level of detail they want to apply the guidance in this document. This document may change over time; the most recent version can be accessed at: https://intranet.panda.org/documents/folder.cfm?uFolderID=60990 Written by: Anne-Marie Kloet, WWF NL and Alexis Morgan, WWF-Canada Edited by: Will Beale, WWF-UK Please address any comments to Sheila O’Connor ([email protected]).

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https://intranet.panda.org/documents/folder.cfm?uFolderID=60990

mailto:[email protected]


Step 5.2 Develop a formal Communications Strategy/ Products 3

What is a formal Communications Strategy? In the context of project management, communications are a way to change people’s knowledge and attitudes and hence their behaviour (the actions they take). Given the integral role humans play in conserving biodiversity, communication products are powerful conservation tools that are needed to achieve the best possible conservation results. A formal communications strategy involves specifying clearly-defined and measurable communications objectives in line with your project goals and developing a set of coordinated messages, activities, tools and products that you will use to achieve them.

Why a Communications Strategy is important In conservation projects, communications can be used to: • Secure funding and internal project support • Influence stakeholders and so enable a project goal to be achieved. • Magnify the impact of your project (for example, sharing results or good practice, or linking

policy and practice). Complex environments, such as those in which WWF operates, require carefully considered communications. Strategically planning your communications helps to ensure that the type of communication selected is appropriate to affect the desired audience, to support the achievement of communications objectives, and to achieve the best conservation results. The more complex the environment is, the more important it is to plan your communications strategically. Strategic planning helps you to: • set priorities and stay focused on your main communications objectives • avoid unforeseen negative impacts. • avoid loss of time and money by being target driven in stead of tool driven • ensure everybody in the team knows where you are, where you are going to and what the effect of

communications should be. A shared formal communications strategy can also help programmes and communications staff to work together effectively.

When to develop a Communications Strategy Communications happens throughout the project lifecycle. There is a particular need to consider a formal communications strategy in Step 2 (Design) of the WWF-Standards, especially when your project operates in a complex environment. In Step 3 (Implement) the communications activities should be integrated in the work plan and carried out as appropriate. In Step 4 (Analyze/Adapt) communications activities should be analyzed and if appropriate, the plan should be adapted. However this guidance document is placed in Step 5 (Share) to give communications a special emphasis once some project findings are known, and to ensure that in all cases the findings, results and benefits of your project are fully realized, leading to magnification of the results to other actors or regions where possible.



How to develop a Communications Strategy The process of strategic communications is similar to the process of the Project and Program Management Standards and should consist of an exploration/definition, design, implementation, analyze/evaluate, and sharing phase. The same basic process can be applied to any communications activity, and also the development of a campaign (or campaign activities as part of the project), but clearly you need to tailor the approach to your particular situation. Equally the development of communications products may be seen as “mini project” in itself, and the same basic process can be followed at any point in the project. In general, however, the development of communications products should begin with the creation of an overall communications strategy. An obvious point is that to develop both a communications strategy and products, it is important to have a communications specialist (or someone with relevant communications experience) either as a member of the project team, or assigned to support the team. Where this is not possible, it may be necessary to seek external support. The key steps to develop a formal communications strategy that fully supports programmatic objectives are: 1) Background Analysis 2) Develop Communications Objectives (WHAT do we want to achieve with communications?). 3) Select Target Audiences (WHO do we need to affect?) 4) Define Key Message and Call to Action (WHAT are we going to say?) 5) Choose Activities and Tools (HOW are we reaching out?) 6) Decide on Planning/ Timing and Budget In this document we guide you through all these steps. It is helpful to organize your communications strategy in the form of a table/ matrix for each communications objective. Table 1 provides an example format. TABLE 1: Communications Matrix

Conservation goal / objective 1:

Communications objective 1.1

Target audiences Key message Call to Action Activities Tools Planning/budget

Communications objective 1.2

Target audiences Key message Call to Action Activities Tools Planning/budget



1. Background Analysis Every act of communications takes place in a complex environment of circumstances and people with their own opinions, history, education, cultures and interests. Communication is therefore not only a matter of getting your message to the right target audiences, but also anticipating all the circumstances and actors that might respond to your actions; sometimes positive, sometimes neutral and sometimes negative. To be prepared for all kind of reactions and counteractions, you should start your communication planning with a thorough analysis of the background to understand our ‘starting point’ of communication. This analysis usually consists of an overall description of the project, a situation analysis, an actor analysis and a description of the communications history. 1.1 Overall Project/ Programme Objectives The communications strategy must support your specific project goals and objectives. To ensure this happens, you need to have a short and clear overview of the project and to list your key conservation objectives. This may well already be available from your action plan that you produced in Step 2.1, but it will probably need some simplification. It should be brief (no more than 0.5 page) and should be written in clear and simple language that everyone understands (assume an average 16 year old person as the audience). 1.2 Situation Analysis A situation analysis is important to provide an overview of the opportunities, but also of the risks which we have to take into account with communications. A useful tool to do this is a SWOT analysis (Strengths, Weaknesses, Opportunities and Threats). Strengths and weaknesses are internal factors, which have to do with the organization or team itself. Opportunities and threats have to do with actors and external developments that may influence your communications strategies (e.g. attitude of actors, media presence in the area etc). NOTE: You will already have developed a situation analysis in Step 1.4 Context and Stakeholders and you may even have used SWOT as a tool. These two analyses are different; the situation analysis for programmatic aims looks at aspects that affect the biodiversity targets the project wants to conserve, whereas the SWOT for communications focuses on aspects that can affect your communications efforts. A simple example is provided below.

Example Fish stocks are dwindling in project area. From a conservation point of view this is a threat because it means over-fishing in the project area. For communications it may be an opportunity, because we can use this information to convince the fishermen to switch over to sustainable fishing methods.

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Example: SWOT analysis for communications. Strengths (Internal) Weaknesses (internal) • Technical experts in team • International recognition and respect on knowledge on

fisheries issues • Access to international network • Good relationship with partners

• Poor internal communications • Knowledge missing on social and economical

developments/aspects • Incomplete knowledge on buyers market • Not a good relationship with regional press • Hardly any field (community) work by WWF

Opportunities (external) Threats (external) • Widespread political awareness on need of switching

over to sustainable fish techniques; governments are ready to change

• Strong network government, NGO’s and research institutes in place

• Fishermen can see that resources are dwindling

• Illegal fishermen from outside the area hard to reach • The environment is not a priority to poor people • Poor media development in the area. Media expects

WWF to pay for cameras, trips • Low education level in stakeholder communities

From this SWOT-matrix we can conclude we are good with technical knowledge, are respected for it, probably by government and research institutes, but we are low on our knowledge of socio economic issues and we probably do not have much contact with the local communities. Besides this, it is hard to reach out to them because there is poor media structure and it is not done to be too up-front anyway. As such this project carries the risk that it will become too technical, too much focused on government and research, and too far away from the communities and fishermen (work on the ground). However there is the big opportunity that local fishermen are noticing that their resources are dwindling. This must provide a good basis to communicate with this target audience, in spite of the challenges: to make them aware of the problem and to encourage them to change behavior. It is obvious that this project has to address its deficiencies in terms of socio economic knowledge and internal communications before proceeding. Communications activities will only be effective if these issues are addressed first. This has implications for the communications strategies and perhaps also the team membership.

1.3 Actor Analysis The actor analysis helps us to select our target audiences, our communications objectives, our messages and most of all enables us to take advantage of communication opportunities and be prepared for potential attacks. You should already have carried out a stakeholder analysis in Step 1.4 and you can build on this for your actor analysis. (click here for basic guidance on Stakeholder Analysis) Actors are ‘those persons, groups or organisations that can (directly or indirectly) influence the achievement of conservation (or communications) goals and whose participation and support are crucial to its success'. Some practitioners may consider actors to be synonymous with stakeholders; strictly speaking they may be different in that some actors (such as the media) may not have a vested

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interest in the achievement of the project goals, and some stakeholders may not be influential (i.e. weak stakeholders). Sometimes actors are actively involved in the project; sometimes they are watching us passively or are not aware of the project at all. Actors in the first group often become a target audiences in the communication plan. Those in second group are often forgotten, which may lead to missed opportunities (e.g. good intermediaries), or unpleasant surprises (e.g. unexpected enemies). The more we know about the actors, the better we can decide whether they will become a target audience or not. For every actor we need to know: a. Influence on the project (positive or negative, direct or indirect power) b. Level of knowledge and problem awareness (e.g. how many fishermen know and accept that

dynamite fishing destroys coral reefs and fish populations?) c. Willingness to co-operate (what’s in it for them, how is their attitude towards WWF and towards

the project? This is usually not a crucial factor in choosing your target audiences, but may help setting priorities when deciding on the communications strategy.)

1.4 Communications History Finally, a helpful process before beginning to design your communications strategy is to take stock of what we have already communicated and what relationships we have built up with the actors/target groups. It is important to get an overview of the tools we have produced, and of the activities and strategies already used in the past. What has been accomplished so far from a communications point of view? How effective have previous communications been? Documenting this information is a helpful step to ensure learning and due diligence is being taken into account.

2. Communications Objectives Communications objectives help to achieve project goals but they are not the same! Like other project objectives, if the project is well designed, the realization of a communications objective should lead ultimately to the fulfillment of a project goal. The delivery of additional project objectives will often be necessary for a project goal to be achieved. Basically, communications objectives are focused on changing individuals’

• Knowledge (I know fish stocks are declining because there is too much fishing going on). • Attitudes (It’s important that we stop over-fishing). • Behavior (I use other techniques and fish less to save my future income. Note: to actually be

able to change behavior often additional activities are required e.g. technical training in this example of fishermen)

Example: Conservation Project objective and Communication Objective Project objective: By 2015 a comprehensive and financially sustainable network of 8 Marine Protected Areas is established in country XX. Communications objectives: - Governments, fishermen and concerned communities in country XX know about the benefits of Marine Protected Areas by



2004 (knowledge) - Key stakeholders in MPA site X are supportive towards (attitude) the establishment and management of a Marine Protected Area by 2005 and have implemented (behavior) a Marine Protected Area in 2008.

Just like conservation objectives (Step 1.4 Action Plan), communications objectives meet the following criteria:

• Outcome Oriented: represents necessary changes in people’s knowledge, attitudes or behavior that affects one or more project goals.

• Measurable: Definable in relation to some standard scale (number, percentage, all/nothing states).

• Time limited: Achievable within a specific period of time. • Specific: Clearly defined so everyone (at least in your team) has the same understanding of

what the terms in the objective means. • Practical: Achievable and appropriate within the context of the project..

Example: Communications Objective All fishermen are aware of negative effects of unsustainable fishing methods and act accordingly. Although this objective is outcome oriented and relevant for a fisheries project, this objective is not specific and measurable (unclear which and how fishermen need to behave at the end) and not time limited. Also you should wonder if this objective is practical since it would be a problem to convince all fishermen to change behavior. Better version of above communications objective: 75% of the dynamite fishermen in area X are aware of the negative impacts of dynamite fishing and switch over to pelagic fisheries by 2006.

Besides developing communications objective(s) to support one or more project goals you could also think about defining overall communications objectives with the aim of: • sharing project plans and results in order to magnifying your project’s impact. • raising funds and reinforcing existing donors • building WWF image’s in your project area. These kinds of communications objectives could be for example:

• By 2010 sustainable river management has become mainstream in ecoregion X and 90% of all stakeholders have started implementation following the model developed with help of WWF in site X.

• 90 percent of donors and partners are satisfied with the cooperation with WWF and will (continue to) support project X in 2007.

• In 3 years the WWF logo is recognized by 20% of country X population who have a positive attitude and associate WWF with conservation of natural resources.

• 75% of important stakeholders (look at stakeholder analysis) know WWF’s name and mission and have a positive attitude towards WWF by 2008.

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3. Select Target Audiences After you have decided what you want to achieve with communications you have to specify with whom you need communicate to accomplish each communications objective.

You should use the actor analysis to select your target audiences. Not all actors become target audiences for communications; in some cases it will not be effective to direct communications at certain actors (e.g. if you cannot reach actors or if they are not willing to change behavior at all). In those situations it will be better to select other actors/target groups that can function as intermediaries.

You also need to look at the actor list to decide whether your messages will be received by other, unplanned, actors and what the (counter) effect of these "acts of communications" may be on them. If it is a positive or neutral side effect, you probably do not have to worry. If the effect might be negative (e.g. actor may feel left out and can have a strong negative influence on project goals or other important actors), you should include these actors as target audiences in your communications strategy. Primary Target Audience: these are the key persons or groups you communicate to directly. You can have more than one primary target audience per communications objective. Secondary target audience: People or groups of less importance who you wish to receive the communications messages because they will also benefit from hearing the messages or because they can influence your target audience now or in the future. If you are targeting an external audience, be as specific as possible and try to describe your target audience in terms of current behavior, level of knowledge and awareness, preferred methods of receiving information and motivations/barriers to accepting the information. The more refined the target audience description, the more precise and effective your communications will be. Broad descriptions like the ‘general public’ are less likely to lead to a successful communications campaign than a tightly defined target audience.

4. Define Key Message and Call to Action After you have selected your target audiences for every communications objective, it is important to decide what you are going to say to them to increase their knowledge, influence their attitude or make them change behavior.

The Key Message sums up your message in a short memorable statement. A key message has to include a benefit for your target audience; otherwise they won’t be willing to change. A good check for your key message is to picture the target audience right in front of you. They ask you: you have 10 seconds to tell us why we should do it and what’s in it for me. They will only stay and listen if there is a benefit for them and if your message is compact and clear.

If you cannot formulate a good key message, with a benefit for your target audience, it is a signal to take a closer look at whether or not you have chosen a realistic communications objective and/or



target audience!

Examples of why people would be willing to change behavior.

Governments could be willing to change policy or regulations because:

• it will save resources for the future • it can help the economic situation • it makes them look good on international level • it gives them credit with local communities

Local communities may change behavior because:

• it will save their resources (and food) for future • it will create opportunities for new sources of income • they are proud of their environment • it will protect them from damage and danger

A Call to Action describes in a few words exactly what you want your target audience to do. In fact it is the target for the specific target audience.

Example Key Message & Call to Action

Over-fishing is bad for the environment. Help stop over-fishing.

Good message? No, not clear what is the benefit for target audience. Better:

Key Message: Over-fishing results in there not being enough to catch in the future. By helping to stop over-fishing you protect your future income and continue to provide food for your families.

Call to Action: Adopt sustainable fishing methods.

Some other examples of good Calls to Action:

Stop illegal logging and switch to FSC wood products.

Help stop over-fishing by writing your government and letting them know your concerns.

See the Brand Guidelines – key on brand messages - for more examples of on brand key messages by target audience: https://intranet.panda.org/documents/folder.cfm?uFolderID=63607

5. Choose Activities and Tools Now you have thought about WHAT you are going to tell to your target audiences, the next step is to decide on HOW you are going to reach out to them. What activities and tools will you choose to pass your message? Your choice will depend on what you want to achieve, the level and type of the message you want to communicate, and the profile of your target audience.

Activities are those things you are actually going to do in the outside world. Activities can be




considered as channels you choose to pass your message (for example TV-campaign, internet campaign, celebration event around new certification, press conference, visit key companies and workshops on FSC forest management).

Tools are the communication materials you have to produce, often cost items (example: leaflet, brochure, presentation, press release, banner, testimonial and showcase, educational booklet, ad).

Every choice will have a different effect. It is up to you to know and decide what effect is most effective in bringing your communications objective and conservation goal closer. Be aware sometimes you can choose different approaches. Every approach needs different activities and tools.

Example: Different approaches and accompanying activities & tools

After years of working with the government a new MPA is gazetted. After this gazettement the fishermen are no longer allowed to fish with the trawlers they used to use. The fishermens’ wives begin a strong anti-WWF campaign using the (very strong) message: WWF starves people.

The message is all over the news and your image is seriously damaged.

Approaches to counteract this could be:

• Approach 1 : Fighting back Activities:

- attack the women in a media offensive saying they talk nonsense, it’s just for the money, MPA’s are good for the environment and for future generations, they should know better.

- look for others to back up your story

Tools:

- press releases

- flyers to give to people

- internet actions

• Approach 2 : Be very quiet Activities:

- None. (It’s better to sit still when someone is shaving your head)

Tools:

- Q&A’s and reactive statements in case the press calls.

• Approach 3 : Work face to face with women Activities:

- Face-to-face meetings with small groups of women. (Don’t go public, but try to talk to the to convince them).

- Field visit to MPA with local guide explaining ecosystem and effects of unsustainable fishing

Tools:

- leaflets for the women



- reports on benefits of MPA’s etc (from a source THEY trust)

• Approach4: Repair your image Activities:

- Non-contradictive activities to show you are the good guy: a children’s campaign that educates youth, a theatre play in fishermen’s villages that explains MPA’s in a friendly matter.

- Debate about alternative income strategies and let fishermen take part actively.

Tools:

- campaign materials for the children’s campaign (internet, event, contest materials etc)

- report on alternative incomes in marine areas

- press release about event, campaign and debates

For more information on choosing the right channel and media, see the publishing guidelines https://intranet.panda.org/documents/document.cfm?uFolderID=4291&uDocID=59835 Finally, various communication tools are effective for different purposes. Annex A provides a list of communications activities and tools and their common uses. It should not be treated as a substitute for developing an overall strategy, but can assist with the process of exploring and selecting the appropriate activities and tools.

6. Decide on Planning/ Timing and Budget Once you have selected communications objectives, target audiences, messages and tools, you can plan the detailed activities (tasks) and integrate them into a work plan (see Step 3.1 WWF Standards). When planning activities always keep in mind and communicate (internally) about: • When should the communications activities occur? Choose the right timing, in line with the

project and in line with external factors (for example elections or a nature disaster are not a good timing for a press release, unless the subject of the press release is linked to these circumstances).

• What specific tasks are required? And who is responsible for those tasks? Communications is not only the responsibility of the communications staff. Often communications staff are responsible for coordinating communications activities, organizing PR-events and producing tools. Programmes staff are responsible for supplying communicators with content, for lobby and face-to-face contacts with specific stakeholders and partners. But without specifying the tasks and responsibilities in your work plan, things can turn out to be a mess with disastrous external consequences.

• How much money and other resources are needed to complete each task or to produce specific tools.

Finally a well integrated and consistent communications strategy needs to be checked at a strategic, tactical and operational level, and these all have to fit together. Before you start implementation you

https://intranet.panda.org/documents/document.cfm?uFolderID=4291&uDocID=59835



need to do some final checks:

• At a strategic level make sure that the different parts of the communication plan are contributing to the goals of the project plan and that you are using the right opportunities. Use the project plan, situation analysis (SWOT) and actor analysis and ask: “Did we make the right choices?”.

• At a tactical level ensure that your messages for the different target groups are consistent, never contradicting and contributing to the communications objectives.

• At the operational level choose tools that reinforce each other, that are efficient and consistent. The planning of activities is always connected to project objectives and goals.

Being on Brand The WWF logo is one of the most recognized in the world. To make people really understand our core purpose – saving nature with people, people living in harmony with the natural world – it is important to position WWF every time we communicate to any audience. Just like a person, our tone of voice can be formal or casual, persuasive or passionate, but is should always feel like the same person. People who click on our websites, read our reports, see our folders and advertisements should be in no doubt that everything comes from one global organization. Therefore presenting our brand correctly is crucial. This means being consistent with our logo, slogan (For a living planet), typefaces, colors, and "on-brand" with our key messages and the way we use words and images on all applications. All this will combine to communicate the sort of organization we are – active, passionate, solutions oriented. When implementing communications activities and tools, follow this simple checklist and ask yourself:

Is my message passionate? Does it really show my enthusiasm? Is it optimistic? Is it positive and forward looking? Is it inspirational? Will it move someone to take action? Does it challenge? Does it confront the issues? Is it credible? Will people believe me? Is it accountable? Does it demonstrate our honesty and trustworthiness? Is it persevering? Does it prove our commitment? Is it delivering results? Does it show what we have achieved?

And when producing tools, also look at the Brand Guidelines on Connect for the use of logo, slogan, typefaces, visuals, and colours: https://intranet.panda.org/documents/folder.cfm?uFolderID=10763

Evaluating success Just as with conservation activities, communications activities should be analyzed and if appropriate, the plan should be adapted (Steps 4.2 and 4.4 of WWF standards). So think beforehand about how




you will know if you have succeeded and met your communications objectives. How are you going to measure your success? What indicators and methods will you use?

Key questions when evaluating communications are: Have you achieved your objectives (i.e. raise funds, create awareness, change behaviour...etc)? Did you reach the right audience? Did they understand what the message was – did they do what had to be done? Were the tools you used appropriate? Might another approach have been more effective? If so,

how? Were decisions taken (objectives meet) as a result? Did you come in on budget? If you didn't, why not?

Besides thinking about how to measure your success and evaluating your communications, you could also think about pre-testing your messages, activities and tools for specific target audiences before you start implementing your communications activities and exposing your message. This is particularly useful if you do not have experience with a specific target audience or if you are not sure your message, activities and / or tools will be understood or effective for achieving your communications objectives. Often pre-testing is done with advertisements, mailings, and other mass media messages targeting at huge audiences, by qualitative market research among a representative sample of the target audience. But pre-testing can also be done more simply and on smaller scale, just by inviting or visiting some persons from your target audience, showing them your tools and discussing with them the understanding and acceptance of the message. By doing this, your project can avoid mistakes and unexpected effects from communications.

References and Links Methodological guide for Designing and Implementing a Multimedia Communication Strategy FAO (Food and Agriculture Organization of the United Nations) guiding document focused at communications for Sustainable development in developing countries. http://www.fao.org/docrep/005/Y4334E/y4334e04.htm#TopOfPage Communications Strategy Development handbook AIDS/HIV Unicef Helpful explanations, exercises, and examples for several steps while developing communications strategies. http://www.actforyouth/documents/comstrat_toolkit.pdf#search=%22communications%20strategy%20development%20 Developing media relations Clear website with all aspects you have to take into account while developing press or media relations. Little bit focused on Texas (but only in examples).

http://www.fao.org/docrep/005/Y4334E/y4334e04.htm#TopOfPage

http://www.actforyouth/documents/comstrat_toolkit.pdf#search=%22communications%20strategy%20development%20

http://www.actforyouth/documents/comstrat_toolkit.pdf#search=%22communications%20strategy%20development%20



http://www.arts.state.tx.us/news/media101/home.asp WWF College Via WWF College you can follow on line learning modules on Communications, Campaigning and Advocacy and Lobbying. For more information contact WWF College ([email protected]) or look at Connect: https://intranet.panda.org/documents/folder.cfm?uFolderID=1035 WWF Connect • Tips and guidelines on Press Relations (e.g. writing press releases, organizing press conferences,

press trips) https://intranet.panda.org/documents/folder.cfm?uFolderID=13

• Tips and guidelines on developing websites and internet campaigns http://intranet.panda.org/documents/folder.cfm?uFolderID=1290http://intranet.panda.org/documents/folder.cfm?uFolderID=1830

• Step-by-step guide to publishing in print or online http://intranet.panda.org/documents/document.cfm?uFolderID=4291&uDocID=59835

• WWF-Brand guidelines http://intranet.panda.org/documents/folder.cfm?uFolderID=10763

http://www.arts.state.tx.us/news/media101/home.asp



http://intranet.panda.org/documents/folder.cfm?uFolderID=1290


http://intranet.panda.org/documents/document.cfm?uFolderID=4291&uDocID=59835


Annex 1 – Activities and Tools Below are a number of activities and tools that can be used to pass your message to your audience.

Activities & Tools

Notes Benefits Challenges

Advertising An advertising campaign in media is generally used to build awareness, establish brand image, affirm the value of services, and create a backdrop for promotions and direct marketing activities. In general WWF does not pay for the placement of advertising in media. We rely on pro bono placements offered by international and national media so that our donors’ funds are reserved for our conservation projects.

• Great influence on message because production of ads is in your hands.

• expensive • Need to be creative and

notable in the middle of other ads

PR /free publicity

A PR campaign is a series of activities targeting press in order to expose your message in the media. PR is generally used to inform, influence public opinion, offer in-depth messages, reinforce the credibility of the message and establish a leadership role.

• Reinforcement of the credibility of the message in the media because it is not a paid (commercial) message.

• Good relationships with press needed

• Message has to be relevant for journalists

• Not sure the message will be exposed in the media the way you want

Lobby campaign

A lobby or advocacy campaign is a series of personal communications whereby individuals or a group of people try to persuade others (at the end often politicians) to take a particular stance on a given issue, often in order to change a piece of legislation.

• Highly interactive • Demonstrates a wide range of

support for your issue

• Attractive advocates needed who are verbally able to explain the message precisely

•

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Direct Marketing

Direct marketing is any interactive system of marketing which uses (e-) mailings, telephone, response coupons in media to realize a measurable response and/or transaction by your target audience. DM is often used to motivate corporate targets to act or to support a publicity campaign with more in-depth facts.

• Highly selective • Measurable response • Direct action needed

• To obtain the right personal details of your target audience in your database



Activities & Tools


Press release A news release, press release or press statement is a written communication directed at members of the media for the purpose of announcing something claimed as having news value. Typically, it is mailed, faxed, or e-mailed to assignment editors at newspapers, magazines, freelancers, internet media, radio stations, television stations, and/or television networks. The text of a release is usually written in the style of a news story, with an eye-catching headline and text written in standard journalistic style. This style of news writing makes it easier for reporters to quickly grasp the message. Journalists are free to use the information verbatim, or alter it as they see fit. Look at WWF International’s guidelines for press releases https://intranet.panda.org/documents/document.cfm?uFolderID=5352&uDocID=20147

• Low cost • To find a strong news angle with relevance for journalists. If no strong news angle, controversy or originality is important.

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Press conference

A news conference or press conference is a media event for which an organisation invites multiple journalists to hear them speak and, most often, ask questions. There are two major reasons for holding a news conference. One is so that a newsmaker who gets many questions from reporters can answer them all at once rather than answering dozens of phone calls. Another is so someone can try to attract news coverage for something that was not of interest to journalists before by offering added value to journalists (e.g. a celebrity, an expert, a photo opportunity) A press release is usually distributed to attending press in a press-kit (which can also include a brochure, more background info etc.) and to all journalists that did not attend by email of fax immediately after a press conference.

• Possibility to explain complex issue and provide far more (background)info than possible in a press release

• Possibility to promote/ present your experts in person

• Interaction possible

• You have to say something relevant and add value to a press release

• Be prepared to answer difficult questions

• Do not send out press release before press conference

http://en.wikipedia.org/wiki/News_media



http://en.wikipedia.org/wiki/Media_event



Activities & Tools


Press invitation Inviting press to a press conference or media event is usually done with a written invitation which contains a brief summary of where and when the press conference or media event will take place, what will be presented and what the added value is (mention if experts are present, photo opportunity etc.)

• Not to give too much information (they will not come) but to tease journalists to come

• Often not enough to assure presence of media: call all media which you really want to attend

Press advisory A press advisory is a written document usually distributed before

the start of a major conference such as CITES, IWC, G8 and the many other conferences that take place worldwide on various topics. The purpose is to provide media with all kinds of practical info about WWF’s involvement with a conference. Information such as: WWF staff attending, their contact details during the conference, what WWF’s key message and/or goals are during a conference, which media-events/press conferences/photo-opportunity’s etc. are planned to take place when and where.

• Highly appreciated by media. • Possibility to underline

WWF’s expertise and involvement with a topic.

• Possibility to actively promote (WWF) spokespeople

• When providing press with individual contact details of WWF staff make sure all involved are well prepared and know which key-messages WWF wants to draw attention to.

Q&A A Q&A is usually a document for internal use only, to help inform WWF staff which answers should be given to certain questions. This is a tool mainly used when preparing complex, possibly threatening issues. In other words, in situations when it is extra important that WWF staff worldwide is aware of and can explain what the WWF position on a topic is. Sometimes a Q&A is a tool used for external use, for example in a press-kit handed out during a press conference. This type of Q&A is a summary of ‘Frequently asked questions’ and is a possibility of providing press with all kinds of details and facts & figures in an easy-to-read manner.

• Possibility to make sure WWF staff is aware of and can all communicate the same messages.

• Time consuming to produce



Activities & Tools


Position paper A position paper is a key output of an advocacy strategy and reflects WWF’s or other groups’ position on a specific issue (e.g. trophy hunting). A position paper is usually prepared for external use and is meant to provide media with all relevant arguments and facts that have resulted in WWF taking a certain position on an issue. For example, during a CITES conference the species TDP prepares and distributes position papers on all proposals WWF wishes to draw attention to and has an opinion on.

• To make sure every one has the same position and message to the press

• Possibility to provide press with detailed information and enhance their understanding of your position

• Find a balance between providing a lot of background information and at the same time keeping the document ‘readable’ and understandable for people with no knowledge on a topic.

Interviews An interview is a tool with which WWF can present our expertise on various topics. Interviews usually take place on request of media, for example after sending out a press release, but can also be actively offered to media in many situations. For example when one knows of a certain journalists interest in a topic or area, it can be highly appreciated if an interview with an expert on this topic or region is offered to this journalist pro-actively.

• Possibility to explain complex issues

• Possibility to underline WWF’s expertise on various topics

• Spokespeople must be well prepared. If a journalist is not happy with an interview for what ever reason this can harm WWF’s image.

Media briefing Invitation for media to attend a briefing to explain a complicated issue or report (e.g. elephant culls, invasive species). Also often used to brief media on an upcoming conference which will deal with many and/or complex issues (e.g. CITES, climate conferences). In this case usually a media-advisory is also prepared and can be handed out during the briefing.

• To explain complicated issue • Trust building • Interactive

• Be prepared for difficult questions



Activities & Tools


(In)direct article creation

Written article or content provision for media to create an article. This can be one off or regular (weekly/monthly) and can take multiple forms of media including magazine or newspaper articles, columns, opinion articles et cetera. The interest of media for this kind of input can vary strongly. Some media will always want to write articles themselves to maintain their independence; other media (generally the more local/regional media with fewer editors than national media) will find this kind of input very welcome and gladly use it. Media will not easily give a guarantee up-front that they will use your input, but it is possible to ask first whether what you are planning to write is at all welcome, if they might have already been offered similar input from another organisation etc.

• More influence on how articles etc. turn out

• Possibility to make sure the WWF messaging comes across

• Make sure you know whether the input you wish to provide is welcome, in order to prevent your writing being a waist of time

Press trips A press trip (visit to the field with a group of journalists) can be a very effective way of generating qualitative coverage across all media. If managed successfully a press trip can generate extensive, well-researched coverage, which can substantially increase the profile of priority issues and more importantly, explain often-complex topics, which traditional sound bites cannot do. Look at https://intranet.panda.org/documents/document.cfm?uFolderID=5352&uDocID=20494 for guidelines on how to run a press trip.

• Can generate extensive, well-researched coverage by real access to the issues at hand

• Can be used to generate feature coverage in non-news driven sections

• Cementing relationship’s with key media

• Long preparations and complex logistics

• Researching strong stories, spokes persons and visuals

• Expensive especially if you pay for costs of invited journalists

• Flexibility of press trip organizer

Media stunts A media stunt is a sensational, eye-catching (often public) event, organized to attract attention of press and influence people’s opinion (e.g.melting hockey game at COP/MOP). Often a media stunt is organized to mark the start of a campaign.

• Reinforcing your message by offering a eye-catching event

• Media stunt on its own can realize free publicity (often used when nothing news to tell)

• Ensure a good photo opportunity and WWF branding





Activities & Tools


B-roll for television

A tape (usually in BETACAM format, but digital formats are also increasingly used) with short fragments of video-material. A B-roll does not include spokespeople or background comment, it only includes relevant video-material which TV-media can freely use. For example, a CITES B-roll will include images of all species WWF is focussing on during a CITES conference. And a FSC B-roll will include images of destructive logging, logging according to FSC guidelines, animals living in tropical forests etc.

• Highly appreciated by TV • Expensive to produce



TV TV is commonly used for both advertising and PR. It uses both

audio and visual stimuli and is far the most powerfull and complete medium. The WWF International TV Centre serves as a resource for the WWF Network. The TV Cnetre produces and distributes broadcast materials such as VNR’s, feature productions and B-rolls. VNR catalogue and guidelines available on Connect https://intranet.panda.org/documents/folder.cfm?uFolderID=570

• Good for emotional appeals and demonstrating behaviours

• Appropriate for reaching a massive target audience (increasing due to heavy competition among channels)

• Specific programming (or paid ads) can reach intended audience when most receptive

• Able to achieve rapid awareness

• Useful with illiterate audiences

• Expensive medium due to high production costs

• Ad message may be obscured by commercial clutter

Radio Radio is a background medium that can be used for advertising as well as PR. Radio-ads are often used as reminder or to support a campaign in other media.

Radio editorials lend itself well for in-depth coverage of issues. In some remote regions radio is the only medium that can reach communities. In these circumstances radio has been used to spread the message and influence changes in behaviour by having a regular programme to reach communities.

• Ad production costs low relative to TV

• Ads ideal for limited offers & short announcements (with rapid appeal)

• Ads often used as reminder or to support a campaign in other media

• In-depth coverage of issues • Strong credibility with

national news channels • Useful with audiences where

literacy may be an issue

• Message has to be appealing, memorable and short.

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Print: newspapers

Newspapers are often used for PR, less for advertising. • Can reach broad intended audiences rapidly

• Strong reader involvement & trust

• PR: Appropriate for

• Coverage demands a newsworthy item

• Exposure limited to one day • Not the best way to reach

younger people




informative, complex messages • Expensive to produce qualitative newspaper ads

Print: magazines

Magazines are used for both advertising and PR. • Highly selective: reaches specific target audiences, dependent on title

• Is appropriate for informative, complex and in-depth messages

•

Cinema Cinema is a very powerful and complete medium for specific audiences, due to the use of audio and visual stimuli in an isolated area.

• Suited for emotional and demonstratable messages that build up an image

• Highly selective (often young) audiences

• Can serve as second-step reminder, once awareness has been established

• VERY expensive medium due to high production and placement costs

Internet Internet (information/articles on websites, including microsites and e-campaigns) is used for both image enhancement and for offering detailed information on an organization, an issue or a particular product. Also look at WWF International guidelines and suggestions regarding websites and internet campaigns: https://intranet.panda.org/documents/folder.cfm?uFolderID=187

• Means of two-way interaction • Both image enhancement and

detailed information possible • Low cost • Can instantaneously update and

disseminate information • Information can be tailored to

specific audiences

• Many intended audiences do not have access to internet

• Your message can get lost in a morass of information.

• Dependent on individuals searching for your message;

• Plan how to drive traffic to your site

• Can require maintenance over time




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Counselling activities workshops, trainings, discussions

Counselling activities like workshops, trainings and discussions are often used to realise involvement and education with specific small target groups

• Can be credible • Permit interaction • Can be motivational • Most effective for education,

teaching, helping/caring

• Can be time-consuming • Limited intended audience

reach • Sources need to be

convincing

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Town hall meetings and events, organizational meetings and conferences

Town hall meetings and events, and organizational meetings like conferences are often organized to present your organization as a leader or expert in a specific field. Good for image enhancement.

• May be familiar, trusted and influential

• May provide more motivation/support than media alone

• Can offer shared experiences • Can reach a larger audience in

one place • Can offers a platform to meet

and interact with target audience

• Can be expensive and time consuming to organize

•

Posters Posters can be designed to communicate simple and appealing messages to your target audience. Posters should be exposed at locations where your target audience passes by and could be very efficient channels with high recall. Posters are often used for image building and educational messages at shops, conferences and exhibits.

• Appropriate for creative and appealing messages

• Used for image building and education

• Try to be short and appealing • Combine short text with

attractive visual to attract attention

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Direct mailings Direct mailings can be used to address specific list of target audiences and can offer a high impact once the envelope will be opened. Direct mailings imply a call for action and are often used to increase WWF membership, raise funds or to support a publicity campaign with more in-depth facts.

• Highly selective • Can be personalized • Offer high impact due to pre-

selection

• Addresses need to be known • Make sure the envelope will

be opened



Fact sheet, leaflet, brochure

These printed materials can be used to address specific target audiences with (factual or in-depth) information about your organization, a project or a specific issue. Are often used to increase knowledge and to support a publicity campaign or event with more in-depth information.

• Good to pass on in-depth facts and information to your audience

• Can be preserved by audience

• Platform needed to spread printed materials. This could be a mailing, an event, or other contact places where your audience pass.

Testimonial A testimonial is a statement of worth or value by a respected source. Often passed to the target audience in a written piece but it could also be passed through on video, internet, face-to-face. Testimonials are often used to certify the value of a particular service or product, or to support a particular truth or behavior. Testimonials provide credibility.

• Provide trust worth to your message by using a respected source fro your target audience

• Make sure the source you use is trusted by your target audience and can answer questions about the subject

Newsletter A regular printed or electronic report giving news or information of interest to a special group. WWF programs and projects often use newsletters to inform donors, partners and the WWF network about progress (what has happened?) and results in projects.

• Ideal to inform specific target audiences about your project on regular base.

• Try to be short and factual, • Be sure you will bring (at

least one) story of special interest to your audience otherwise they will not read next time.



Documentaries Documentary film is a broad category of cinematic expression

united by the intent to remain factual or non-fictional. If exposed on television you often need to work with a production company.

• Non-fictional • Trustworthy • Possible to explain complicated

issue

• High production costs

Commercials A television commercial is a form of advertising in which goods, services, organizations, ideas, etc. are promoted via the medium of television. Most commercials are produced by an outside advertising agency and airtime is purchased from a television channel or network. The vast majority of television commercials today consist of brief advertising spots, ranging in length from a few seconds to several minutes. Commercials of this sort have been used to sell every product imaginable over the years, from household products to goods and services, to political campaigns. In general WWF does not pay for the placement of advertising in media. We rely on pro bono placements offered by tv stations so that our donors’ funds are reserved for our conservation projects.

• The content is in your hands • Good for image enhancement • Good for emotional appeals

and demonstrating behaviours • Paid ads can reach intended

audience when most receptive • Able to achieve rapid

awareness • Useful with illiterate audiences

• High production costs • Message may be obscured by

commercial clutter • Pro bono advertising often

runs infrequently and low viewing times

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Infomercials Infomercials are television commercials that run as long as a short program (roughly 15 to 30 minutes). Infomercials, also known as paid programming are normally shown outside of peak hours, such as late at night or early in the morning. As in any other form of advertisement, the content is a commercial message designed to represent the viewpoints and to serve the interest of the sponsor. Infomercials are designed to solicit a direct response which is specific and quantifiable and are, therefore, a form of direct response marketing. Could be used for raising new donors.

• Good for emotional appeals and demonstrating behaviours

• Able to achieve rapid awareness

• Measurable response • Direct action needed • Useful with illiterate audiences

• Expensive due to high production costs

• Message may be obscured by commercial clutter

• Often reaching heavy television users.

• Can irritate public

http://en.wikipedia.org/wiki/Non-fiction

http://en.wikipedia.org/wiki/Advertising

http://en.wikipedia.org/wiki/Television

http://en.wikipedia.org/wiki/Advertising_agency

http://en.wikipedia.org/wiki/Television_channel

http://en.wikipedia.org/wiki/Television_channel

http://en.wikipedia.org/wiki/Television_network

http://en.wikipedia.org/wiki/Political_campaign

http://en.wikipedia.org/wiki/Advertisement

http://en.wikipedia.org/wiki/Commerce

http://en.wikipedia.org/wiki/Quantitative

http://en.wikipedia.org/wiki/Direct_response_marketing

http://en.wikipedia.org/wiki/Direct_response_marketing



In addition to these types of communications, WWF projects use many other more technical communications approaches to target more technical audiences such as technical reports, workshops, advisories, conferences, peer reviews etc. Finally, various activities and tools to share information and results were noted in Step 5.1 Share Lessons and Good Practice. These include: • Workshop reports • Minutes of meetings • Postings on WWF Connect • Case studies • Presentations – annual/regional/thematic meetings • Workshops • Coffee breaks/informal chats at workshops/meetings • Communities of practice • E-mail groups • E-conferences • Team/Office/Stakeholder meetings • Learning Reviews/learning workshops • Exchange visits • Presentations (at team, office or Network level meetings/conferences) • Storytelling • Video

5-2 formal communications -...

Documents