What's the Plan?

The Strategic Communications for Nonprofits reading for this week went beyond the basics to reveal the specific elements of a strategic communications plan. Focusing on how small issues work their way up the media food chain to become important and high-profile news stories, the chapter discussed the relationship between press coverage and public opinion. As I read, one thing quickly became apparent. It is not enough to sit back and hope a story is interesting enough to garner attention on its own without any promotion. On the contrary, it takes conscious and dedicated effort to cultivate relationships with the media and educate the public. The drive behind this effort is provided by the values and beliefs of the organization. These core elements also shape the vision for the organization’s future goals and outcomes.

 In my opinion, it is essential to first create a strong mission statement that guides the establishment of any overall communication goals. According to what I am learning in my Nonprofit Marketing class, a mission statement is a carefully crafted definition of an organization’s long term focus and scope. Confirming the identity of the target audience, their needs, and how those needs will be met, the stated purpose of an organization should also integrate its values and beliefs. A successful mission statement for a nonprofit is motivating, inspiring people to volunteer, work, give money and serve on the board. It should also be feasible and distinct, meaning its promises will be delivered on and that it stands out from other organizations that serve in similar areas.

While the mission statement is a key principle of a strategic communications plan, it should be created with thought for who the target audience is and how to reach them. This outreach can be determined by conducting research to explore public awareness and opinion of the organization. Knowing who the audience is will help in assessing and marshaling resources. All of these elements will then affect the development of publication materials and a work plan implemented in daily activity.  

When a nonprofit organization is developing its communications strategy, I believe in the importance of being outwardly focused on a cause that is bigger than any individual. Unity is paramount. Gathering all these elements together requires skill and an organized approach where all operation units and programs work together in a coordinated fashion.       

I agree with the reading that appropriate use of the Internet should also be part of a strategic communications plan. An obscure story featured online can be circulated worldwide in a matter of minutes. The web can be used to communicate a consistent message, to raise funds, to recruit volunteers, to communicate with supporters, to reach people to complete surveys, to provide educational materials and to sell products.

Simply put, what stood out to me in this chapter was the absolute necessity of having a plan. A nonprofit must create and maintain a particular image that it offers relative to its competition in the minds of the target public. A position that is unique and clear will help make an organization stand out in an increasingly saturated market.