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CHART: Building Blocks toward Strategic Public Relations ( Confirm chart name)
Communication expands, Influence grows
GROWTH –
RELATIONSHIPS with JOURNALISTS
MEDIA SYSTEMS
LABOR POWER
COMMUNICATIONS PLAN
STRATEGIC PLAN
You are here
MESSAGE
DEVELOPMENT
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SHARED MISSION – END DOMESTIC VIOLENCE
CORE VALUES – RESPECT/EQUALITY/DIVERSITY
ORGANIZATIONAL STRUCTURE – LEARNING ORGANIZATION
Chapter One: A strategic approach to public relations
“Mission describes the overarching purpose of the organization – the reason it exists.”1
The mission of the Rhode Island Coalition against Domestic Violence (RICADV) is to end
domestic violence in Rhode Island. Our public relations work serves that purpose –
connecting many publics or audiences with our work to end domestic violence.
RICADV Communication Plan
Overview:
In this chapter we introduce our overall approach and define important terms.
Contents:

What do we mean by strategic public relations?
o Chart –Strategic public relations tools
What is strategy?
o Chart – A sample from a strategic plan and matching communications plan.
Common misunderstandings
Stories from the field – A success story
o Charts – Organizing Strategy and Communication Strategy
o Chart - The importance of networks
Summary

Glossary – Terms introduced in Chapter One




1
Linnell, et. al. 2002. Executive Directors’ Guide for Successful Nonprofit Management.www.tsne.org
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What do we mean by strategic public relations?
Simply said, public relations is relating to your publics – anyone you need to reach to
achieve your program goals and objectives. In the communications arena, publics are called
audiences. The mission of the Rhode Island Coalition Against Domestic Violence, for
instance, is to end domestic violence in Rhode Island. To this end, building on our
experiences and those of our member organizations, RICADV has developed a strategic
plan defining concrete goals and objectives: as we make progress, our strategic plan
changes. [See Strategic Plan – Appendix]
Until an organization has an organizing strategy – a shared plan for what to accomplish and
who to mobilize to accomplish it – there can be no public relations strategy. Public relations
“never sits out there by itself” caution Karen Jeffreys and Alice Trimiew, the team that
coordinates RICADV’s outreach to member agencies, supporters, and the broader
communities served by RICADV. Public relations strategy grows from a clearly focused
mission and a strategic plan. Even if an organization doesn’t have a written strategic plan,
it has strategic goals and that’s how to start.”2
To be strategic about public relations means deciding consciously when and how to best
communicate with the audiences whose support is critical. A strategic communication plan
maximizes chances to reach these audiences. A strategic communications plan maximizes
an organization’s chances of getting its message to its priority audiences. A public relations
strategy asks,

What are our goals?

Who are the audiences we need to reach to achieve our goals?

What is our message to this audience?

What are the best tools for reaching this audience?
Public relations tools – we also call them tactics - can include many kinds of activities
ranging from events, one-to-one conversations, and educational programs to paid
advertising. Public relations tools can include direct media (i.e., materials you create and
send directly to your publics without interference - newsletters, brochures, flyers, websites, direct mailings) as well as mass media (television, radio, newspapers, magazines and
zines). Mass media promise larger audiences but access is controlled by gatekeepers –
editors and reporters.
Public relations is the sum total of all the work to relate to your public/target audiences.
What makes public relations “strategic” is the thoughtful targeting of “publics” - which
constituents should you provide with what information/messages in order to move them to
support your organization’s mission. In this manual, we will teach you how to make a
strategic communications plan that utilizes these public relations tools.
If your organization has not yet set strategic goals, this is where to begin. See “Strategic Planning and
Thinking,” Chapter Five, Linnell, et. al. Executive Directors’ Guide.
2
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EDITORS – SEE Chart in Hard Copy. This is a rough approximation.
Advertising (paid or
not)– buses,
billboards, TV, radio,
print…
Mass Media
Events
Outreach – Phone calls,
Meetings, emails, letters,
fliers
Direct Media:
Mostly printed
materials - palm
cards, posters,
brochures,
newsletters, etc.
Strategic Public
Relations Tools
Merchandise
Posters, T-shirts.
Key chains, etc.
Web-site
Public
Awareness
Campaigns
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What is strategy?
Before we can tackle strategic public relations, we should clarify what we mean by
strategy. At the June 2002 Media Matters conference for domestic violence advocates,
organizational consultant, Ruth McCambridge asked participants, “What is the end result
that you want to have happen? Because if you don’t have that painted clearly in your mind,
you tend to wander around.” In the case of domestic violence, the shared vision is a world
in which homes are safe havens. Building on that shared vision, the mission of the Rhode
Island Coalition against Domestic Violence is to end domestic violence in Rhode Island.
The mission becomes embodied in a strategic plan. As McCambridge explained to Media
Matters,
First you set a vision, what you want to create, then you think about what
you need to do differently, the steps you need to take, and who do you
need to work with to accomplish this?
A strategic plan is a proposed path of action through which an organization mobilizes its
resources to fulfill its mission. A successful strategy sets realistic goals taking into account
the existing environment, the organization’s strengths and weaknesses.
A well-focused communications strategy grows from the organization’s mission, vision,
and goals. It then translates these into a strategic communications plan. For every goal or
objective in the strategic plan, a strategic communications plan asks, “With whom must we
communicate to achieve this? What publics or audiences – allies, potential supporters, etc.
- should we reach and mobilize to accomplish this?
A strategic communication plan asks, “How can we best reach our targeted audiences?” It
then identifies the tools through which communication will occur. As the diagram on the
previous page shows, mass media are among the many tools for reaching your publics.
While important, however, mass media are not the only, nor are they always the best tool
for reaching specific audiences. For example, our communication plan for reaching law
enforcement audiences uses primarily tools are NOT mass media. [See next page.]
Public relations like legislation or direct services is an arena for moving the organization’s
mission to end domestic violence. And like all arenas of work, public relations has shortterm and long-term goals. A strategic communications plan will include short-term planning
(like event planning) and long-term planning to move your organization to a more
influential position vis-à-vis the media. For each strategic objective, it identifies audiences,
tools for reaching that audience, key messages for that audience, and measures to evaluate
whether the communication was successful.
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BOX – A SAMPLE FROM RICADV’S STRATEGIC PLAN AND COMMUNICATION
PLAN
ATTACHED HARD COPY:
A PAGE FROM RICADV
STRATEGIC PLAN3
1998 -- 2002
Goal 1: Influence systems and institutions to better serve the needs of domestic
violence victims and survivors.
Objective A) Advocate for improvements in state and federal welfare system.
Objective B) Improve health care system’s response to domestic violence.
Objective C) Improve elder care system’s response to domestic violence.
Objective D) Continue to collaborate with criminal justice system (law
enforcement. prosecution, judiciary , probation and parole)
to improve responses to domestic violence.
Do we want to put the entire strategic plan and communications plan in the Appendix? They’re very useful!!
If so, here’s where we should refer to appendix. Only drawback is length. I think each is at least 20 pp.
3
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THE MATCHING PAGE FROM
RICADV’S COMMUNICATION PLAN
1998 -- 2002
The strategic plan proposes: Goal 1: Influence systems and institutions….
Objective D) Collaborate with criminal justice system – law
enforcement, prosecution, judiciary, probation,
parole.
The matching communications plan details:
1) Audience: Law enforcement
2) Tools to reach audience: (law enforcement)
 Participate regularly in VAWA (Violence Against Women Act) committees.
 Participate in police trainings as needed, and train member agencies to do
same.
 Initiate phone check-ins with police trainers.
 Send targeted mailings containing relevant information and materials.
 Set up and code database of police departments and police allies.
 Build personal contacts with individual police as appropriate.
 Send sentiment cards as appropriate to individuals.
 Develop and disseminate key ring attachment with our 1-800 number.
 Send letter to municipal academy graduates with key ring and Helpline card.
 Send RICADV publications to relevant police.
 Involve police in RICADV events – conference, Good Sports, DVAM
(Domestic Violence Awareness Month)
 Send holiday greetings to key police contacts.
 Send letter of thanks for their collaboration tied to statistics or an
accomplishment (e.g., with your help, this is what we accomplished).
3) Key Messages:
 You are critical in the work to end domestic violence.
 RICADV is an important resource and ally.
 Keep doing your job to protect victims of domestic violence.
4) Evaluation: Note change in these statistics yearly.
 Number of contacts between RICADV and police departments
 Number of cases in court.
 Number of dismissals.
 Number of dual arrests.
 Number of DV calls without arrests.
 Input from member agencies re their local departments.
NB: Re eval: Do we need to explain how shifts in these numbers translate into progress?)
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RICADV’s strategic plan outlines what it hopes to accomplish in any given year to work
toward ending domestic violence in Rhode Island. To be strategic in public relations,
RICADV applies its general strategic approach to its communications tasks including mass
media. RICADV
 Understands that media only change if we act; we seek openings for effective action;
 Stresses participation; we mobilize people sharing our mission - end domestic violence.
 Pools and expands resources via networking and coalitions;
 Plans well-considered public relations actions (events, direct and mass media);
 Reflects on what works; we learn from failures as well as successes.
 Institutionalizes learning into communications systems that are our building blocks.
The diagram below shows how our overall strategy shapes our communication planning
and how our public relations successes resulted from our establishing basic
communications building blocks – media systems, media caucuses, strategic planning,
relations with journalists. Underlying all are our shared mission and our core values
described more in Chapters Two and Three.
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CHART: Building Blocks toward Strategic Public Relations ( Confirm chart name)
Communication expands, Influence grows
GROWTH –
RELATIONSHIPS with JOURNALISTS
MEDIA SYSTEMS
LABOR POWER
MESSAGE
DEVELOPMENT
X
COMMUNICATIONS PLAN
X
You are here
STRATEGIC PLAN
SHARED MISSION – END DOMESTIC VIOLENCE
CORE VALUES – RESPECT/EQUALITY/DIVERSITY
ORGANIZATIONAL STRUCTURE – LEARNING ORGANIZATION
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Common misunderstandings
The diagram above represents the building blocks of the public relations model that
RICADV has developed over seven years. It represents our understanding that media
doesn’t just happen; it takes slow, patient work.
We find, however, that most activists and advocates think of public relations, media in
particular, as magic. How organizations gain visibility and media success is murky, unclear
to them. When we run communications workshops, we often begin by asking participants
how they think the public learns about important issues? How does communication
happen? Workshop participants commonly tell us:

Media just happens
“Media’s like tap water. I don’t know how water gets to my kitchen sink but it’s there
when I turn the faucet.”

The black box/magic theory
“1) Insert press release in the black box, a.k.a. the media. 2) Press should come out the
other side in two weeks. If press doesn’t come out, kick the box (the media’s corrupt) or
kick yourself (you must have written a bad press release.)

Clark Kent
“It’s the reporters’ job to come to us. Famous reporters, like Clark Kent, didn’t sit
around an office and wait for the news to come to them!”

Charisma
“My predecessor was REALLY charismatic. He could get media for any event. I’m just
not charismatic like him.”
As a follow-up question, we ask why issues of interest to grassroots groups, non-profits and
social movements seem so often to gain only limited visibility. Most common explanations
offered are these:






Conspiracy
“The media are against us because we’re ... (fill in blank)”
Incompetence
“Reporters are lazy. They want someone else to do their work for them.”
Capitalism
“The press is free to the man who owns one. News’s about the powerful, not us.”
Connections
“It’s not what you know, but who you know.”
Sex Appeal
“Our event wasn’t flashy, sexy. We didn’t stand out from the crowd.”
Sensationalism
“There’s no easy solution to a chronic issue like poverty, so it’s not news.” “The media
only cares about bad news, not good news.”
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One assumption shared by the workshop participants quoted above is that communications
is essentially about mass media. As a result of this assumption, organizations often make
the mistake of restricting their communication planning to the arena of mass media. As
stressed before, mass media are an important part but not the only part of communications.
Beyond that, each explanation holds some truth. Powerful corporations do control
mainstream media institutions and news does focus on daily deeds of the powerful and
famous. Technical proficiency does help as does knowing reporters (who may be lazy, or
unschooled on your issue or simply overworked). Definitions of news are way too narrow.
And so on and so on.
As with the fable of the blind men each describing one part of an elephant, any given
statement is true but misleads if taken as a single explanation out of context. Even taken
together, these barriers do not mean that there’s no possibility to act. They mean you have
to be informed. You need to study the media as a system, find its nooks and crannies and
start to pressure media for attention.
At heart all social change involves communication, and mass media is the central
communication system – the big tent – of our times. Organizations don’t have the luxury of
not communicating. And no one’s coming on a white horse to save the day. So get on with
it.
At RICADV, we begin is with the most accessible media and work outward, layer by layer,
to increase access to the media that reach our desired audiences. Over time, by being
systematic and consolidating our learning, we gain strength. Expect this process to take
five to seven years. To demonstrate this, we first offer a story of a success that occurred in
our fifth year of building communication’s systems.
A Success Story
In the case that follows, we describe how the RICADV devoted time and resources to
careful analysis, discussion, and networking with the intention of positioning its member
organizations so as to maximize chances of a successful outcome, in this case, the
resignation of a Rhode Island state representative arrested for beating up his girlfriend.
Located in Pawtucket, the Blackstone Valley Advocacy Center serves the densely populated
Blackstone Valley including the towns of Pawtucket, Lincoln, Cumberland and Central
Falls. On New Year’s Day, January 1,2000, Central Falls police arrested Michael Farrell,
Central Fall’s state representative on domestic assault charges for punching his girl friend in
the face. Blackstone Executive Director Linda Impagliazo learned of the incident three
days later when the daily Pawtucket Times reported Farrell’s arrest in a front-page story.
“On Tuesday, January 4, 2000, I went to Memorial, our local hospital to receive a
contribution for Blackstone’s work. As I waited for the hospital’s Community Relations
Officer, I opened our area’s daily newspaper, The Pawtucket Times. And there, plastered
across the front page in bold type, was the headline, “Rep. Farrell charged in assault on
girlfriend.”
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“I stood there, my mouth open in disbelief. I couldn’t wait to call Karen (Jeffreys,
RICADV Director of Public Relations). As soon as I left the hospital, I called RICADV. I
said, ‘Karen, we have to do something. I don’t know WHAT we can do, but we have to
respond to this.’ We took off from there, working together.
“Karen asked me, ‘What do you want to do? Ask him to resign?’ I told her that I had to
check with my Board of Directors before taking things that far, but short of calling for his
resignation, I did want to make a strong statement. He needs to be held accountable!”
Blackstone and RICADV agreed that to be effective a reaction would have to be immediate.
“We seized the moment,” said Karen,” If we had waited a day it would have been old news.
I bagged everything I was doing that day and worked with Linda on this.”
Blackstone’s Director (Linda) had called RICADV (Karen) at 11 AM. By lunch they had
conducted a media caucus with each other over the phone. The caucus clarified
Blackstone’s message. They then co-wrote a press release and printed it on Blackstone’s
stationery. Finally, RICADV faxed it to all the key media outlets in the state (radio, print,
TV, etc).
The press release opened by expressing Blackstone’s disappointment and outrage over the
state representative’s domestic violence arrest. It then stated that Farrell’s “alleged behavior
calls to question his fitness for elected office. We question his ability to lead our community
given these actions. If proven guilty, his behavior as a perpetrator of domestic violence
sends the wrong message, especially to our young people who need to learn that there is no
excuse for abuse.”
The press statement then commended the Central Falls police for sending the message that
“all perpetrators of domestic violence will be held accountable.” It also praised the
community residents who contacted police, ending the statement with the reminder that
“domestic violence is everyone’s business.”
The next day, Wednesday, January 5th, a front page article in the Pawtucket Times reported,
“Farrell’s ‘fitness for office’ questioned: Director of women’s shelter ‘outraged’ by state
lawmaker’s alleged assault on girlfriend.” Both the article headline and text drew heavily
from Impagliazo’s press statement. Farrell, for his part, declined to make a statement on
the advice of counsel.
Meantime, Blackstone’s Director Impagliazo continued conversations with her Board of
Directors. After some deliberation, they “decided that we were going to try to get this
representative to resign, that this was unacceptable in our district, anywhere for that matter.
We were going to work to get him to resign regardless of the consequences.”
When Farrell pleaded no contest sixteen days later (Thursday, January 20, 2000),
Blackstone immediately released a press statement calling for his resignation that received
coverage the next day [1-21-00] on the front pages of the Pawtucket Times and the
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Providence Journal. Both articles quoted the press statement extensively and both reported
that this was Farrell’s second domestic violence offense, the first having been legally
expunged in 1997.
An overall organizing strategy guides actions including media strategy
Building on this coverage, Blackstone had mapped a three-prong organizing campaign.
The end goal was to force Farrell’s resignation. To this end, Blackstone adopted three
tactics (actions) with RICADV support.
TACTICS/ACTIONS
1) Blackstone prepared a bilingual - Spanish/English - mailing to the 10,000 voters in
Farrell’s District 73 asking them to call both Farrell and the leader of the RI General
Assembly, John Harwood, demanding Farrell’s resignation.
2) Blackstone began to lobby key political figures including the Central Fall mayor
and other legislators urging them to press for Farrell’s resignation as well.
3) Additionally, Blackstone and RICADV scheduled a rally for Thursday, January 27th
at the State House rotunda.
RICADV supported Blackstone’s call for Farrell’s resignation and began to lobby its own
contacts in the media and the statehouse.
The media pressure continued as well. In addition to print coverage, local radio talk show
host, WPRO-AM’s Dan Yorke, took up the case and kept it alive interviewing the victim
and polling listeners. With a rally scheduled and flyers about be mailed to his entire
district, Farrell resigned on Tuesday, January 25, offering a “personal apology for my
actions on New Year’s Day.” He continued, “I am seeking professional counseling for
domestic abuse, alcohol abuse and anger management.” His resignation was reported in the
Wednesday, January 26 Pawtucket Times and Providence Journal. Additionally the same
day Providence Journal applauded his resignation in an editorial, “These batterers should
go,” [1-26-00 PJ]
The case was not over however. On Thursday, January 27, Farrell claimed that the physical
abuse had been “mutual,” and suggested to the Pawtucket Times that gender bias was at
play: “Abuse is a two-way street. Unfortunately, abuse against men is never reported.” [127-00 PT] Continuing in this vein, three days later, Farrell announced in the statewide
newspaper of record, the Providence Journal his intent to run in the special election being
held for the legislative seat he had just vacated.
Again, Linda Impagliazo and Karen Jeffreys brainstormed over a response. Rather than
challenging Farrell’s right to run, they crafted an extensive op-ed that ran on the Tuesday,
February 1st Editorial Page of the Pawtucket Time. Mentioning Farrell only briefly at the
beginning and end of the piece, Impagliazo used the Farrell case as a segue to inform
readers of batterers’ urge to control their victims. She repeated that domestic violence is not
a private matter [PT 2-1-00]. Facing staunch resistance, Farrell dropped the idea of running
again.
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LESSONS
1) TEAMWORK BUILT ON PRE-EXISTING COALITION TRUST. TRUST BUILDS
ON DEMOCRATIC COALITION PRACTICES
Reflecting on the one-month whirlwind of events, Linda Impagliazo concludes, “I don’t
think we could have done it without the help of the Coalition. In the first crisis reaction, I
wasn’t sure how to respond, I knew it was wrong and we needed to do something. From
developing our message to planning its dissemination, RICADV really guided Blackstone,
and we had some real results. Our community really thanked us for that. This is one little
story from many that I could tell about our work as a member agency of the coalition.”
This ability to work as a team had grown over the previous five years during which time the
coalition and member organizations had teamed up on multiple campaigns. Member
organizations trust that RICADV wants to make them strong, not steal the show. Trust was
built by actively seeking member input, offering consistent support after surveying
members to find out what kind of help would be useful, and by following members’ lead –
even when RICADV was not fully in agreement. “I think of myself as working for the
member groups, not simply for the statewide organization. It’s my job to make their work
easier,” explains Karen Jeffreys. “When member groups get stronger, the whole coalition
benefits. Our increasing reputation in the legislature after toppling Farrell was of use in the
following years as we proposed legislation.”
2) RAPID RESPONSE DEPENDED ON SYSTEMS
In order to respond promptly to breaking news events, RICADV has develop rapid response
systems that are available to all organizations participating in the statewide coalition.
Blackstone here utilized RICADV’s rapid response system; this includes RICADV support
in developing strategies, tactics and related messages; access to its regularly updated media
data base; and faxing. At the member’s request, RICADV will help with follow-up calls to
reporters and other logistics such as setting up a press conference or writing and placing an
Op-Ed.
3) TEAMWORK AND SYSTEMS HELP ECONOMIES OF SCALE
Rapid response systems are not something a local group would use routinely. As such, they
can’t afford to maintain them. Nor does a local group regularly have to deal with breaking
news – a legislator battering a spouse or a domestic violence murder. Yet, having access to
these systems means that Blackstone can take advantage of media opportunities when they
happen.
RICADV’s builds its media systems keeping in mind that the member groups should be
able to use them easily. For instance, RICADV’s media database is organized so that it can
pull sub-lists of media that serve members’. This allowed RICADV to target key media in
the Farrell case quickly and effortlessly.
As part of a statewide network, RICADV, Blackstone can be prepared for the unexpected.
The statewide coalition benefits as well; wherever domestic violence-related events happen
in the state, the coalition can provide journalists with background information and sources.
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4) BE READY FOR OBSTACLES – LEARN FROM THE BUMPS IN THE ROAD
In hindsight, the whole process looks seamless and smooth. At the time, it felt more like a
roller coaster ride. What got RICADV and Blackstone through the bumps in the road was
their trust in each other, their knowledge and confidence based on past experience and their
pre-existing relations with reporters. The Farrell case, for instance, involved a domestic
violence victim in crisis, not a domestic violence survivor who has already gone through an
extensive healing process. “This case made us realize the value of developing survivor
spokespersons in collaboration with the survivors’ organization, SOAR. We cannot expect
a victim in crisis, reeling from the tragedy and struggling for housing and legal advice, to
speak on her own behalf.
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RICADV’s communications infrastructure prepared it for Rapid Response
1) Existing relationships and systems.
a. Relationships
i. RICADV and Blackstone had pre-existing relationships with local
and state political figures.
ii. Media: RICADV and Blackstone have relations with local and state
media. RICADV had built relations with key reporters by being
efficient, reliable and useful.
iii. Internally: RICADV and Blackstone had a pre-existing working
relationship.
b. RICADV communication systems are set up for crisis response. Systems that
kick into action include
i. Media caucus and spokesperson preparation
ii. RICADV support writing press statements
iii. Media data base, freshly updated. Data base included statewide
contacts but also could target Blackstone area.
iv. Bilingual capacity.
v. Fax capability.
vi. Call back capability. RICADV had interns and staff trained to call
back reporters to probe interest in every story.
vii. Preparation routine for talk radio.
viii. Petition – face-face communication
ix. Others? Op-ed writing.
c. Labor power needed
i. For direct mailing - Blackstone.
ii. For mass media outreach – RICADV.
iii. For lobbying (a special kind of one-one communication); Blackstone
and RICADV.
iv. For media events – press conference, calls and talk shows. RICADV
v. For negotiating with relevant journalists. Blackstone and RICADV
vi. For debriefing after the campaign – Blackstone and RICADV.
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RICADV’s networks grew over five years from a small start.4
INSERT: GROWING INFLUENCE BY STRENGTHENING NETWORKS
Health groups
Criminal justice
groups - courts, police
Local Rhode
Island DV
organizations
Statewide
planning
committee for
DVAM
(Domestic
Violence
Awareness
Month
Welfare, and other
human
services
allies who deal with
DV
SOAR, Sisters
Overcoming
Abusive
Relationships
(organized
survivors)
Training institutes
Elected Officials
RICADV
networks
Research
University relations
Schools
Faith
communities
Media
contacts
Interns and volunteers:
Colleges
Coordinated community responses
It takes a whole community - many people in many organizations working in
concert – to raise an issue.
4
It takes, on average, five to seven years for a social movement organization to develop a full-fledged
communications infrastructure. Even this time frame assumes pre-existing strategy and organizational
infrastructure.
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Summary: Before you turn on the spotlight, plan your strategy.
Public relations work links an organization to the publics/audiences relevant for its mission.
In effect, public relations work turns a spotlight on an organization’s work; it shows broader
communities what the organization is doing. Public relations work draws attention to the
organization’s good work, broadening its supporters. Successful newsmakers - even small
organizations -- plan carefully, therefore, to make sure that when the public relations light
goes on, that they are prepared to communicate their organization’s vision and goals and to
communicate how broader publics can join them. Public relations highlights good work
There is no public relations strategy without a general organizing strategy
This manual will insist over and over again: public relations strategy does not stand alone,
Rather, it builds from an organization’s mission and overall strategy. If a group lacks a clear
strategy, the media spotlight will highlight precisely that lack of direction.
A
communications strategy, we often tell workshop participants, is like the tail on a dog.
What matter if the tail waves fast and furious, if the dog doesn’t know where it’s going?
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CUT OR KEEP THIS BOX???? I’ve edited original down to basics.
BOX --Public relations strategy – Farrell Incident
1. Relation of campaign to main strategic goals.
RICADV’s mission is to end domestic violence in Rhode Island by protecting
victims and holding batterers accountable. Does this campaign forward that?
a. Ousting Representative Farrell demonstrates that domestic violence is not
private business. It is public business and the public servants need to set a
positive example.
b. Secondly, this campaign demonstrates that no one is above the law. Victims
can expect the police to hold any batterer accountable – even if he is famous
or powerful
2. Lay of the land – Is this a good opportunity? Why? What are risks?
a. Representative Farrell does not have strong support in the State Legislature
or in his district. He has not been particularly effective as a state
representative.
b. In contrast, Blackstone has strong support from local political officials
including the mayor and _____# state reps. RICADV also has strong
contacts in the Statehouse and can lobby with and for Blackstone.
c. This campaign, done well, will build on and strengthen community ties.
3. Foreseeable obstacles – bumps in the road
a. Possible disadvantage. If we fail to oust him, he could be vindictive.
b. Possible disadvantage – specifics of case, victim, could be complicated.
c. Possible disadvantage – using talk radio, be prepared for talk show hosts’
particular axes to grind.
4. Resources - You and what army will do this
a. Blackstone’s Director has a strong, active Board willing to take risks on this.
b. Blackstone and RICADV have a good working relationship. Blackstone and
RICADV staff can dedicate time to the campaign for Farrell’s resignation.
c. Community: (Linda? Karen?) Blackstone has ongoing relations with local
community groups. This campaign may further strengthen these.
d. Political allies: Blackstone has good relations with Mayor and strong local
reputation. RICADV is statewide coalition, has ongoing relations with key
statehouse leaders. (??? Were there key legislators ready to jump on this?)
e. Media: RICADV and Blackstone have relations with local and state media.
.
5. Plan – Force resignation via a three prong pressure campaign - Three
tactics: direct organizing, lobbying and media pressure
a. Direct organizing – bilingual mailing to all residents; rally at Statehouse.
b. Lobbying – urge residents to call Farrell and Statehouse leaders.
c. Media – Radio talk shows, newspaper.
12-22-03
19
Note re glossary of terms
AKA (Annette: Karen: Alice): I think we could put in each chapter a glossary of the words
introduced in that chapter. Question is whether we also need a master glossary in the
appendix. One way around this would be to note in an index when each term is used
highlighting the page on which it’s defined.
Index sample:
Audience: defined 1:4, 2-12, 3-25…
Glossary of terms for Chapter 1
Audiences: constituencies targeted by an organization’s communications efforts.
Building blocks: the components of communication; taken together, they create a
communications infrastructure.
Communications infrastructure: the sum total of media systems and tools that create a
sustainable capacity to communicate with target audiences.
Communications plan: a plan identifying audiences critical for reaching an organization’s
strategic goals and mapping how the organization plans to reach them, what it wants to say,
and how it will measure success.
Communication systems – the institutionalized processes and procedures that allow one to
respond quickly and effectively to a communications need. Also called media systems
Public relations; the sum total of all work to communicate with targeted audiences or
publics.
Public relations strategy; The relation-building work needed to carry out the organization’s
overall strategy.
Public relations tools: any means or forms of communicating with one’s audiences/publics.
Publics; Groups of people that share a common interest or purpose. See audiences.
Strategic plan: A long-term map to focus allies and resources in pursuit of a common goal
Strategy from the Greek - - the art of generalship. Identifying and uniting groups with
shared interests in the pursuit of a common goal.