Strategic Communication Plan
Sample
Note: This Strategic Communications Plan is a sample based on a fictitious non-governmental organization
working in the regulatory sector, referred to as “Regulator X”. The sample is designed to provide a framework
for developing a Strategic Communications Plan using the Results Map process.
©Caroline Kealey
Plan at a Glance
Methodology
pg. 4
Objectives
Challenges &
Opportunities
Approach
Audiences
pg. 5
pg.6
pg.8
pg. 9
Message Architecture
pg. 11
Tactics
pg. 12
Implementation Planning: Phased Approach
pg. 14
Integrated Implementation Plan
pg. 15
Evaluation Framework
pg. 16
©Caroline Kealey
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Methodology
This Strategic Communications Plan is based on an extensive research and
consultation process.
Inputs included the following:
•
A comprehensive review of background documents and communication
products
•
Two half-day consultative workshops
•
Key informant interviews with members of the Executive and Leadership
Team
•
A benchmarking review of comparative regulatory organizations’
communications products
©Caroline Kealey
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Objectives
Regulator X Strategic Plan - Corporate Objectives:
• Building confidence in our regulation
• Advancing the use of knowledge
• Leading global innovation
Communications Objectives
Promote public trust and confidence by providing clear, accessible and transparent information.
Enable effective regulation by providing information and knowledge to members and other priority
audiences.
Engage with key stakeholders through effective communication and dialogue, enhancing the
relevance and relatability of the organization.
Enhance organizational excellence through employee communication and engagement.
©Caroline Kealey
4
Challenges
Based on the research and consultation phase, the following key challenges in corporate communications
emerge:
Complexity. Communications is particularly complex in this organization. As a regulator, the information
provided tends to be very authoritative and technical. The most striking characteristic of the brand and
communication is the consistently legalistic and unapproachable tone of the content, creating friction in
the process of establishing a positive relationship with key audiences and stakeholders.
Sensitive issue environment. The nature of work makes its issue environment highly sensitive. The
communications team is called upon to manage delicate files which require a strong focus on strategic
issue management.
Tactical focus. The communications function has traditionally been positioned as a service centre
producing information products at a tactical level, rather than being positioned as a strategic enabler of the
mandate. This legacy has created a gap in alignment between the organization’s rising expectations and
needs for high performance, sophisticated communication and the team’s ability to deliver.
Rising expectations. The expectations of public and regulatory organizations have shifted significantly over
the last several years. Audiences and stakeholders have heightened expectations, particularly in terms of
transparency and accessibility, putting additional pressure on the organization.
©Caroline Kealey
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Opportunities
Against the backdrop of key challenges, the following opportunities for impact in communications
emerge:
 Leadership. There is significant opportunity for communications to fuel the goal of being recognized
as a leader in professional regulation. The recognition that communication is a necessary enabler to
the organization achieving this priority goal can help elevate the positioning of the function at a
strategic level.
 Innovation. The organization’s strategic plan focuses on innovation. This corporate priority holds
significant promise for strategic communication, both in terms of fostering innovation and co-creation
internally as well as in bringing this content to life among key external audiences.
 Performance. As the organization embarks on a business transformation agenda moving from being a
transactional organization to a knowledge-based organization, communications can make meaningful
contributions to organizational performance, alignment and integration.
 Content. The organization is rich in valuable knowledge, data and expertise. This content can be
leveraged to help position the organization’s relevance and reputation on the national and
international scene.
 Timing. The timing is ideal for the organization to step-up its strategic communications performance.
The organization is working from a position of strength in reputation and knowledge, and the
communications team is evolving its structure and culture to capitalize on the opportunity.
©Caroline Kealey
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Approach
Based on the challenges and opportunities, the following strategic approach to communications is
recommended:
1. Position communication as a strategic enabler of Regulator X’s mandate.
2. Prioritize stakeholder communications in order to ensure a strategic focus in communication
efforts.
3. Leverage content strategy and storytelling to help drive a coherent, compelling approach to
audience-centric communication.
4. Explore opportunities to demonstrate thought leadership as a means of raising profile and
reputation among members and key stakeholders.
5. Intentionally connect internal communications to external communications in order to foster
stronger alignment and contribute to creating a consistent, positive member experience.
©Caroline Kealey
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Audiences
Primary
Secondary
• Employees
• Academic Sector
• Council & Committee Members
• Regulatory Partners
• Provincial Government
• Association Partners
• Media
©Caroline Kealey
8
Mapping Audiences to Outcomes
Audience
Target Outcome
Employees
• Employees understand and value the concepts of transparency and audience-centric
communication
• Employees understand the organization’s strategic direction and have a line of sight as to how
their work contributes to overall performance
• Employees are equipped with the information and insight they need to do their jobs
Council &
Committee
Members
• Council and Committee Members have a solid understanding of the organization’s role in
governance
• They have the information they need to make informed decisions
Provincial
Government
• Confidence in effective regulation
• Organization’s knowledge is influential in government decision-making
Academic
Sector
• A solid understanding of the organization’s role and of what they need from them
• Knowledge transfer and mobilization
Regulatory
Partners
• Work with Regulatory Partners to achieve common goals through collaborative partnerships
Association
Partners
• Associations have a solid understanding of the organization’s role and accurately reflects it
through knowledge mobilization
Media
• Media provides accurate, clear communications about the organization’s role
©Caroline Kealey
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Message Architecture
Value Proposition
We serve the public by regulating profession X. We use our authority to guide the profession in
the delivery of safe, ethical, progressive service delivered at the highest standard.
Employees
You have an opportunity to do
work that matters. We offer a
positive, collaborative
environment where you can
learn and grow your career.
Members
Public
We’re working with our
We exist to protect the public
members to protect the public and ensure strong confidence in
through the highest
profession X through effective
professional standards and
regulation.
effective regulation.
Voice
Accessible
©Caroline Kealey
Confident
Trustworthy
Knowledgeable
Professional
10
New
Existing
Tactics - Internal
Tactic
Recommended Approach
Intranet
• Use a content strategy approach to animate the site and tell stories that
connect to the Strategic Plan
• Increase employee engagement through the blog, wiki and monthly contests
Print Media
(e.g. posters,
bulletin boards,
flyers)
• Use a more accessible, approachable voice for content
• Consider innovative “graffiti” campaigns of large vinyl posters featuring staff
images
Social Events
• Connect social events to key strategic communication themes/priorities
All Hands Meetings
• Adopt dialogue-based format for the event to engage with staff and encourage
collaboration
• Bring in external speakers to contribute to raising capacity
CEO breakfast
• Create a monthly drop-in session for open dialogue with the CEO. Invite a mix
of employees to foster communication and connection between departments
and between levels
Employee
recognition
program
• Consider working with Human Resources to develop an employee recognition
program that reinforces strategic priorities
• Focus the recognition program on celebrating team achievements
©Caroline Kealey
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New
Existing
Tactics - External
Tactic
Recommended Approach
Web Content
• Enhance the content of the website by adopting a more accessible voice
• Use content strategy to expand the nature of assets provided, including video
and infographics
Social Media
• Expand LinkedIn presence by creating a discussion group
• Integrate content strategy into social media outreach
• Develop Twitter chats
Consultations
• Establish consultation sessions on priority issues with members and public to
demonstrate that the organization is listening, and is responsive
• Integrate the consultations with internal and external communication channels
Speaking
Opportunities
• Proactively identify high profile speaking opportunities to establish the
organization as a thought leader among key stakeholders
Listening Tour
• CEO to launch a listening tour to learn from stakeholders and invite dialogue
and exchange
Bi-lateral Meetings
• Establish a regular schedule for the CEO to have bi-lateral meetings with key
priority stakeholders to build the relationship, encourage listening and dialogue
©Caroline Kealey
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Implementation Planning: Phased Approach
The Implementation Plan builds on the recommended tactics and presents a detailed approach for
operationalizing the recommendations by phases.
Each phase has an identified focus, to help enhance the impact of communication activities aligned to a clear,
singular theme.
Phase 1
Laying the
Foundation
Phase 2
Employee Engagement
Phase 3
Building Reputation
Strategic Approach to Communications
Audience-centric  Results-based  Accessible voice
©Caroline Kealey
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Integrated Implementation Plan
Tactics
• Develop content strategy (for internal and external communications)
Phase 1
Q1
• Provide training to CEO and Council on communications and brand ambassadorship
• Launch CEO breakfasts
• Develop Intranet chat function
• Develop employee recognition program
• Launch newsletter on Intranet
Phase 2
Q2-3
• Host All Hands meeting with guest speaker
• Create LinkedIn Group
• Produce three videos for Website
• Develop speaker program to proactively identify high profile opportunities to showcase thought
leadership
Phase 3
Q4
• Launch specialized media relations program
• Create Infographic Series
• Identify premier international conference and pitch a keynote or paper presentation
• Host consultation on emerging industry best practices along with a live Twitter chat
©Caroline Kealey
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Evaluation Framework
The following performance indicators and associated measurement tools are suggested in
order to contribute to a results-based approach to strategic communications.
Performance Indicators
Level of engagement by employees, members
and stakeholders
Satisfaction levels of internal clients of
Communications, members and stakeholders
Measurement Tools
• Consultations and surveys
Rate and reach of media and social media
coverage
• Media monitoring
Rate and reach of usage of content and data
• Content tracking
• Social media monitoring
• Feedback/testimonial tracking
Volume of web traffic and use of online
resources
• Web analytics
Use of voice in messaging
• Content analysis
Use of internal communications channels
• Intranet analytics
• Tracking of usage
©Caroline Kealey
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