Case Study: Jeanne Sauvé Foundation
The Jeanne Sauvé Foundation’s mission is to convene, connect, engage and empower a new generation of public leadership in Canada and around the world to address key global challenges. The Jeanne Sauvé Foundation launched its new programming in 2015 as outlined in their strategic plan adopted in 2014, focusing on Public Leadership and alumni relations.
We were asked to develop a communication plan that would provide the framework that guides communication on the new strategic positioning of the Foundation, and identifies the subjects that need to be addressed to build understanding and generate support. These issues were identified through a situation analysis conducted at the initial stages of the process of developing this strategy.
To effectively address these issues, the Communications Plan was developed to:
- Create a thoughtful communication strategy for 2015 to create effective, efficient operations
- Increase awareness and understanding of the Jeanne Sauvé Foundation by promoting the 3 activity areas (Public Leadership, Alumni and Public Education)
- Make Fellows and alumni communication the major thrust of the communication effort
The Foundation’s communication plan outlined the overall approach for communicating with stakeholders about the Jeanne Sauvé Foundation. It outlines key messages, describes primary stakeholders, and explained communication activities and how their success will be evaluated. It also provided a communication calendar for 2015.
The first phase focused on internal communications and rebranding, and the second phase focussed on longer term perception communications on the Foundation.
Phil has since launched their new website with a searchable database of Fellows and implemented a social media strategy that has seen strong, increasing traction online. Phil is also developing ongoing marketing materials for all their public events for 2016.
The staff and board members alike appreciate that work is now being done in a proactive way, rather that a reactionary way. The Foundation has a clear path forward for their communication channels and has measurable objectives to know what they are working towards. The Foundation has started building stronger connections with their alumni, academic partners and prospects, leading to more participation, increased interest and advocacy. As a team, they are making a more productive effort, better managing their time and their budgets.