Strategic Planning for Communications Projects by Denisse Romero

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n o i t c u d o r s t e In v i t c e j b O T R S MA SOCO s e c n e i d u A g n i g a s s e M s l e n n Cha s t c u Prod n o i t a Evalu

St r a t e g i c Pl a n n i n g f o r C o m m u n i c a t i o n s

Communications projects require strategic planning to yield best results.

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Introduction

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INTRODUC TION PL ANNING JOURNEY ned

Obje

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PLANNING FOR COMMUNICATIONS CYCLE

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You will learn, through various chapters, how each process can be carried out and adapted to different projects. Templates are provided in each chapter to encourage you to practice the tools we show you. The handbook also presents examples of different communications project scenarios to show you how planning strategies can differ while retaining certain essential elements. The examples are meant to show you how planning strategies differ based on certain characteristics but also require the same basic skills.

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Throughout this planning journey, you will be introduced to processes that will help you define your objectives, identify your audiences, shape your messages, choose the best channels, and evaluate your results. This cycle will make communications projects stronger and more effective in yielding results.

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How can we create effective communication plans? This handbook has been created to support your planning process and to help you ensure the desired outcomes for your communications projects, whatever they may be. If you're ready, let's get started!

LET’S START PLANNING EFFECTIVELY! --- 7 ---

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Establishing objectives is a primary and necessary step in planning for any project, and communications projects are no exception. --- 8 ---

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SMART Objectives

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SMART OBJEC TIVES 1 PL AN SMART SMART objectives help us clarify, define and focus our efforts to create a strong foundation that will later on guide us through the implementation and evaluation phases of the project.

Specific What do you want to achieve?

• State what you'll do. • Use action words.

Measurable How will you know if it was achieved?

• Provide a way to evaluate. • Use metrics or data targets. - - - 10 - - -

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Achievable How will you achieve it? • Make sure you have the necessary knowledge, skills and resources to complete your project. • Ensure your project stays within scope.

Relevant Does it support your work or mission of the organization?

• Ensure your project supports the work and mission of the organization. • State how it will improve an area or function of the organization.

Timely When will it be achieved?

• State when you'll complete it. • Be specific with deadlines, milestones and time frames. - - - 11 - - -

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EX AMPLES USING SMART

Specific

Timely

Example #1 (Adolescents):

Reduce the consumption of sugar sweetened beverages (SSBs) among adolescents ages 12-16 by 20% in 9 months.

Measurable Achievable

Relevant

The responsible team has the necessary expertise and resources to achieve it.

It is an objective that supports the mission of the organization.

Example #2 (Resource Mobilization):

Increase quantity of funds raised for reducing IMR (Infant Mortality Rate) by 15% in 2020 in region X.

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S M A R T P L A N N I N G T E M P L AT E Step-by-Step Guide • Brainstorm your objectives individually or in a group setting. • Break them down using the SMART Objectives template below. • Review them and select those objectives that meet the SMART criteria.

S What do you want to achieve?

Specific

How will you know if it was achieved?

How will you achieve it? Do you have the necessary knowledge, skills and resources?

Measurable

Achievable - - - 13 - - -

R Can it realistically be achieved? And does it support your work or mission of the organization?

Relevant

T When will it be achieved?

Timely

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The SOCO, or single overarching communications outcome, is the change you want to see in your audience as a result of your communication.

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Single Overarching Communications Outcome

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T H E SOCO

SINGLE OVER ARCHING C O M M U N I C AT I O N S O U T C O M E Just as objectives define the results you would like to achieve at a macro level, the SOCO will narrow them down into tangible results at a micro level. We can have several outcomes per audience that will help us achieve the main objective. We recommend using your SOCO as the lighthouse that guides your project journey. For example: Objective: Reduce tobacco use among young adults by 30% within the next 7 years Results per audience Outcome 1: Young adults are persuaded to purchase less tobacco products Outcome 2: Policy-makers are convinced to adopt new legislation banning the use of tobacco products in public areas Outcome 3: Business owners accept new policies and reduce the supply of tobacco products in their stores

1 W H AT I S A SOCO? It is an outcome, and must therefore be expressed from the perspective of the audience. It is not an objective, which usually reflects your perspective. It must be explicit about the change you want, and time-limited. It must be realistic and achievable. It must, together with other interventions (programmatic, advocacy, etc.), contribute to a larger objective. It will be the fixed point on which you keep your mind when communicating. - - - 16 - - -

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2 H O W T O D E V E L O P A SOCO Here are some things to remember about the SOCO:

STEP 1: What is your issue? Example: (Option 1) Adolescent obesity in the region is high and increasing (Option 2) The Infant Mortality rate in the region is high and on the rise

STEP 2: Why do you want to focus on this issue and why do you want to focus on it now? Example: (Option 1) Over 124 million children and adolescents were obese in 2016. Without intervention, obese adolescents could develop chronic health complications, such as heart disease and type 2 diabetes, during their lifetime. (Option 2) Infant Mortality rate in the Americas is very high. An increase in donor or partner investments will help IMR programs. - - - 17 - - -

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Note Messages are developed to achieve the SOCO only after considering the needs and nature of your target audience(s). The most important questions to ask oneself regardless of the type of communication are these: • “Why am I speaking/writing/ answering/presenting, etc to this group?” • “What is the change I want to see as a result of my communication?” Knowing and always remembering the answer to these questions keeps your communications effective, compelling and on track.

STEP 4: What is the change that you want to see in your audience as a result of your communication? (This is your SOCO!) Example: (Option 1) Adolescents purchase less SSBs

STEP 3:

(Option 2) Donors or partners are persuaded to give funds to IMR reduction.

Who needs to change their behaviour (audience)? Example: (Option 1) Adolescents who drink sugary drinks (Option 2) Health donors or partners - - - 18 - - -

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E X AMPLE S USING SOCO Example #1 (Adolescents): The change I want to see is that:

Adolescents are persuaded to purchase less SSBs. Audience

Verb

Example #2 (Resource Mobilization): The change I want to see is that:

Partners are persuaded to give funds to IMR reduction. Audience

Verb

Writing Your SOCO

(my audience) (verb below) The change I want to see is that ____________ is ________. • reassured... • influenced... • convinced... • donating funds... • prevented from... • modifying behaviour... • confident • changing or accepting policy... • changed

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G E T TING TO THE POINT Once you are clear about your SOCO, you know where you are going or aiming. Once you know where you are aiming, you must get there as fast as possible.

long explanation logical reasons

HERE IS WHY: Experts are trained to explain the situation and all possible aspects of an issue, as well as to be complete, accurate and lead people slowly and step-wise to a logical conclusion. If this was depicted graphically, it would look like a triangle on its head, with long explanations eventually leading to the point. However, people do not listen or hear in the same way. We tend to listen when our attention is grabbed quickly and focus is achieved. Once we are interested, we will listen to the explanation and other nuances. This becomes even more important in a world transformed by technology for communications. Listeners, including experts listening to other experts, are inundated with competing information. We need to get to our point as fast as possible and explain the supporting information and nuances incrementally and in a decreasing order of relevance and importance to our audience. Graphically, we would turn the triangle mentioned above so the point is at the top. The POINT is a basic, common-sense and essential communications tip. - - - 20 - - -

the point the point

supporting reasons

basic explanation

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D E V E L O P I N G T H E SOCO T E M P L AT E

Step 1

What is your issue?

Step 2

Why do you want to focus on this issue and why do you want to focus on it now?

Step 3

Who needs to change their behavior (audience)?

Step 4

What is the change that you want to see in your audience as a result of your communication? (This is your SOCO!)

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What is the most important and changeable element in any communications project? Your audience.

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Audiences

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A U D I E N C E A N A LY S I S Let's take a look at how to identify and analyze your audience(s). This is an essential step to take before thinking of messages. Your campaign's stakeholders can be analysed in this way:

H OW TO DE V ELOP YO U R A U D I E N C E A N A LY S I S Use your SOCO to figure out your audience, their interests, and best practices for your strategy.

SOCO:

Adolescents purchase less sugar-sweetened beverages (SSBs)

STEP 1:

STEP 2: Look at the X-axis (horizontal) and consider which stakeholders are supporting your SOCO (common interest). Look at the Y-axis (vertical) and consider how much energy each type of stakeholder puts into supporting or blocking your SOCO. --- 24 ---

no energy

very energetic

Look at the framework for stakeholder analysis. Write your SOCO at the top.

disagree

agree

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STEP 3: Plot every group or person you think can influence the achievement of your SOCO. Be honest about your analysis.

energy level

SOCO:

Adolescents purchase less sugar-sweetened beverages (SSBs) ministries of health soda companies health workers

grocery stores

STEP 4:

parents agreeability

SOCO:

Adolescents purchase less sugar-sweetened beverages (SSBs) energy level

Understand that the position each person or group occupies can change with time & can influence others in the matrix (e.g. the general public can influence politicians, doctors can influence patients, and vice versa).

STEP 5: Decide which groups or persons are best to target to achieve your SOCO. Think of what needs to be done at what time. This is the beginning of your communications strategy. - - - 25 - - -

agreeability

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Blockers

(active resisters)

Avoiders

(passive resisters)

Silent Boosters (passive supporters)

STEP 6: For each target group, think about what their needs, wants and concerns are. How can they be reached? What languages and levels of complexity of messages will best suit them? What channels can best reach them? How can you make your messages compelling for your audiences?

STEP 7: Review your analysis at specific time intervals or if the situation or context changes for some reason. - - - 26 - - -

Champions

(active supporters)

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A U D I E N C E A N A LY S I S T E M P L AT E

energy level

SOCO:

agreeability

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AU DIEN CE PERS O NA S An audience analysis helps you to identify stakeholders and start generating target audiences. Now, let’s take it a little further and narrow down these audiences with the help of audience personas.

1 W H AT I S A N AUDIENCE PERSONA? Audience personas allow you to segment your audiences in order to develop effective messages that reach your target demographics, select channels of dissemination and create products that will help you reach your communication objectives. An audience persona is a model that describes your typical or target group, based on detailed audience research. For example, assume you know that 33% of women aged 25-40 are interested in breast cancer campaigns, and that messages and graphic design are key elements affecting their health decisions. Well, that’s a good start. But personas add a lot more details that can help you further engage them. - - - 28 - - -

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A persona will enable the Organization to craft the right campaign to reach Mariana, age 36, who wants to share breast cancer messages with her family and friends. The main idea is to create a profile of your target audience as if they were a real person, so you can craft targeted communication messages to them. These messages should use the right tone of voice and address the specific needs and desires of your audience. - - - 29 - - -

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2 H O W T O C R E AT E AN AUDIENCE PERSONA

STEP 1: Do thorough research: • Gather all the information you can about your target audiences. Some of the key data points you’ll want to collect are age, location, language, gender, cultural factors, political and policy positions, interests and activities, and information consumption habits (eg. social media, television, newspapers, etc.). Gather what you can from previous stakeholder research, analysis, public records, and digital analytics from websites such as Nielsen.com. • Dig into your website and social analytics. Web and social media analytics tools can provide an incredible amount of information about the people who are interacting with the Organization. • See who the other UN agencies and NGOs are targeting. Once you’ve gathered information about your own followers and supporters, review who is interacting with similar agencies. Are they reaching the same target groups as you are? Are they reaching groups you haven’t targeted yet but should? What can you learn from their efforts that can help you differentiate your brand? --- 30 ---

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STEP 2: Turn your research into audience personas: • Create 2 to 3 personas per target group. Ideally you would have no more than 3 key target audience groups. Remember that when you try to reach everyone, you end up reaching no one. Targeted communications are much more likely to generate the results you want. • Gather all of your research and start looking for common characteristics. As you group those characteristics together, you’ll have the basis of your unique audience personas. See the examples and templates in the next sections. - - - 31 - - -

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INDIVIDUAL PERSONA SAMPLE Name:

Luisa Attitudes:

Gives in to peer pressure. Likes going out with friends/going to the movies & the mall. Media Consumption:

Likes to watch TV and uses social media to connect with her friends Description:

Luisa a 13-year-old adolescent in middle school. She has poor eating habits that could affect her in the future.

Goals/Motivations:

Wants to fit in with other students. Interested in gadgets & technology.

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PA R T N E R P E R S O N A S A M P L E Name:

United Health Fund Attitudes:

They are interested in donating to programs that reduce infant mortality rates in the region. Media Consumption:

May look at PAHO's website, newsletters, reports, publications and press releases.

Description:

United health fund is a potential new partner. They work in funding innovative health programs internationally.

Goals/Motivations:

Donating because of PAHO's reputation and presence as a public health agency.

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A U D I E N C E P E R S O N A T E M P L AT E Name: Attitudes:

Media Consumption:

Description: Goals/Motivations:

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Now that you've researched your audience, consider how they pay attention to your messages. - - - 36 - - -

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Messaging

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EFFEC TIVE M E SSAGIN G Neuroscience research and adult learning theories help us better understand how people hear and messages, internalize them, and even change their behaviors. There is an enormous amount of information out there competing with anything you want to communicate. The sources of information increase continuously and some of these sources contradict one another. Your audience is distracted, overloaded with information, and struggling struggling with noise, with complexity and with contradictions. If you do manage to get your messages out, the media, politicians, lobbyists and those with other interests will amplify your message. Sometimes, they will distort what you intended to say for their own benefit. Keep in mind: • People remember what stands out or things that have particular meaning to THEM. • The human brain chunks information into manageable sizes. Most people cannot retain more than seven plus or minus two pieces of information. It is safe not to expect people to remember more than five things. Three is optimal.

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• People understand and retain information if there are regular “breaks.” Present one idea at a time and take physical breaks if possible. This could mean presenting an idea and inviting questions or reflection before going onto the next. • Great educators, entertainers and salespersons know that people remember the beginning and the end. The middle is often a vast cognitive wasteland.

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2 H OW TO D E V ELOP EFFEC TIV E M E S SAG E S

STEP 1: Remember your objectives & audiences At PAHO, we serve a number of communications objectives and audiences on an ongoing basis. For messages to be successful, they must be carefully crafted to appeal to specific audiences.

Objectives

Audiences

Disseminate Information

Health Professionals

Raise Awareness

Governments

Improve Reputation

Civil society

Further Education

NGOs

Increase Resource Mobilization

Media

Elicit Behavior Change

Communities

Advocate on Issues

Adults Children Partners - - - 39 - - -

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STEP 2: Use the SUCCESs formula Here's a helpful formula for crafting messages according to core principles of effective communication:

Simple

Unexpected

Concrete

Use language that is easily understood by your audience, and always get right to the point.

Give examples that support your message, by showing people "What's in it for me?"

Use language and terms used by the audience. Support messages with examples

Credible

Emotional

Stories

Always make sure your messaging is based on solid evidence.

Use emotional appeals (see Emotive Messaging)

Stories your audience can relate to are persuasive & memorable. (see Storytelling Handbook)

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STEP 3: Cut the Jargon!

• The use of jargon inhibits understanding and credibility. • Complexity impedes the ability to think. • People rely on information they can easily understand.

See the following examples:

reduces maternal mortality

saves mothers' lives

reduces intrapartum still births triple return on investment

keeps babies alive during birth saves three times as much money as it costs

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4 EMOTIONAL APPE AL S FOR B E H AV I O R C H A N G E An emotional appeal uses the trigger of the emotions supported by information and logic to be convincing. For example, emotional appeals can encourage the adoption of healthy behavior (call for actions) by eliciting an emotional reaction from a target audience.

Fear

When it works – high-risk behaviors such as substance use and smoking are two examples that rely on fear-based messaging. Additionally, messaging on mental illness WILL NOT benefit from fear-based messages. E.g. "Don’t smoke your life away" or "Record your voice now before it's too late"

Guilt

When it works – when one's actions have consequences for others. Guilt messaging may be effective in areas such as vaccinations, smoking and road safety. It holds people accountable for actions that affect others around them. E.g. "Your pets are waiting for you at home. Drive Safe." or "Friends don't let friends drive drunk." - - - 42 - - -

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Humor

When it works – safe sex campaigns, preparedness campaigns, and some malaria campaigns have used humor (in the form of animation) to appeal to people. It is a novel approach but one that may be encouraging to change behavior. E.g."Be ready for any kind of disaster. You never know when the zombies might attack."

Warmth

When it works – warmth/positive appeals are used in campaigns that build motivation (self-efficacy) to do something good, in this case, adopting a health behavior. Physical activity is an example where people’s negative perception of exercise may be impacted by making it look fun and encouraging. Mental health is an important example. To avoid triggers, positive messages can be a driving force. E.g. "You're worth more than you think” or "Value progress over perfection"

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EX AMPLES Use the SUCCESs formula to ensure that your messages are simple, unexpected, concrete, credible, emotional, & tell a story.

Example #1 (Adolescents) Calls to Action

elf s r you ter k rin se wa d o n’ t Do k, cho sic

Example #2 (Resource Mobilization) Calls to Action

Be at the sw ee ts!

ers h t mo f e! p ee s sa k ie lp He d bab an

Ret sug hink y o ar i s no ur dri t wo nk, r th it

be infant s, ! n i t s e v In ion he solut t f o t r a p

p l a t e i n a r! r u o y t e G ug at less s e , e p a h s

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Pro are tec t in pro too yo fant s w tec t u h the ng to o mse lves

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EFFEC TIV E M E S SAGIN G QU E S TIO N N AIRE 1. What is (are) your call(s) to action? 2. Have you researched other campaigns or studies about what works on this health topic? If so, what types of messages or emotions did they use?

3. Have you considered using emotional appeals in your own messages? If so which ones?

Fear

Humor

Guilt

Warmth

4. Can emotive messaging help persuade your target audience to change behavior? If yes, which emotional appeal is most effective? If no, why not?

5. In the space below, write out your own message with a hook that would attract your target audience. Remember to use the SUCCESs formula.

(Keep it Simple, Unexpected, Concrete, Credible, Emotional, & tell a Story)

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Now that we have covered audiences and messaging, let’s move on to channels of dissemination. This is how we reach our audiences and transmit our messages. --- 46 ---

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Channels of Dissemination

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CHANNELS OF D I S S E M I N AT I O N Take a look at the channels matrix in this section. Notice the advantages and disadvantages of using each channel for communicating your message. Most of PAHO's channels can be grouped into the following categories: • • • • •

Face-to-face (e.g. meetings, conferences, events) Direct distribution (e.g. ministry counterparts, direct mail) Digital (e.g. web, social media) Press (e.g. newspapers, news networks) Mass media (e.g. radio, television)

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The Web

Our website, PAHO.org, reaches approximately 35,000 users per day. Most of our

users are between the ages of 25 -44. They visit the website via referrals, social media, emails or by direct browser search. This is the primary dissemination channel for information and research linked to PAHO's programs and impact. Age of Users

18-24

25-34

35-44 45-54

55-64

65+

Social Media

Did you know that our social media channels display a lot of content? Most of our users are between the ages of 18 and 34 and spend approximately 2 hours a day on various platforms. Our social media channels at PAHO include Facebook, IG, twitter, YouTube and LinkedIn.

Age demographics (majority): • Facebook: 25-34 • Twitter: 18-29 • LinkedIn: 25-34 • YouTube: 25-34

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Large Audience

- could involve financial costs

X X

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HOW TO DE TERMINE THE BE S T CHANNEL S O F D I S S E M I N AT I O N F O R YO U R P R OJ E C T Remember our "Audiences" chapter and how we created personas? These personas helped us find out more information about our audiences including their age, habits and methods in which they consume information. All this information is crucial in helping us determine the best channels of dissemination for our projects. Let’s see how in the following section.

STEP 1: Research your target audiences. This is an important step when selecting communication channels. Research your audiences’ age, culture, lifestyle, behaviors, interests and how they consume information. You may already have this information from your audience analysis and personas developed during the previous chapter. Having this information will help you select the types of channels which will be effective in reaching these audiences for your project.

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STEP 2: Identify channels through which your messages can be delivered. Some of the many channels available to use include social media, web, YouTube, events and presentations, and many more. Refer to the matrix above and make sure you match your channel with your target audiences based on the advantages and accessibility of the channels, as well as the habits of your audience.

STEP 3: Think about any events or activities that may help deliver your messages. These may be events or activities where there is an opportunity to disseminate information. From your audience research, there may be certain activities that target audiences identify with and practice regularly. For example, young people may frequent certain public spaces where you can display posters. Decision-makers may be more reachable through launching events with expert presentations.

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D I D YO U K N O W ? • Consumers around the world spend an average of 463 minutes or —

over 7.5 hours — per day with media.

(https://www.statista.com/topics/1536/media-use/)

• The top 3 most frequently used social media platforms in Latin

America are Facebook, YouTube and WhatsApp.

(http://blog.360i.com/social-marketing/global-social-insights-latin-american)

• 94.1% of Internet users in Latin America are using social media.

(https://www.socialmediatoday.com/content/social-media-fast-facts-latin-america)

Companies that provide audience research data: 1. Nielsen 2. Proactive Worldwide 3. Brandwatch 4. Lumen 5. Google Analytics

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EX AMPLES Adolescents (Luisa) Social Media Approach Remember Luisa? What do we know about her? We know she is a teenager and is very likely to spend a lot of her time on social media. We also know that Luisa specifically likes to fit in with her friends at school. So, what channels do you think would reach her? Here are some ideas: Best Channels: Social Media!

57% Top Popular Channels for Adolescent Users

31% 9% TV

Social Media

Blogs

1.3% Events

Resource Mobilization (United Health Fund) Web/Informative Channel Approach

Best Channels: PAHO Events & Website

In the case of this potential partner, do you know where we could reach them with content on PAHO and IMR programs? Let’s take a look: Top Popular Channels for Partners

22.8% 13.7% Website Social Media - - - 55 - - -

18.2%

27%

Events

18.2%

Newsletter

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C H A N N E L S T E M P L AT E Does it match your target audience age group?

Does it match with lifestyle and behaviors of your target audience?

Does it match with the way in which they like to receive infomation?

Blogs

E-Newsletters

Monitors Events

Group Meetings - Large Group Meetings - Small

Intranet Articles

Network Forums Podcasts

Press Releases

Receptions, Presentations Social Networking

Social Media Lives

Facebook

Instagram LinkedIn

Twitter

Training

Live Streaming

Websites

Webinars

Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y

N N N N N N N N N N N N N N N N N N N

Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y

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N N N N N N N N N N N N N N N N N N N

Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y

N N N N N N N N N N N N N N N N N N N

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Let’s move on to products and materials! These are what your audience will see, hear, or watch. There are a diverse range of products and materials that may be developed based on the channel of dissemination you selected. Examples include posters, articles, reports, videos, etc.

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Products

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PRODUC TS Products can help you attract your audience and expose them to the key messages that help drive outcomes. We want to make sure that all your products, materials and messages are tailored to your audiences and to the dissemination channels that reach them.

H O W T O S E L E C T A N D C R E AT E EFFEC TIV E PRO D U C T S

STEP 1: Review materials that already exist. Developing new products and materials is a creative and collaborative process, but it can also be costly and time consuming in terms of resources and labor involved. Before beginning to create new products and materials, try and find out if there are existing products and personalize them for your project. They may be modified, customized and recycled, increasing efficiency! - - - 60 - - -

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STEP 2:

ss : rchase leages (SSBs) S O C Oce er les nts pu l y le ve en er g

Develop product and material concepts. If products need to be created from scratch, go back to your research on audiences/personas and channels of dissemination. It will inform the kinds of products you need to create for specific channels targeting key audiences. Your products should attract audiences in the way they like to consume information. Cultural relevance is important, so make sure you don’t leave it out. This is to make sure products are tailored to your audiences, and it will require formative research e.g. involving those from the target audience (focus groups), to help ensure they culturally identify with the products and materials.

Ado etened bev sugar-swe nies soda compa

ores grocery st

STEP 3: Pretest products and materials. Almost done! Once products and materials have been developed, it is important to test them with the target audience before launching the project. Testing is important, especially if your project deals with a new topic. It will help you, the project planner, learn whether the project will be effective or if it needs some modifications and improvement. - - - 61 - - -

PRODUCTS & Materials

ministriesh of healt

parents ag re ea

b ili ty

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WHEN DE V ELOPIN G PRODUC TS . . .

DON'T

• Keep font legible

• Overcrowd with text and images

• Use attractive/relatable messaging

• Create cognitive overload*

• Be direct and concise

• Be vague

• Use the rule of thirds (see Storytelling Handbook)

• Forget your target audience • Include too much information that may confuse your audience

• Research • Involve the community

• Get distracted by the minor details of the project

• Use impactful images

• Use jargon/complex language for general audiences

• Use contrast and alignment • Test materials

• Use low-resolution images

• Use high resolution images

• Use too many fonts

• Align with the brand

• Forget your call to action • Use the brand incorrectly

*Cognitive overload refers to the total amount of mental effort being used in the working memory. It happens when people are overwhelmed by excessive messages, images and elements.

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PRODUC TS E X AMPLE ADOLE SCENTS (LUISA ) Let’s go back to Luisa! Remember that she prefers to consume information through social media. Based on this information, we can now think of some products that would attract her and would be suitable for our channels and platforms. What do you think would work? Remember the channels we selected for her.

Facebook

Photos, short videos, celebrity messages, Facebook live

Instagram

Photos, short videos, celebrity messages, Instagram live

Twitter

Photos, short videos, celebrity messages

Television

Videos, audio, public service announcements

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PRODUC TS E X AMPLE R E S O U R C E M O B I L I Z AT I O N ( U H F ) What kinds of products would be suitable for the channels and platforms that reach our partners?

Website

Stories, publications, press releases, photos, interviews, videos, infographics, fact sheets, articles, strategic plans

Partner information, photos, videos, corporate presence

Stories, articles, photos, videos, fact sheets, strategic plans

Twitter

Photos, videos, infographics, messages

Facebook

Photos, videos, infographics, messages

Newsletter

Stories, articles, press releases, publications, photos

Events

Posters, banners, flyers, interactive media, photo booths, giveaway items, presentation decks

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P R O D U C T S T E M P L AT E Try to think of some examples of products that may be suitable for these different channels. Blogs: Campaigns: Email: Events: Group meetings: Intranet: Live streaming: Monitors: Network forums: Podcasts: Press: Radio: Receptions & presentations: Social media: --- 65 ---

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Finally, we have reached the evaluation stage. The purpose is to understand what worked in our planning and processes, whether we achieved our outcomes, and what we need to improve. For this reason, evaluation is never the end! We should always be evaluating throughout our project and cycle back for improvements or lessons learned. --- 66 ---

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Evaluation

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E VA L U AT I O N So how do we evaluate? Evaluation approaches can be either quantitative or qualitative. Quantitative evaluation focuses on numerical assessments (e.g. increase or decrease in audience participation), while qualitative evaluation focuses on narratives such as interviews or focus groups (e.g. responses and changes in your audience). Let’s take a look at the different evaluation methods:

E X A M P L E S O F E VA L U AT I O N D ATA CO LLEC TIO N M E TH O DS

Quantitative Methods

Qualitative Methods

• Surveys (numerical)

• Surveys (narrative)

• Analytics

• Focus groups

• Metrics

• Free listing and pile sorting

• Statistical analyses

• Observations

• Rankings/ratings interviews

• In-person interviews

• Reviewing other documents (numerical)

• Group interviews

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Web Analytics

Web analytics are used for collecting, organizing, measuring and visualizing activity on your desktop and mobile versions of the website. They show how many people visit a website, at what times, how much time they spend on your website, their location, and what parts of your website are most popular. Using insights from web analytics, you can build, enhance and deliver content that is engaging, relevant and, most importantly, targeted to your audiences. Many websites have features that allow the operator to record and view analytics for their website. For example, Google Analytics offers free web analytics services. Please contact the PAHO Web Team for more information regarding these services.

Social Media Analytics

Just like web, social media platforms also have a feature to gather data, in addition to other external tools. This goes beyond monitoring or counting likes and shares, and instead develops an in-depth analysis and breakdown of the types of audiences that visit your social media platforms. Examples of data include demographics on users, how many visits your pages have received in a specific timeframe, how often users visit your pages, and the location these users are accessing your pages from. Social media analytics can help you create content that is targeted and relevant for users. Please contact the PAHO Social Media Team for more information.

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Surveys

(for quantitative and qualitative approaches) Surveys are a method for gathering information from a sample of people. They provide a good source of data and insights. Surveys are very adaptable and can be qualitative, quantitative, or both, depending on the types of research questions you include. An example of a quantitative question can be “how many hours do you spend on social media?” And an example of a qualitative question can be “why did you like the campaign?” Surveys can be administered face to face, via telephone, self-administered on paper or online. They are relatively cheap and can gather mass data. A basic software program such as Microsoft Excel can be used to compile, organize, and analyze data from surveys.

Focus Groups

Focus groups are a very common data collection method for qualitative research. Focus groups involve a small and diverse group of people whose opinions, reactions and feedback are gathered on a specific topic or issue. They can be done either in person or online via audio/video conferencing platforms. It is crucial for focus groups to be as diverse as possible so that they can be representative of the actual population or target audiences so that findings from these sample groups can be broadened to larger audiences. The information collected and analyzed from a focus group is very helpful as it provides insights into attitudes, beliefs, perceptions and feelings about a topic.

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HOW TO DO AN O U T C O M E E VA L U AT I O N

STEP 1: Determine what information the evaluation must provide. Identify your evaluation objectives. Review your initial objectives and outcomes (SOCO) and determine how your evaluation results will measure whether you reached your desired outcomes and/or met your objectives. Write out the main evaluation questions you want to have an answer for by the end of your project. Do you want to know the “how many” or do you want to find out the “why?“ Maybe both?

STEP 2: Define the data to collect. What kinds of data do you need to answer your evaluation questions? This is where you have to think about what type of data you’ll need to collect: qualitative, quantitative, or both? Next to each evaluation question write out the type of data you will need to collect. It is acceptable to have different types of data for one question. Examples include number of website visitors or qualitative survey responses to gauge how memorable or impactful your messages were. - - - 71 - - -

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STEP 3: Decide how to collect the data. Once you have decided on what type of data you would like to collect, think about how you will be collecting that data. As seen in the previous data collection table, there are many ways to collect data, and it depends on whether you have chosen to collect qualitative, quantitative, or both.

STEP 4: Collect the data. This is the fun part! Once you have planned your method(s), you can start collecting your data. Make sure to collect it at the beginning and end of your campaign or project so that you have baseline data to compare to your final data. Your baseline data can also include the evaluation results gathered from the previous years' campaigns.

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Common Myths • We can’t afford an evaluation • Evaluation is too complicated. No one here knows how to do it. • Evaluation takes too long. • It’s too risky. What if it shows our funding sources that we haven’t succeeded? • If our communications projects are working, we don’t need to evaluate them. • If we affected only 30 percent, we have failed in our communications objectives. Sources: Textbook PDF, Making Health Communication Programs Work. U.S Department of Health & Human Services. National Institutes of Health and the National Cancer Institute.

St r a t e g i c Pl a n n i n g f o r C o m m u n i c a t i o n s

STEP 5: Process the data. Once you have collected the data, organize it in a way so that it can be analyzed. This can be done using a Microsoft Excel spreadsheet. Charts and figures can be generated in Excel to represent quantitative data while qualitative data can be examined through content analysis. This will also allow you to observe trends – see what elements (visitors, views, types of products, types of comments) increased or decreased daily, weekly, monthly, or yearly.

STEP 6: Write a report to document the evaluation. Once you have organized and evaluated your data, make sure you document your findings and insights in a report. This not only documents the evaluation process and your results, but can also be disseminated, via the right channels, to different people or departments. This document can also be archived and referred to later if needed. You can use this report as a learning tool and see what kinds of improvements would benefit your communications projects.

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1 2 3

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E VA L U AT I O N E X A M P L E ADOLE SCENTS (LUISA )

Sugar Sweetened Beverage (SSB) Reduction Case Study

With the SSB Reduction campaign, what are we measuring and evaluating? Let's go back to our initial objectives. We want to know if the campaign was effective in its purpose, and if social media as a channel (and its products) made an impact on the adolescent target audience. For this, the data we collect may be both quantitative and qualitative. Examples of quantitative data would be the number of likes and shares on social media posts and products. One way to collect this data is by looking at social media analytics and metrics. Examples of qualitative data include comments and feedback the audience, adolescents in this case, write on social media posts and products. This qualitative information can be collected by using a content analysis program that helps measure your audience’s overall sentiments and reactions. We need to make sure our results are well documented so that they can be used to generate lessons learned for future projects. - - - 74 - - -

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E VA L U AT I O N E X A M P L E R E S O U R C E M O B I L I Z AT I O N ( U H F )

Resource Mobilization Case Study With our fundraising campaign to reduce the infant mortality rate (IMR), we need to set evaluation objectives that are different from the ones in our SSB reduction example. We want to know if the campaign was successful in motivating partners to invest in this program. The data collected can be both qualitative and quantitative. Quantitative data gathered can be based on web and press metrics, number of fundraising event participants and the actual quantity of funds received. Qualitative data can be obtained through comments or a survey of partners asking their thoughts on the campaign and their interest in investing as a result. This data is a great learning tool for PAHO and can inform improvements or guide future campaigns. The results would be documented and shared with relevant internal stakeholders. - - - 75 - - -

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E VA L U AT I O N T E M P L AT E Initial project objectives:

Initial SOCO:

Evaluation methods (quantitative and qualitative):

Evaluation results:

Did I reach my SOCO?

Did I reach my objectives?

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CON CLUSION We have reached the end of the Strategic Planning for Communications Projects handbook. To recap, you learned about building objectives, the SOCO, effective messaging and choosing the right channels which help determine your products, and lastly, evaluation. All these processes work together to create an effective and streamlined plan for all your communications projects, whether these are initiatives or campaigns. Working on communications projects can be very exciting, and with a little planning, you can now ensure effective results. Le

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ned

Obje

c tiv

die

nces

Evalua

tion

SOC

Pro ct

PLANNING FOR COMMUNICATIONS CYCLE

Dis

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sem

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g ssa

||||||| ||||||| ||||||| |||||||

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A N N E X T E M P L AT E :

S T R AT E G I C P L A N N I N G F O R C O M M U N I C AT I O N S P R O J E C T S 1. SMART Objectives Establish objectives that are specific, measurable, achievable, relevant and timely. 2. Single Overarching Communication Outcome (SOCO) What change do you expect to happen because of increased visibility? Who do you want to do what as a result of your communication efforts? 3. Audience Establish your primary and secondary audiences. Select personas for each audience group. Determine outcomes for each audience group. Potential audiences: Decision-makers & planners in ministries of health; healthcare workers; donors & development partners (USAID, CDC, other UN agencies, etc.); other UN agencies; scientific/academic community; general public.

Audience Decision-makers, planners of ministries of health Healthcare workers, MOH staff Donors & development partners Other UN agencies General public, private sector, civil society

Communication Outcomes They are persuaded to fully integrate xyz into their planning and programming for the next X years They start integrating xyz into their work They start to partner with and/or invest in PAHO They increase their collaboration with PAHO They are persuaded to take action on xyz

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4. Messaging Create persuasive messages for your different audiences that are simple, unexpected, concrete, credible, emotional and possibly tell a story. Your messages should answer these questions: Why should your audience care? What’s in it for them (call to action?) What should they do, think or feel after being exposed to the project? Effective messages may involve evidence-based tactics for behavior change. See the section on Emotional Appeals: Fear, Guilt, Humor, Warmth.

5. Channels of Dissemination Select channels that match your target audience, their age group, their lifestyle and behaviors, and the way in which they like to receive information.

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6. Products Products should be developed based on audiences, effective messages and specific channels that reach those audiences. Audience/Outcome

Channel of Dissemination

For stakeholders and (specific audience) The stories will motivate them to take action on: • Increasing xyz • Reducing xyz • Stopping xyz • Creating xyz

• Video presentation at event • Webinar Training • PAHO Web • PAHO Youtube • Social Media: Facebook and LinkedIn

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Products Example: Stories from the field (videos and photos)

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7. Evaluation Plan how you will evaluate the effectiveness of the initiative against the SOCO and SMART objectives. From the outset, determine how you will carry out your evaluation. Possibilities include quantitative methods such as metrics on website/social media engagement & traditional media reach. Qualitative methods include surveys of different audiences to obtain feedback. Having this evaluation data might lead to new partnerships/funding as a result of effective communications outreach.

Communication outcomes and objectives

Evaluation results

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REFERENCES The National Cancer Institute . (1989). Making Health Communication Programs Work. Rossi, P. H., Freeman, H. E., & Lipsey, M. W. (1999). Evaluation: A systemic appraoch. In Evaluation: A systemic appraoch (6th ed.). London: Sage Publications. Nielsen. (2018). The Nielsen Total Audience Report: Q2 2018. Barna Group . (2017, a). How Teens Spend Their After-School Hours. Retrieved from Barna . Barnhart, Brent. “10 Of the Best Social Media Analytics Tools for Marketers.” Sprout Social, 19 Oct. 2019, sproutsocial.com/insights/social-media-analytics-tools/. Buckler, L. (2018, July 12). 5 Most Effective Nonprofit Communication Channels. Retrieved from FundRazrblog: https://blog.fundrazr.com/2018/07/12/5-most-effective-nonprofit-communication-channels/ Carcioppolo, N., Li, C., Chudnovskaya, E. V., Kharsa, R., Stephen, T., & Nickel, K. (2017). The Comparative Efficacy of a Hybrid Guilt-Fear Appeal and a Traditional Fear Appeal to Influence HPV Vaccination Intentions. Communication Research, 44(3), 437-458. Change conversations . (2016, November 2). How to Use the Social Media Rule of Thirds. Retrieved from Markering partners : https://www.marketing-partners.com/conversations2/how-to-use-the-social-media-rule-of-thirds Gorman, S. (2014, April 29). Does Fear-Based Messaging Help Public Health Campaigns? Retrieved from Globalhealthhub:http://www.globalhealthhub.org/2014/04/29/fear-based-messaging-help-public-healthcampaigns/ Google Marketing Platform. (n.d.). Analytics . Retrieved December 13, 2019, from https://marketingplatform. google.com/about/analytics/. Ong, C. (2015, Jan 9). 5 Benefits of strategic planning. Retrieved 2019, from Envision: https://www.envisio.com/ blog/benefits-of-strategic-planning Pew Research Center. (2010). Social Media and Young adults.

REFERENCES Rouse, M. (2017, June). Social Media Analytics . Retrieved from Search business analytics : https:// searchbusinessanalytics.techtarget.com/definition/social-media-analytics Stein, M. (2017, November 3). 7 Ways to Engage and Retain Donors for Your Nonprofit. Retrieved from Techsoup: https://blog.techsoup.org/posts/7-ways-to-engage-and-retain-donors-for-your-nonprofit Techsoup: https://blog.techsoup.org/posts/7-ways-to-engage-and-retain-donors-for-your-nonprofit Tiwari, S. (2018, February 5). 30 Social Media Do’s and Don’ts | Learn Social Media Marketing Etiquette. Retrieved from Digital Vidya: https://www.digitalvidya.com/blog/social-media-dos-and-donts/ Chip, H. and Chip, D. (2007). Made to Stick: Why Some Ideas Survive and Others Die. Random House. Department of Communications WHO Headquarters (2013). Communication Training Programme for WHO Staff Participant Handbook. Advancing Innovation through Human-Centered Design Workshop (2018). LUMA Institute. Rural Health Information hub. (n.d.). Collect and Analyze Quantitative and Qualitative Data. Retrieved from RHIhub: https://www.ruralhealthinfo.org/toolkits/rural-toolkit/4/quantitative-qualitative Gallopel, K., & Valette-Florence, P. (2002). Fear appeals in Anti-tobacco campaigns: Cultural considerations, the role of fear, proposal for an action plan. Asia Pacific Advances in consumer research, 5, 274-279. “What Is a Survey?” Qualtrics , www.qualtrics.com/experience-management/research/survey-basics/. Literature Review on SMART Goals. Retrieved from the Chartered Management Institute, Harvard Business Review and CDC.gov Collective Knowledge and Experience from the PAHO/WHO Communications Department (CMU).

NOTE S