Every nonprofit uses communications (e.g., content, plan, strategy etc.) to reach their target audiences, raise brand awareness and visibility and meet other business goals and objectives. Developing and executing communications is how we connect with people and make meaningful associations between brands, our experiences and ideas. In short, communications are vital to the health of every nonprofit.
To demonstrate that, many organizations develop strategic documents. I’m sure you’ve heard of a “communications strategy” and a “communications plan” from at least one nonprofit professional. In fact, it’s common to see the two terms used interchangeably. However, while they overlap, they aren’t the same thing.
In this blog post, I want to define each type of strategic document, how they’re different and how to best use each one.
A quick overview
What is a communications strategy?
A communications strategy is a strategic document that lays the foundation for all of your organization’s communications efforts. It explains what you and your team are going to do and why you are going to do it, on a consistent basis. Furthermore, it explains your high-level goals and objectives, which describe your point(s) A and B. You will know your communications strategy works if you successfully move from where you are (point A) to where you want to be (point B).
Think of your communications strategy as the foundation for all of your internal and external communications. Anyone who plans on communicating with any of your target audiences on your behalf should use a communications strategy to guide them.
In general, a communications strategy includes several sections, such as:
- Goals and objectives
- Target audience (analysis)
- Brand messages
- Boilerplate copy
What is a communications plan?
A communications plan is a strategic document that uses the communications strategy to develop actionable steps that detail how your nonprofit will achieve its goals. It explains concrete details that are time-bound and specific. Furthermore, it explains you and your team’s particular course of action, including roles and responsibilities, that you are meant to follow without deviation. You will know if your communications plan works once you successfully execute it and evaluate its performance.
Think of your communications plan as the outcome of the strategy. It allows you to understand the circumstances under which you will execute the plan. Anyone in your communications or marketing departments who has a communications or marketing campaign, or any other public-facing project, should use a communications plan to guide them.
In general, a communications plan includes several sections, such as:
- Communications tactics
- Details of specific project
- Budget information
- Deadlines and work schedules
What makes a communications strategy different from a communications plan?
There are many differences between a nonprofit communications strategy and a communications plan. Here’s a quick summary:
Communications strategy
Purpose: To explain what you’re going to do with communications and why
Function: Ideas and context
Features: Flexible and ongoing
Measures: Success and consistency
Communications plan
Purpose: To provide a roadmap of tasks for implementation
Function: Details and actionable steps
Features: Time-bound, specific to a project
Measures: Performance
The most important thing you need to remember is that each strategic document leads to something different.
While a communications strategy should lead to consistent communications, a communications plan should lead to successful execution of a particular communications effort, such as a campaign. If you mix the two up, there could be serious consequences for your strategic goals and communications tactics. In other words, mistaking a strategy for a plan can skew your expectations and set you back. Here are some concrete examples of what this could look like:
- Your #GivingTuesday campaign lacks details because the plan you thought you had was actually a strategy.
- When a journalist contacts your organization, you have to decline because the strategy you thought you had is actually a plan that has zero context for these situations.
- Your communications strategy RFP is not receiving any traffic because “communications plan” and “communications strategy” are used interchangeably.
- When you look at your analytics, you believe that your communications strategy is underperforming, despite leading to a consistent brand presence.
- You realize that the freelancer you’ve outsourced is no longer a good fit because they thought they were creating a communications strategy for you. You wanted a plan.
So, what does your nonprofit actually need: A communications strategy or a plan?
To determine what your organization needs, you’ve got to consider three things:
- Function – what the strategic document does
- Purpose – what it’s supposed to do
- Action – how the document is created
Develop a communications strategy if:
- Function: The function of the strategic document is to provide the overarching context for your internal and external communications.
- Purpose: You want to figure out what you’re going to do and why you’re going to do it for every single communications effort.
- Action: Your organization wants to brainstorm new ideas, note things for later, conduct further research and consider how the subsequent ideas align with your strategic plan.
Develop a communications plan if:
- Function: The function of the strategic document is to provide details and actionable steps that are specific to a project.
- Purpose: You want to figure out how you’re going to execute your strategy.
- Action: Your organization wants to use specific data and expertise alongside your strategy to figure out how to execute your strategy.
Over to you
If you remember anything from reading this post, it’s that a communications strategy and a communications plan are not the same thing. The former provides context for the latter. Furthermore, the plan is about the execution of the strategy and the strategy is more concerned with consistency. Use the one you actually need. Or, use them together to meet your goals and objectives. With the right approach, your nonprofit will lay the groundwork for long-term success.
Jean Boampong is a Nonprofit Copywriter and Strategist based in Toronto, Ontario. She helps nonprofits, charities and social cause businesses build brand consistency through compelling content that communicates impact, strategic communications that enhance marketing tactics and thought leadership that tells the right story. With 10+ years working on the frontlines and behind the scenes in the nonprofit sector, she remains committed to her mission: To drive social good through the power of storytelling. You can find her work, portfolio and services on her website.