This project is co-financed by the European Union and the Republic of Turkey
COMMUNICATION STRATEGY
and
COMMUNICATION ACTION PLAN
for
COMPETITIVE SECTORS PROGRAMME
2nd PERIOD
Draft to be submitted for SMC
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1
LIST OF ABBREVIATIONS............................................................................................................... 2
FOREWORD ................................................................................................................................. 3
1. INTRODUCTION AND BACKGROUND ..................................................................................... 4
1.1. The Competitiveness and Innovation Sector Operational Programme .................................. 4
2.
3.
4.
5.
6.
7.
1.2.
Programme management ....................................................................................................... 6
1.3.
Previous publicity activities..................................................................................................... 6
COMMUNICATION STRATEGY ............................................................................................... 8
2.1
Purpose ................................................................................................................................... 8
2.2
Objectives................................................................................................................................ 8
2.3
CAP Intervention logic............................................................................................................. 9
2.4
Target audience ...................................................................................................................... 9
2.5
Key messages ........................................................................................................................ 12
SUCCESS CRITERIA .............................................................................................................. 13
COMMUNICATION TOOLS ................................................................................................... 14
4.1. Communication Tools To Increase Visibility ......................................................................... 14
4.2.
Communication Tools For Raising Awareness And Creating Interest For The Programme.. 15
4.3.
Communication Tools For Capacity Building And For Sustainability Of Communication ..... 16
COMMUNICATION ACTIVITIES ............................................................................................ 17
5.1. Public Awareness Activities................................................................................................... 17
5.2.
Informative Activities ........................................................................................................... 18
5.3.
Dialog And Interaction .......................................................................................................... 19
COMMUNICATION MATRIX................................................................................................. 20
MANAGEMENT OF THE CAP ................................................................................................ 21
7.1
Publicity Department of the OS and Communication Team................................................. 21
7.2
Role of MoSIT management ................................................................................................. 21
7.3
Coordinator of Publicity Department ................................................................................... 22
7.4
Public Relations / Publications editor ................................................................................... 22
7.5
Web-manager ....................................................................................................................... 22
7.6
Events manager..................................................................................................................... 22
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7.7
8.
Roles and responsibilities of the TA ...................................................................................... 23
MONITORING AND EVALUATION OF THE CAP ...................................................................... 24
8.1
Monitoring Indicators and verification ................................................................................. 24
8.2
On-Going Evaluation of CAP Activities .................................................................................. 26
8.3
Evaluation of the CAP............................................................................................................ 27
9. INDICATIVE BUDGET (2014-2021) ........................................................................................ 28
10. INDICATIVE TIME TABLE OF ACTIVITIES (2014-2021) ............................................................ 29
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LIST OF ABBREVIATIONS
CAP
CSP
CISOP
ERA
EU
EUD
GIAD
IPA
iVME
MoSIT
N.A
NGO
NIPAC
OIZ
OP
OS
Publicity
Department/PD
RCOP
R&D
SIAD
SME
TA
TDZ
TESK
TOBB
TTGV
TÜBİTAK
TÜRKSTAT
Communication Action Plan
Competitive Sectors Programme
Competitiveness and Innovation Sector Operational Programme
End Recipients of the Assistance
European Union
European Union Delegation to Turkey
Young Businessmen Associations
Instrument for Pre-Accession Assistance
“Acceleration”, bi-annual magazine of the Competitive Sectors Programme
Ministry of Science Industry and Technology
Not applicable
Non-Governmental Organisation
National IPA Co-ordinator
Organized Industrial Zones
Operational Programme
Operating Structure
Publicity and Administrative Affairs Department
Regional Competitiveness Operational Programme
Research and Development
Industrialists and Businessmen Associations
Small and Medium Size Enterprises
Technical Assistance
Technology Development Zones
Confederation of Turkish Tradesmen and Craftsmen
Union of Chambers and Commodity Exchanges of Turkey
Technology Development Foundation of Turkey
Scientific and Technological Research Council of Turkey
Turkish Statistical Institute
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FOREWORD
This document was prepared with the support of the project “Technical Assistance for Publicity,
Information and Promotion of the Regional Competitiveness Operational Programme”
(EuropeAid/131020/D/SER/TR). The project aims at supporting the increase of the visibility and
public awareness of the Regional Competitiveness Operational Programme (RCOP), through specific
activities. Through the Addendum No 2 dated 22 June 2015, the Technical Assistance (TA) was
expanded to support in the communication and publicity of the Competitiveness and Innovation
SectorOperational Programme (CISOP).
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1. INTRODUCTION AND BACKGROUND
The Instrument for Pre-accession Assistance (IPA) is the means by which the European Union (EU)
supports building up the capacities of the candidate and potential candidate countries throughout
the EU accession process. Within this framework, Turkey benefits from an allocation of €4,453.9
million (not including the allocation for Cross-border Cooperation) for the period 2014-2020 (IPA II),
for investments in the sectors of democracy and governance; rule of law and fundamental rights;
environment and climate action; transport; energy; competitiveness and innovation; education,
employment and social policies; agriculture and rural development; regional and territorial
cooperation.
1.1. THE COMPETITIVENESS AND INNOVATION SECTOR OPERATIONAL PROGRAMME
The Competitiveness and Innovation Sector Operational Programme (CISOP), plans to provide for
investments up to a total value of €405 million for the IPA II period 2014-2020, while €152.7 million1
is allocated for the period 2014-2016 with the objective “to improve the business environment and
strengthening research, technologic development and innovation”2. The programme is managed by
the Ministry of Science, Industry and Technology (MoSIT) and it aims at:




Improving functioning of the business sector, especially for SMEs and entrepreneurs;
Improving access to finance for SMEs;
Increasing clustering, networking and SME internationalization; and
Increasing quality and quantity of public and private research and innovation in
support of economic development.
The CISOP interventions are developed under three actions: (1) Private Sector Development; (2)
Science, Technology and Innovation; and, (3) Capacity Building.
The first action (Private Sector Development) has the objective to strengthen the total factor
productivity of the national economy with a specific emphasis on transforming the manufacturing
industry, and increasing its competitiveness.
The second action (Science, Technology and Innovation) aims at improving the functionality of the
national innovation ecosystem by boosting industry engagement in Science, Technology and
Innovation, through public private partnerships (including but not limited to university-industry
collaboration) and improving SMEs’ innovation management capacity.
1
Total Public Eligible Cost, including IPA Contribution (€129.8 million) and National Public Contribution (€22.9
million).
2
Multiannual Action Programme for Turkey on Competitiveness and Innovation, December 2014.
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The third action (Capacity Building) pursues a twofold objective: first, to support the successful
implementation of the CISOP in line with the programme objectives and the IPA II legislation and
secondly to increase the institutional capacity for the proper implementation of the relevant acquis
and for the adoption of fully-fledged sector approach.
The Actions, Private Sector Development, and Science, Technology and Innovation, complement
each other, with the earlier focusing on “efficiency” and the latter concentrating on “innovation”,
and thereby collectively addressing the two most critical pillars of competitiveness, and helping
enterprises move up the value chains through manufacturing/rendering products/services with
higher value added. Capacity Building Action on the other hand reinforces the first two Actions by
supporting programme and project implementation processes and increasing the institutional
capacity for the proper implementation of the relevant acquis that aim to enhance the innovative
capacity of companies and promoting their competitiveness.
Given the scale of the support provided under the programme, it is essential to make potential
beneficiaries aware of existing funding opportunities and to communicate, among others, to
targeted audience, to the media and to the general public the results of these investments.
Information and publicity of the programme also responds to the need to manage public funds in an
open and transparent way.
The visibility and communication activities of the CISOP are defined in accordance with the EU
Regulation No 231/2014 of 11 March 2014 establishing an Instrument for Pre-accession Assistance
(IPA II), in Articles 24 and 25 of the EU Implementing Regulation No 447/2014 of 2 May 2014 and in
Articles 23 and 24 of the Framework agreement between the Republic of Turkey and the European
Commission on the arrangements for implementation of IPA II. They are specified in Activity 3.1 of
the programme (Technical Assistance for System Operators and Publicity of the CISOP) as part of the
Action 3 (Capacity Building).
Publicity of the CISOP as per the programming provisions of the period 2014-2016 will be
implemented through the following indicative operations:

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
Design, development and distribution of online and offline communication,
promotion and information materials and tools.
Establishing structures for communication and developing and maintaining
communication systems including networking opportunities.
Organisation of public events, launch activities, fairs, exhibitions, conferences,
seminars, meetings, open days, networking events, etc.
Implementation of public relations and promotional campaigns including digital,
social media, audio-visual and face to face encounters.
Implementing capacity building activities such as training, on-the-job training, job
shadowing, study visits, job inductions, team building activities, away days, info days, etc.
Running research activities to understand audience needs and preferences or for
analysing operational environment.
A revision of the CAP will be done in line with the programming of CISOP for the period 2017-2020.
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1.2. PROGRAMME MANAGEMENT
The MoSIT has been designated as the Operating Structure (OS) and Contacting Authority for the
CISOP, responsible for the preparation, management, implementation, monitoring and evaluation of
the programme.
The diagram below specifies the organisational structure of the OS:
MINISTER
UNDERSECRETARY
Internal Audit Unit
DEPUTY
UNDERSECRETARY
Directorate General for European Union and Foreign Affairs
Directorate of EU
Negotiations and
Coordination
Directorate of
International
Organizations and
Bilateral Relations
Programming Department
Monitoring & Evaluation Department
( General Director Ünal GÜNDOĞAN)
Ünal GÜNDOĞAN)
Directorate of
Management Affairs
Directorate of EU
Financial Programs
(Operating Structure)
Tendering Documents Preparation
Department
Procurement Department
Quality Assurance and Control
Department
Contract Management Department
Financial Management Department
Technical Assistance and HR Department
Information Technologies Department
Publicity and Administrative Affairs
Department
The visibility and communication activities of the CISOP are coordinated and implemented by the
Publicity Department.
1.3. PREVIOUS PUBLICITY ACTIVITIES
For the Regional Competitiveness Operational Programme (RCOP) of the period 2007-2013,
implemented by the MoSIT with the support of IPA, a Communication Action Plan (CAP) was
developed in response to the requirements of Article 62 and 63 of the IPA Implementing Regulation,
article 24 of Framework Agreement and articles 97, 98 and 99 of the Financing Agreement, providing
the practical grounds for implementation of the programme’s communication, publicity and visibility
actions. The CAP of the RCOP provided for the implementation of activities aiming at:


Raising public awareness on the RCOP policy and its achievements as part of Turkey’s
accession to the EU.
Coordinate communication between different levels of target groups; inform and engage
potential beneficiaries and key stakeholders about:
 Types of projects, eligibility criteria, procedures and criteria for appraising
applications, timeframes, tenders and contracts, etc.,
 Obligations of the beneficiaries/end recipients.
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
Ensure transparency by providing information about financed projects, including names and
addresses of final and end beneficiaries, names of projects, and amount of Community cofunding.
The so far achievements from the implementation of the CAP for the RCOP are:

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Corporate identity designed and OP visibility manual developed;
More than 150 persons attended visibility info-days and trainings;
More than 350 persons attended the annual event organised in April 2015;
Nine (9) photo exhibitions were organised;
Through a targeted media campaign 17 press bulletins were shared with media as well as 13
interviews with MoSIT and EUD representatives;
255 of news published in press and portals (from November 2015 to May 2016;
Four issues of the iVME magazine were published as well as monthly articles at the MoSIT’s
magazine (Anahtar);
Web site content was developed and social media channels established with regular posts;
Three videos were developed and distributed/broadcasted;
A baseline survey was organised as a basis for measuring the reach of the public awareness
activities.

With the objective to achieve a better visibility for the RCOP and its successor, the CISOP, both
programmes are communicated through the name Competitive Sectors Programme (CSP).
The present CAP pursues the objective of providing a strategic coherence to the activities aimed at
publicizing information about IPA assistance in Turkey, OP and, key priorities via transparent, visible
and accessible instruments and sets the grounds for the further implementation of communication,
visibility and publicity activities of the Competitive Sectors Programme. Its implementation will
ensure that these activities and tools are handled through a strategically integrated approach and
that their impact is widened and strengthened.
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2. COMMUNICATION STRATEGY
2.1 PURPOSE
The purpose of the communication activities are to increase awareness on the IPA assistance for
competitiveness in Turkey, the Competitive Sectors Programme and its interventions, by publicising
funding to potential beneficiaries and the wider audience and by displaying the results and successes
of the programme through a strategically integrated approach ensuring that the impact of each
publicity activity is widened and strengthened.
2.2 OBJECTIVES
The objectives of the CAP are as follows:
2.2.1
INCREASE VISIBILITY
By effectively managing communications at all levels of targeted audience, including internal
audience such as stakeholders, staff of MoSIT, and other OSs, as well as with external audience such
as beneficiaries, media and general public, increase the visibility of EU, MoSIT and the Competitive
Sectors Programme.
2.2.2
RAISING AWARENESS AND CREATING INTEREST
Raising public awareness on the EU actions for competitiveness in Turkey, specifically through the
Competitive Sectors Programme, its actions and activities, while pointing at the regional
development through the achievements under this programme and how this contributes to the
Turkey’s development and accession to EU.
By promoting the achievements of the Competitive Sectors Programme and disseminating
information about the programme, create an interest amongst potential beneficiaries across the
country and increase the number and relevance of project applications. Also, inform and engage
potential beneficiaries, key stakeholders and end recipients about types of projects, eligibility
criteria, procedures and criteria for appraising applications, timeframes, tenders, contracts, publicity
and visibility rules etc.
By disseminating information on the objectives and actions of the Competitive Sectors Programme
on a consistent manner and through right channels, ensuring an increase in the quality of the project
proposals submitted for financial support.
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In addition to these ensure that transparency is sealed throughout every communication activity,
tool and interaction with the targeted audience.
2.2.3
CAPACITY BUILDING FOR SUSTAINABILITY OF COMMUNICATION
Ensuring systems and mechanisms are in place for establishing and managing an effective and
reciprocal communication with the target audience, by creating accessible and widely used tools,
channels and delivering fruitful communication activities.
Building capacity in MoSIT and at the potential beneficiaries, with the objective to strengthen the
impact of the communication, and to coordinate communication between different levels of target
groups.
2.3 CAP INTERVENTION LOGIC
2.4 TARGET AUDIENCE
Drawing on the experience from the implementation of previous communication activities for the
first period of the Competitive Sectors Programme, the present CAP aims to reach through tailored
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channels, tools and activities a wide range of target groups who have a direct or indirect interest in
the objectives and achievements of the Competitive Sectors Programme.
Rather than designing all communication to reach the general audience at all times, it is preferable
to follow a more target audience focused approach. The CAP is therefore based on a communication
approach aiming at:



Reaching the wider audience to raise awareness on the achievements of the programme
and its impact on the regions and therefore promote and encourage participation;
Further encourage past, current and potential beneficiaries to benefit from the support,
with high quality project proposals.
Demarcation of the Competitive Sectors Programme second period , in terms of its
interventions, from the other sector operational programmes and /or state aids
To clearly set the key messages and organise communication channels and activities accordingly,
target audiences are primarily segmented into five groups, considering their needs, characteristics
and interests.
In this context, the target audiences of the CAP are:
1.
BENEFICIARIES
CURRENT BENEFICIARIES
All current beneficiaries (End Recipients of the Assistance - ERAs) of the Competitive Sectors
Programme, whose projects are under implementation in the framework of the RCOP. The full list of
beneficiaries is available, and regularly updated, at the programme’s website at
http://ipa.sanayi.gov.tr/tr/content/projelerimiz
POTENTIAL BENEFICIARIES
Public Bodies, Non-Governmental Organisations, Umbrella Organisations such as Chambers, Unions
and Stock-Markets which Represent Business World, Associations, Foundations, Cooperatives,
Universities, Small Industrial Sites – Organised Industrial Zone Management, Research Centres,
Municipalities, District Governorships and similar Non-Profit Organisations.
2.
STAKEHOLDERS AT CENTRAL, REGIONAL & LOCAL LEVEL
INSTITUTIONAL STAKEHOLDERS

Ministry for European Union Affairs, National IPA Co-ordinator (NIPAC)

Ministry of Environment and Urbanization, Operating Structure for Environment
Operational Programme

Ministry of Transport, Maritime Affairs and Communications, Operating Structure
for Transport Operational Programme

Ministry of Labour and Social Security, Operating Structure for HRD Operational
Programme

Ministry of Economy
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
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
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
Ministry of Development
Ministry of National Education
Ministry of Culture and Tourism
Ministry of Food, Agriculture and Livestock
Prime Ministry, Undersecretariat for Treasury
The Council of Higher Education
TÜBİTAK
TÜRKSTAT
STAKEHOLDERS FROM NON-GOVERNMENTAL ORGANISATIONS

TOBB

TESK

TTGV

Management Board of OIZs and TDZs

Sectoral Assemblies via TOBB

Regional and Sectoral NGOs

Other economic and social partners
STAKEHOLDERS AT REGIONAL AND LOCAL LEVEL

Development Agencies

Regional and Local Administrations

Regional and Local Authorities

Chambers of Industry and Commerce in Regions

Business Associations

Other governmental offices at local and regional level

Other economic and social partners at regional and local level
3.
MULTIPLIERS OF INFORMATION
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
4.
National, Regional and Local Media
International Media
Professional Bodies
Chambers of Commerce and Industry
EU Information Centres
Business associations at national and local level including Industrialists and
Businessmen Associations (SIADs), Young Businessmen Associations (GIADs)
INTERNAL AUDIENCE


MoSIT
The related staff in MoSIT, staff of the OS, Press and Public Relations Department in
the Ministry
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


5.
EUD
Other OSs
Relevant staff in ministries managing other IPA programmes
WIDER PUBLIC


SMEs, entrepreneurs and start-ups
Representatives from the academia and researchers

General audience of Turkey and EU
2.5 KEY MESSAGES
Through all communication channels and activities, a series of key messages must be conveyed, in
line with the sought impact for the target audience. These messages should not be understood as
slogans or campaign wordings; rather messages that will be interpreted into visual and contextual
interactions with the audience. Thus reflect the perception needed to be created amongst the target
audience every time they are in contact with the managers of the programme through
communication channels or activities.
Such messages are:
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CSP financially supports innovative initiatives leading productivity increase in manufacturing
CSP second phase will be supporting initiatives across Turkey with a budget of over 400
million Euro between 2016-2020.
CSP is a large scale financial investment programme, co- financed by the EU and Turkish
Republic and administered by the MoSIT.
CSP is an umbrella programme under which operational programmes are developed and
implemented by MoSIT, in co-operation with the EU.
CSP financially supports initiatives in services and creative industries sectors leading to a
stronger link between these and manufacturing industries
CSP financially supports innovative ideas and entrepreneurs to commercialize their ideas and
access to finance
CSP financially supports product development based on R&D by fostering a stronger cooperation between public and private sector
MoSIT supports projects benefiting from the financial support to promote their
achievements across Turkey and in the EU.
The Competitive Sectors Programme requires a strong co-operation at central, regional and
local level to demonstrate its impact on the people of the sectors and the regions.
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3. SUCCESS CRITERIA
In order to meet the communication objectives stated above and efficiently implement all visibility
and publicity activities for the Competitive Sectors Programme, and also to achieve the impact
sought, the below specific areas are identified as key success criteria.
1
TOOLS DESIGNED IN SIMPLE LANGUAGE FREE OF JARGON
Using simple communication language that appeals to the audience best and avoiding technical
terminology and jargons when developing content for the communication materials, without losing
the core information to be disseminated.
2
A STRONG IDENTITY WIDELY USED IN ALL COMMUNICATION ACTIVITIES
Ensure a widespread use of the Competitive Sectors Programme identity at programme and
projects’ level.
3
EFFECTIVE INTERNAL COMMUNICATION FOR EFFECTIVE EXTERNAL COMMUNICATION
Ensure a strong knowledge sharing and internal communication amongst all the stakeholders and
relevant parties.
4
TWO WAY INTERACTION IN A RESPONSIVE AND PROACTIVE WAY
Communication mechanisms designed to allow information flow to and from the target audience,
aligning all communication to the needs and preferences of the audience.
SUCCESS
CRİTERİA
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4. COMMUNICATION TOOLS
The CAP covers three main types of communication tools for achieving impact and sustainability of
the Competitive Sectors Programme:



Communication tools to increase visibility,
Communication tools for raising awareness and creating interest for the programme,
Communication tools for capacity building for sustainability of communication.
4.1. COMMUNICATION TOOLS TO INCREASE VISIBILITY
Increasing the visibility of the Competitive Sectors Programme and disseminating the right
information to the right audience will result in increasing the interest of potential beneficiaries and
subsequently the number of applications for financial support.
Ensure that Competitive Sectors Programme identity is reflected through every communication and
at all levels of the programme implementation, at central level by the managers of the programme
and at local level by the beneficiaries and potential beneficiaries.
The following communication tools and visibility materials will be used at every interaction of the
Competitive Sectors Programme with its targeted audience. The mechanisms which will ensure wide
use of the Competitive Sectors Programme identity to reach this objective are also detailed below.
PROGRAMME IDENTITY
A strong programme identity was created under the implementation of the RCOP and forms the
basis for the identity of the CISOP. Both programmes are identified under a single name
(Competitive Sectors Programme) and by the following logo:
This identity was, and will continue being consistently used throughout all interactions with the
targeted audience. Furthermore this identity must be considered as the umbrella brand for all
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projects implemented under the Competitive Sectors Programme. Each project can or will have their
own identity but by using the guidelines that were developed in the format of an identity toolkit, it is
ensured that there is a relation between each project and the programme.
The project identity consists of:
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
a logo,
slogans,
colour coding, and
identity templates.
All above identity elements are in line with the EU visibility guidelines.
The identity toolkit provides with clear information on how individual project identities can be used
together with the umbrella identity of the programme, with templates and examples of application.
Social media channels are created for the Competitive Sectors Programme using the appropriate
identity templates. Social media is an important communication tool, which will be given priority in
the framework of the implementation of the CAP.
PROMOTIONAL MATERIALS
Promotional materials will be produced and distributed to create awareness on the Competitive
Sectors Programme and attract participants in events. The promotional materials will communicate
the EU-Turkish Republic co-financement logo and programme logo, slogan, website address.
Promotional materials include:
1.
2.
3.
4.
5.
6.
7.
Branded stationary (letterhead, envelopes, business cards, presentation templates, etc.)
Branded promotional items (pens, notebooks, USB keys, etc.)
Conference kits
Media kits
Photo exhibition brochure
IVME Magazine
New-year Kits
4.2. COMMUNICATION TOOLS FOR RAISING AWARENESS AND CREATING INTEREST FOR THE
PROGRAMME
The CAP provides for the development of communication tools aiming at increasing awareness on
the Competitive Sectors Programme and at ensuring transparency of information. Such tools
include:
1. Promotional Videos
2. The Programme printed in the form of full text booklet
3. Programme Brochure
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4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
Programme infographics and videographics
Compendium of projects
Info Sheets for Projects
Press Ads
Press Inserts
Press Bulletins
Project Photos and Photo exhibitions
Social Media Channels
Digital/visual communication
Website Advertisements
Posters
Event Invitations
4.3. COMMUNICATION TOOLS FOR CAPACITY BUILDING AND FOR SUSTAINABILITY OF
COMMUNICATION
The following communication tools allow regular information updates and capacity building, as
crucial elements of the CAP ensuring sustainability of communication throughout the programme
period.
1.
2.
3.
4.
5.
6.
CSP Web Portal
Visual Gallery
Visibility Guideline & Toolkit
Contact Management Software
Bulk E-Mailing Software
Help-desk
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5. COMMUNICATION ACTIVITIES
The CAP covers three main types of communication activities for raising awareness on, and creating
interest for the Competitive Sectors Programme:
1. Public awareness activities
2. Informative activities
3. Dialog and interaction
5.1. PUBLIC AWARENESS ACTIVITIES

ANNUAL EVENTS
Three events are planned on specific topics of interest:
(1) Conference on Financial Instruments (2016)
(2) Conference on Manufacturing industry and creative industries, R&D and innovation policies/
programmes in EU countries (2017)
(3) Annual conference on a selected topic of interest (2018)

PHOTO EXHIBITIONS
Touring the photo-exhibition designed and implemented under the RCOP CAP. Developing a new
concept and touring plan for a photo-exhibition on new projects under IPA II.

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


PROGRAMME IDENTITY AND PROMOTIONAL MATERIALS
Further use of branded stationary (letterhead, envelopes, business cards, presentation
templates, etc.) created under the RCOP CAP,
Production of branded promotional items (pens, notebooks, USB keys, etc.), minimum 2000
for each item,
Design and production of conference kits for events, minimum 300,
Design and production of media kits, minimum 500,
Design and production of a photo exhibition brochure, minimum 2000,
Development of content, design and production of IVME Magazine (bi-annual with minimum
2000 copies per issue),
Design and production of New-year Kits (annually).
COMMUNICATION TOOLS FOR AWARENESS RAISING
Promotional Videos, minimum one,
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


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




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

Design and production of the CISOP in the form of full text booklet, minimum 200 printed
copies (English and Turkish versions) and e-version,
Design and production of a CISOP Brochure, minimum 2000 copies,
Design and production of CISOP info-graphics (minimum 1 per year) and video-graphics
(minimum 1),
Design and production of a Compendium of CISOP projects (e-booklet and printed booklet in
at least 1000 copies),
Info Sheets for Projects, minimum for 50% of the CISOP project pool,
Press ads, press bulletins and press inserts, as necessary and in line with the media campaign
plan,
Maintenance and regular posting on the Competitive Sectors Programme’s Social Media
Channels (Facebook and Tweeter),
Digital/visual communication,
CSP Web Portal
Website advertisements, as necessary, in line with the planning of the events,
Posters, minimum 10, printed in minimum 100 copies per poster,
Event invitations, as necessary, in line with the planning of the events, minimum 500 printed
copies per event,
5.2. INFORMATIVE ACTIVITIES

INFO MEETINGS
Info meetings aim at informing potential beneficiaries on how to prepare successful projects.
Twenty (20) events are planned for 2016-2019 to be organised in cooperation with the local
stakeholders and beneficiaries covering the entire country. These conferences will provide
information regarding the funding opportunities under the Competitive Sectors Programme
(priorities, eligibility, procedures, criteria, contacts, etc.).
The main objectives of these conferences are:





present and discuss the achievements of the previous implementations;
disseminate information on priorities and measures of the Competitive Sectors Programme
strengthen relations between the OS and all stakeholders;
encourage new beneficiaries to participate with their projects in new programming period.
DISTRIBUTION OF PRINTED MATERIALS
Materials produced within the scope of public awareness activities will be disseminated.

DISTRIBUTION OF IVME MAGAZINE
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IVME magazines produced within the scope of public awareness activities will be disseminated.

WEBSITE UPDATES AND WEBSITE MANAGEMENT
Management of the web portal is an important aspect of the communication strategy and integral
part of the CAP. The portal targets three groups a-internal audience (the intranet) b- Project
Beneficiaries (ERA-Extranet) c- wide public (CSP website)
5.3. DIALOG AND INTERACTION ACTIVITIES

MEDIA RELATIONS
Development and implementation of a Media Campaign Plan and Calendar, including:




Press bulletins
Media interviews
Articles on Business Magazines
Media visits to project sites

INTERNAL COMMUNICATION
Development and establishment of internal communication channels (such as intranet portal,
management information system, montly/weekly meetings; internal e-bulletins) within the OS for
better efficiency of the communication activities and organisation of an annual internal
communication workshop.

VISIBILITY GUIDELINE AND TOOLKIT
Under this CAP, the toolkit will be revised and published electronically for distribution to
beneficiaries. In addition, an on-line learning tool will be developed and published on the
programme web site.

COMMUNICATION TOOLS FOR CAPACITY BUILDING AND FOR SUSTAINABILITY OF
COMMUNICATION






3
Content Management of the Web portal
Regular update of the Programme’s Visual Gallery
Regular update of the Contact Management Software
Use of the Bulk E-Mailing Software3
Operation of a Help-desk for potential beneficiaries and beneficiaries (ERAs) of the
Competitive Sectors Programme
Trainings on communication and visibility and study visits
If possible, according to the capacity of the Management Information System (MIS).
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6. COMMUNICATION MATRIX
Activities
1.
Public
Awareness
Activities
2.
Informative
Activities
3.
Dialog and
Interaction
Tools
Target Groups
Frequency
1.1
Annual Events
All target groups (general public,
potential beneficiaries, ERAs, actors
involved in Programme management)
3 (1 per year)
1.2
Photo Exhibitions
All target groups (general public,
potential beneficiaries, ERAs, actors
involved in Programme management)
At least 5
1.3
Programme Identity
and Promotional
Materials
All target groups (general public,
potential beneficiaries, ERAs, actors
involved in Programme management)
According to the
needs of the
project activities
1.4
Communication
Tools for Awareness
Raising
All target groups (general public,
potential beneficiaries, ERAs, actors
involved in Programme management)
n.a.
2.1
Info Meetings
Potential beneficiaries, actors involved in
Programme management
2.2
Distribution of
Printed Materials
All target groups (general public,
potential beneficiaries, ERAs, actors
involved in Programme management)
According to the
needs of the
project activities
2.3
Distribution of IVME
Magazine
All target groups (general public,
potential beneficiaries, ERAs, actors
involved in Programme management)
2 per year
2.4
Website Updates
and Website
Management
All target groups (general public,
potential beneficiaries, ERAs, actors
involved in Programme management)
As needed
3.1
Media Relations
All target groups (general public,
potential beneficiaries, ERAs, actors
involved in Programme management)
According to the
Media
Campaign Plan
and Calendar
3.2
Internal
Communication
Actors involved in Programme
management
3.3
Visibility Guideline
and Toolkit
ERAs, actors involved in programme
management
1
3.4
Communication
Tools for Capacity
Building and for
Sustainability of
Communication
Potential beneficiaries, ERAs, actors
involved in Programme management
n.a.
20, as needed
One workshop
per year
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7. MANAGEMENT OF THE CAP
7.1 PUBLICITY DEPARTMENT OF THE OS AND COMMUNICATION TEAM
All information and publicity measures will be coordinated and implemented by the Publicity
Department of the OS. The Publicity Department must be set directly under the Directorate of EU
Financial Programs and ensure horizontal communication actions from the Directorate’s
departments. It must be composed by minimum four (4) staff and be assisted by a technical
assistant team.
Main publicity functions of the PD













Preparation, coordination, implementation and monitoring of the Communication Strategy
and Communication Action Plan (CAP);
Preparation of Operation Identification Sheet (OIS) and Terms of Reference (ToR) documents
regarding the activities foreseen in the CAP;
Preparation, coordination, implementation and monitoring of TA for Publicity and other
outsources publicity projects;
Organising and/or participating in campaigns and informative events on CISOP;
Publishing and managing any relevant written or digital media for providing information on
the CISOP (Web site, Newsletter, Magazine, Brochures, Guidance);
Development, production and distribution of information materials;
Maintain liasons with Provincial Directorates of MoSIT in terms of publicizing the CISOP in
the target region and disseminating necessary information to relevant stakeholders;
Ensure coordination with the publicity activities under other IPA funded programmes and
the EUD;
Managing the content of the web portal with the assistance of IT Department
Represent the CISOP in the relevant national and Commission information networks;
Handling enquiries from beneficiaries, potential applicants and general public;
Archiving and keeping records regarding publicity activities;
Liaising and coordinating with other departments of the Directorate, for the implementation
of the activities foreseen in the CAP.
7.2 ROLE OF MOSIT MANAGEMENT
The MoSIT management is responsible for the timely review and approval of the activities planned
by the PD and for ensuring the coordination and inputs for the implementation of these activities by
all relevant departments of the OS.
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7.3 COORDINATOR OF PUBLICITY DEPARTMENT
The Coordinator of Publicity Department is responsible for managing the PD and reporting progress
to the Head of the OS and the Programme stakeholders. The Coordinator of Publicity Department
should also be responsible for internal communications and ensure the overall management, of the
CAP.
7.4 PUBLIC RELATIONS / PUBLICATIONS EDITOR
A designated PR Expert shall be assigned in the MoSIT to brief the media and to prepare and
distribute news releases whenever there are significant events or occasions, e.g. the opening or
commissioning of a project etc., or to mark Ministerial speeches and conferences.
The editor will manage and administer the range of different publications originated by the OS in the
MoSIT, as well as overseeing work with printers etc. An important part of the work will be to
identify and prepare success stories and developments for the newsletters. For this reason, the
publications editor will probably be involved in the task groups below and help document these
stories.
7.5 WEB CONTENTMANAGER
The web manager will be responsible for maintaining the website and editing and placing copy to
keep the site updated, removing expired stories and links, updating the database and managing enewsletter stories and subscriptions.
7.6 EVENTS MANAGER
The management and coordination of the organisation of the events planned under the CAP will be
ensured by an event manager, responsible for ensuring the planning of the events and the follow-up
of their implementation. The events manager will coordinate the development of the events’
objectives, scope and the specific arrangements for their implementation, in a way to respond to the
CISOP awareness raising and publicity needs and the purpose and objectives of the communication
strategy. The events manager will also ensure the respect of the EU visibility rules and of the CSP
visibility toolkit in the development of all publicity materials that will be used and/or distributed
during the events.
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7.7 ROLES AND RESPONSIBILITIES OF THE TA
A technical assistance team will be established, through a Project funded by the OP, to assist the OS
to manage, coordinate, implement and monitor the CAP. The activities of the Project will be
compatible with the CAP, but not limited to activities listed in the CAP.
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8.
MONITORING AND EVALUATION OF THE CAP
The information is based on the system of monitoring indicators established for the RCOP CAP, in
order to ensure continuity in the monitoring and evaluation of the communication activities. The
system of monitoring is used for benchmarking the performance and the progress made. Moreover,
the emphasis of the CAP, the logic and interlocking of its instruments and timing of operations will
be a subject of evaluation. Regular information on the Communication Action Plan implementation
will be provided to the Sectoral Monitoring Committee (SMC) and the European Commission.
8.1 MONITORING INDICATORS AND VERIFICATION
Periodical information on the Communication Action Plan implementation for the Sectoral
Monitoring Committee and the European Commission is provided by means of a system of
monitoring indicators which are used for benchmarking the performance and the progress made by
the main activities.
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Key performance indicators of the CAP are:
Activity
Key performance indicators
Organise events
Media coverage (quantity, accuracy, and
positive response), participant lists, compliance
with EU visibility requirements on invitations,
venue / logistics (EU flag, etc), enquiries
following events.
Organise media relations
Number of press releases disseminated,
number of briefings and quantity and quality of
media coverage thereafter,
enquiries after major events.
Number of interviews, site visits, etc.
Project visual identity
Availability on all materials and at all events (as
evidenced by samples, photos).
Number of social media posts, number of
likes/followers.
Producing video film
Number of broadcasting.
Publish and distribute leaflets, booklets,
brochures, promotion materials
Number of items disseminated.
maintain website
Number of web hits
Publish information on websites
Frequency of update (e.g 1 update/month)
Printing of documents and guidelines
Numbers of key documents printed and
disseminated.
Email, database
Availability of database, number of emails sent
to groups.
Development of visibility / publicity booklet
Availability of manual, numbers disseminated.
Preparing of reports on visibility compliance
Number of reports.
Ensuring publication of information about
beneficiaries on website
Availability of full list of beneficiaries and
amounts awarded.
Attend Internal / coordination meetings
Minutes of meetings and attendance lists.
Attending trainings
Attendance lists.
Monitoring and evaluating communications
activities
Monitoring reports and evaluation reports on
CAP.
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Specific CISOP indicators monitored under the present CAP fall under the scope of the programme’s
Action 3: Capacity Building and they are defined as follows:
Indicators
Baseline
(2013)
2017
2020
OP Target
(by 2026)
Source
2
10
18
24
MIS
Number of media coverage on
OP and funded projects
N.A.
250
1,125
1,875
Number of visitors to website
N.A.
5000
22,500
37,500
Output Indicators
Number of publicity events
(seminars, conferences,
meetings, workshop etc.)
Result Indicators
Progress
Reports,
MIS
OS
website,
MIS
8.2 ON-GOING EVALUATION OF CAP ACTIVITIES
In the questionnaire provided to stakeholders, beneficiaries and participants of seminars, the quality
of publications and services will be evaluated according to the following criteria:
•
•
•
•
•
Attractiveness,
Clarity of language,
Balance between text-image,
On-line and off-line electronic products,
Ease of use and access.
The questionnaire also includes a section asking for ideas for improvements.
Events will be evaluated by questioning on the:
• Quality of the organisation (punctuality, functioning of services, performance of personnel
in charge of the organization);
• Level of participation in the debate;
• Professionalism, clarity and length of speeches;
• Quality of the documentation distributed;
• Ease of access to the event site.
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8.3 EVALUATION OF THE CAP
The actions falling under the scope of the present CAP will be evaluated to ensure that the
awareness raising, publicity, communication and transparency objectives of the CISOP are
appropriately fulfilled, as well as the MoSIT’s and the EU communication objectives. The CAP
evaluation will provide with data, justification of the actions and information that will allow for a
better understanding of the success of the interventions and the lessons learned from the
implementation of the CAP. It will also lead to better planning, design and implementation of future
communication activities and will allow the OS to improve CISOP’s communication.
The basis for the assessment of the CAP through its evaluation will be the measurement of the
degree to which the promotion of the CISOP has been succeeded towards the media and the general
public, as well as the degree of transparency of information with regard to the financing
opportunities which are available for the potential beneficiaries. The revision of the CAP for the
period 2017-2020 will be based on the results of the evaluation.
For the evaluation of the CAP, the following actions will be implemented:
-
A media survey to assess the reach of the publicity activities and the level of increasing
awareness on the CISOP;
A focus group with ERAs and potential ERAs to assess the improvement in awareness raising
and transparency of information available to them.
The evaluation of the RCOP CAP will serve as benchmarks for measuring quantitative and qualitative
aspects of the CISOP communication activities.
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9. INDICATIVE BUDGET (2014-2021)
COMMUNICATION ACTIVITIES
Public Awareness Activities
Annual Events
Photo Exhibitions
Programme Identity and Promotional Materials
Communication Tools for Awareness Raising
Informative Activities
Info Meetings
Distribution of Printed Materials
Distribution of IVME Magazine
Website Updates and Website management
Dialog and Interaction
Media Relations
Internal Communication
Visibility Guideline and Toolkit
Communication Tools for Capacity Building and for
Sustainability of Communication
Expert resources
Reserve
GRAND TOTAL
Quantity
1 per year
15
8
Ongoing
2014*
EUR
2015*
EUR
2016**
EUR
2017
EUR
2018
EUR
2019
EUR
2020
EUR
2021
EUR
100.000
25.000
TOTAL
100.000
50.000
150.000
60.000
50.000
50.000
25.000
30.000
10.000
2.500
12.000
20.000
10.000
2.500
12.000
20.000
10.000
2.500
12.000
10.000
2.500
12.000
20.000
10.000
10.000
20.000
10.000
20.000
10.000
20.000
10.000
80.000
40.000
10.000
250.000
60.000
250.000
60.000
250.000
60.000
250.000
60.000
1.000.000
240.000
70.000
40.000
10.000
48.000
1.888.000
* No budget included in CISOP for 2014 and 2015.
** Activities covered by the RCOP budget.
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10.
INDICATIVE TIME TABLE OF ACTIVITIES (2014-2021)
COMMUNICATION ACTIVITIES
2014
2015
2016
2017
2018
2019
2020
2021
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Public Awareness Activities
Annual Events
Find Your Local Partner Networking Conference
Photo Exhibitions
Programme Identity and Promotional Materials
Communication Tools for Awareness Raising
Informative Activities
Info Meetings
Distribution of Printed Materials
Distribution of IVME Magazine
Website Updates and Website management
Dialog and Interaction
Media Relations
Internal Communication
Visibility Guideline and Toolkit
Communication Tools for Capacity Building and for Sustainability of Communication
29