Approved 06-08 Strategic Communications Plan1.doc

USAID/Jamaica

Mission Communications Strategy

October 2007 – 2008 Current: November 2010 Executive Summary

Objective: To increase public awareness of, and support for, USAID’s assistance to Jamaica.

Approach: Create a streamlined process for communications that includes building a collaborative approach to create effective key messages and avenues for dissemination.

Theme: Together creating a better future. This theme should be included along with other key messages in all communication products.

Potential Key Sector Messages:

· Building Stronger, More Self-reliant Communities

· Promoting Rural Development While Safeguarding the Environment

· Increasing Educational Opportunities for Youth

· Combating HIV/AIDS through Effective Partnerships

· Fostering Healthy Lifestyles Strategy Summary:

Develop Mission communications vision and action plan

Streamline communications process

Develop partnerships for communications Comply with Agency’s branding/outreach goals

Mission’s overall strategy;

Standard Operation Procedures;

Partners, SOs, LPA and OPA relationships Macro Level Products: Mission’s website, Mission’s intranet site, bi-weekly report, key bios, standardized information packs, presentation materials, media products, template documents, major program launches, press conferences, media interviews, newsletters

Micro Level Products: Contractor’s work plan for PIO, success stories and other telling our story Initiatives, photo library, articles, Frontlines, outreach events

Internal Tools: Standard Operating Procedures, Integration of DOC on each SO team, training workshops, PIO Calendar, Team PIO displays

Acronyms Table

Introduction Communications is a top priority for USAID. As current USAID Administrator Ambassador Randall Tobias said recently, “We have to find a better way of telling our story.”

Within the past two years, a new logo was created, and there has been a dramatic shift in branding regulations. Nearly 75% of Missions have hired a Development Outreach and Communications (DOC) Officer, dedicated to enhance public information and outreach (PIO). The overall objective of this enhanced PIO is to create a greater awareness of USAID’s contributions to development across the globe by conveying consistent messages and images.

The USAID Jamaica Mission understands that public support for USAID depends on the dissemination of timely, consistent, accurate and clear information. A communication strategy is an integral part of implementing any outreach program.

This document is designed to set overall strategic priorities for the Mission, in terms of all public outreach activities and events.

The strategy affirms, and is driven by the Mission’s primary goal under the 2005-2009 strategy “To achieve transformational change to accelerate sustainable and equitable growth in a more competitive world.”

Context In 2006 a number of events including, organizational changes at USAID/Washington, significant budgets cuts to the Jamaica Mission, a separation of the Caribbean Regional Program, led to a re-structuring of the Mission’s FY 2005-2009 multi-sector development program for Jamaica, with an accompanying planned phased reduction in staffing.

The five underlying sector-specific objectives under the 2005-2009 strategy

· Increased trade competitiveness in targeted industries

· Natural assets managed for rural development

· Improved health status among youth and most vulnerable groups

· Improved education of targeted youth

· Increased accountability, citizen security and participation

Have been grouped under the management of two technical offices, with each SO more focused to match the Mission’s available resources.

Despite these changes, PIO continues to be a priority of the Mission. However, within the context of a changing USAID environment with shrinking resources, a flexible strategy to maximize outreach efforts has to be defined. This document represents a refining of the Mission’s draft PIO strategy to meet the new realities of the Jamaica Program.

Consequently, this strategy is intended to be a “living” document that will evolve as needed to reflect available resources and programmatic changes. As a living document, it will continue to frame and prioritize outreach activities, including clarifying our target audiences and key messages.

PIO Assessment

· Mission’s PIO: The Mission does not have an approved strategy as mandated by Washington. Communications tools and products are improving, but draft products still tend to be heavy on technical jargon. The Mission’s website is outdated and the new website is incomplete and not ready for launch. The technical teams have committed to make communications an integral part of their programs.

· Resources: The Mission’s communications staff was reduced to one principal staff person after the resignation of the USPSC (local hire) Development Outreach and Communications Officer resigned in September 2005. A FSN Development Outreach and Communications Specialist continues to manage communications for the Mission.

· Media relations: The media in Jamaica is well developed and sophisticated. The island’s media houses are relatively independent and unbiased, although reports of editorial bias along party lines persist. In the region media houses are generally less developed and in some countries entire media houses are managed by the government in power.

· Despite some open criticism within the media (and public) towards U.S. foreign policy, response and coverage of USAID programs are good. The media generally responds well to USAID related outreach efforts.

· Relations with host country officials: The USG has an amicable relationship with regional host country governments. In Jamaica political leaders and technical experts are fairly well-acquainted with USAID and its contributions.

· Relations with Embassy officials: The Mission enjoys a good working relationship with the local Office of Public Affairs (OPA) within the US Embassy. Consistent communication among offices is key; it is USAID’s responsibility to ensure that OPA is adequately informed.

· Relations with Washington: The Jamaica Program is a relatively “low priority area”. The Mission must continue to advocate for and build awareness of the Jamaica program within the Agency context.

· Macro level changes: USAID is undergoing significant changes including broader organizational shifts including a closer working relationship with the State Department. With limited resources and changing realities, marketing the Mission requires creativity and flexibility.

Target Audience

· Beneficiaries

· General public (local and regional)

· Civil society organizations

· Non profits

· Private sector

· Faith-based organizations

· Local and regional media

· USAID employees and Implementing partners

· Local government (all levels)

· International donors

· USAID in Washington, DC

· US Government (Congress, Secretary of State, U.S. Administration, Embassies)

· Other USG Agencies

· American taxpayers Strategy Approach Objective: To increase public awareness of, and support for, USAID’s assistance in Jamaica.

Goals – Short Term

· Develop and implement a Communications Strategy that is realistic and results oriented with specific, measurable goals.

· Create strong Standard Operating Procedures and simplified tasks to help achieve communications goals

· Build understanding and support with Mission staff and implementing partners for the Missions communications efforts and requirement including branding.

· Work with technical teams to develop a PIO plan for their programs that support the Mission’s overall PIO strategy.

Goals – Long Term

· Increase public’s awareness of USAID’s support to Jamaica’s development priorities and efforts, including specific knowledge and awareness of Mission programs among target audiences

· Create a seamless communication process between implementing partners and CTO, SO Team and DOC, DOC and PAO, DOC and LPA and other constituents to maximize the impact of PIO efforts

· Develop communications tools that effectively promote programs and deliver key messages to both internal and external audiences

· Write and format informational materials in a more reader-friendly, accessible manner that meets branding requirements

· Generate positive media coverage and maximize exposure of USAID’s assistance to Jamaica

· Increase awareness in USAID/Washington of USAID’s assistance to Jamaica by enhancing relationship within the LAC Bureau and LPA and providing reporting that meets their needs

· Use technology as a communication tool by managing an effective website and Intranet Our objective and goals will be met by using the following approaches and tools:

SO Team Approach

Effective Communications should become an integral part of all SO teams. Strategies for this include:

· Regular communication between PDM and the SO team leader and members on communications priorities, actions and planned events;

· With the SO implementing partner, developing communications plan specific to each SO to effectively create and disseminate key messages appropriate to each program;

· Inserting a communications agenda item at SO core team meetings;

· Encouraging the use of on-the-spot awards to staff who are using communications effectively to infuse more energy and buy-in for the role of communications in the Mission’s development efforts;

· Working closely with implementing partners to develop communication plans and products;

· Ensuring that strategic partners, such as Ambassadors, Prime Ministers, senior government officials, and key regional organizations, are briefed on activities via information kits and one-on-one meetings with Mission Director; and,

· Presenting PIO updates, progress and challenges at the annual SO portfolio review meetings.

PAO Approach

The Public Affairs Office (PAO) at the Embassy based in Kingston remains the primary liaison to the media for all USAID activities. In order to effectively reach the primary target audience, the DOC must continue to work in close collaboration with Embassy partners using the following approach:

· Regular communication via phone, email, and face-to-face meetings

· Monthly PIO planning calendar updates

· Submitting quality written products (press releases, media invitations) in a timely fashion

LPA/LAC Approach

The Legislative and Public Affairs (LPA) section at USAID headquarters in Washington, DC is responsible for telling our story to the American public, as well as to Congress and the Administration. The Latin American and Caribbean Bureau also assists with promoting our programs within USAID headquarters, Congress, and the Administration. In order to generate increased awareness of the Mission’s development activities, the DOC will be responsible for the following:

· Build relationships with LPA/LAC contacts via phone and email (in person when possible)

· Regular submission to the USAID monthly newsletter Frontlines

· Regular submission of success stories to the Telling Our Story Initiative

Products and Tools The Mission will design, maintain and use “Macro Level Products” which will be largely driven by the DOC, as directed by the Mission Director and in collaboration with the SO teams. It will include mechanisms to implement the Agency’s overall branding initiative and meet the Mission’s overall communications objective and goals.

In addition, USAID staff will work with our partners and implementers to develop and use “Micro Level Products” which will be driven from “on-the-ground” expertise. Contractors and partners will identify, through their own work plans, opportunities for PIO, which fit into the Mission’s overall communications objectives. USAID communications staff will play a lead role in ensuring that technical information is presented in easy-to-read language for the general public.

On the internal front and working with the technical teams, the communications team will also develop “Internal Tools” to advance the goals of the Communications Strategy to familiarize staff and visitors to our programs.

Macro Level Products and Intended Audiences

· Standardized information packs on Mission’s portfolio (broad-based audience, visitors) containing country profile, technical area profile, program profile, fact sheets and relevant success story or feature

· Template documents such as press releases, scene setters,(broad based audience)

· Human interests articles, letters to editor in local print media (media, broad-based audience)

· Bi-weekly reports to Washington (Washington, Congress, Administration)

· Posters, newsletter (broad-based audience)

· Quarterly PIO calendar event matrix

· Site visits (media, Washington, senior USAID and host country officials)

· Television and radio interviews (broad-based audience)

· Major Programmatic Launches (broad-based audience)

· Press Conferences (broad-based audience)

· Mission Website (general public, broad based audience)

· One paragraph and one page biographies on key personnel (broad-based audience)

Micro Level Products and Intended Audiences

· Individual contractor’s work plan for PIO (internal, partners, implementers)

· Technical Team PIO products such as success stories and other Telling our Story Initiatives, briefing sheets, fact sheets and one-pagers (broad-based audience, Washington, Ambassadors, Prime Ministers and senior host country officials),

· Photos (broad-based audience)

· Submissions for FrontLines (Washington, other Missions)

Internal Tools and Intended Audience

· Standard Operating Procedures for PIO Activities (internal, partners, implementers)

· Quarterly workshops for staff and partners on core PIO skills to increase knowledge base (branding, speeches, photography, protocol, writing simply, SOP) (internal)

· PIO Calendar (internal, partners)

· Intranet (internal)

· Standard ‘cheat sheet’, talking points and messages (internal)

· Wall displays (internal, visitors)

Yearly Targets

· Overall Strategy Approved

· General briefing kit developed and disseminated at 10 key outreach meetings and events

· At least 8 media appearances (television/radio)

· At least 10 newspaper features (press release/articles)

· At least 4 FrontLines stories published

· At least 8 success stories submitted to the Telling Our Story Initiative

· Website launched and update on a quarterly basis

Roles and Responsibilities

Mission Director Determines the overall direction and priorities for PIO. Approves the contents of the overall communications strategy. All activities and products must be approved by the Mission Director.

Development, Outreach and Communications Specialist (DOC)

Working under the guidance of the Director of OPDM:

· The DOC has overall responsibility for managing the communication strategy for the Mission and ensuring that goals are met.

· The DOC will meet bi-weekly with the Front Office to update him/her on progress, issues and challenges associated with the CRP communication strategy.

· The DOC will meet weekly with the Director of OPDM to update him/her on progress, issues and challenges associated with the CRP communication strategy

· The DOC should be a core team member of all SO teams, meeting regularly to report on activities and gain feedback from each team.

· The DOC should review annual report submissions, general development information, and sector-specific information to keep updated.

· The DOC will meet with all contractors and grantees throughout, starting with the post-award meeting to discuss PIO requirements and the branding regulations, as needed. Meetings between the DOC and the designated PIO staff member in a contract will occur on an as needed basis.

SO Team and CTO

The SO Team and CTO are important partners in communications strategy within the Mission. He/she is the liaison between the USAID implementing partner and the communications liaison for his/her program. His/her role as a facilitator consists of:

· Developing and managing a communications plan for their activity with DOC oversight. This plan will outline PIO priorities, tools and products and systems for monitoring and measuring of their activities.

· Planning outreach events on a quarterly basis and working with the DOC on logistics for these events. This stage is crucial when the participation of the Ambassador, local government official or the Front Office is expected.

· Drafting relevant outreach documents such as press advisory and releases, fact sheets, power point presentations, success stories, etc..

· Involving the DOC in the production process of publications by partners, in order to guarantee compliance with USAID editorial standards, both in content (messages) and format (branding).

· Alerting the DOC when a partner or SO team member is invited to participate on a given media program or interview. Statements by partners when representing USG programs need to be cleared by the USAID Front Office and, more importantly, the Embassy Public Affairs Office.

Office Directors

· The Office Directors are responsible for ensuring that communications becomes an integral part of their programs by encouraging SO team members to keep communications as a priority. This includes designating one SO team member as a point person for communications.

· Ensuring that their teams develop a communications plan and holds the team accountable for targets and outputs in the plans.

Embassy The Embassy remains the main liaison for the media for all USAID activities. The Embassy approves all media products, including advisories, releases and features. The DOC must communicate at least twice a month with the Embassy Public Affairs Officer (PAO) to update them on all outreach activities and coordinate with the PAO for the Ambassador’s participation in USAID’s activities.

Contractors

The contractors are responsible for:

· Working with their CTOs and the DOC to develop a PIO plan that will effectively inform target audiences of the scope and reach of the USAID funded program. This plan must match the overall objectives of the USAID PIO strategy. (May not be applicable for some HIV/AIDS and Administration of Justice activities).

· Informing the CTOs of upcoming events where media coverage is expected and establishing the initial links for coordination. Assign someone from their team to take the lead with organizing all logistics and funding costs associated with. The Lead must meet regularly with the DOC to ensure that these events meet USAID’s requirements.

· Drafting communications products as outlined in their communications plan for approval by their CTOs and the DOC. These include but are not limited to media plans, press releases, fact sheets, power point presentations, success stories, etc.. The contractor will be required to submit in final format products such as success stories, before and after photos, briefing documents etc.

· Meet with the DOC, as needed, to discuss the production of publications in order to guarantee compliance with USAID editorial standards, both in content (messages) and format (branding).

· Meet regularly with the DOC to plan and execute all outreach events.

· Alerting the DOC when invited to participate on a given media program or interview. Statements by partners when representing USG programs need to be cleared by the USAID Front Office and, more importantly, the Embassy Public Affairs Office.

Monitoring and Evaluation The following measurement tools will be used to determine the effectiveness of the communications plan:

· Track and document media hits, including paid insertions, print articles and interviews (in some cases, partner with OPA to do this)

· Track website hits

· Informal feedback from senior officials including regional Ambassadors, Prime Ministers, Senior Regional Ministers (to be done by Mission Director)

· Change in number of media requests and reporting on Mission programs

· Attendance at USAID events

· Bi-annual feedback from technical teams on the progress of the strategy. (See baseline questionnaire attached.)

· Agreed upon measurements from the PIO strategy written by implementing partners Appendix 2: Illustrative Budget (subject to the availability of funds)

For Macro level Products USAID estimates:

Printing Cost Briefing Packets to strategic partners

Printing Cost Standardized information packs

(2) Micro Level Cost will be borne through the Institutional contractor.

(3) Internal Products

Appendix 2: Six Month Detailed Work Plan for Jamaica (2007)

1. Country profile

2. SO profile

3. Activity profile Start bi-monthly internal display of team’s activities

Collate first draft of at least one Success story per team

Procure services for TDY for website

Update all major briefing materials

First draft of Mission major media product/article

Appendix 3: JA Six Month Media Plan

Appendix 5: Baseline Questionnaire to SO teams to be repeated every six months.

1. Date

Please circle the most appropriate answer

2. What SO Team are you a member of?

Environment

Health

Rural Environment

Democracy & Governance

Education

3. How would you currently rate the overall PIO support to your office?

Needs Improvement

Fair

Good

Very Good

4. How would you rate the current briefing document on your technical area?

None to Judge

Needs Improvement

Fair

Good

Very Good

5. How often do you meet with your PIO backstop?

Never

Once a month

Once per week

A few times a week

6. How useful are these meetings?

Not very

Somewhat

Useful

Very useful

7. Does the PIO backstop create quality speeches from your talking points for the Mission Director?

Sometimes

Usually

Mostly

8. Does the PIO backstop create quality outreach documents from your input that describe and promote your program well?

9. Does the PIO backstop help you to identify PIO opportunities for your SO team?

10. Does the PIO backstop enhance the planning of special events for your programs?

Absolutely

11. Other comments to improve the PIO support for your team.

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last updated: 01/03/07