Managing the Non-Profit Communications Function

Communications is an important function for a non-profit organization, with enough work, in most cases, to fill at least one full-time job. However, many non-profit cultural organizations are small operations with the bare minimum of staff positions to share the communications workload, or an executive director who does it all.

Managing the communication function involves planning, implementing, monitoring, and maintaining channels of communication within an organization, and between organizations.

Aspects of communication management include developing communication strategies, designing internal and external plans, and managing the flow of information. On top of this, new technology forces constant innovation on the part of those managing the communication function.

BREAKING DOWN THE BIG JOB

Since the communication function needs to be designed to serve the organization’s needs — flowing from, and supporting, the organization’s strategic plan — it needs to deliver in a number of ways. The Executive Director of an organization can start with these basic elements to determine communications requirements for the organization.

With these communication elements in place, a non-profit will have the means to keep its organization alive in the eyes and mind of its most relevant stakeholders.

1. Overarching Strategic Communication Plan

To maximize the role of communication in any organization, even if it is a one-person shop, it is best to have a plan. Once you have put together a strategic or operations plan for your organization, you should be in a good place to prepare a one or multi-year communication plan, which maps out your key communication goals and objectives (your targets), and your target groups.

In a small organization, your goals may be that “More people in Saskatchewan are aware and understand the role of (name of organization) and are actively engaged in (what it does)," or something slightly more specific, such as “Teachers in (community) are aware and understand the role of the museum and its importance in educating today’s youth.” Sample objectives for a small organization, may be:

• “Increase Facebook engagement to over 2,000 likes by December 2024.”
• “Increase web site traffic by 50 per cent by December 2024.”
• “Increase newsletter subscriptions by 25 per cent by December 2024.”
• “Increase participation in programs by 50 per cent by December 2026.”

These objectives move people through a communication process of awareness to understanding and ultimately engagement. From these objectives you can base all of your communication decision-making for the year ahead. Note that all of these objectives are measurable. Your plan should also consider how it will monitor and evaluate the results.

2. Visual Identity

Also important, visual identity is the basis of branding and of ensuring your organization has a consistent message to its stakeholders. Most organizations begin with a logo and guidelines for its use. A complete visual identity package not only includes the logo usage, but also key slogans and organizational statements, letter head and business cards, standards for other visuals, as well as writing styles.

Having your visual identity package in an electronic file will enable you to easily share it with designers in the development of future communication materials.

3. Primary Communication Channels

There are many communication channels and tools to choose from, but most small organizations have, at the very least, a few tools and channels in place to support regular and consistent communication to stakeholders. These may include:

a. Newsletters and distribution lists

There are many formats available, but the newsletter remains a mainstay of most non-profit communication to its membership. It can be as simple as an email, or involve weeks of design and print production. Besides adhering to visual identity of the organization, and ethical standards, the publication needs to have a clear purpose for your organization. The newsletter should have objectives of its own: “increase member awareness of key issues and events happening in our community each month,” or “increase the ability of the community to learn from each other’s best practices through sharing success stories twice a year.”

Newsletters also need a distribution system that needs to be maintained. Whether it is built on emails, relies on mailing lists, or direct mail, it requires care and attention prior to distribution.

b. Website

In this day and age, every organization should have an online presence. At present, it is expected that non-profit organizations would have a web site — even if it’s only a few pages outlining the organization. The Website is an online resource that can be used to engage people, and encourage them to return or contact the business directly. If they can’t reach you by phone, or don’t want to, the website should provide everything they need — consider it your organization’s 24-hour link for stakeholders.

c. Advertising

Unlike for-profit, non-profits are always weighing the pros and cons of advertising, because it costs so much, and there needs to be a positive return on investment to make it worthwhile. However, advertising is an important way for organization to strengthen their identity, remind the public of their programs and services and reassure them of their quality of service. People forget easily and advertising helps market their new and existing products and attract new consumers or participants. Even if an organization cannot afford paid advertising, it should look for ways to make it look like it does. Place advertisements in their own newsletters, on web sites, and if available, in partner communication channels at no cost.

d. Media Relations

A simple media relations plan, containing a media list, a news release template, and key organizational statements, will be important to organizations at one time or another. Being prepared will come in handy when opportunity arises. Updating your media list on an annual basis is a useful activity, which can be done by staff or volunteers. Organizations should also consider posting a media backgrounder, and their news releases to their websites — it not only provides you with a link to include in media release emails, providing easy access to relevant organizational information, it also is a great form of updated content for your website.

4. Public Relations

Public relations involves the efforts of your organization to influence how it is seen by its stakeholders. Your public relations efforts include all the above elements, as well as your more interpersonal communication used to share your messaging: presentations, speeches, consultations, as well as one-on-one conversations. The key element to all of these areas is a solid understanding of your organization, its impact and its image — focusing on the reputation you want to maintain. At the very minimum, pull all these ideas into a 30-second elevator pitch, a one-minute impact statement, and a longer presentation.

With these communication elements in place, a non-profit will have the means to keep its organization alive in the eyes and mind of its most relevant stakeholders. When your audience needs to expand, when a problem arises, or a big change is underway, a bigger communication strategy may be needed. It is at this point that you can explore new ideas to get your message to a different market or target audience.

ANNUAL COMMUNICATION CHECKLIST

This annual communication calendar is just an example that can be adjusted to suit an organization’s annual fiscal planning cycle. Whether it is to guide the work of volunteers, staff or share the work of a single executive director, it is helpful to plot out a timeline for these ongoing communication activities.