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    7.3.1 Developing a Communications Strategy
    • 06 Dec 2023
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    7.3.1 Developing a Communications Strategy

    • Updated on 06 Dec 2023
    • 2 Minutes to read
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    Article summary

    The FSC Coordinator should consider the following when developing a communications strategy: 

    StepPoints to consider
    1 : Objective: Selecting the problem or issue

    Developing a single overarching objective is critical in formulating an effective communications argument. This should be:

    • Specific, focused and narrow.
    • Achievable within an agreed timeframe and given available cluster resources.
    • Of interest and value to FSC partners and supporters.
    2: Develop your strategy

    The strategy should cover:

    • Who will collaborate, when and what resources are required.
    • Which channels will be used to reach which targets with which message.
    • What the risks and mitigation strategies are. 
    • How the activities will be monitored.
    • What the anticipated results are.
    3: Evidence: Gathering and analysing

    Communications are only as effective as the information and analysis that form the evidence base. This includes:

    • A clear understanding of the underlying causes of the issue.
    • Robust analysis and data that can be translated for consumption by an external audience.
    • Accounting for the cultural context (community values, needs and expectations).
    • Accounting for the political context (political issues relating to the problem).
    • Aim to reach a common understanding in these areas among FSC partners, as well as agreement on data to be used.
    4: Identifying the audience

    The next stage is to determine the audience to: 

    • Identify who will be open to engage with your content.
    • Correctly direct energy and focus.
    • Pick those who might cross-post and increase reach of material.
    5: Clarifying the FSC’s position and compiling messages

    At this point, it is recommended that communications planning should be consolidated into a brief summary document, which outlines the main points of the analysis and the evidence base, the issue itself, the objectives and the audience. This type of document is also useful for turning into in-brief/appeals and repurposing for social media messaging. 

    This is also the point where the main messages should be agreed by the FSC. In developing these messages:

    • Base them on an understanding of the target audience.
    • Ensure that they are concise, consistent and can be used by all FSC partners and stakeholders.
    6: Identify the messengers

    The same message can have different impacts depending on who delivers it. 

    Messengers are those who have influence over the key audience to raise an issue, but who do not have the direct power to make the changes themselves. For example, messengers can include HCs, CLA Representatives, the gFSC, partners, the media, and community-based organizations (CBOs).
    7: Select your channel of communicationsThere are many ways to deliver a message. The choice of channel will depend on who you are speaking to, what you want to say, your purpose and your ability to work with that channel (i.e. media, social, speeches, meetings). Communication is often more effective when multiple channels are used that complement and reinforce one other.
    8: Monitoring and adapting communications plans

    Communications needs to be monitored and evaluated, just like any other FSC activity. This means:

    • Monitoring whether progress is being made and ensuring that activities are still focused on the objective.
    • Evaluating whether there is any notable impact in terms of raised awareness and visibility/funding.
    • Modifying as needed.

    Many of the above steps follow a similar approach to those outlined in the Advocacy Strategy in 7.4.1.

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