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COMMUNICATION ACTIVITY The Communication activity (ca) is a detailed planning form developed to facilitate scheduling and implementation. The emphasis in the Communication activity is on concrete details. Planning is no longer general, but settles on numbers, names, figures and time frames. Contained in a Communication activity are specific deliverables in line with the objectives of a specific Communication plan, as well as the tasks to be accomplished in achieving these deliverables. Dates and times are pinned down; facilities, equipment, and materials are designated; and roles and responsibilities defined. Steps in planning activities are the following: Step 1: Define deliverables Step 2: Set efficiency targets Step 3: Set tasks Step 4: Set evaluation methodology DEFINE DELIVERABLES Deliverables are the grandchildren or third generation of goal-setting. While communication goals define the expectations of a Communication function and communication objectives define what is to be

expected of a Communication plan, deliverables are the expectations of a Communication activity. A deliverable is the envisaged completed end result, output or outcome of an activity. The more specific the defined deliverables, the easier it is to measure the activity. View an example of an activity description and deliverables. SET EFFICIENCY TARGETS Driving efficiency in Communication Management Very little has been done in terms of unpacking efficiency for Corporate Communication, which in part explains why efficiency measures have been disregarded for so long. However, taking a few sheets from the general management book, it seems that setting efficiency targets – like setting goals and objectives – vary depending on the level of planning. More specifically applied to Communication Management, the nature of efficiency targets set in the Communication strategy, Communication plan and Communication activity will change. • The focus in the Communication strategy will be

placed on strategic management (e.g strategic alignment, meta-planning, financial /resource allocation, continues learning and improvement, and information system deployment); • the emphasis in the Communication plan will be on project management (utilisation of resources, supplier management, client satisfaction), and • in planning Communication activities it will be inputs and throughputs that count (e.g process quality, task time, cycle time, activity cost) View an example of efficiency targets. Inputs This could mean direction, ideas, background information, data, approvals, whether from internal clients or other sources. We can measure the quality of these inputs (accuracy of the background information for instance) and the process efficiency (time, number of times we had to go back to the client for more information). Throughputs Here, we take the inputs and design, approve and produce a specific communication product. Again, we can measure the efficiency often by

counting/tracking (mostly time) and asking (client satisfaction). The work of Craig Fleisher is an important reference for efficiency measurement in this field. Typical efficiency targets for communication activities and products may be the ones below taken from Robert Kaplan and David Norton’s Strategy Maps. Efficiency target Achieve just-in-time supplier capability Method • • • Lead time from request to supplier to receipt of product/service On-time delivery percentage Percent of transgression on delivery timelines Use new ideas from suppliers • Number of innovations from suppliers Achieve supplier partnership • Number of suppliers providing communication services directly to internal customers Lower the cost of producing communication products • Activity-based cost per communication product • Cost per unit of output (printed newsletter) Continuously improve processes Improve process responsiveness • Number of processes with substantial

improvements • Number of inefficient or non-value added processes eliminated • Cycle time (from start of production to product completed) Deliver responsively to internal • customers (other business units) • Lead times, from request to delivery, per proposal On-time delivery percentage SET TASKS A task is one of a list of specific actions to be performed as part of an activity. An activity is usually broken up into manageable chunks or tasks. Depending on the nature of the activity, tasks can differ in scope and complexity. The easiest way to identify tasks is to identify the units of work assigned to individuals or teams. Tasks are areas of responsibility assumed by, or assigned to, communication practitioners or supplier companies. View an example of a task set. SET EVALUATION METHODOLOGY The comPro Performance Measurement System Borrowing from thought leaders on communication measurement and evaluation, a performance measurement system has been developed

consisting of a generic framework for evaluation that can be customised to an organisation’s strategic intent, own context and specific organisational needs. The system asks of the user to choose from a list of metrics and methods to evaluate (1) effectiveness and (2) efficiency on three levels: • Level 1: Evaluating Communication activities, products and events (against prespecified deliverables). • Level 2: Evaluating Communication plans, programmes and campaigns (against objectives). • Level 3: Evaluating the Communication strategy (against goals). The primary aim of the performance measurement management system is continuous improvement and organisational learning through constant feedback. Involvement of all practitioners is important and therefore the system is designed to be accessible, transparent and easy to understand and use. There are three critical principles: Principle 1: Evaluation is not research Some of the main reasons offered for the lack of

communication evaluation are ‘lack of research budget’, ‘lack of time to do research’ and ‘lacking research skills,’ suggesting some kind of confusion between research and evaluation. Evaluation does not equate formal research. There are many evaluation techniques such as self-assessment, peer group ratings and one-on-one client or management feedback that can be fairly, and easily, applied without any formal research. While the importance of formal, structured research is not to be debated, it is not evaluation per se. If measurement and evaluation can only take place when research is possible, ROI will forever be elusive. Research is a strategic tool that feeds into planning, implementation and evaluation and a valid and reliable tool it can indeed be. Measurement and evaluation, on the other hand, is a management process, not a onceoff or bi-annual project. In the absence of a research budget or time, measurement and evaluation should still carry on. Principle 2:

Evaluation is an ongoing, systematic process By evaluating activities, plans and strategies in a continuous, integrated and systematic process, and by using a range of formal and informal methods, evaluation can be more strategic and valuable to management. Instead of attempting one large research project when money and time is available, ‘lots of little bits of evaluation’ makes the process more valuable, manageable and cost effective. Principle 3: Evaluation is a forward looking activity The reason we systematically measure everything boils down to reducing uncertainties, improving effectiveness, and enhancing decisions. The purpose and focus of evaluation is learning to improve future performance. Naturally the collection of historical data is an essential prerequisite, but when perceived simply as looking back to judge past performance, evaluation can be threatening. When used as a process to gather information in order to advise management and contribute to the cycle of

continuous improvement, measurement and evaluation is much more constructive. Practitioners may feel uncomfortable if they have the perception that they are being “judged” by their immediate managers, but seldom object to having a process measured by a tool. This shift in focus to see evaluation as a forward looking activity is important to resolve the ‘fear of being evaluated’ which has kept many communication practitioners from embracing evaluation more enthusiastically. Levels of evaluation A question often asked is “Why ‘setting an evaluation methodology’ should be part of planning?” The answer to this question lies in the essence of strategic alignment. Strategic alignment is a process whereby the imperatives in the organisation’s strategy are translated into a functional strategy (e.g Communication strategy) Consecutively, the functional strategy is deployed into cascading levels of planning and implementation. The number of levels in the planning system is

of little importance as long as every subsequent plan, project, programme or activity is in line with the strategic intent. In the process of strategic alignment, planning is ‘rolled down’ and evaluation is ‘rolled up’ along the same strategic line. Therefore strategy development and planning are integral parts of the performance measurement system. The evaluation process to measure the success of a Communication function cannot be initiated at the end of the financial or calendar year, or even halfway through. The measurement criteria must be built into the strategy development and planning. Without ‘something to measure against’, measurement provides results in isolation, with little or no value for evaluation. Measurement becomes evaluation only when compared to a specific norm such as a communication goal, objective, target, or deliverable. The yardstick for performance measurement will always be imbedded in the communication function’s planning architecture.

Effectiveness and Efficiency Communication effectiveness has always been acknowledged as a central part of Communication Management. Grunig and Hunt (1984) applied the management-byobjective principle to public relations evaluation Since then, measuring effectiveness has evolved significantly, moving from measuring column centimetres (as outputs), to measuring change in opinion (as outcomes) with scientific qualitative and quantitative research techniques, to measuring movement on intangible organisational assets such as Reputation, Relationships and Trust (as outgrowths) with specialised communication measuring instruments. Measuring effectiveness is measuring the accomplished results, achieved goals/objectives or the realised impact of the Communication function. Measuring efficiency is relatively new to Communication Management. In short, efficiency is the ability to bring about the desired result (described above), without wasting energy, resources, effort, time or money.

Efficiency can be measured in physical terms (technical efficiency), process terms (process efficiency) or in terms of cost (cost efficiency). Greater efficiency is achieved where the same amount and standard of outputs, outtakes, outcomes or outgrowths are produced with fewer resources. Methods to assess efficiency tend to be organisation specific. Organisations identify success with financial/resource utilisation; continuous improvement/learning and strategic alignment in different ways. Metrics and Methods The first step in evaluation is to determine ‘what’ to measure. The strong emphasis in existing literature on measurement techniques, methods and tools is concerning, as too much energy is spent on discussing the ‘how to’ of communication measurement instead of focusing on ‘what’ it is that should be measured. All too often, instead of conceptualising the ‘what’ of measurement, practitioners seem to be locked in discussions on the merits of focus groups, media

content analysis and opinion surveys, or defending the objectivity and randomness or timing of methodologies deployed. The ‘what’ to measure of communication evaluation is referred to as metrics. Metrics therefore are the various constructs (things) that are to be measured. View list of metrics. Methods on the other hand, describe the ‘how to’ (techniques) of communication measurement. In most cases the ‘how to’ of communication measurement involves ‘asking the relevant stakeholders’, be it with a focus group, or survey, or interview. View list of methods. To set realistic metrics communication practitioners need lots of common sense and at least an elementary understanding of communication theory. Measuring intangible assets like corporate reputation, brand equity, relationships, and corporate citizenship is not an easy task. Clustered within terms such as reputation and relationships are many different, more basic constructs like loyalty, trust, satisfaction,

faith and admiration. We need to understand what we want to measure, before we can ask. Ill-conceived assumptions about what communication can achieve sometimes lead to misguided and overly optimistic goals which make evaluation risky and problematic. This is best achieved with a conceptual construct that displays the full ‘what’ of measurement in a framework (Likely, 2000:24). The ‘how to’ (techniques of measurement) is an operational matter, for which external advise can be sought. Level 1 Evaluation Measuring effectives per se – that is, the management of an organisation’s overall communication with its target groups or stakeholders – can be a daunting task, unless the individual elements or components of communication plans are clearly defined and evaluation for these activities or products is planned. The comPro software suggests that, instead of trying to measure delivery on a communication plan as one big evaluation step, steps rather be taken to measure the

effectiveness of individual/particular activities or products that form part of the implementation strategy of the communication plan (e.g publicity efforts, a special event or trade show, a government affairs or lobbying effort, a speaker’s presentation, or an investor relations activity). The planning of the first level of evaluation is happening in this step of the communication activity and renders valuable building blocks for the second and third levels of evaluation, taking place in the Communication plan and Communication strategy. EFFICIENCY: For a discipline that by its very nature can never absolutely guarantee results over a short time-frame, it is just as important for the Communication function to evaluate efficiency as it is to evaluate effectiveness. For every activity or product that communication practitioners or their external suppliers deliver, there is an efficient production process needed to transform inputs into outputs by means of throughputs. If this process

is efficient then it is using resources wisely, preventing wastage and guaranteeing quality. In terms of the continuous improvement drive, the efficiency of every process can be enhanced or step-wise improved at any moment in time. Let’s look at some of the efficiency metrics of Level 1: In terms of quality: the accuracy of information as well as the quality of insight (inputs), planning decisions taken, applied creativity and executional process (throughputs) are almost as important to monitor as the end ‘deliverable’ (output) itself. A Communication function that measures and controls quality can rest assured that results are sure to follow. There are three aspects of quality that should regularly be monitored: • The accuracy of information used as input into a process has a direct effect on the delivered output. It is therefore important to measure the accuracy of a briefing, or background information, or the facts rendered by an Internet search. • The quality of

planning decisions, as input, directly impacts on the end result. For instance, the decision to issue a media release on the evening before the day of an announcement can impact on the medias uptake of the story and the prominence of coverage. Depending on the time of the actual announcement there is however also a risk of premature coverage. • Creativity is the ability to bring something new into existence - a new approach to a situation or a new concept. Creativity can result from the discovery of a new relationship between previously unrelated constructs. It involves cognitive activity, but is not necessarily restricted to practicality. Creativity correctly applied as input to a process has huge spin offs in terms of the end results. With regard to process or workflow quality, a process is a designed sequence of operations -- taking up time, expertise and other resources which produces some form of outcome. A business process for the Communication function can be defined as

a recipe for achieving a communication outcome, product or result. Each business process has inputs, throughputs (the methodology) and outputs. The inputs are a prerequisite that must be in place before the throughputs can be put into practice. When the step-by-step throughput is applied to the inputs, then certain outputs will be created. Workflow is best understood as the management of steps in a business process. A workflow specifies which tasks need to be done, in what order (sometimes linearly, sometimes in parallel), and who has permission to perform each task. It often entails a graphic representation of the flow of work in a process and its related sub-processes -including specific activities, information dependencies, the sequence of decisions and activities. The events management process below illustrates a business process documented by an Electric Utilities company. A business process can be part of a larger, encompassing process and/or can include other smaller business

processes in its throughputs. For instance, the supplier briefing process in the above example forms part of the overall events management process. Business processes in a Communication function can be thought of as a cookbook for running the function: ‘Answer media enquiries’, ‘formulate company positions’, ‘produce communication channels’ are all examples of business processes. Core processes refers to the ‘meat dishes’ in the cookbook. They add most value to the function’s constituencies and are critical if the team wants to deliver on its mandate. Other efficiency metrics - things that can be measured to evaluate efficiency - on Level 1 includes: • Cost • Budget performance • Task/cycle time • Productivity • Client satisfaction • Supplier management View an example of selected metrics and methods for measuring efficiency. EFFECTIVENESS: Outputs are usually the immediate results of a particular communication intervention. More often than

not, outputs represent what is readily apparent to the eye. Outputs measure how well an organisation presents itself to others, the amount of exposure that an organisation receives. In media efforts, outputs can be the total number of stories, articles or ‘placements’ that appear in the media; the total number of ‘impressions’ – that is, the number of those who might have had the opportunity to be exposed to the story; as well as an assessment of the overall content of what has appeared. Media monitoring and content analysis are principal methods in measuring metrics such as reach and media coverage. For other areas of Communication Management, outputs can be speaking engagements, position papers, an annual Report, an award function, or any other form of tangible delivery. In any event, both the quality and quantity of outputs can be measured and evaluated. There is potential overlap between evaluation on Level 1 and Level 2 in that out-takes to be achieved with a specific

activity often are communication objectives for the communication plan. If the implementation strategy of a communication plan entails to create a story board in the local community’s language, -- using metaphor and story telling common to their culture in order to illustrate a complex political concept -- that story board (an output) and the out-takes it facilitates in terms of attention, comprehension and retention, is likely to be a specific objective in the communication plan. Irrespective of these instances which will occur, it is important to try and set deliverables on the Communication activity level in such way that outputs can be measured on Level 1, whereas communication objectives set on the Communication plan level should be geared at measuring out-takes and outcomes. View an example of selected metrics and methods for measuring effectiveness