Transcript: Communication Plan Objectives Introduction Support the government with reforming the current social security system based on the NSSS Ensuring economic growth Ensure inclusiveness Aids to develop a fully functional social protection system Area of Work Establish systems of universal pension, entitlements for persons with disabilities, social insurance and shock-responsive schemes Governance systems strengthened and made inclusive to build the case for and manage universal lifecycle-based social security All in line with Government of Bangladesh’s commitment to human rights and the right to social protection. Activities Communications Plan Photobook Photobook A book consisting pictoral stories of Social protection Topic Lifecycle Based Approach Group Lactating Mother, School age, Youth, Working age, Old age, Disabitity, Widow Lifecycle Approach Special Community Group Special Community Bede, Ethnic minority, Transgender, Lower cast Shock Resposive Group Shock Responsive Climate resilient- Vulnarablility Flood management and Livelihood Employment Generation Employment Generation Programme for the Poorest (EGPP), Women, Multidimentional Poverty Employment Generation Special Programme Asroyon Special Programme Food Secuirity Poor Assistance Programme in Ctg Hill Tracts, Food for Work, Food Subsidy Food Security Process Identify 36 stories based on SP Govt. Scemes and topics Photos will be collected from around all over Bangladesh, with special concentration on vulnarable rural areas From 36 stories, 24 stories will be selected The stories will be published in the form of a photobook Visual Visual Concept Representation of Photobook Documentary Bringing live stories of people who are under the umbrella of Social Protection Documentary Topics Beneficiary success story Individual beneficiary success story (According to lifecycle approach – Pregnant/Lactating mother, Early childhood, School age children, Youth, Working age, Old age) Life Cycle Approach Special community Person with disability, Ethnic minority, Transgender, Marginalized group (Livelihood, Struggle, challenges they face, Support from Government) Special community Govt. Stakeholder Govt. stakeholder Govt. stakeholders, Non-state actors and Donor talk about Social protection Climate change Climate Change Livelihood of vulnerable group, Climate victim rehabilitation, Infrastructure and livelihood improvement in haor and coastal area Special Programme Asroyon, Street chilren rehabilitation programme, Food for work Special Programme Emplyment Generation Process The videos will be in-house All scripts will be generated by SSPS Team Videos will be shot from all around Bangladesh Beneficiary videos will focus on beneficiaries receiving social protection Video length will be of 00.59 min to 1.30 min Policy Dialogue The Brief The Brief Objectives Objectives 1. 2. 3. Strategy Strategy Deliverable 1 Deliverable 1 Deliverable 2 Deliverable 2 Deliverable 3 Deliverable 3 Next steps Next steps Timeline Timeline Stage 1 Stage 2 Stage 3 Time Pricing Pricing Offer 1 Offer 2 Offer 3 $3,000 $2,000 $1,000 Service 1 Service 2 Service 3 Service 4 Service 1 Service 2 Service 3 Service 4 Service 1 Service 2 Service 3 Service 4
Transcript: MPL Communication PLAN CORE POSITIONING MPL in one-line India's biggest mobile gaming platform that rewards real gamers with real money key differentiators What differentiates MPL from everything else and makes it India's fastest growing gaming platform? 1 1) Power of the platform MPL is not just a gaming enterprise, it is a platform where gamers from all over India can compete and win in games built by game developers all around the world. This helps gamers compete on a wide range of games and game developers to present their games to a far wider audience. The platform model provides MPL tremendous scale as a marketplace and a huge room for growth which is unfathomable on a single offering ecosystem. 2 2) Skin in the game Gaming in MPL is no child's play. Gamers put real money on the line to win big rewards - this ensures that gamers make enough effort to improve their skill in the games in which they compete on MPL. This also translates into a very high degree of engagement of users with these games which creates a force multiplier effect on the games that are part of the MPL platform. The skilled ones get rewarded handsomely for their effort and persistence, while the ones who don't make it, work harder to improve their skill. 3 3) Made in india, made for the world In 2019, the global esports market has crossed $1.1 Billion with a global audience of 453 million users (201 mn enthusiasts and 252 mn occassional viewers). While India's mobile game users stand at around 200 mn and are projected to triple in the next 3 years. In 2022, India's mobile gaming revenue is projected to grow to $943 mn. It's clear that the lion's share of the global growth of esports will be powered by India. MPL aims to become one of the powerhouses of this growth by providing Indian game developers an opportunity to monetize their products among an Indian and global audience KEY STAKEHOLDERS whom does mpl need to engage with? 1) mobile gamers gamers MPL's biggest stakeholders would be 2 million mobile gamers that are spread all over India and the 6 million mobile gamers that are estimated to be added in the next 6 years. In that broad set, MPL needs to target highly skilled gamers who are on top of their game and would see value in competing in paid tournaments and challenges. 2) mobile game developers MPL needs to ensure that Mobile Developers from India and all over the world don't see MPL as a competition but as India's biggest gaming platform which can help them in presenting their offering to a very large audience than they would be able to reach on their own. In this set, the niche of small, indie game developers would be a better fit as they would be more flexible to work under the standard guidelines and constraints of the MPL platform. International developers who have a significant chunk of Indian audience should view MPL as an opportunity to monetize their offering from the Indian market and those who don't should view MPL as a launchpad to test Indian waters. DEVELOPERS 3) GOVERNMENTS As governments are yet to formally recognize esports as an industry, regulatory changes can potentially have massive ramifications on the company and the industry. Therefore, it is imperative that a dedicated outreach is made to the following arms of Central and the State governments: 1) IT Ministry 2) Finance Ministry 3) Commerce Ministry 4) HRD Ministry 5) I&B Ministry 6) Sports Ministry 7) MSME Ministry GOVTS 4) Institutions Institutions play a major role in determining policy, perceptions, and projections for the industry. Some of the major institutions which MTL should engage with are as follows: 1) Financial: RBI, DPIIT 2) Associations: NASSCOM, IAMAI, IFSG, CII, FICCI, ISPIRT, IESF, ABAI 3) Think-tanks: Niti Aayog, ORF, CPR, VIF, India Foundation 4) Consultancies: PWC, Deloitte, KPMG, McKinsey, E&Y, BCG, Bain, IBM, Accenture, Gartner, Mercer, Grant Thornton 5) App analytics platforms that generate industry reports: Google, App Annie, Similar Web, Localytics, Flurry 6) Brand Marketing platforms like Afaqs, Exchange4Media, Social Samosa, Advertising Association of India, Content Marketing Summit INSTITUTIONS 5) Investors The venture capital community is an important stakeholder from MPL's point of view, not just for investment possibilities in MPL but also for the investment potential for investors COMMS STRATEGY Levers of communication Building properties that will enable MPL's communication with its stakeholders and the world owned media Owned Media MPL should start with the following properties on its website which could become official mouthpieces for the platform. 1) Blog 2) Media Center 3) Heroes of MPL 4) Social Media channels 5) Audience-wise mailing lists Blog Blog The blog would share news, updates, developments, founders' and leadership team's opinion on industry developments and trends. The tone of the content on the blog would be fun, and casual while the content would be brief and snackable with an emphasis on visual media
Transcript: annual communications plan why we need to action? how we can solve the problem? how long and how much? the problem? the problem? define our problem exactly and answer for why we need move! describe the problem describe the problem what are the alternatives to solve the problem? can we solve the problem? can we solve the problem? startegy succes path #1 #2 #3 #4 make succes show the succes measure the interest offer the market startegy values values #1 #2 #3 trust believe move financials financials NOW goal goal KPI KPI TARGET MARKET TARGET MARKET circular point Threats idea Weaknesses brain Strengths muscle Opportunities mass circular point current financials current financials are we the best? WHY ARE WE THE BEST?
Transcript: We propose a modest but cost effective communications campaign, targeting local press, B2B publications and social media Strategy: Positively place Green Incubator* as an effective, knowledgable, credible entity within regional press Place GI* within B2B press conveying the longer term 'vision', position as industry experts Use social media to guide people to website, offer support and hook new clients Targets: At least one piece of positive coverage per release Targets: At least 2 pieces of positive coverage in the wider business press Social Media Campaign Sharing Objects Thanks for your time! Raise the profile of Green Incubator* throughout Yorkshire and The Humber Position GI* as a centre of excellence within the region Establish an active online following to funnel people towards the GI network and ultimately paid services How? Outputs Local Press Outreach Begin along the path of getting Green Incubator* known as a centre of excellence Use the third party endorsement tactics to build credibility 2 Infographics: £300 Animation: £500 Flash Game: £500 Social Media £TBC Source an intern Devise strategy and timelines Animation Press/B2B Campaign Local/Regional Objectives Internal What? TIMELINE Build on positive success stories of GI* clients Develop these into local press friendly pieces and seed through press contacts Ensure supporting information (photos, quotes, etc.) are supplied and available Infographic Flash Game B2B Why? Simple interactive game which guages player's suitability for social enterprise Game highlights the point that social enterprise is suitable for more types of business and more people than first thought The game reinforces that social enterprise if profitable and seeks to dissociate it with 'non-profit' and 'charity'. £500 More time needs, clearer strategy and potentially another member of staff needs to be devoted to online communications Efficient use of social media is vital in securing the position as a market leader, especially towards the younger demographic of entrepreneurs Social media is often the first step through which someone will make contact, and effective use is a proven way of funneling traffic to the website A strong following and online presence will aid any future press coverage in the wider sphere, and provide another captive audience to communicate with Press release campaign targeted at the local press journalists Present information in a readily usable, concise way to maximise chance of uptake Be on call for media follow-ups and to arrange any potential meetings Use copy for website news stories too + seeding All releases signed off by GI* Informal contact throughout current email list Presence, profiles and visible activity on network 3 months Communications Plan Why? 6 months What? Use the positive coverage and case studies gained through the local press Develop this into a feature request and approach contacts in the B2B sector Approach key bloggers and industry websites to enhance online reach B2B Press Outreach Outputs 3 x Press Releases Accompanying photos and interviews 6 month timeframe How? 2. B2B Press Social Media Social Media Currently no infographics about social enterprise on the internet Several useful datasets - UnLtd “Social Entrepreneurship in the UK” and "Fightback Britain - Social Enterprise Survey 2011" being key. Shareable objects featuring new GI* branding and logo Great way of directing traffic back to the website Kinetic typography style similar to 'The Girl Effect' Simple, effective display of the world carrying on at its current rate of consumption - 'is there another way?' Seeking to reframe what is meant by 'social enterprise' Will come with Social Media Press release for easier sharing and attached information Press release campaign targeted at the local press journalists Present information in a readily usable, concise way to maximise chance of uptake Convey the 'Vision' of Green Incubator*, the longer term goals and the importance of the network Be on call for media follow-ups and to arrange any potential meetings All releases signed off by GI* Start 1 x press release and seeding throughout contacts + online network Relevant photography and interviews 4 Press releases Associated photos and interviews Seeding through press contacts Sharing Objects Enhance professional credibility of Green Incubator* Position GI* as an industry leader 1. Local Press
Transcript: RNC COMMUNICATIONS COLLEGE COMMS PLAN HOW TO WRITE A COMMUNICATIONS PLAN HOW TO WRITE A COMMS PLAN WHAT TO INCLUDE WHAT TO INCLUDE GIVE A BRIEF OVERVIEW Layout your party, communications department’s status, goals and objectives. Include messaging goals and top targets. GOALS Lay out a more detailed summary of your department’s goals and a line by line of the overarching goals. DAILY RESPONSIBILITIES Include a daily rundown of everything your department does and will do on a daily basis. Establish tasks and responsibilities for all members of the department. STAFF Create an overview of all staff in your department, current, proposed and desired along with their responsibilities. What are your BOUNDARIES and who can PINCH HIT? Involve SENIOR STAFF on what you're doing. MONTHLY TIMELINE Map out a monthly overview of major events, holidays, economic releases, etc. that will require action from your department or that will provide opportunities for your campaign to gain earned media. DEFINE THE ROLE OF SOCIAL MEDIA Who can post and who can't BASICS OF A PLAN BASICS OF A PLAN STAFF Create an overview of all staff in your department, current, proposed and desired along with their desired responsibilities. MONTHLY TIMELINE Map out a monthly overview of major events, holidays, economic releases, etc. that will require action from your department or that will provide opportunities for your organization to gain earned media. MESSAGING PLANS MESSAGING PLANS Message matrix MEDIA LISTS IDENTIFYING YOUR MEDIA Keep it updated Break it down Top Political Reporters Print Radio Bloggers Specialty LAYOUT LAYOUT RADIO call sign DMA news entertainment sports faith-based strategic media producers hosts owners RADIO TV call sign DMA news directors assignment editors reporters videographers anchors TV PRINT daily weekly trade lifestyle blog strategic media reporters editors assignment editors weekend editors columnists editorial board publishers PRINT SURROGATE LIST SURROGATE LIST HARD DEADLINES Immovable; papers go to print, nightly news broadcasts SOFT DEADLINES The time that the reporter would prefer to quote UPDATES News stories that have flexibility; associated press DON'T FORGET THINGS TO KNOW
Transcript: Feb Apr Jan Pen teams Customers Oct TBC June Pen Comms Plan Mar Monthly (alternating) newsletter/all staff call from Pen MD Pen business cards, email addresses and signatures AJG retail conferences 1st Party Sales Director quarterly newsletter Pen website build Phase1/Phase 2 Pen Commercial launch (and opportunity to tell Pen story) Press article on Pen story Broker Expo 2014 Twitter Linkedin BIBA 2015 Carrier drinks event Nov Dec Carriers May
Transcript: Open book Communication plan Eva Fielding Lucy Mellor Alex MacNeil 0 Gloucestershire County Council 5 G Open-Book Communications Changing perceptions of Adult Social Care D Different Not everyone needs the same information O Our solutions O Our solution The Influencers The Shapers The Engagers So how will we differentiate? 1. 2. 3. 4. Perception Changers The Influencers 1 K S These are the people or organisations who currently create demand in Adult Social Care. We have an opportunity to influence their referal pathways and information sharing portals W Who? W So who are they? 1. GPs 2. Police 3. Ambulance Service 4. Fire Service 5. Acute Setting Health Professionals 6. Children's Services T Top Line T Top Line Messages [AM & LM to add] 2 The Shapers e h These are people or organisations across Adult Social Care internal and external that can help to shape the message and offer I Internal Shaper I Internal Adult Social Care Stakeholders 1. Front Line Staff 2. Commissioning Hubs 3. Safeguarding Top Line External Shaper E E External Adult Social Care Stakeholders 1. GIS 2. Gloucestershire Deaf Association 3. Providers 4. Community Connectors 5. Voluntary, Community Sector Alliance Top Line 3 4 e The Engagers These are key stakeholders who will need to be engaged and continuously updated on progress of the programme I Internal Engagers I Internal Engaging Stakeholders 1. Directors 2. Members 3. Comms Team 4. All other Gloucestershire County Council Staff Top Line E External Engagers E External Engaging Stakeholders 1. Library Service 2. District & Parish Councils 3. Adult Education Top Line 4 Perception Changers X Z W These are the key people to influence, shape & engage in order to achieve long term culture & perception change. W Who are they? W Who are the Perception Changers? 1. General Public 2. Carers 3. People Currently In Service Provision
Transcript: NCH&C Clinical Apprenticeship Programme Communications plan 2021 'Inspire, develop, belong' Maia Brett An audit of current communications channels Audit of channels Which channels have the highest engagement and how can we utilize them? Are there channels which we are not currently using to their full potential? Other data and areas I would analyse? - social media analytics - internal engagement - local connections YouTube channel YouTube channel Videos that have been created before: Peter’s story from "NCHC Induction video" in January 2018 (199 views) "Growing our own workforce - clinical apprenticeships at NCH&C" in September 2020 (526 views) "Ten Years of Looking After You Locally" in November 2020 (70 views) Initial thoughts and ideas to consider for our Clinical Apprenticeship communications plan: What videos are trending / going viral? Sharing content on multiple channels YouTube shorts YouTube premieres Social media platforms Social media platforms Multi-channel approach Facebook (1,448 page likes, 1,647 following) Twitter (2,265 followers) Instagram (1,190 followers) What about TikTok & Snapchat? Website & staff intranet Website and staff intranet Already have a brilliant website page - the pages on 'my story' work particularly well Who goes to this section of the website? People already interested in this career - doesn't need much change but should be used to share our content Potential filming candidates? Understanding our target audiences Target audiences Internal and external - how they differ Impact of Coronavirus Local communities and those considering Norfolk Different age ranges and genders Ethnic minority groups and protected characteristic groups Internal and external Internal and external Who might be interested in the clinical apprenticeship program? Developing colleagues already at the Trust (How many current apprentices fall into this category?) People looking for a career change Those made redundant Younger people leaving education Those looking to begin a career How will we reach different groups? Impact of COVID-19 Impact of COVID-19? People have been given an opportunity to reflect on their own careers and if they are thinking of retraining why would a clinical apprenticeship scheme appeal? Agile working Autonomy Flexible working Working in the NHS Local, regional and national communities Local and distant communities and how this impacts reach Local communities who want to stay within Norfolk Distant people thinking of making the move - What makes Norfolk a special place to be and how can we encourage people to move here? People from abroad considering moving to the UK? Age ranges and genders Age ranges and genders and how this impacts reach Younger people - just starting their careers - advertising in schools and sixth forms - active online presence Career change - slightly older groups of people - Facebook Mums looking to return to work - advertising in local nurseries Traditional gender roles - how we can use these but also how we can encourage change Hard to reach communities Ethnic minority groups and hard to reach communities Why focusing on diversity and inclusivity is important Who might be considered hard to reach? LGBTQ+ groups, disabled people, ethnic minority groups, those who have come from abroad Representation in our campaigns Online forums and local talks Outlining our plan Outlining the plan Building on current content - maintaining to consistent messaging and style - collaborating with the current communications team Trust values - Compassion, Community, and Creativity Multiple communications channels approach Utilising our workforce for content ideas and to feature in our content - keep it personal Creating advertising content Sharing it online and in person (physically or virtually) Producing multi-channel content Producing content Videography - the Trust already creates professional videos - my video experience One video per clinical apprenticeship program (5 or 6 in total) - featuring a diverse range of colleagues in differing stages of their career HCA, Assitant Practioner, TNA, Nurse, Occupational therapist, Physiotherapist (Assisted) Self recorded videos - Instagram reels, Snapchat, Tik Tok Accompanying posters to be posted online and printing physical copies Creating a clear slogan, hashtags and tag line Inspire, Develop, Belong #NCHCBrilliant #WeAreNCHC #NCHCApprencticeships What can I bring to the team? My experience Degree from Goldsmiths College Videography - 'End of Life Care', 'Come and join the team', & 'Neonatal Tours' EGG virtual tours video Newsletters Social media management Graphic design and posters CEO weekly vlog Channels for delivery Channels for delivery Digital channels Local traditional advertisements - e.g. posters on public transport Word of mouth - through ambassador and volunteer programmes Working with our VCSE partner Digital channels Digital channels You already have a very effective and eye-catching external website - we will
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