Gellis result based communications
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The document discusses result-based communications and evaluation of public policy communication activities. It provides examples of measuring inputs, outputs, results, outcomes, and impacts. Key requirements for evaluation include easy access to data, coherent presentation, and setting SMART objectives. Success requires a broad skill set, well-defined methodology, and participatory approach. Case studies demonstrate evaluating existing strategies and designing new plans and websites for public organizations.
Gellis result based communications
- 1. Result-based communications: Some examples taken from EU public policy communication George Ellis Ruano, Director Sophie Mestchersky, Consultant Lugano, 10 February 2009
- 2. ● The CHF10 question How do you know if your communication activities are effective? www.gellis.com
- 3. ● The answer www.gellis.com
- 4. ● Measurement & evaluation: what’s in a word? We measure an input, an output, but… We evaluate a result, an outcome, an impact. www.gellis.com
- 5. ● A CHF100 question How do you know if your communication activities can be evaluated? www.gellis.com
- 6. ● Requirement 1: Easy access to data and information Example of impact - Vote, access to public services, etc. Example of outcome - Level of knowledge about the policy being promoted amongst target groups; - Level of endorsement. Example of result - Visits, downloads, comments left by visitors Example of output - A website (number of pages, number of languages available, etc.) Example of input - A webmaster, a budget line www.gellis.com
- 7. ● Requirement 2: A coherent and logical presentation www.gellis.com
- 8. ● Requirement 3: SMART objectives • Example: a 15% increase of subscriptions to your newsletter by the end of the programme. • Example: Each year until the end of the programme, secure at least two additional sponsors for the annual conference • Example: 50% awareness of your activities amongst Decision Makers www.gellis.com
- 9. ● Example (1/5) 1. Measuring inputs • Evolution of the dedicated budget Y0 / Y-1 / Y-2, etc. • Comparison with the budget of a similar organisation www.gellis.com
- 10. ● Example (2/5) 2. Measuring outputs Checklist: Number of website updates; Number of events and conferences; Improvement of the corporate identity; Number and quality of contacts made with potential partners; www.gellis.com
- 11. ● Example (3/5) 3. Evaluating results • Quantitative results: Number of visits, number of downloads, number of comments, average duration of a visit, etc. • Qualitative results: nature of comments, visitors’ patterns, preferred language version, etc. www.gellis.com
- 12. ● Example (4/5) 4. Evaluating outcomes • Quantitative outcomes: share of the target group that is aware of the service being promoted, etc. • Qualitative outcomes: target group’s opinion, etc. www.gellis.com
- 13. ● Example: (5/5) 5. Evaluating impact • Evolution of the market share, of citizens’ support for a specific policy, etc. www.gellis.com
- 14. ● Key success factors (1/3) 1. A broad skill set • Cutting across different disciplines – Communication – Political science – Organisational behaviour – Sociology – Psychology, etc. www.gellis.com
- 15. ● Key success factors (2/3) 2. A well-defined methodology Qualitative tools Quantitative tools Impact •Focus groups •Large-scale •Expert panels surveys Outcome •Stakeholder •Small-scale surveys consultations Result •Checklists, •Checklists •Media analysis •Media analysis Output •Checklists •Checklists •Benchmarking •Benchmarking Input •Checklists •Checklists •Benchmarking •Benchmarking www.gellis.com
- 16. ● Key success factors (3/3) 3. A participatory approach • To get new ideas • To facilitate data collection • To distribute tasks fairly • To secure commitment • Etc. www.gellis.com
- 17. ● Case studies (1/3) Client: URBACT Issue: Evaluation of the existing communications strategy and design of a seven-year communication plan Results: −Evaluation of the URBACT website (including usability study, communication value study and online user survey) −Evaluation of the 2002-2006 communication strategy (desk research, stakeholder interviews, benchmarking exercise, SWOT analysis) −Design of the 2007-2013 communication plan (Identification of needs and opportunities, formulation of SMART - Specific, Measurable, Attainable, Research based, Time-bound - communication objectives, identification of target audiences, definition of strategy and dissemination tactics, guidance on organisational structure, resources and appropriate timing, drawing up of a 2008 action plan) www.gellis.com
- 18. ● Case studies (2/3) Client: European Commission, DG ENV Issue: Market analysis in view of developing a new approach for the ‘Environment for Young Europe’ website Results: −Review of the website, assessment of its continued relevance and identification of its strengths and weaknesses; −Comprehensive market analysis through surveys conducted in 10 EU Member States with a view to assemble the teachers’ and students’ ideas on how the European Commission could make better use of the Internet to communicate environmental issues to young audiences; −Identification of the appropriate target groups for the website and design of a strategy to turn them into multipliers; −Strategic recommendations about the optimal structure, content, features and visual and verbal identity for the development of a new website. www.gellis.com
- 19. ● Case studies (3/3) Client: European Commission, DG Employment Issue: Scoping study for communication and networking (CN) activities under the PROGRESS programme Results: −Definition of new communication objectives; −New Target Group Classification based on policy cycle; −Need for more targeted messages; −Need for a more ‘national approach’; −Need to focus on most effective communication tools and channels; −Need to rethink organisation and systems; −Need for a Monitoring and Evaluation Plan www.gellis.com
- 20. ● Gellis’ key assets • A multi-national, multi-disciplinary team of 13 highly qualified professionals; • Value-adding partnerships; • A roster of experts in a wide range of policy areas; • Sound understanding of the policy-making process; • Professional memberships; • Strong project management skills; • Proximity to EU institutions; • Stability due to long-term contracts with EC www.gellis.com
- 21. Thank you! George Ellis Ruano, Director george.ellis@gellis.com Sophie Mestchersky, Consultant sophie.mestchersky@gellis.com www.gellis.com