Parliamentary Centre | Le Centre Parlementaire
INT
ROD
UCT
ION
U
pon
compl
eting
an
extens
ive SWOT analysis, the Parliamentary Centre emerged with four strategic directions; Targeted Service
Delivery and Excellence, Sustainability and Partnerships, Visibility and Positioning, and Organizational
Capacity and Performance. In order to achieve the optimal results of these directions, it is essential to
develop a communications path that will guide the Centre. Primarily, it is important to assess how to
leverage key strengths, overcome weaknesses, capitalize on opportunities and mitigate threats. From here,
optimal goals arise, where the Centre should focus its communications efforts. With our goals in mind,
we are able to assess our target audiences, as well as specific key messages we wish to
communicate to them.
STRATEGIC DIRECTIONS
Before assessing communications goals, it is crucial to closely examine how the Centre can
balance its resources, by leveraging strengths and overcoming weaknesses, and thrives in its
environment, by capitalizing on opportunities and mitigating threats.
Leveraging Strengths
Canadian Identity and Experiences, Track Record and Credibility, Relationship with Partner Parliaments,
African Presence
As an established organization with a plethora of experiences, the Centre should tell compelling, powerful
success stories that will get people’s attention. Further to this, the Centre`s strong Canadian identity
and African presence can be leveraged by re-establishing the Centre`s image as a centre with
extensive history in Canada and a strong foothold in Africa. This image will enable the Centre to
appeal to a wider international audience. The most crucial point of telling these stories is to answer
[COMMUNICATIONS
STRATEGY]
A strategic track composed of optimal outcomes, audiences and key messages, laying the groundwork for a
strategic action plan.
the question: how are we making a difference in people’s lives? We have to focus not only focus on the
tasks at hand, but the potential for a lasting impact – the optimal results that unfold with democracy
building, and the possible transformation that can happen in these countries when we intervene. For every
success story we profile, we need to develop a before and after. This specific description will be
important for the Centre to diversify funding and raise awareness.
Overcoming Weaknesses
Communications & Branding, Donor Dependency, Organizational Structure and Capacity, Geographical
Reach
To improve goodwill, the Centre will make daily efforts to expose its past achievements, current
practices and future goals. This will be achieved by using social media tools, reaching out to
media outlets and community involvement and events, which will expose the Centre’s presence in
the community, hence strengthening our visibility and image. Donor Dependency is a weakness
that will be overcome by seeking funding from new resources. Organizational Structure and
Capacity will be overcome by creating a system where the Communications Officer provide status
updates, ensuring all staff are informed of PC progress. Geographical reach can be leveraged by
increasing mention of the African Office and its achievements; shedding light on success stories
that take place in Africa and highlighting key personnel from that team.
Capitalizing on Opportunities
Diversification – Funding, Partnerships and Geographical Reach, Product Differentiation and Niche
Markets, New Business Model, Use of Technology and Social Media
The opportunity for diversification can be capitalized by targeting specific foundations and highlighting
key aspects of the Centre’s identity that extend beyond the realm of parliamentary strengthening. We have
the opportunity to highlight our successes with the community score card and interactions with civil
society groups to showcase how far our work extends, appealing to projects in the larger pool of
governance and democratic development. The Centre will capitalize on the product differentiation and
niche markets by tapping into different niche fields, following their activities and going where they
go. The opportunity of a new business model allows the Centre to explore its identity in the public
eye, opening up the grounds for individual donors to contribute. The Centre will capitalize on the
opportunity of technology and social media to engage potential partners, donors, and MPs to create Pro
discussions, maintain existing connections and build new ones.
spec
Mitigating Threats
Funding Environment, Competition, Diminished Role for Parliaments in Governance, Inability to
Adapt to New Environment
tive
Clie
nts
The best way to mitigate these threats is to emphasize the essential role that Parliament plays in
structuring the country it represents, and show the tangible differences and human impacts made in
countries across the world. By highlighting key success stories, we are not only establishing the
importance of parliaments in democratic development, we are physically showing the result – how these
countries have become better places and have been improved from stronger parliaments. In addition, we
can design web graphics or appealing animations that illustrate the role of Parliament in an interesting and
engaging way.
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COMMUNICATION OBJECTIVES & OPTIMAL GOALS
After carefully considering these strategic directions, it becomes crucial to develop a series of
communications objectives that will help achieve each direction; particularly goals that are SMART
(Specific, Measurable, Achievable, Relevant and Time-Based.) For the purpose of this campaign, I
suggest that the Centre focus on these main areas: Forming specialized partnerships, seeking corporate
sponsorship, diversifying donor base and developing a stronger financial position, attaining greater media
coverage, and branding the organization, by re-instilling the importance and identity of the Centre.
Forming Specialized Partnerships
I.
With specific organizations, whose objectives correlate and complement services of Centre
II.
Immigrant and Aboriginal organizations, organizations specializing in anti-corruption, citizen
engagement, public participation, devolution, civic education, peace building, democratic
governance
III. Educational Partnerships; Colleges, Universities, departments related to democratic governance.
IV. Optimal Goal: By January 2015, have an educational partnership with one university.
Seeking Corporate Sponsorship
I.
Target corporations with strong corporate social responsibility in area of democratic governance,
peacekeeping, extractive industries
II.
Optimal Goal: By January 2015, have at least one corporate sponsor.
Diversifying Donor Base
I.
Become accessible to wider audience; from informed activities within general public to private
sector organizations specializing in niche areas such as community engagement
II. Optimal Goal: By January 2015, obtain support from two foundations.
III. Optimal Goal 2: By January 2015, have raised $50,000 from fundraising efforts.
Media Coverage
I.
Target certain media outlets with key stories of history, success and future direction to access a wide
range of experts and involved individuals
II. Cover project developments as they appear timely; new projects in Arab countries very newsworthy,
extractive sector with focus on CIDA subsidizing major mining companies
III. Optimal Goal: By January 2015, have articles in at least one Canadian news outlet, and one
International news outlet.
Branding
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I.
Brand the Centre not only as a figure supporting parliamentary strengthening, but as a contributor to
democratic governance and moreover, international development as a whole
II.
Become known nationally and internationally as a leader in democratic governance.
III. Optimal Goal: Establish strong online presence and following with key audiences
OPTIMAL AUDIENCES
Influencers – Individuals of status who are able to lead and direct peoples’ opinions within the
community.
Enablers – These are the individuals with decision making capacity. They enable the work we do – they
have the power to make things happen or shut them down.
Actors (Doers) – These are the movers of the organization that generate work.
Influencers
Enablers
Actors
Prospective Clients
x
Parliamentarians in countries within which we aim
to work.
Existing or Previous Donors
x
Clients or partners we have worked within the past,
whom we need to maintain relations with.
Competitors
Like-minded organizations sharing similar
interests or competing for same objectives, which
we can target to spread awareness and share ideas.
This audience is a hybrid audience; they are also
potential partners.
x
Examples
MPS in Nigeria,
Asia, Eastern
Europe, Arab
League
DFAIT, DFID,
UNDP, Revenue
Watch, USAID
World Bank
Institute, InterParliamentary
Union, National
Democratic
Institute,
Westminster
Foundation for
Democracy
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Potential Partners
x
National and International organizations with
unique services that we want to develop strategic
relationships with on a project to project basis.
Prospective Funders
Our pool of diversified funders; foundations who
share our passion for governance, corporations
with strong CSR, law firms, banks, and high-level
philanthropists.
x
MPs, Associations, Informed Activists
Former and existing MPs, Canadian and African,
Canadian Parliamentary Associations and
Informed activists who could spread our messages.
x
Civil Society
groups, Samara,
Institute on
Governance,
Canadian Council
for International
Cooperation
Open Society
Foundation, Rio
Tinto Alcan,
Heenan Blaikie
Law Firm,
ScotiaBank
Multilateral and
Bilateral
Associations,
Canadian MPs &
Senators
TOP QUESTIONS & KEY MESSAGES
In order to deliberate how we speak to our key audiences and what messages we need to deliver, we need
to predict and assess what they are asking us. Most of our audiences will ask:
Who is the Parliamentary Centre, and where is our presence in the world?
What makes the Parliamentary Centre unique? What is the Parliamentary
Centre contributing to international development as a whole? Why should
you support us? Moreover, why now? These are our answers.
Prospective Funders
We are a global agency. We work to help countries realize their potential to better serve the
people they represent. We provide the crucial tools to capable people. We share our experiences,
our lessons, our strategies. We lay out the groundwork, so our clients can build the foundation
that works for them. We bring in the tools for governance. The nuts and bolts. We show them what
the finished products can look like. The final picture. We assemble a series of blueprints. They
decide how to assemble a structure that works for them. We are not the solution. We are the
bridge to their solution.
Targeted Key Messages
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MPS, Associations,
Make them aware of the Parliamentary Centre`s significant work as it
Informed
Public
relates to high-level leaders.
Competitors
Parliamentary Centre aims not to enforce the Canadian system of
democracy; rather to enlighten them about it – to lend a toolkit of
expertise and suggestions in the area of strong parliamentary structure.
Showcasing success stories from specific well known Parliaments and
strong, motivating testimonials from parliamentary leaders.
We are not the answer; we are the link to the answer. We are not your solution – you
are.
We are an organization that not only has a credible track record of success, but
continues to identify innovative areas of expertise.
Identifying new areas of work that ride the most current trends of
Potential
international development.
We are working in new key areas of growth; civic education,
Partners
extractives.
Illuminate our success stories from the past; shed light on how these
funders helped move those integral projects along, and the outcome that
was achieved.
We are here; we are active and part of the conversation.
We began in Canada and have expanded to our international roots in Africa. Our team
of experts in Africa is our vehicle.
We are a source of strength and innovation.
We are unique through our very specific service offering.
We have something unique to bring to the table; we are a key element
for collaboration.
We offer a special, unique product that can`t be matched, and we are a
crucial ingredient to the overall practice of democratic governance.
We don’t provide a one shoe fits all, streamlined band aid solution to
democracy – we provide to insight, support and training to key leaders on the
ground, who will make these changes happen within.
Now is more a crucial time than ever to support Parliaments. Citizens
demand democracy, and the only way for democracy to work is to
Previous Donors
have strong leaders that are open, transparent and accountable to the
people they represent.
Donors
The world is getting smaller. As new technologies flourish and
citizens have greater access to information, there is an evolving need to
consult them in the decision making process.
By supporting us, you are not only broadening your understanding of
parliamentary development, you are contributing to the bigger picture.
Show how our practical, tailored approach works, by highlighting key success stories
and testimonials; show the result of our work.
Showcase our unique approach to building democratic governance.
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Show the connection between strong parliaments and strong democracies.
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We have a strong Canadian base, with extended roots in Africa.
We are active in projects.
We are knowledgeable about democratic governance.
We are passionate about reaching new heights to attract attention and awareness.
CONCLUSION
Upon assessing the Parliamentary Centre’s ability to leverage key strengths, overcome weaknesses,
capitalise on opportunities and mitigate key threats, tangible communication objectives and optimal goals
arise. In order to achieve these goals, a list of optimal audiences was defined, as well as a series of key
questions they will ask. Upon answering these key questions, we are able to establish strategic key
messages to each audience group.
This hereby concludes the strategic outline of the communications strategy. For more details on the
operational plan via specific tools and tactics, please refer to the Annex of this document.
Previous Donors
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ANNEX: TOOLS& TACTICS
Now that we have established the Centre’s directions, communication goals, optimal audiences and
strategic messages to our audiences, we must establish how we will reach them; moreover, which specific
tools we will use.
Tactic
Tools
Donor Outreach
Active Website
PC Newsletter
PC Blog
Promotional
Collateral
Tribute Video
Promotional
Fundraiser 2013
Audience Category
1
Develop strategic donor kit.
Reach out to Open Society
foundation.
Weekly updates. New staff
profiles. Post updates on social
media.
Quarterly newsletter with new
projects, news in governance.
Monthly blog written by program
officers.
New material to support better
branding; new photos, design,
etc.
An audio slideshow with
historical photos of Peter Dobell.
Theme of Event: Tribute to Peter
Dobell – recognizing history of
PC. “Small Organization. Big
History.”
2
3
4
5
6
x
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Media Campaign Illicit media coverage around
event, story of PC.
x
x
x
x
Twitter
Develop follower base,
contribute to discussions on
governance, and promote PC.
Facebook
Follow likeminded organizations
to gain insight, spread awareness.
x
LinkedIn
Develop professional profile to
assist with donor outreach and
business development.
x
Educational
Partnerships
Partnerships to establish theme of
civic education: training youth of
tomorrow.
Professionally approach specific
corporations dedicated to
extractive industries.
Corporate
Sponsorships
Promotional
Fundraiser 2014
Theme of event: Civic Education.
“From the Ground Up
Campaign” – Building Stronger
Leaders from Stronger Futures.
x
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