The Communications Workstream Brief
This document was prepared by the joint Age Concern England / Help the
Aged Communications Workstream team in June 2008.
(The Copyright in this document belongs to AgeUK. It is reproduced on this website
with kind permission from AgeUK. AgeUK must be acknowledged as the Copyright
owner in any reproduction that may be made of this material.)
Workstream Title
Communications
Workstream Number
Workstream Leader
Reports to:
Phase
Date
Version
1.7
XX
Programme Management Group
Phase 1
29.06.08
5
Background to the Proposed Work
A. The Working Group report adopted by ACE/HtA Boards of Trustees
in March 2008 highlighted:


Next Steps - included the Working Group establishing a ‘Communications strategy’ –
building on the work that has already been started between the two organisations, to
establish a joint plan to cover all aspects of communications outside the organisations,
to include key messages and Q and A, and share information about internal
Communications’. (Appendix 1: Working Group Report, Section 7)
Transitional Risks – included ‘PR damage - a) risk of a lack of public understanding of
the rationale for merger, or b) merger seen as an act of desperation, due to recent
investments or other decisions by either or both organisations being seen as a failure or
problem.’ (Appendix 1: Working Group Report, Section 5.2)
The joint ACE/HtA ‘Communications Team’, led by Workstream Leader and Head of Media HtA), has:
 Released a range of jointly agreed communications, signed-off where necessary by
Directors General, including: Staff briefings - ACE and HtA staff; Q & A – ACE and HtA
staff; Briefings, Q & A - Members of the Age Concern federation.
 Prepared two ‘Communications Papers’ for consideration by the joint ACE/HtA Working
Group - ‘Communications Strategy’ (27.03.08 - Agendum 4.6); ‘Communications
Update’ (29.05.08 - Agendum 8).
 Prepared internal/external stakeholder grids at communication trigger points in the
creation of the new charity that confirm the segmented audiences.
Aims

Internal and external stakeholders are fully informed, engaged and supportive of the
new charity.
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies
Scope
Phase 1
Phase 1, Phase 2, Phase 3
1. Develop a Communication Plan to cover Phases 1, 2 and 3, that will include:
1.1 Phase 1 Framework: audiences, strategic messages, sign-off process, use of brands
and principles.
1.2 Ongoing Communications: agreeing a consistent ongoing communication plan for
key internal/external stakeholders.
1.3 Planned Communications: identifying key communication trigger points and agreeing
the audiences, channels and messages for each trigger point.
1.4 Crisis Communications: developing a plan to assess the impact of unforeseen
events, including crises, and minimising the reputational risk through appropriate
communications.
1.5 Proactive Communications: identifying, in partnership with other workstreams,
opportunities to maximise support and engagement for the values and culture of
NewCharity UK.
2. Implement Communication Plan for Phase 1 trigger points, including:
2.1 Advert - Chair NewCharity UK
2.2 Letter head - NewCharity UK
2.3 First NewCharity UK communication - external stakeholders
2.4 Revised FAQs - staff and Age Concern federation Members
2.5 New and consistent communication channel for staff – designed and launched
2.6 Expression of Interest – Age Concern federation Members
2.7 Workstreams update – staff
2.8 Advert - CE NewCharity UK
In Scope*
Key internal/external stakeholders are identified in the Appendix to this section (Appendix
Communications: NewCharity UK Stakeholder Communication Grid).
Out of Scope*
Delivery of individual Communications Plans for NewCharity in Northern Ireland, Scotland
and Wales.
* The extent/nature of support in developing the individual Communication Plans in the 3
nations has to be resolved through discussions with CEs of Age Concerns
Cymru/Northern Ireland/Scotland and HtA Directors for the 3 nations.
Phase 2/3
Delivery of those elements of the Communication Plan that fall within either Phase 2 and/or
Phase 3.
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies
Resources and outline estimates of time
Workstream Team:
 ACE –Workstream Leader, Media Manager, and Staff Communications Officer.
 HtA – Head of Media, Media Manager and HR Director.
Additional Input
 Administration – provided internally.
 ‘NewCharity Ambassadors’ – senior staff to convey key messages to external
audiences.
 Anticipated - limited additional in-house support from other communications staff to
support the Workstream Team in delivering the Communications Plan.
Timetable
A. Project Inception
 Workstream Brief – prepared: 1 week (starting w/b 23 June)
 Draft Action Plans – prepared: 1 week (starting w/b 30 June)
B. Project Delivery
Meeting – Workstream Team: (w/b 30 June)
Finalise Action Plans: 1 week (w/b 30 June)
1. Communication Plan – Development (see Scope section)
1.1 1 week (starting w/b 30 June)
1.2 2 weeks (starting w/b 7 July)
1.3 2 weeks (starting w/b 7 July)
1.4 4 weeks (starting w/b 7 July)
1.5 4 weeks (starting w/b 7 July)
2. Communication Plan – Phase 1 Implementation (see Scope section)
2.1 1 week (completed w/b 16 June)
2.2 2 weeks (starting w/b 23 June)
2.3 4 weeks (starting w/b 23 June)
2.4 2 weeks (starting w/b 30 June)
2.5 3 weeks (starting w/b 30 June)
2.6 2 weeks (starting w/b 30 June)
2.7 1 week (starting w/b 7 July)
2.8 1 week (starting w/b 14 July)
Risks
Risk Register (PMO)
Communications – Transitional Risks:
 PR damage - risk of a lack of public understanding of the rationale for the merger
leading to adverse media comment, negative impact on fundraising, damage to potential
relationships with new partners.
 PR damage - merger seen as an act of desperation, due to recent investments or other
decisions by either or both organisations being seen as a failure or a problem, leading to
adverse media comment, negative impact on fundraising, influence and potential
partnerships.
Other Risks:
 ACE/HtA staff - feel uninformed about the development of NewCharity UK leading to
loss of engagement and support.
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies



Core Partners - feel uninformed about the development of NewCharity UK leading to
loss of engagement and support.
Inconsistent messages across audiences leading to: (i) confusion and lack of trust in
NewCharity UK and in our ability to create it; and (ii) reduction in influencing and
campaigning power of ACE, HtA and therefore ultimately NewCharity UK.
Workstream Leader – on holiday (31 July – 11 August) leading to possible failure to
meet the agreed schedule.
Implications
Communications are central to achieving the engagement and support of key stakeholders,
including:
 Potential NewCharity Partners – Age Concern federation Members; Help the Aged
partners/networks; 3 Nations; HelpAge International.
 ACE/HtA staff.
 External stakeholders identified in the Appendix (Communications: New Charity UK
Stakeholder Communication Grid).
Stakeholders involvement
Input and/or support needed from:
 Chairs/DGs/Programme Director – to support/provide input into key communication
decisions.
 Workstream Leaders – feedback/input in developing/delivering appropriate
communications for their workstream.
 Workstream Leaders – to be aware and understand the role that communications play in
the delivery of individual workstreams and the overall programme.
 3 Nations – feedback/input from senior HtA and Age Concern staff in Northern Ireland,
Scotland and Wales.
Involvement of partners and UK wide issues
Communications will be needed for 3 Nations:
 Staff in Age Concerns Cymru, Northern Ireland and Scotland.
 HtA staff in the 3 nations.
 Ensuring Age Concerns Cymru, Northern Ireland and Scotland are informed about any
external communications.
Links to other workstreams and interdependencies
The Communications Workstream can make a significant contribution to all of the
workstreams, notably:
People
 To help ensure communications for the People Plan achieve the necessary support and
engagement of ACE/HtA staff.
 To help gain a ‘bottom-up’ view point of the impact of implementing the People Plan.
Partner Consultation
 To help ensure communications in all channels are consistent.
Brand
 To achieve consistency between the communication messages/style and the emerging
brand and its values.
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies
Appendix
(Communications:
communication grid)
New
Charity
UK
stakeholder
Understanding the stakeholder grid

Priority
highest priority
Level 1, 2 or 3 awarded, where 1 is of the

Message
What are we communicating?

Channel
Is this to be written (email or letter), verbal
or a mix of both? Or, is it writing a statement for
reactive use only?

Type of communication Joint = branded from both charities;
Separate = branded from each; To discuss/agree = for the
leads to decide

Responsibility
Who will draft the communication and
manage its distribution within the agreed timeframe in each
charity?

Sign off
Who will sign off the communication in each
charity before it is distributed?
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies
1. EXTERNAL AUDIENCES
Priority
Audience
1, 2, 3, Category
4, n/a
stakeholder
Message
Channel
of What are we Written,
saying?
verbal, mix
Type
of Responsi
communication
HtA
Joint, separate, to Who
i
discuss/agree
doing it?
National
NCoA
member orgs
Patron – HRH
Patron – others for
HtA
Ministers & MPs
Civil servants
Local
Age
Concerns
Other local partner
organisations
Other
national
organisations,
charities, NGOs
Policy groups &
think tanks
TAEN, HAI & Prime
Celebrity
supporters
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies
Priority
Audience
1, 2, 3, Category
4, n/a
stakeholder
Message
of What are we
saying?
Channel
Written,
verbal, mix
Type
of Responsi
communication
Joint, separate, to Who
i
discuss/agree
doing it?
Corporate Partners
(CEOs as well as
warm contacts)
ACEnt & Intune
corporate partners
Local authorities
Major donors
Other
individual
donors
Grant-giving
bodies
ACEnt & Intune
customers
Heyday members
Heyday Friendship
Centres
Corporate
suppliers
Charity
Commission
Individuals incl.
members of the
public & service
users
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies
2. MEDIA
Priority
Audience
Message
1, 2, 3, Category of
4, n/a
stakeholder
Suggested
Channel
News, holding, Proactive,
information
reactive
Type
of Responsi
communication
HtA
Joint, separate, to Who
i
discuss/agree
doing it?
Trade press
National media
Regional media
Three nations
media
3. INTERNAL AUDIENCES
Priority
Audience
1, 2, 3, Category
4, n/a
stakeholder
Message
Suggested
Channel
of What are we
saying?
Written,
verbal, mix
Type
of Responsi
communication
HtA
Joint, separate, to Who
i
discuss/agree
doing it?
Trustees
ACE & HtA Staff
Intune & ACEnt
Staff
Three Nations &
their staff
Volunteers
AmalgaMate – A toolkit of ideas and practice for mergers in the third sector
Based on the merger to form Age NI, developed by CO3, funded by Atlantic Philanthropies