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FOOD PRO-FIT
External communication plan
09
Proyecto co-financiado por la UE/DG SANCO
INTRODUCTION:
The FOOD PRO-FIT project is a European Project jointly presented by:
• Local Health Ministry of the Baleares
•
•
•
•
•
•
•
Vienna University
School of Hotel Management of the Baleares
Health Ministry of Cyprus
European Business Center of Berlin
Regional Development Support Agency of Slovakia
European Iniciatives Institute of Poland
The region of Crete (Greece)
Before the Public Health Directorate-General of the European Union,
responding to the third priority: “Health determining factors”, of the
announcement of projects for the year 2006, the objective of the Project is
to resolve and prevent a health problem that is becoming greater day by
day : Obesity and the Overweight.
FOOD PRO-FIT is a European Project that is developed at a regional level,
whose aim is to improve the nutritional quality of pre-cooked meals and
to convert the healthy option into the easiest for the consumers.
Taking as its starting point the existence of a mutlifactorial etiology related
to obesity it is essential that the actions proposed in this project reach ALL
the parties involved in the problem.
The awareness-raising of businessmen, consumers and health authorities
is the greatest challenge that FOOD PRO-FIT will come across during the
starting up period, in the different stages of development.
Another of the specific characteristics of FOOD PRO-FIT is its regional
character. This means that as well as enriching possibilities, due to the
diversity of contributions that it will collect from different socio-cultural
realities, it will also require that all the actions or regional strategies can
be translated to a local setting, applied by all the partners.
The present communication plan establishes the general parameters that
will guide the communication strategies to be developed by FOOD PRO-
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FIT, with the aim of reaching both the general and specific communication
objectives.
MISSION, VISION AND VALUES OF FOOD PRO FIT:
Mission:
To involve the main indispensable parties in the obtaining of FOO PRO FIT objectives.
-
Businessmen: Reformulation of recipes and active participation in the promotion.
-
Authorities: Institutional support for the actions to undertake
-
Media: To make them aware of their fundamental role in terms of awareness-raising
and the education of citizens, with the aim of preventing this health problem.
-
Consumers: “Train them” in the adoption of healthier styles.
Vision:
Those responsible for FOOD PRO FIT will indentify ALL the parties involved and adapt them
both to the communication and to other actions at each sector, to assure the greatest success
of each partner at a local level.
Values:
Client orientation and social participation
Team work
Development of an informatics tool for the analysis of recipes and their reformulation.
Rationality and responsibility in the use of the economic-financial resources
Innovation and creativity
Diversity and complementarity
Open to change
Active participation of the health authorities, businessmen and means of communication.
Contribution of a differential value to food that the reformulation proposal that FOOD PRO
FIT adopts.
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To comply with the mission and vision, based on the previously mentioned values, the main
strategic objectives of FOOD PRO FIT are:
GENERAL OBJECTIVE:
-
To promote a healthier diet, thanks to the improvement of nutritional quality of the
pre-cooked meals in the local/regional setting. For this, support will be given to the
SMEs, catering companies, hotels, restaurants, etc.) and will be encouraged to
introduce a qualitative change in their products by means of control and reduction of
the proportion of specific not so healthy nutrients.
SPECIFIC OBJECTIVES:
•
To evaluate the present situation of the SMEs that make pre-cooked meals from:
-
To develop, test and install a tool for the small and medium sized food processing
and catering companies of a local/regional setting (hotels and restaurants
included), as well as analyzing and improving the nutritional quality of the foods
acting on certain less healthy nutrients such as, SALT,SUGAR AND SATURATED
FATS
-
To announce the new tool HANCP, as well as the corresponding installation kit, by
means of regional activities in the countries that are participating in the Project
and evaluate the changes achieved in comparison with the initial situation, the
degree of acceptance of these changes amongst the interest groups and the level
of consumer satisfaction with respect to the new products –those that are derived
from the application of the tools generated in the FOOD PRO-FIT framework.
In reference to the external communication strategies the objectives are defined as:
GENERAL:
-
To create awareness of the proposals of FOOD PRO-FIT in consumers,
businessmen and Public Health authorities, and in this way motivating them to
take an active part in the project in their different roles.
-
To establish a series of direct and permanent information channels with our
public objectives. These channels should allow the necessary feedback for the
project research needs.
SPECIFICS: Exchange
-
To reach a high level of penetration and of information exchange with the SMEs
that elaborate the pre-cooked meals, with the aim of evaluating their level of
awareness of nutritional quality, present legal dispositions, to obtain their
position and disposition in relation to the reformulation of recipes and the
processes of elaboration.
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-
To widely and clearly communicate the characteristics of the HANCP (Hazard
Analysis and Nutritional Control Points) as well as the benefits that it could report
to the SMEs involved.
-
To inform the rest of the European population of the results in the pilot stage.
-
To inform the results of the pilot cases that will serve to determine whether
reformulation is possible.
-
To inform the consumer of the importance of the healthy life style habits.
Constructing messages
The creation of a convincing message, which precisely and effectively transmits the proposal or
the Project mission, is fundamental to the success of a communication campaign.
Next, we will analyze the basic concepts to communicate that have to be taken into account
for the construction of one or various messages, which will be the main theme on which the
communication strategy of FOOD PRO-FIT will be based.
Taking into account the regional scope of FOOD PRO-FIT, the construction of the messages to
communicate should attend to the codes of each region on which the communication actions
have to be developed.
On this occasion we will define the FORCE IDEAS, which in each case will give rise to their
adaptation to the messages of the communicator.
•
Obesity is an ever increasing pathology in present societies, and especially in the
more developed.
•
The prevention and implementation of healthy habits are the only solution for a
problem of these characteristics.
•
Obesity is pathology with a wide etiological base, thus all the responsible parties
involved in taking decisions in the chain of processing of foods, among others,
should actively participate to combat it.
•
The awareness of the consumer is being “formed” to correct their habits in the
face of a more selective and responsible consumption at every level, even where
diet is referred to. For this reason it is logical to think that the gastronomic offer
should adapt itself to a more responsible and mature consumer in the selection of
the quality of their foods.
•
As well as improving the quality of general life, a positive variation, such as FOOD
PRO-FIT proposes in the processes of the elaboration of foods, it will also
represent an added commercial value for the pre-cooked meals under these
standards.
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•
All the companies dedicated to the food elaboration and processing, especially
the SMEs, could rely on a system of reformulation of recipes in the face of the
FOOD PRO-FIT offer
•
HANCP is an informatics tool that along with the training those FOOD PRO-FIT
offers will give the possibility of carrying out recipe reformulation and transform
them into with a FOOD PRO-FIT profile.
On the evidence of the force ideas before expressed, they will elaborate the delivered material
and the lines of discourse of the responsible parties of the project communication.
IDENTIFICATION OF CLIENT OBJECTIVE.
In the first place it is indispensable to identify the consignees of the FOOD PRO-FIT message.
The definition is simple; in general terms our objectives are those responsible for processes,
with the capability to reformulate recipes along the lines of the FOOD PRO-FIT profile, and
the final consumers capable of taking the decision to choose products with a FOOD PRO FIT
profile.
The sectors where we will look for those responsible parties are:
•
Canal HORECA
•
Food production sector
•
Final consumers
In short, the consignees of the FOOD PRO-FIT message will be: small and medium sized food
producer/ processor companies, Catering companies in a local setting, hotels and
restaurants, as well as the final clients.
DEFINITION OF THE COMMUNICATION IMPACT PROFILE
Even though we recognize the importance of a solid and heterogeneous line of communication
for all the consignees of the message, it is also certain that to achieve better results it will be
essential to adapt the actions to each sector, and even to each partner country of the project,
to the effects of adapting the communication characteristics to the socio-cultural profiles of
each country.
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EXTERNAL COMMUNICATION PLAN
The structure of the present Communication Plan has various stages:
•
Situation analysis where the identification of the public objectives of the communication,
internal analysis (resources of communication, previous communication background), and
the setting analysis are contemplated.
•
As a result of the description of the analysis of the situation a DAFO matrix has been
elaborated that will serve to determine the actions to be carried out.
•
Strategy definition: formulation of the External Communication Plan
•
Installation Strategy: definition of communication actions.
•
Evaluation and follow up: The indicators, auditing plan, and final report have been
established.
0) SITUATION ANALYSIS:
a. PUBLIC OBJECTIVES
As a result of a reflection process previous to the design and installation of the External
Communication Plan the following public objectives have been indentified:
•
Canal HORECA:
Hotels, restaurants and Catering service companies.
In this group the companies of each partner country that are integrated into the canal
will be included.
Canal HORECA will be entrusted to facilitate the reformulated dishes to the consumer
according to the profiles established in FOOD PRO-FIT
Source data: BBDD especially structured for the Project and commercially registered.
•
Producers of processed foods:
Small and medium sized companies dedicated to processing and transforming foods
will also be a client object of communication.
In this case the objective is to arrive not only to the consumer of the elaborated
product, but also to HORECA canal that could use the aforementioned products as
prime material in the elaboration of their dishes.
Source data: BBDD especially structured for the Project and commercially registered.
•
Media.
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The media will be included not only as mere “ information transferring
channels” but also as true client objectives since the relationship with
them will allow an action of “conceptual teaching” on that proposed by
FOOD PRO-FIT with the aim of converting them into true players in the
project.
To the effects of profiling the media plan in each local setting, those
that those that are best at spreading the Project’s objectives will be
identified.
It is recommendable to simultaneously carry out the analysis work and the
making up of the media planning in each local setting.
• Institutions, local, provincial and autonomic Administration.
Autonomic Administration
Local Administration
Institutional networks of the Autonomic Administration and of the
distinct municipals of the companies involved.
Others: Devices for social attention, patient associations, consumer
associations, neighbor associations, NGO’s.
• Academic and scientific community.
There exist various types of communication consignees according to
the Project interests.
The heads of communication to be used for the spreading in this
community should be:
Local Education Ministry
Local Health Ministry
UIB.
Professional associations:
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Professional Health workers associations of the Autonomous
Community
Scientific Societies of local and national setting.
Professional associations of the sectors involved: tourism, diet, etc.
b. INTERNAL ANALYSIS
The internal analysis has the following items:
•
Present organization.
•
Communication background.
•
Key persons, present and potential spokesmen
When completing a good diagnosis of the internal situation it is relevant to analyze the
background of the organization in communicational terms. In the FOOD PRO-FIT project the
summary of the external communication history is the following:
•
There exists a WORK GROUP, which assumes the role of interlocutor with the “object
clients” and that elaborates the press notes, coordinates the press conferences, supplies
“newsworthy” aspects to the autonomic and local media and produces the material that
has been necessary for the communication of the project till the present stage.
To date the following actions have been carried out:
Printed documents:
- Information pamphlet
- Pilot information pamphlet
- Nutritional pyramid (puzzle)
- Nutritional decalogue
Web:
www.foodprofit.org (In these moments it is in the process of re-designing and updating)
Inputs:
Questionnaire to 550 consumers and 50 companies (forms: annexes 1 and 2)
Press:
- Presentation of project
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- Attendance to the Cuisine Fair with an informative stand
Corporate image:
Logo (In process the use manual of the same)
Within the communication structure there are key persons in aspects related to external
communication:
NAMES:
c. SETTING ANALYSIS
Next the main aspects that characterize the “communication setting” for the FOOD PRO-FIT
Project will be defined, and it is recommended to adapt the strategy attentively to each local
area:
-
The practical whole of the object population, of the local area, is widely covered by the
media with whom the Project is working.
-
However, and given the particular segmentation that this Project brings with it, we
recommend that particular attention is paid to the putting together of both the media
planning as well as the BBDD construction of the object companies.
-
Within the subgroups in which the final consumers have to be segmented to make an
impact we recommend the inclusion of the immigrant population, which in some areas
represents more than 30% of the population. As is well known when we are referring to
the diet trends to obesity or overweight this is a population at risk.
-
As a positive aspect to potentiate, we highlight the announcement capacity of the press
and various communication channels that the institutions involved in the project, Local
Health Ministry, UIB, rely on. In this aspect it is suggested that special attention is paid to
the success in actively involving references and generators of public and private sector
opinion. That is to say, business associations, Public Administration and Scientific
community, among others.
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1) SITUATION DIAGNOSIS
As a result of the situation analysis it is possible to put into effect a DAFO analysis on the
situation of the FOOD PRO FIT Project in aspects related with external communication.
Table Nº 1 DAFO SITUATION ANALYSIS
DAFO analysis
Strong points
- There
Weak points
exists
a
Communication
known - Very scarce or no degree of
group
as
interlocutor with the media
- Adequate management of the
media relations.
Internal analysis
population of the brand name
and its values.
- No general manual exists with
- Manifest internal support of
the public administration
- There exists a team capable of
designing
knowledge of the objective
and
the complete presentation of
the Project for each segment
to communicate.
producing
materials of communication.
- The
key
persons
for the
external communication have
been designated.
Opportunities
Threats
- A large number of local and - Reduced budget
regional communication media - Attention of the businessmen “
(positive publicity).
Setting analysis
- Advantage
of
the
focused on the economic crisis
TIC to
that
the
communicate with users and
through”
citizens.
.
- Increase
of
web
service
portfolio and/ or features of
the HANCP tool in the short
term.
- There already exists a pilot
that could advance results to
be communicated as positive
outputs.
market
is
going
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2) STRATEGY FORMULATION
Once the FOOD PRO-FIT Project is positioned in the topics related to external communication,
it will be ready to formulate the global strategy of external communication. The strategy
should be adapted by the technical teams of each partner country but, to the effect of
standardizing the actions, we suggest that each local strategy frame following the four
traditional precepts of an Integral Control Framework.
FOOD PRO FIT: global strategy of external communication
The general objectives of the strategy of external communication are according to what has
been expressed in the Introduction:
-
To create awareness of the FOOD PRO-FIT proposals in consumers, businessmen
and Public Health authorities and in this way motivating them to take an active
part in the project in their different roles.
-
To establish a series of direct and permanent information channels with our
public objectives, which should allow the necessary feedback for the project
research needs
These global objectives will be specified in the following strategies, following the different
perspectives of the Integral Control Framework:
FUTURE DEVELOPMENT
-
To increase awareness that the population of the local area has about the FOOD PRO-FIT
brand name and its values.
-
To increase the number of Collaboration and cooperation agreements, etc with Town
Halls, Business associations, Scientific Community, media, etc.
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INTERNAL PROCESSESSSSSS
-
To have a system of management of external communication established and provides
the development of all the necessary materials and their production.
-
To establish the communication check list of the Project according to the general
planning.
CLIENTS
-
(consumers) To increase the level of awareness of Food Pro Fit.
-
To make the consumer sensitive to the need for healthier life style habits and consume
healthier products.
-
To make them sensitive to the HORECA canal and to the industry of the need to
elaborate healthier products to de disposed to respond to a growing demand for these
types of products.
-
To install the HANCP tool
RESULTS
-
Budget compliance: not to surpass the budget assigned to the Communication Plan.
-
(companies)Installation of brand name and tool
-
(consumers) High exposure to brand name in the assigned timescale.
3) STRATEGY DEVELOPMENT
a. To select the identified public objectives that maximizes their contribution to the
achievement of the proposed objectives.
Among the identified public objectives should be to prioritize those that we understand
maximize their contribution to the achievement of the objectives, also taking into account
the budget conditions which they have.
As a result of the content of the tables 2 and 3 and analyzing them it was observed that it is
possible to group some interest groups, as the objectives, canals and messages are similar. It
was determined that the public to whom the communication efforts were being directed are
the following:
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Relevant subgroups:
-
Canal HORECA
-
Producers of processed food companies
-
Consumers (and their segmentations)
-
Health professionals
-
Media.
-
Collaborators, Institutions, Scientific and educational community.
b. To define the communication objectives for each one of the public selected, adequate to
the global objectives proposed.
The communication objectives will be different in each one of the object publics selected and
it should be made explicit in each one of them. They will appear explained in the tables 1 and
2.
c. To select the most appropriate communication channels for each public.
Just like in the previous sections it is necessary to differentiate the communication channels
that will be used with each of the object publics, as before different objectives different
responses should be given. This is also reviewed in the tables.
d. To define the messages
A key message in each public object will be selected, (some may coincide) which will be
coherent with the objectives of the project and reinforce them. The messages affected by each
one of the public objectives are shown in tables 1 and 2.
For this strategy definition a standardized format defined will be used
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Table Nº 2
PUBLIC
FOOD
CANAL HORECA
OBJECTIV
E
INSTITUTIONS
PRODUCER
MEDIA
CONSUMERS
S
COMMUNICA - To increase the
- To facilitate general
- To transform them in
- Present the brand
TION
level of
information of the functioning
the pro active true
name and its
OBJECTIVES
knowledge of the
of the project
actors of the project
values
project.
- To establish alliance
Specifying it into
relationships
make known the
- To collaborate in joint
proposal of
initiatives
reformulation and
brand name
- To achieve support of opinion
IDEM
generators
(HORECA)
- To reinforce the
economic and
social values of
- To facilitate them a sole - To give them
communication point of
incentives to opt
the hospital (Key
for recipes FOOD
Communication Persons
PRO FIT.
of the project)
- Collaboration in the
incentives to
messages (vessel of
participate in the
positive publicity)
opinion and
alliances, eg,
- To install the
- To make them
diffusion of institutional
- Establishment of
the brand name.
- Position the logo
consumer habits
polls.
Participation in
biggest quantity
programmes and/ or
of HANCP
spreading publications s
possible.
(health, scientific,
- To make the
healthy habits, etc)
businessman
- To proportion to the
sensitive:
media publicity
healthier foods
insertions
such as
commercial
positioning tool.
CHANNELS
- Informative
- Corporative identity
pamphlets of the
- Activity memories (focus on
project
- Specific HANCP
pamphlets
- Visits of spreading
agents.
- Web
- Key Comunication
Persons
corporative social
- Publicity campaigns
responsibility)
- Selection of information
- Internet
for the mass and
- Spreading press
specialized media
- Publicity
campaigns
- Promotional
impacts on selling
points
- Associations of
IDEM
communications along wioth - Publicity
consumers
(HORECA)
the institutions
(channeled
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- Work meetings
- Specialised
information)
- Education centers
publications
- Trade unions
(graphic material,
- Press conference
handouts and
- Interviews
punctual actions
- Focus Grouo
of brand name
impact)
- Health centers
(idem anterior)
MESSAGES
- Image of the
- Collaboration
brand name and
- Beneficios de las alianzas
its values
the media
value
responsibility
- Great Public and
(OUT PUTS)
- Social responsibility of
- Added comercial
- Social
- Good informative flow - THE FOOD PRO-
- Opportunities of
IDEM
(HORECA)
publicity contracts.
FIT OPTION IS
EQUAL IN
QUALITY AND
HEALTHIER
- CHOOSING FOOD
PRO FIT IS
INTELLIGENT
prívate
CHOOSING FOOD
institutional
PRO FIT IS
support for the
MATURE
project
Importance of
- Strategic
opportunity of
the project
healthy life habits.
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Tabla Nº 3
PUBLIC OBJECTIVE
ACADEMIC AND SCIENTIFIC
GENERAL COLLABORATORS
COMMUNICATIO - Facilitate general information
N OBJECTIVES
CHANNELS
PROFESSIONAL ASSOCIATIONS
COMMUNITY
- Facilitate general information
- Facilitate general information
about the functioning of the
about the functioning of the
about the functioning of the
project
project
project
- Establish alliance relationship
- Establish Alliance relationships - Establish Alliance relationships
- Collaborate in joint initiatives
- Collaborate in joint initiatives
- Collaborate in joint initiatives
- Internet
- Internet
- Internet
- Publicity
- Publicity
- Publicity
- Sponsor activities
- Participation in activities
MENSAJES
- Collaboration
- Collaboration
- Collaboration
- Benefits of alliance
- Benefits of alliance
- Benefits of alliance
- RSC
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4) DESIGN OF THE COMMUNICATION ACTIVITIES
For the planning of the different activities that will make up the External Communication Plan
of the FOOD PRO- FIT project, the different activities to carry out with each one of the public
selected should be established.
To this effect the normalized Actions Derived from the Communication Plan model will be
used.
This model will be complied by each public selected and by each objective defined. As an
example it will include the card corresponding to some of the objectives proposed for the
group HORECA, and a card corresponding to an action type for the group COLLOBORATORS
IN GENERAL.
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Table Nº 4 PLANNING OF ACTIONS
ACTIONS DERIVED FROM THE PLAN OF COMMUNICATION
(LOGO)
DATE
INTEREST GROUP
Version
CANAL HORECA
- Increase the level of awareness of the Project. Specifying it in: awarenessraising of the proposal of reformulation and brand name.
OBJECTIVE
- To expose the economic and social values of the brand name.
- To install the highest number of HANCP possible.
NAME OF KEY PERSON OF COMMUNICATION
RESPONSIBLE (FOR
THE ACTION AND
FOLLOW UP)
PLANNING
Nº OF
PHAS
PHASE
E
1
RESPONSIBLE
FOR EXECUTION
Construction of a database of 800 companies within the HORECA
TO
cannel of the Baleares.
DEFINE
DEADLINE
1 week
To carry out 800 effective direct contacts of presentation of the
brand name and Project to these companies, with the objective
of:
2
Integrating them into the project
TO DEFINE 4 weeks
Installing HANCP.
Applying questionnaires
3
Analysis of data and report elaboration of the results of this
action
Communication
group
TO DEFINE
4
Data communication.
Communication
data
TO DEFINE
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NAME OF KEY PERSON OF COMMUNICATION
RESPONSIBLE (FOR
THE ACTION AND
FOLLOW UP)
RESOURCES
INDICATOR/S
Budget for the design and production of handout materials in the visits.
Budget for the contracting of the execution of the visit plan, application of
questionnaires and data processing.
Communication group
Key person of communication
Web
Compliance of forecast deadlines
% of success of impact n the 800 companies
nº of HANCP installed
web consultations
RESPONSIBLE FOR COMMUNICATION
PLAN:
KEY PERSON OF COMMUNICATION:
APPROVED BY
date:
date:
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Table Nº 5 PLANNING OF ACTIONS
ACTIONS DERIVED FROM THE PLAN OF COMMUNICATION
(LOGO)
DATE
INTEREST GROUP
Version
GENERAL COLLABORATORS (Institutions, Professional Associations, ETC.
FACILITATE GENERAL INFORMATION ABOUT THE FUCNTIONING OF THE
PROJECT.
OBJECTIVE
ESTABLISH ALLIANCE RELATIONSHIPS
COLLABORATE IN JOINT INITIATIVES
NAME OF KEY COMMUNICATION PERSON
RESPONSIBLE (FOR
THE ACTION AND
FOLLOW UP)
PLANNING
Nº OF
PHAS
PHASE
E
RESPONSIBLE
FOR EXECUTION
DEADLINE
1
To elaborate the distribution list to send of the FORMAL
PRESENTATION OF THE FOOD PRO-FIR PROJECT, to the relevant
entities and institutions of the business institutional area, in the
local/provincial/ autonomic setting for the establishment of
agreements and joint development activities
COMMUNICATIO
TO DEFINE
N GROUP
2
Remission of material
COMMUNICATIO
TO DEFINE
N GROUP
3
Round of contacts on the part of the key communication person
assigned to this action to specify agreements according to the
global objectives of the project for each interlocutor.
RESOURCES
KEY PERSON.
TO DEFINE
Budget for the design and production of the necessary materials for the
presentation
Budget for the remission of materials.
Back office
Communication group
Key communication person
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NAME OF KEY COMMUNICATION PERSON
RESPONSIBLE (FOR
THE ACTION AND
FOLLOW UP)
Budget:
INDICATOR/S
Nº of contacts achieved
Nº of agreements achieved (quality of the agreements) measuring the level of
exposure that they bring.
RESPONSIBLE PLAN COMUNICACIÓN
Key communication person.
Date:
Date:
APPROVED BY
5) FOLLOW UP AND CONTROL SYSTEMS
A periodical follow up of the system of indicators will be carried out that is defined to analyze
the degree of compliance of the proposed objectives.
There exist two levels of indicators:
-
Indicators for the evaluation of the strategic objectives: They measure the level of
consecution of the big proposed objectives.
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-
Indicators for the evaluation of selected publics and compliance of the activities: They
measure the level of compliance of the objectives proposed for each selected public object
and numerated in the card of actions derived of the communication plan.
The carrying out of periodic auditing of communication.
To such effects we next attach an internal auditing team of consecution of objectives that will
contain once completed all the information necessary for the general evaluation of the
external communication plan.
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Table Nº6. Evaluation Report of the External Communication Plan
INDICATORS
indicator
type
Results area
Objective
value
Awareness of brand name
Strategic
Future
development
Identification of logotype
Strategic
Future
development
New agreements
Stragetic
Future
devlopment
Installation of Communication Strategic
Internal
Plan
processes
Participation through
Strategic
Communication Group
Internal
processes
Market quota
Strategic
Clients
New FOOD PRO FIT clients
Strategic
Clients
Deeviation proposal
Startegic
Results
Publicity evaluation
Strategic
Results
Communication efficiency
Strategic
Results
Opinion poll evaluation
Strategic
Results
Relation of Press impact
Strategic
Results
Deadline compliance
Public
Clients
Objective
Production of information
Public
material
objective
Meeting with general
Public
collaborators
Objective
Clients
Clients
result
deviation
Proyecto co-financiado por la UE/DG SANCO
Level of materials acceptation
Public
Clients
Objective
...
Public
Media
objective
...
Public
Institutions
objective
…
Public
Objective
AUDITORY OF
COIMMUNICATION PLAN
LEVEL OF FULFILLMENT OF OBJECTIVES
% OBJECTIVES REACHED:
COMMENTARIES
RESULTS IN INTEREST GROUPS
COMMENTARIES
INSTITUTIONAL EVALUATION
OPPORTUNITES FOR IMPROVEMENT
Profesionals
Proyecto co-financiado por la UE/DG SANCO
LESSONS LEARNT
DATE:
SIGNED:
RESPONSIBLE FOR PLAN