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Communications planning for national human rights institutions

Communications planning for national human rights institutions. Richard Carver ppt 6. COMMUNICATIONS PLANNING FOR NATIONAL HUMAN RIGHTS INSTITUTIONS. Who do we communicate with?. The public Clients (people who file petitions) Government Parliament Judiciary Donors.

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Communications planning for national human rights institutions

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  1. Communications planning for national human rights institutions Richard Carver ppt 6

  2. COMMUNICATIONS PLANNING FOR NATIONAL HUMAN RIGHTS INSTITUTIONS

  3. Who do we communicate with? • The public • Clients (people who file petitions) • Government • Parliament • Judiciary • Donors

  4. Why does communication matter? • That is how we get our message across • That is how we persuade people to change • That is how the public know that we are here • That is how we learn • That is how we are held accountable

  5. What means do we use to communicate? • Mass media • Reports • Public events • Private meetings • Letters • Joint activities

  6. We communicate the whole time - why is it necessary to make a plan?

  7. To make the best use of available resources • To make sure we are all saying the same thing • To communicate our messages the most effectively

  8. What are the eight steps in communications planning? • Define the purpose of communications • Analyse your strengths and weaknesses • Define your message • Define your audience • Develop a media strategy • Develop techniques of media relations • Create a timeline • Evaluate the impact

  9. 1. Defining the purpose • Education • Influence • Change

  10. 2. Strengths and weaknesses • External strengths (opportunities) For example… • Favourable media • Good public reputation

  11. External weaknesses (threats) For example… • Hostile media • Little public profile

  12. Internal strengths For example… • Human and financial resources (including staff with media experience) • Good communication skills

  13. Internal weaknesses For example… • Few resources • Lack of skills and experience

  14. This can be expressed in the form of a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats). Like this…

  15. 3. Defining your message • One message or many? • Do they change over time? • Are they different for different audiences?

  16. 4. Defining your audience • The public • Clients (people who file petitions) • Government • Parliament • Judiciary • Donors

  17. 5. Developing a media strategy • Based on analysis of strengths and weaknesses • Depends on audiences: what media are most effective for reaching them? • Depends (to an extent) on messages: how simple/complex are they? How varied? • Reactive or proactive? Or a mixture?

  18. 6. Techniques of media relations • Techniques are tactics - they are subordinate to strategy • Most can be prepared in advance - proactive • Need for specialist skills: media or communications officer, or department

  19. Some examples of media techniques: • Interviews • Press conferences • Press releases • Advertisements • Op-ed articles

  20. 7. Timing • When do these things happen? • Reactive or proactive (how far is it possible to plan in advance?) • Must create a calendar of events

  21. 8. Evaluation How can we tell if our communications strategy is effective? Evaluation must be built in at the planning stage.

  22. Monitoring media coverage Tells us if the media have covered the NHRI, but not the public impact.

  23. Public opinion surveys - difficult to design and probably too expensive Qualitative indicators • focus groups • partners

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