The Strategic Communications KnowledgeBase is an online resource to aid those leading or supporting communications in education in understanding the history, value, framework, planning, and execution of effective Strategic Communications to nurture and build strong relationships in education. Strategic Communications is essential to engage stakeholders and achieve goals at the state level. The elements, activities, and tasks in this KnowledgeBase are designed to better prepare communications professionals within state education agencies (SEAs) to plan for and respond to communication challenges and support implementation of education policy.
Purpose: To implement a Strategic Communications process, it is important to understand the key principles of Strategic Communication first. This element explores the definitions, descriptions, history, benefits, and major functions of Strategic Communications, as well as what distinguishes Strategic Communications from daily communication activities. Although the focus is on how to apply this information within a state education agency (SEA), background information often comes from other disciplines as well as other educational organizations.
A variety of definitions, descriptions, and frameworks have been given for Strategic Communications by experts in the field. Many of the definitions and descriptions included in this activity come from disciplines other than education, but have transferable value. These include the United States Armed Forces, business, public and governmental relations, and higher education.
Strategic Communications can be viewed as an umbrella term that pulls together many communications and related functions from other disciplines under one process to implement an agency’s strategic goal or priority. Although this can be a time- and resource-intensive process, it can also have significant benefits to connect these various core functions with the agency's strategic direction.
Purpose: Before developing a Strategic Communications process, it is important for an SEA to research the organization, including its vision, mission, values, and desired outcomes; its history, leadership, and structures; its various audiences, including both internal and external stakeholders; and its goals for Strategic Communications. The SEA should also explore promising practices of Strategic Communications that are likely to be successful based on the information gleaned about the organization. This element explores each of these components and provides resources for how to conduct research or collect the background information needed before designing or improving upon an existing Strategic Communications process.
This activity explores the context and current situation of SEA through the strategic direction, history, leadership, structures, strengths and weaknesses, and cultural norms of the SEA.
Vision, Mission, Values, and Goals: Some might ask, “What if an SEA does not have a formalized vision, mission, values, and goals? Can Strategic Communications exist without those?” Based on the definitions, descriptions, and principles of Strategic Communications identified in Element 1, it is clear that a Strategic Communications approach is one that connects communications activities to the agency’s larger strategic direction, either holistically or for a particular initiative. If the agency does not have a formalized vision, mission, values, and goals, or if the agency does not follow these as a course of direction, it will be more challenging to implement a Strategic Communications approach. It is possible, however, for an SEA to articulate a strategic direction to which communication processes are tied without that strategic direction being formalized through a vision, mission, values, and goals. In this case, a Strategic Communications approach would be based on the articulated strategic direction.
History, Leadership, and Structures: Organizational culture, which is influenced by history, leadership, and structures of the agency, will drive various aspects of a Strategic Communications plan. It is not possible for any SEA to adopt another organization’s Strategic Communications plan because they are situated within different organizational cultures. The culture of one organization may lend itself to cross-divisional conversations without formalized structures, for example, whereas another organization may rely on formalized structures to ensure that cross-divisional conversations are productive. Similarly, leadership of one SEA may include a large number of people whereas another may defer to only a few people as decision-makers. These pieces of background information will shape the overall Strategic Communications plan because they shape the overall strategic direction as well as the specific components or activities included in a Strategic Communications plan.
Understanding the various perspectives of audiences and stakeholder groups requires research and information gathering.
Audiences, including Internal and External Stakeholders: Some have described the key to Strategic Communications as understanding the various audiences of the SEA and determining the best activities for engaging them in the strategic direction. In most cases, every person, organization, and entity within a state and some outside of the state are stakeholders of the education system – either as a financial contributor, recipient of implemented learning experiences, employer of graduates, or provider of educational services. It is important, then, to understand a broad array of perspectives and determine the scope of stakeholders for varying levels of intensity in a Strategic Communications plan.
Writing specific goals and objectives for the Strategic Communications plan assists with selecting the most meaningful strategies and tactics for implementing it.
Purposes of Strategic Communications: Not every activity that is considered communication is part of a Strategic Communications approach. Understanding what the agency intends to accomplish with its Strategic Communications approach will assist in determining which activities need to come under the umbrella of Strategic Communications. For example, one SEA may choose to use a Strategic Communications approach to build support for one new initiative while another SEA may desire to use Strategic Communications for all activities related to a new set of goals for the state.
Promising Practices: When selecting specific strategies, activities, or tactics for a Strategic Communications approach, SEAs will want to conduct a review of proven and promising practices to maximize the likelihood of success for the strategies.
Guideline: This task includes sample Strategic Communications Plans from education institutions, from public school districts to higher education institutions to SEAs.
This 2016 - 2017 Communications Plan from the Missouri Department of Elementary and Secondary Education describes its initiative to be a top 10 state for education by the year 2020. A January 2014 survey showed that only 7 percent of the public had heard of the initiative and fewer could name its goals. This communications plan was devised to resolve this issue.
This 2015 - 2016 Communications Plan from the Missouri Department of Elementary and Secondary Education outlines the strategies and actions to focus on: leadership, collaborative culture and climate, teaching and learning practices, assessments to inform teaching and learning, effective use of data, and parental and/or community engagement.
This outline for a strategic communication action plan for XXXX County Schools is based on the recommendations from a National School Public Relations Association (NSPRA) Communication Audit Report for a specific district. The suggested goals were taken from the guiding principles, objectives, and action steps detailed in the recommendations in the report. The plan also indicates which of the district’s strategic directions (or goals) the communication goals most directly relate to. The outline shows how and where to insert specific actions, timeline, persons responsible, and budget.
This 2014 Power Point by Sarah Potter, from the Missouri Department of Education, is a case study about the Smithville School District (Chicago school district of 5,000) Science Curriculum. This presentation is from an APR online study course given on July 1, 2014.
This October 2013 Strategic Communications Plan from the University of Cincinnati ensures that all personnel will provide excellent service and counsel to raise University Communications to national prominence, reflect the strength of the university’s diverse population, support the implementation of the university’s strategic plans through effective application of communications strategies and deliver a measurable return on the university’s investment in communications.
This is the 2015 - 2017 Higher Education Strategic Communications plan for Kennesaw State University.
This is the August 2013 Strategic Communications Plan for the West Des Moines Community Schools.
Purpose: The iterative process of developing, implementing, evaluating, and revising a Strategic Communications approach is critical to its success. All steps of the process must be considered before implementation to monitor the effectiveness of the approach.
In this activity, a variety of Strategic Communications plans are presented, including examples from inside and outside of the education field. Examples of specific strategies and activities are provided to illustrate how a plan gets turned into actions and deliverables. Additionally, templates, checklists, and guiding questions for key components of Strategic Communications plans are shared.
No magic formula exists for Strategic Communications approaches, so the variety of plans presented are intended to be instructive and provide opportunities for SEAs to modify promising practices to meet the context of the agency. Remember: Stay true to the word "strategic." These samples and templates reflect the principle of proactive, impact-focused Strategic Communications. Resisting the temptation to be reactive and tactic-focused can be difficult in the fast pace of state agency work, but it is essential to successful outcomes in this arena.
It is imperative to monitor implementation and measure the success of the SEA’s Strategic Communication approach. Decision-makers need to see evidence of expected impact and, where necessary, which elements require adjustments for improved outcomes. Additionally, audience feedback is critical to communications success. Listening to stakeholder input, and reflecting changes based on it, will enhance and accelerate the work.