PBPR307: PUBLIC SECTOR PR

INTRODUCTION TO THE
COURSE

WEEK ONE
“Nothing in life is more important
than the ability to communicate
effectively”
- Gerald R. Ford (38th US Presient)
 OUTLINE
• Introduction
• Defining Public Sector
• Differentiating it from Private Sector
• PR Roles and Functions
• Defining and Goal of Public Sector PR
• Role and Function of PR in the Public Sector
 Introduction
• In Ghana, a huge number of public relations
practitioners work in the Public Sector.
• This is also the case in many countries.
• For instance, Valntini and Muzi Falconi (2008) argue
that, between 40, 000 to 70, 000 PR pros are employed
in the Italian public administration, across the 8094
local public administrations, a phenomenon realized in
every country.
• Also, Public sectors differ from private so corporate PR
strategies and instruments can’t be simply copied by
pubic institutions (Bodgal, 2013).
• Examples of Public Sector Institutions include ECG,
Ghana Water, GRA, SSNIT etc.
The Concept of Public Sector Units
• When Ghana became Independent, our planners
chose to adopt the concept of mixed economy to
ensure all round social benefits.
• What is mixed economy? It is the existence of
private and public institutions side by side…
• Hence, the ownership of public sector units rest
with the Government.
• The basic concept of Public sector is to provide
suitable conditions for agricultural, industrial,
economic growth and development etc.
 The Distinctiveness of a Public Sector
• It is difficult to explain the distinctiveness of a Public
Sector in a homogenous way.
• It is normally associated with the public finance sector
entities which are listed in a country’s law (Wozniak,
2002, p. 467).
• Owsiak (2005) proposed a two-dimensional approach
to distinguish Public Sector PR
• In the broad meaning of the term, this includes,
property and income of the state regardless of their
organizational and legal form &
• In the narrow meaning of the term, it refers to the
public entities and cash on their accounts
DEFINING THE PUBLIC SECTOR
• Bodgal (2013) defines the public sector as the part of
the economy that serves the public and can consist of
governmental entities of different levels
• Part of the economy that is controlled by the state
• Organisations /institutions that are owned and
controlled by government
• Some are set up by acts of Parliament (Statutory)
• They exist to provide services to citizens.
(Government companies)
• They survive mainly on taxes/duties as main source
of income
 Public Sector Objectives
• Adopting strategic options for implementing the
national objective of creating a socialist pattern of
society
• Adopting modern technology to increase production
• Achieving organizational excellence as a model
employer
• Ensuring workers’ participation in management
• Achieving self-reliance in critical areas of defence and
development
• Providing massive employment opportunities
• Generating internal resources in re-investment; and
• Fulfilling social responsibilities
 PUBLIC SECTOR
• Central government/agencies
• Local governments
• Public companies
• Public services
• NGO’s
 PRIVATE SECTOR
• Sole proprietorship
• Partnership
• Joint stock companies
• Cooperative societies
 PUBLIC VERSUS PRIVATE
SECTORS
PUBLIC SECTOR PRIVATE SECTOR
Provide public goods and services Profit oriented
Require taxes to run Does not run on
Raises money from public revenue taxes; shares
like tax, duty, penalty etc
Exist to reduce inequality through Focused on revenue
job creation maximisation
Good moral is an asset. Innovation and
productivity are great
assets.
There is bureaucracy Less bureaucracy
 PUBLIC VERSUS PRIVATE
SECTORS
PUBLIC PRIVATE
Job security Can be fired anytime
Retirement benefits Retirement benefits (In
some cases)
Appreciable salary package Good salary package
Collaborative environment Competitive environment
Orderly Progression Incentives
Promotion is by seniority By merit
 Roles of PR
• Expert Prescriber
• Problem Solving Facilitator
• Communication Facilitator
• Communication Technician
 Functions of PR
• Media Relations
• Events management
• Public Affairs Management
• Corporate Social Responsibility
• Corporate Communication
• Issues Management
• Crisis Management
• Employee Relations Management
• Community Relations
• PR Research Management
• Publicity Management
• Counseling
 Public Sector PR/Communication
• Various studies (Ees, 2000; Lauren and Valentini, 2010;
Mancini, 2006) on public sector PR/communication has
shown the functions performed in there.
• Lee (2001; 2007) states that, the studies revealed that,
Public Sector PR deal with;
1. Monitoring media coverage
2. Briefing and advising political officials
3. Managing media relations
4. Informing the public directly
5. Sharing information across the administration and
formulating communication strategies and campaigns
6. Researching and assessing public Opinion
 Specialised Role of Public Relations in
Public Sector
• The PR activity has the job of projecting the
other, less known, but positive, macro image
of the public sector that it:
1. Contributes to national economy
2. Is a profitable and productive core sector
3. Has social commitment
4. Contributes to revival of various units
5. Is self reliant in the key sector of economy
 Conclusion
• Any Questions?
PUBLIC SECTOR PR
WEEK 2
OUTLINE
¢ Definitions– Public Relations
¢ Importance of PR in the Public
Sector
¢ Public Relations in the Ministries

¢ Public Relations in the Public

Services
¢ Public Relations in the Statutory
organizations
Definitions – Public Relations

¢ Public relations according to Cutlip, Center &

Broom is “a management function that
identifies, builds and maintains mutually
beneficial relationship between an organization
and its publics on whom its success or failure
depends”
IMPORTANCE OF PR IN THE PUBLIC SECTOR
¢ The roles and functions of PR gives the importance of PR in the Public
sector.

¢ Roles of PR

The roles are everyday activities, functions and duties performed in the
practice of public relations. There are different functions and duties for each
role.

¢ There are four (4) roles of public relations, they are;

§ The Technician role (Entry level)

§ The Communication facilitator role
§ The Problem Solving process facilitator role
§ The Expert prescriber role.
THE TECHNICIAN ROLE (ENTRY LEVEL)

¢ The Technician role is the entry level practitioners

role/basic role. Those who play the technician role are
mostly rookie employees. Some functions under the
technician role are writing (press releases, speech,
features, newsletters, etc.), employee relations and
customer relations.
THE COMMUNICATION FACILITATOR ROLE

¢ The communications facilitators are the

sensitive listeners and information
brokers who serve as a liaison,
interpreter, mediators between an
organization and its publics. They mostly
handle government relations, issues and
crises management, etc.
THE PROBLEM SOLVING PROCESS FACILITATOR
ROLE

¢ They collaborate and consult with other

managers to define an solve a problem. They are
part of the strategic planning team .
THE EXPERT PRESCRIBER ROLE

¢ Practitioners who fall under this role define the

problem, develop and implements a programme.
They are solely responsible for their actions and
decision. Management does not interfere their
decision making unless occasionally checking up
on them or as and when the expert prescriber
consults them for an input or participation. The
expert prescriber is an expert in his/her field.
FUNCTIONS OF PR
Crises management and communication Media relations

Counseling Customer relations

Writing releases (Press and news releases, Employee/internal relations

statements, features/articles, etc.)

Research (planning and writing). International relations

Research can be minor or major

Event management Investor relations

Fundraising and sponsorship Website and social media development

and management

Publicity Marketing communications (creating

brochures, displays, etc.)

Lobbying Special public relations

Public and government affairs

SOME EXAMPLE OF WAYS PR IS IMPORTANT TO
AND/OR FUNCTION IN THE PUBLIC SECTOR

Ø Informing citizens
Ø Advocating/persuading for policies and reforms
Ø Engaging citizens
Ø Assisting the news media in the coverage of government
Ø Increasing the internal cohesion of the agency and its
sensitivity to its publics
Ø The mobilization of support for the organization itself
under the public sector.
PUBLIC RELATIONS IN THE MINISTRIES

¢ What are the ministries?

- Give some examples of ministries in Ghana

¢ How is PR practiced in the ministries? (Some PR

activities in the ministries).

¢ How these activities are utilized by the ministries

¢ Impact of such PR activities in the Ministries

SOME PR ACTIVITIES IN THE MINISTRIES
¢ Eg’s of ministries in Ghana

- Ministry of defense - Ministry of fisheries and aqua culture

- Ministry of education - Ministry of foreign affairs

¢ Research (planning and writing).

¢ Media relations

¢ Fundraising and sponsorship

¢ Crises management and communication

¢ Counselling

¢ Writing releases (Press and news releases, statements, features/articles,

etc.)
HOW THESE ACTIVITIES ARE UTILIZED BY THE
MINISTRIES
¢ Crises management and communication

Eg. Ministry of fisheries on the fishes and other aquatic habitats washed ashore
dead.

¢ Counseling

Eg. PR of ministry of finance advising management on budgeting and/or

communication strategy.

¢ Writing releases (Press and news releases, statements, features/articles, etc.)

¢ Media relations

Eg. Building and maintaining relationship with media houses and newspaper
agencies to gain assistance when need be.

¢ Fundraising and sponsorship

IMPACT OF SUCH PR ACTIVITIES IN THE
MINISTRIES

¢ Class to discuss
PUBLIC RELATIONS IN THE PUBLIC SERVICES

¢ How is PR practiced in the Public Services?

(Some PR activities in the Public Services).

¢ How these activities are utilized by the Public

Services.

¢ Impact of such PR activities in the Public

Services.
SOME PR ACTIVITIES IN THE PUBLIC SERVICES
HOW THESE ACTIVITIES ARE UTILIZED BY THE
PUBLIC SERVICES.
IMPACT OF SUCH PR ACTIVITIES IN THE PUBLIC
SERVICES.
PUBLIC RELATIONS IN THE STATUTORY
ORGANIZATIONS
¢ Statutory organizations are set up by act of parliament/by
law or a statute.
Eg’s. Ghana Cocoa board, ADB, GCB, Ghana National
Petroleum Corporation(GNPC), ECG etc.

¢ How is PR practiced in the Statutory organizations? (Some

PR activities in the Statutory organizations).

¢ How these activities are utilized by the Statutory

organizations.

¢ Impact of such PR activities in the Statutory organizations.

SOME PR ACTIVITIES IN THE STATUTORY
ORGANIZATIONS
HOW THESE ACTIVITIES ARE UTILIZED BY THE
STATUTORY ORGANIZATIONS.
IMPACT OF SUCH PR ACTIVITIES IN THE
STATUTORY ORGANIZATIONS.
 PUBLIC SECTOR PR

FUNCTIONS OF PR IN THE
PUBLIC SECTOR
WEEK TWO
 Outline
• Importance of PR in the public Sector
• Public relations in the ministries
• Public relations in statutory organizations
• Public relations in the public services
 PR functions in the Public
Sector
• Monitoring media coverage
• Researching and assessing public opinion
• Briefing and advising government officials
• Managing media relations
• Informing the public directly
• Sharing information across the
administration
• Formulating communication strategies and
campaigns
• Planning and executing PR programs
 PR in Ministries
• Policy implementation; educating,
mobilising support etc.
• Enhancing citizens’ participation in decision
making processes
• Assisting the media in covering government
activities
• Reporting on citizens’ behaviour;
research
• Increasing internal cohesion
• Managing government’s image
 Government Companies
• Image management
• Enhance social commitment
• Publicity
• Increase good will for products or services
• Increase internal cohesion
 Statutory Bodies
• Public education
• Reputation management
• Good will
• Internal cohesion
 PR in NGO’S
• Information dissemination- goals,
objectives, activities, plans etc.
• Building good image – public trust
• Building good media relations
• Building good will towards fund raising
• Creating public policy environment
• Enhancing volunteer participation
• Driving philanthropic support
 Challenges/Barriers
• Bureaucracy
• Public apathy- lack of interest
• Large publics to deal with
 Legislative Hostility to
the PR Function
• Power struggle between political parties
• Struggle between press fighting for the
‘people’s right to know’ and discretion in
certain sensitive areas of the public business
• Balance of power between the executive and
the legislature
• Protest of industries, organisations when
threatened by policies or government
regulations (Cutlip, Center & Broom, 2006).
Conclusion
 PUBLIC SECTOR PR

COMMUNICATION IN THE
PUBLIC SECTOR
WEEK THREE
 OUTLINE
• The Communication Process
• Linear Communication
• Two-way Communication
• Persuasive Communication
• Conclusion
 THE COMMUNICATION PROCESS
• Source/Encoder
• Message
• Channel/Medium
• Receiver/Decoder

Noise
 LINEAR COMMUNICATION
• One way
• Sender plays active role
• No feedback
• Examples in TV, radio, newspaper and
magazine messages etc.
 TWO-WAY COMMUNICATION
• Both sender and receiver play active role.
• There is feedback.
 PERSUASIVE COMMUNICATION
• Communication intended to influence
choice/behaviour
 ACHIEVING SUCCESS
• Know your audience (likes, dislikes, beliefs
etc.)
• Present the benefits of your message.
• Encourage two way communication.
• Assist your audience in making decisions
Let them see the need/ awareness of need
Options available
Evaluate the options
Weigh the options
• Make a choice
 TECHNIQUES OF PERSUATION
• Gain audience attention
• Present the problem you want to solve and
explain it.
• Encourage feedback.
• Anticipate and handle objection.
• Ask for the action you want.
 PR IN PRACTICE
LECTURE THREE: SOME PR
TOOLS I

PRESS RELEASE
OUTLINE
•Introduction
•Definition and Origin of Press Release
•Purpose
•Structure
•Points to Note
INTRODUCTION
•Media release
•News release
•Press statement
 DEFINITION
•A short compelling news story written by a PR
professional and sent to targeted members of the
media (www. Money.howstuffworks.com)
•A short compelling document, announcement and
other newsworthy items a company produces
•A PR announcement issued to a news media and
other targeted publications for the purpose of letting
the public know of a company’s development
ORIGIN/HISTORY
•From the US following a train wreck
•Ivy Lee, father of PR, advised his client, the train
owner, to issue a statement to respond to the
disaster.
•He set in motion a practice for companies to
address important issues relating to their
companies.
PURPOSE
•Provide news in situations where a company needs
to address an issue, respond to crises and share
general information
•Announcements by individuals intending to seek
elected office or responses by candidates to
allegations made against them
•A company announcing a boom in sales or
responses against them
PURPOSE CONTD.
•A company announcing a new or improved
product/service
•The announcement of a press conference or an up
coming event
•An author/publisher sharing info about the
release of a new book
•Information from artists sharing news about their
latest album, movie, shooting, etc
STRUCTURE - HEADLINE
•An eye catcher
•Should be short
•Should contain the key/core of the release
•Should be clear, genuine and catchy
•Should be in bold, bigger font and present tense
•First words should be capitalized.
STRUCTURE - LEAD
•The first paragraph
•Should mention the five Ws and the H
•What, Who, Where, When, Why and How
•Should sum up the release
•Should be in bold
SUBSEQUENT PARAGRAPHS
•Should explain the five Ws and the H
•Should include quotes
•Should include facts
•Put information under the release for the journalist to
get further information about the company
(company name, core business, office address,
telephone number, fax, email address, website etc.)
THINGS TO NOTE
•Be sure you have a newsworthy story
•Between one and two pages
•Straight to the point
•Apply the inverted triangle concept.
•Quote people who will be readily available for
interview.
THINGS TO NOTE CONTD.
•Good grammar, spelling
•Must be readable-typed, double spaced, on a
white letterhead
•Write at the top “For immediate release” if you
want the release to be published immediately.
 PR IN PRACTICE
LECTURE FOUR: SOME PR
TOOLS II

PRESS CONFERENCE
OUTLINE
•Introduction
•Reasons
•Preparing for it
•During the Conference
•After the Conference
•Checklist
INTRODUCTION
•News conference
•Media conference
•Media call
•Media briefing
•Press briefing
 INTRODUCTION
•A voluntary presentation of information to the
media
•An opportunity to get your story on TV, radio or in
the newspaper
•Organization decides when, where and who
presents it
WHY PRESS CONFERENCE?
•To respond to a pressing problem or a crisis
•To clarify a controversial issue
•To give an important message to the media
PREPARING FOR IT
•Clearly define your goal.
•Define your audience.
•Decide on your message
•Set date and time
•Choose venue.
•Invite the media.
•Invite guests.
Defining the Objective
•Newsworthiness
•Urgency
•Appropriateness
•Specificness
Defining the Audience
•Who do you want to reach through the media?
•Will they be available to view or listen?
•Which are their preferred media?
Defining the Message
•Let the statement be brief but stong.
•Say why the gathering.
•Give the explanations.
•Outline your demands.
Date and Time
•Appropriateness to the organization
•Suitability to media
•Any competing news?
•Availability of audience
Choosing the Venue
•Location
•Accessibility
•Spaciousness
•Comfortability of seats
•Aeration
•Lighting
Inviting the Media
•Appropriateness
•Send the invitation.
•Press conference advisory
•At least a week to the conference
•Follow up with phone calls
Inviting Guests
•Send invitations ahead of time.
•Follow up with phone calls.
Preparing Spokespersons
•One or two
•Should be experts/competent.
•Prepare them for different areas.
•Prepare them for anticipated questions.
•Rehearse with them.
•Should be available for interview after the
conference
•Prepare quotes for them.
Choosing a Moderator
•Should be competent
•Should keep discussion on tract
Background Materials
•A copy of written statement
•Press release
•Factsheets
•Charts
•Graphs
•Audio-visual aids
Roles Practice
•Make everyone understand their roles.
•Practise with them.
•Always ask “What if…”
 ON THE CONFERENCE DAY
•Be at the venue ahead of time.
•Help media personnel to set up.
•Be at the door to welcome and usher people in.
•Give them your background material and copies
of the statement.
•Respect start time.
 DURING THE CONFERENCE
•Moderator welcomes everyone and introduces guests
and spokespersons.
•Speakers should be brief and on point.
•A bit of humour (where necessary)
•Good use of aids (visuals, audios etc)
•Call for questions and be brief with answers.
•
DURING THE CONFERENCE
•End on time.
•Thank everyone for coming.
•Thank them for keeping viewers, listeners
and readers informed.
AFTER THE CONFERENCE
•Send personal messages to thank the media.
 ADVANTAGES
•Has free publicity
•Information/message is controlled.
•Eliminates repetition of your message
•Maximizes effect or impact
•Helps media people not to miss the message
•Helps them to share the workload of questioning
the interviewee
DISADVANTAGES
•Comparatively tedious to organize
•Needs lots of preparation
•Demands resource
ASSIGNMENT
•Discuss social media as a PR tool.
 PUBLIC SECTOR PR

GOOD COMMUNICATION AND THE

USE OF ICT IN THE PUBLIC SECTOR I

WEEK FOUR
 OUTLINE
• Introduction
• Influence of media on public sector
• Influence of people on the public sector
• Capturing public attention (7Cs)
 INFLUENCE OF MEDIA
• Inform (public policies, gov’t activities etc)
• Educate (rights, responsibilities etc)
• Advocacy
 INFLUENCE OF PEOPLE
• Media personalities
• Brand and service ambassadors
• Policy and Law makers
• Religious personalities and organizations
• Statesmen
• Diplomats
• Unions
 CRAFTING MESSAGES
• Conciseness
• Concreteness
• Completeness
• Clarity
• Correctness
• Consideration
• Courtesy
 TRANSMITTING MESSAGES
• Consider the audience
• Consider the media (traditional, social etc)
• Consider the time and season
 PUBLIC SECTOR PR
GOOD COMMUNICATION AND
USE OF ICT IN THE PUBLIC
SECTOR II

WEEK FIVE
OUTLINE

• Creating condition for solidarity

• Impact of ICT on public sector
• Challenges
ENHANCING SOLIDARITY
• Community engagements
• Press engagements
• Stakeholder consultations
• Constitutional provisions (eg. RTI )
• National events
IMPACT OF ICT
• ICTs represent a catalyst for the public sector, in order to improve the
decision making process, efficient management of resources, to
increase productivity in the public sector.
• Improve administrative processes
• Access to and speed of information dissemination
• Provide information to citizen by electronic means concerning the
available public services;

• Exchange of documents or information between institutions,

departments;
• To supply a joint platform for the interdepartmental exchange of
documents.
• Convenience (eg. paperless ports, NHIS renewals, school registrations
etc.)
CHALLENGES
• Difficulty in controlling bad or sensitive news
• System hackers
• May be expensive
 PUBLIC SECTOR PR
TRADITIONAL MEDIA
WEEK SIX
OUTLINE
• Introduction
• Print media
• Electronic media (Radio and Television)
• Advantages
• Challenges
INTRODUCTION
• Traditional media is the earliest forms of mass communication.
PRINT MEDIA
• Newspapers
• Magazines
• Brochures
• Newsletters
NESPAPERS
ADVANTAGES CHALLENGES
Permanence Lacks immediacy
Easy reference
RADIO
ADVANTAGES CHALLENGES
Immediacy Transient
Varied audience
TELEVISION
ADVANTAGES CHALLENGES
Audio-visual Transient
Varied audience Lacks portability
 PUBLIC SECTOR PR
STRATEGIC COMMUNICATION
PLANNING

WEEK EIGHT & NINE

INTRODUCTION
• The concept of Strategic Communication has recently gained
popularity among practitioners as well as academics which has led to
the formulation of a new approach of communication practices of
organisations.
• All types of organisations, including public sector and private sector
organisations, political parties, NGOs and social movements use
strategic communication to reach their goals.
• Centrally, strategic communication examines the communicative
practices of various types of organisations from an integrated
perspective.
STRATEGIC COMMUNICATION
• Strategic communication defines strategy as a multidimensional
concept and understands communication as the constitutive activity
of management.
• Frandsen & Johansen (2017) indicate that strategic communication
examines how organisations use communication purposefully to fulfill
their mission.
• Crafted communication that is targeted at an audience and delivered
through carefully chosen channels in a timely manner.
• Valentini (2013) defines strategic communication as a set of
communication activities that, from development to execution, are
planned, consistent and aiming at specific goals.
Foundational Assumptions
• There is an idea that PR should not simply be a set of communication
tactics, but a strategic management of different communication activities,
to contribute to the strategic management of organisations has been
discussed by many scholars (Grunig and Hunt, 1984; Lee, 2007 etc.)
• The discipline of strategic communication is based on five foundational
assumptions (Frandsen & Johansen, 2017)
• First, Strategic communication is the purposeful use of communication by
an organisation to fulfill its mission
• Hallahan et al. (2007) emphasize how important it is to be open to all
conceptualization of communication processes and effects (transmission,
interaction, constitutive activity of management
Foundational Assumptions (Cont.)
• Second, all types of organisations communicate to gain influence
• There has been a tendency to see private companies as the only type
of organisations that practice strategic management.
• However, public sector organisations, political parties, NGOs, and
social movements are operating in an increasing complex world and
have the need to make strategic decisions and communicate
strategically.
• This attracts attention, create a favourable reputation and gain
legitimacy among their key stakeholders.
Foundational Assumptions (Cont.)
• Third, the communication activities of an organisation can best be viewed from
an integrative perspective.
• However, strategic communication differs from apparently similar approaches,
such as integrated marketing communication (ICM), by its focus on
communication activities across fields of practice.
• Hallahan (2004) identified six conceptual approaches to organizational
communication commonly found in organisations. They include 1. Management
communication 2. Marketing communication 3. Public Relations 4. Technical
Communications 5. Political Communication 6. Information/social marketing
campaigns
• These approaches differ from each other when it comes to personnel and tactics,
but they share common goals and strategies.
• Strategic communication looks beyond disciplinary differences searching for
commonalities and integration
Foundational Assumptions (Cont.)
• Fourth and according to Holtzhausen and Zerfass (2015), there are five basic
issues that most communication disciplines must address;
• 1. The identification and segmentation of stakeholders
• 2. The selection of media channels
• 3. The behavioral Outcomes
• 4. Reputation Management
• 5. The agency of communication professionals
• In strategic communication, a key role is ascribed to the public sphere, refined as
a communicative sphere which has become participative rather than
representative (Bentele & Nothhaft, 2010).
• Consequently, the external dimension of strategic communication , that is,
Maintaining a favourable reputation, is seen as more important than the internal
dimension.
Foundational Assumptions (Cont.)
• Fifth, the concept of strategy is the cornerstone of strategic
communication.
• Strategy is used as an inclusive descriptor of organizational
communicative practices.
• Underneath this understanding, lies an ambition to rehabilitate the
concept of strategy:
• To transform it from something which is perceived as negative and
reductive into something which is perceived as more positive and
comprehensive
Strategic Communication
• Strategic Communication does not apply a mainstream modernist
approach to strategic ,management – that is, a top-down approach
based on the idea that the world can be controlled and that the
strategy process can be viewed as rational decision making.
• Strategy is viewed as a multidimensional concept that offers many
alternative understandings including a postmodernist or critical
approach
RESEARCH
• Must precede communication
• Media scanning
• Having ears on the ground within the organization
• Suggestion boxes etc.
Spin Doctoring
• The term “spin” refers to the act of spinning a yarn and is commonly used
in ball sports such as billiards, baseball and cricket
• It is used to describe the act of blowing, pitching, or hitting so that a ball
rotates in the air and changes direction or speed.
• News can also be pitched to project a specific idea or interpretation of
events in the way the pitcher wants
• Spin is therefore a presentation of information about events, actors or
organisations in a favourable manner than it really is.
• Spin Doctoring is a derogatory term to define public relations activities for
political institutions, political actors or corporations that emphasize or
exaggerate the most positive aspects of something (Valentini, 2016).
 Spin Doctoring (Cont.)
• Esser (2008) states that, the term does not indicate a profession, like public
relations, or a neutral activity, like political communication, but it is biased
expression used by journalists to discredit the work of public relations experts.
• The term is used to refer to campaigns and communications that are based on
deception and manipulation.
• Governments, political actors, and corporations are using this technique to
protect their image from criticism, to achieve consensus and public support
and to sell their ideas and opinions.
• In politics, the concept of spin doctoring is tied to the process of mediatization,
which has made politicians and political institutions more concerned for their
appearance and how they are represented in mass media than the political
reality.
Planning
• Why Plan?
• To have a sense of direction
• To know how to measure or evaluate communication
 GOAL AND ‘SMART’ OBJECTIVES
• Goal – What communication is intended to achieve or accomplish in
the long term
• Objectives – Various things to achieve/accomplish in the short term
ØSMART
• Specific – clearly defined and comprehensible
• Measurable – can each objective be measured in the evaluation
• Achievable – considering other factors (budget, timeframe,
environment), are results within reach
• Realistic – considering resources, are the results realistic
• Time-bound – when should the objectives be reached
AUDIENCE IDENTIFICATION AND
SEGMENTATION
• A marketing strategy based on identifying subgroups within the target
audience in order to deliver more tailored messaging for stronger
connections.
• The subgroups can be based on demographics such as
• Geographic location, gender identity, age, ethnicity, income, or level
of formal education.
• Demographics – location, gender, age, ethnicity, education etc.
• Psychographics – personality types, values, attitudes, beliefs etc.
• Behaviour – What people buy, how often they make purchases, why
they buy the product or service
MESSAGING
• Under each identified audience, add statements about what you
should say to each audience in order for them to do what you want
• Ensure messages are simple statements.
• A message must be repeated many times in many different forms in
order to have the desired impact on an audience.
• Messages should be tailored to each audience.
• Context, tone of voice and choice of language should be considered
at all times.
• Don’t bombard audiences with too many messages at once.
CHOOSING MEDIUMS, CHANNELS AND
VEHICLES
• Mediums – traditional (print, electronic), websites, social media etc.
• Channels – formal, informal, face-to-face, written,
• Vehicles – news stories, columns, newspaper reviews, entertainment
shows, studio discussions
EVALUATION
• To know whether your goals and objectives are achieved

• Could be formative or summative

The Matching Approach to Strategy
• An organisation has internal or organizational strengths and
weaknesses (S & W)
• And it faces external or environmental opportunities and threats (O &
T)
• Strategic management is the process of choosing and implementing
strategies that best match the firm’s internal S & W’s with its
environmental O & T’s such that its performance is maximized.
The Environment (O & T)
• A range of Factors affect all organisations although in different ways.
The PESTLE framework helps us identify these:
• Political
• Economic
• Sociocultural
• Technological
• Environmental
• Legal
Conclusion
• Any Questions?