Strategic Communications for Nonprofit Organizations

SALLY J. PATTERSON is the President of Radiant Communications, Inc., a strategic communications firm that counsels nonprofit leaders on organizational issues including communications planning, executive coaching, and leadership transitions. Based in Washington, D.C., she has more than thirty years of strategic communications and public policy expertise including ten years with public opinion research firms. She has provided strategic communications consultation and training to more than 700 nonprofit organizations. JANEL M. RADTKE—considered a pioneer in open-access communications among nonprofits—brought home to many the importance of the person in the technology equation. She was the founder and president of Radiant Communications, Inc., until her death in 1999. Before that, she garnered twenty years of experience helping nonprofits and educational institutions shape communication strategies and navigate a rapidly changing technological environment.

• About the Author xiPreface xiiiChapter 1 Getting the Most Out of This Book 1Intended Audiences 1Strategic Communications Plan Framework 1Structure of the Workbook 3How to Use This Workbook 4How to Use the Web Site 5Readiness for Strategic Communications Planning 5Chapter 2 Strategic Communications Planning Process 7Why Strategic Communications Matters 8Benefits of Strategic Communications Planning 8Roles and Responsibilities in Strategic Communications Planning 9Communications Action Team 11Communications Audit Team 14Crisis Communications Planning 16Crisis Communications Team 17Crisis Control Team 17Take the Time, Make the Time 19Chapter 3 Step One: Preparing to Plan: Essential Building Blocks 25Strategic Communications Is Grounded in the Mission 26Task One: Review the Organization’s Mission Statement 26Task Two: Review the Organization’s Program Goals, Objectives, and Financial Priorities 29Communications Audit 31Purpose of the Communications Audit 33Components of a Communications Audit 34Conducting the Communications Audit: Methodology 34Task One: Plan the Audit 34Task Two: Conduct Interviews 35Task Three: Inventory and Analysis 35Task Four: Present Findings 37Task Five: Conduct Additional Research (Optional) 38Chapter 4 Step Two: Foundation of the Plan: The Situation Analysis 43Internal Analysis 44Organizational Culture 44Administration 45Programs 46Human Resources 46Infrastructure 46Development 47External Analysis 48Demographic Forces 48Economic Forces 49Political Forces 49Technological Forces 49Social Forces 49SWOT Analysis 50Critical Community Partners and Stakeholders 53Chapter 5 Step Three: Focusing the Plan: Target Audiences 65Understand Your Audience 67Demographic Information 69Geographic Information 69Psychographic Information 70Leadership Potential 70Profile Each Priority Audience 71Research Your Audience 72Media Review 72Readership Surveys or Membership Questionnaires 72Piggyback Surveys 72Exit Interviews or Evaluation Surveys 72Informal Discussions 73Focus Group 73Chapter 6 Step Four: Fostering Audience Support: Communications Objectives 77The SMART Test 80Cycle of the Communications Process 81Create the Communications Objectives 82Communications Objectives: Some Examples Using the Cycle of Communications 83Chapter 7 Step Five: Promoting the Nonprofit Organization: Issue Frames and Message Development 87Define the Key Themes 89Message Frames 90Media Role in Framing 91Episodic and Thematic Frames 93Conducting a Framing Analysis 93Reframing 96Reframing: Underage Drinking 97Message Development 98First Impressions 98Organization Descriptions 99Messages that Resonate 101Building a Message Platform for the Organization 103Chapter 8 Step Six: Advancing the Plan: Vehicles and Dissemination Strategies 113Criteria for Selecting Strategies 113Audience Responsiveness 113The Organization’s Relationship to the Audience 114How the Strategy or Vehicle Will Influence the Audience’s Perceptions 115Controlling the Message 116Effort to Implement 117Budget Issues 118Potential Uses with Other Audiences 119Evaluating Existing and Potential Strategies for Meeting Communications Objectives 119Case Study: Future Generations 120Case Study: Planet 3000 124Strategies and Vehicles to Meet Communications Objectives 127Face-to-Face Meetings 127Print 130Electronic Communications 133Audio Vehicles 136Video 138Web Sites 140Strategic Use of Communications Vehicles 144Alternative Media 145Building a Comprehensive Portfolio of Communications Vehicles to Support the Communications Objectives 145Chapter 9 Step Seven: Ensuring that the Plan Succeeds: Measurement and Evaluation 151Performance Evaluation 151Steps in the Evaluation Process 151Concepts that Have Driven the Strategic Communications Process 152Measuring Success in Achieving Communications Objectives 154Tracking Communications Activities 154Measuring Communications Impact 154Evaluation Tools 155Monitoring the Progress on Communications Objectives 157Finalize the Report 157Chapter 10 Pulling It All Together: Creating the Plan 161Building the Communications Plan 161Putting It All Together 162Creating Organizational Ownership 164Messages to Support the Communications Plan 165Tips for Building Support 166Building the Case for Sustainable Capacity 168Money: If It Is a Good Idea, You Can Sell It 172Income-Producing Possibilities 174In-Kind Contributions 174Strategic Communications Plan Template 177Appendix 1 Planet 3000 Strategic Communications Worksheets 211Appendix 2 Essential Communications Tools 249Appendix 3 Elements of a Style Manual 253Appendix 4 Expanding the Organization’s Coalitions and Partnerships 255List of Worksheets 263Suggested Resources 265Index 267