Why it Matters to Have an Annual Communications Programme

For the last two years of so as a Coms Manager at EUMEPS, I have seen how important it is to plan communication in a way that feels steady, credible, and relevant to Brussels. Too often, annual communication programmes are treated as routine documents, useful for internal coordination but rarely seen as a strategic tool.

Yet in practice, they can offer much more.

To explore this further, I spoke with Alain Steinberg, Strategic Director at inextremis, an agency that has worked with European associations and institutions for over 30 years. He has supported many organisations - including EUMEPS - in turning what was once seen as administration into a clear expression of leadership.

We discussed why annual communication programmes should be taken seriously and how they can help build long-term trust.

Why do you think annual communication programmes are often underestimated by European associations?

Alain Steinberg: In many cases, they are seen as a formality, something to keep the board informed or to satisfy internal governance. Once written, the document is filed and forgotten. However, a good programme is far more than that. It is a sign that the organisation is thinking ahead, making choices, and taking its communication responsibilities seriously. If done well, it becomes a reference point that adds clarity, not just for internal teams, but also for anyone observing from the outside.

So what makes a programme useful beyond its administrative function?

Alain Steinberg: It comes down to consistency and timing. A good programme helps ensure that messages are not improvised. They follow a clear structure, linked to what is happening in the political and institutional landscape. This kind of planning shows maturity. It tells stakeholders — whether they are policymakers, partners or members — that the organisation is reliable. That kind of predictability builds trust over time.

You often use the term “rhythm”. What does that look like in practice?

Alain Steinberg: In Brussels, timing is essential. Policy debates do not follow a random schedule, and neither should communication. A structured rhythm helps the organisation stay present and relevant at the right moments. When communication aligns with political developments, such as quarterly themes or monthly actions, it sends a message that the organisation understands how things work and is acting with purpose. It also makes it easier for people to engage.

Can this approach help build reputational strength in the long term?

Alain Steinberg: Absolutely. Reputation is not built through one speech or campaign. It is built through regular, coherent messages over time. If the annual programme gives structure to the year, and the campaigns clearly fit within that structure, then you are not starting from scratch every time. You are reinforcing what people already associate with the organisation. And when things become more difficult — politically or reputationally — that structure shows what the organisation stood for, and when.

What is the one thing you would tell someone drafting next year’s programme?

Alain Steinberg: Do not write it for the shelf. Write it for the people you want to reach. Make it something your team can use. Think about rhythm, timing, and transparency. A good programme does not need to be long or complex. It needs to be clear. And it should always reflect the organisation’s place in the broader political landscape. In Brussels, that is what helps build credibility.

Conclusion

For many of us working in European associations, communication often means responding to events, requests, and deadlines. It is easy to treat annual programmes as administrative obligations. But as this conversation shows, they are more than that.

They are a way to prepare. They help bring clarity to what is said, when it is said, and why it matters. They offer structure without rigidity, and allow organisations to remain focused even when demands multiply.

In short, annual communication programmes are not about bureaucracy. They are about building trust.

👉 How does your organisation approach its annual communication plan? I would be interested to hear how you use it, and whether it helps you build credibility over time.