Corporate
Communications
Corporate
Communications
Corporate Communications
The function of Corporate Communication is to create, manage and facilitate a consistent brand and organisational image and public perception via the media and other formats on behalf of the organisation. Corporate communication pulls together the disciplines of public and media relations, internal communication between all stakeholders, and public engagement to project a consistent message and, ultimately, image. Consistent, dedicated and targeted Corporate Communication builds goodwill, loyalty and trust.
The role of the Corporate Communications function is to provide the media, stakeholders, donors, staff, partners and the public with clear communication on the role of the Fund, its mandate, objectives, governance structures, activities and impact in a critically transparent manner.
Beyond that, there is a need to build and maintain trust. The Solidarity Fund is entrusted with substantial amounts of donor funding, and with the hope and expectations of the nation. Trust from government, business, civil society and the donor community is crucial in order for the Fund to function effectively and efficiently. To earn and maintain this trust, the Fund needed to be explicit, objective, transparent and detailed in all of its communication.
Corporate Communications within the context of the Fund involves a multi-pronged approach that includes:
- Stakeholder engagement - Provide stakeholders with regular news, views, analysis, reports and details of the Fund's activities
- Media Relations – Proactively position the work and impact of the Fund, provide an open line of communication, guide media content based on the organisation’s mandate, its operations, impact and core messaging and mitigate where required, against any factually incorrect media content and negative media or public sentiment.
- Owned channels – Utilise the Fund’s owned channels including the website and social media platforms as a source of credible info, showcasing impact and promoting the Fund’s activities
- Build trust - with the public by increasing the Fund’s public profile and communicating in an open, consistent and clear manner.
1
Media Relations - Monthly/quarterly virtual media and stakeholder briefings and updates on activities, media statements, facilitation of media interviews. The briefings were held on a monthly basis during the start-up period of the Fund, and this was migrated to quarterly once the Fund’s initial rapid Health response had been established.
2
Stakeholder Engagement - Monthly Stakeholder Bulletins, ad hoc Bulletins, roundtables and issuing of donor reports.
3
Digital and Social Media - Website (including HCRF and Floods Response microsites) and Social Media Platforms including Facebook, Instagram, Twitter, Tik Tok, LinkedIn and YouTube.
4
Internal Communications - Monthly Staff Bulletin and ad hoc Townhall meetings as required.
5
Third Party Conferences/Briefings/Events - Visual Presentations and speech/content/talking points prepared.
- The Fund is a multi-sectoral rapid response vehicle working alongside government, the business community and civil society in a unified response to the impact of the pandemic on all South Africans.
- Clear and transparent communication on the purpose and mandate of mobilising and coordinating efforts and resources through a multi-sectoral approach to augment the national response.
- A vehicle through which pooled contributions can be deployed to fund impactful initiatives across the core pillars of Health Response, Behavioural Change and Humanitarian Response, as well as any other pillars that may be established in the future.
- Reinforce the Fund’s independence and differentiating the Solidarity Fund from being viewed as a National Government institution, but rather its independent role as a support structure in the national response to the pandemic or other national crisis.
Tone of messaging
- Straightforward messaging – keep language simple but intelligent, strive for clarity and get to the point.
- Honest communication – we are accountable to the donors and the general public - we owe them honesty and transparency at all times.
- Responsibility – The Fund’s voice/language needs to keep in mind the huge responsibility and trust that people have put in the Fund. Communication should be respectful and empathetic.
- Humility – All Fund activity is dependent on its donors, strategic stakeholders and partners. It is core to the Fund’s messaging to acknowledge the contribution of others while highlighting its own achievements.
- Hopeful and optimistic – The Fund was established to respond to crisis which have a national impact. The Fund provides a sense of hope and optimism and the response by the Fund to this should be evident in its communications
The key principles guiding all communication are consistency of message and transparency. A key role of Corporate Communications involves preparing relevant content, ensuring that all members of the Solidarity Fund team are aligned and are empowered to provide consistent and correct detail and messaging relevant to the Fund in all areas.
- A detailed media list including relevant contacts is developed and updated on an ongoing basis.
- The Fund has a dedicated email address for media requests and engagement, while the Corporate Communications team remains available telephonically at all times.
- All media related content is issued from the dedicated mailbox.
- Media interviews are facilitated and planned with the media outlet.
- Detailed media briefs provided to Fund and media representatives.
- The media are invited to attend key Fund briefings and encouraged to provide questions on any matter related to the briefing or the Fund in general.
- Media is provided with all additional content including images, voice notes, video, links to reports and relevant content as may be required.
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- Briefing – All requirements are predominantly briefed in by the Communications Pillar Lead.
- Preparation of content follows
- Media statement
- Talking points
- Prepare/develop key messages and Q&A for reference by all spokespeople.
- Make all necessary arrangements for media briefings including invitations to the media, stakeholders and the public, streaming and technology requirements, dry run.
- Prepare invitations where relevant
- Pillar Lead Content Approval – this is to verify the accuracy of content. May require more than one Fund representative to review/approve.
- Communication Lead Approval – Once accuracy is verified, content to be sent to Communication Lead for approval.
- Final Approval of Content – Approval may be provided by the Communication Lead for ongoing and regular communication. Key media statements, messaging, announcements and media replies to be circulated to Exco and the CEO for approval.
- Media Interviews – Where required, media interviews to be set up with various media. These are to be set up in consultation with the media and the relevant Fund representative and managed by the Corporate Communications team. Ongoing access to media is critical, and responses to media are to be provided with accuracy and speed in relation to any requests or questions. All media requests irrespective of their content are to be responded to.
- Dissemination – On approval, the Corporate Communications team will disseminate to all media via email, as well as update social media platforms and upload statements to the Fund website where relevant.
- Stakeholders and staff are updated via monthly Solidarity Fund Bulletins. In some cases, when news is of particular importance, a Special Edition Bulletin is issued.
Communication to the public
Engagement on social media must remain positive but honest.
There needs to be a multi-pronged approach to communication with the public as the audience is vast and varied and are to be viewed in the same light as any corporate or institutional donor.
Consideration needs to be given to content that is posted on social media in order to minimise comments that may be deemed negative from the general public that are unrelated to Fund interventions – and in the event thereof to respond, correct and redirect as required.
Communication to media
Consistency of message and language is essential.
Regular communication with the core media list is important as it built trust and engendered a sense of openness and transparency with respect to the Fund’s activities and use of funding.
The development of “Key Messages and Q&A documents that are shared with all Fund representatives have proven very effective in ensuring consistent and correct messaging across all areas where the Fund is mentioned, quoted, interviewed.
As the immediate ‘media frenzy’ relevant to the situation subsides, so does the media interest in attending Fund initiatives.
The announcement of the Fund’s Annual Financial Statements and Integrated Annual Report are a key driver of media interest.
Stakeholder Communication
The regular and ongoing Stakeholder Bulletin ensures that Stakeholders are kept up to date on the activities undertaken and impact delivered by the Fund.
The use of links to impact reports and to media coverage where relevant are core to the Bulletins. The use of URL shortening services which are trackable has shown the high engagement levels received by the Bulletins.
Internal Communication
Regular staff Bulletins provide staff with a snapshot view across the Fund’s activities as they may not be exposed to all the messaging, activities and reports.
Townhall meetings prior to key media and stakeholder briefings have proven to provide an opportune moment for staff to be advised on news relevant to the Fund’s operations and activities prior to it becoming public knowledge.
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