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Workshop A7: how to evaluate your communication activities 2014-2020
December 10, 2013 – Brussels
Céline Mas
Occurrence est certifiée ISO 9001 depuis 2004
"Half the money I spend on advertising is wasted;
the trouble is I don’t know which half."
John WanamakerInventor of mass
retailing in the United States
Occurrence - Workshop A7 - 10/12/2013
Key issue
> Communications are under pressure:- How much does it cost?
> View it as an investment and not as an expense
> Provide the resources to prove your effectiveness: 5% to evaluation.
> "How much does overlooked inefficiency cost?“ : if you can not assess it, you can not improve it!
€How much
does it contribute?
Whatdoes it contribute?
4Occurrence - Workshop A7 - 10/12/2013
Communication plan
ActionsA goals and resources « contract »
with company management
Assessment
Most of the time, evaluation is occasional
or partial.
It rarely shapes dialogue between the
communications team and the other decision
makers.
The missing link in a virtuous circle
A goals and resources « contract » with institution or company management
Reporting on the achievement of the targets,or on the progress and effectiveness
of the implementation
Occurrence - Workshop A7 - 10/12/2013
Ongoing
improvement
Behaving like any other function
> Communications must not exclude itself from Quality and Operating Excellence systems
> Communications is a job and a skill; it must include ongoing improvement procedures
The Deming Wheel
Quality management system
6Occurrence - Workshop A7 - 10/12/2013
The 4 main benefits of an evaluation 1. PROMOTING
• Circulating results and performances to other departments/teams
• Achieving investment choices that are based on targets, and not on expenditures on resources
2. MANAGING
• Allocating resources in accordancewith performance indicators
• Identifying the most effective initiativesfor achieving your various objectives
3. SAVING TIME
• Prioritizing/Sorting initiatives by orderof effectiveness
• Concentrating your efforts and budget on the most effective initiatives
4. SHARING
• Gathering all the activity and effectiveness data
• Highlighting best practices
7
AND SPECIFIC TO THE PUBLIC SECTOR
• Giving evidence of a sound use of public money
• Reinforce citizen’s trust
Occurrence - Workshop A7 - 10/12/2013
2 main categories of performance (KPI) indicators
> A third, highly practical approach is possible: assessing the satisfaction of (internal) customers
> Defining performance thresholds for each indicator
e.g. Number of initiatives/tools,type of initiatives/tools, assessment of the content issued(Press releases, and internal communications),Ressources: Who? How much? How long?
Activityincluding
Resources(What?)
e.g. Memorization, Understanding, Buy-in, Incentive, Transformation, Satisfaction, Improving the brand's image, and satisfying internal customersAudience: How many people attended? How many Likes ? How many readers? …
Effectiveness
including the Audiences(For what
purpose?)
8Occurrence - Workshop A7 - 10/12/2013
Process : global picture
1. Define 2. Count
3. Contact details Yes
- "ABC respects environment” - …
60%
Indicators
Target audience Communications objectives
Segmentation
x N[Sample survey]
Opinions/perceptions to share
-- "ABC respects environment”
Yes :No : Don’t know :
Targeted score :90 %
Currentscore:60 %
x 1[File qualification]
Gap between results and objectives
OK!!!
Surveys, research media analysis,
observations
Do you agree with the following assertion ?
Management• Allocate • Understand• Adjust• Maintain• Etc…
Com
mun
icat
ions
Das
hbo
ard
co
mm
unic
atio
ns p
lan
Occurrence - Workshop A7 - 10/12/2013
Advice
> Efficiency means producing the desired effects on the desired target audiences
> Therefore, you need to define the target audiences that you want to reach with which effect, prior to the initiative, and ideally to define the performance threshold
> As a starting point: KISS (Keep It Simple, Stupid)- Keep things simple at the beginning
> BUT assess them regularly
> And don't change the assessment system for each evaluation
> Do not restrict the evaluation to the activity, in order not to limit communications to initiatives and tools
> Design SMART (Specific, Measurable, Achievable, Realistic, and Timed) tools and goals for each initiative
> Share the results and the decisions they help to take in order to enhance the value added of evaluation
10Occurrence - Workshop A7 - 10/12/2013
Thank you
> Contact : Céline Mas
> Partner & Research Director Occurrence
Occurrence - Workshop A7 - 10/12/2013
Workshop B7: How to evaluate communication activities 2014-2020
UK Government perspective
December 9, 2013 – Brussels
Paul NjokuCabinet Office, UK
Brussels, 9-10 December
Agenda
A• Why evaluate (context)?• Barriers to evaluation
B
• How to go about it - PROOF guiding principles • 4 stage evaluation process - The Big IDIA• Main performance categories - KPI indicators
C• Top tips
Brussels, 9-10 December
Context • Austere times
Need to make every € count View as an investment not an expense
• Media landscape & consumption patters
Evidence of what works and what does not Optimise use of scarce resources
• The role of communications
How it supports achievement of policy outcomes Business planning & activity prioritisation
A2
COMMUNICATION OBJECTIVERole that communication will play in achieving departmental
objective
DEPARTMENTAL OBJECTIVETo address specific issue
Sub-objective Sub-objective Sub-objectiveCommunication plan
Specific activities, channels, target
audiences
Communication plan Specific activities, channels, target
audiences
Communication plan Specific activities, channels, target
audiences
Overall communication strategy - how communication will achieve its objective
Policy development, policy delivery, reputation management
Strategic alignmentA3
1919
Barriers – stopping it happening
Insufficient time / resource / budget
Lack of SMART or unrealistic policy
objectives / targets
Difficulty accessing the right data / tools
Culture & entrenched behaviours
Gaps in evaluation standards & capability
A4
Brussels, 9-10 December
How to go about it
Five key principles
Pragmatic – best available within budget, not best ever
Realistic – prove what you can, acknowledge what you can’t
Open – record and share as much as possible
Objective – be honest & constructive about results, to inform future learning
Fully integrated – integral part of planning & delivery, not an add-on
P
R
O
O
F
B1
Brussels, 9-10 December
Evaluation stages –The Big IDIAB2
IdentifyThe scope of your project
DevelopYour evaluation plan
ImplementGather data to measure
performance
Analyse & reportPerformance against plan
1
2
3
4
Task 1: Define what you need to evaluate by asking:• What activity am I evaluating?• What do I know & what factors could affect the outcome?• What is my evaluation expected to achieve?Output: Summary of your proposed evaluation approach
Task 2: Define how you’ll measure success:• Set SMART objectives & defining your target audience• Map out how activity will work• Set performance metrics (KPIs) & agreeing targets Output: Draft evaluation plan
Task 3: Identify and gather evaluation data:• Make most of existing data• Gather additional data (research, feedback & proxies) • Review data gaps (more budget ?) manage expectations Output: Completed evaluation plan
Task 4: Assess the success of your activity:• Analyse effectiveness & provide insights for future• Demonstrating efficiency and value for money • Demonstrating role of communications in supporting
the achievement of policy objective (outcome)Output: Final evaluation report
Brussels, 9-10 December
1. Strategic alignment – Ensure activity objectives are SMART and supports policy delivery.
2. Business impact – Aim to measure true business impact (outcome) rather than for example, the perceived quality of specific channels.
3. PROOF the big IDIA – Try to adopt the suggested guiding principles and follow the big IDIA stages.
4. Continuous improvement – Ensure results drive appropriate actions and any learnings inform future activities.
5. Best practice – Be objective, share results and make evaluation an integral part of your communications planning process.
Top tips
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Thank you!
Contact: Paul NjokuEmail : [email protected] link to guide: https://gcn.civilservice.gov.uk/guidance/evaluation/
ProductsCustomer Service
InvestmentsEmployment
BrandingPublic Relations
MarketingSocialResponsibility
MEDIA (Traditional, Social)
Topic Experts, Leaders,Friends/Family
Perceptions & expectations
Supportive Behaviour
Results
What your departmentSays/Does
Direct Experience
What Others Say
How reputation is created
The attributes and dimensions have different meanings and importance for different stakeholders. Beneath the 7 dimensions, 32 attributes underpin the individual dimension themes. Different stakeholder groups typically have unique attributes that are found more important than others (reputation drivers).
Reputation Attributes
Reputation Dimensions
The seven dimensions specify at a more operational level, which aspects are most important for stakeholders’ perceptions and expectations – i.e. what’s driving a company’s reputation
Reputation StrengthA measure of the emotional connection.
Reputation has a positive/negative impact on support. An increase in reputation = an increase in support. Support (such as buying products and services, saying something positive, giving the benefit of doubt in times of crisis (etc.) leads to increased business results
Supportive Behaviour
Reputation drivers & dimensions