Research

1. Before any programme is implemented, it is crucial that a company is aware of its reputation in the community. This can be achieved by using both qualitative and quantitative research techniques as well as asking employees for their views (via an employee opinion survey) and the views of their families.

2. The findings, coupled with recognizing current best practice in community relations theory and techniques, should ensure that your programme is established on firm business-related foundations.

Vision

A typical vision statement may reflect the company’s desire to put something back into the community where its operational site is based or alternatively be an overview statement which encompasses the whole philosophy of why the company gets involved in community activities. For example, British Telecom (BT) uses the strapline in their community advertisements – ‘BT – a business leader in the community.’ Awareness of such actions is important and a communication plan, linked to targeting both internal and external audiences, must be devised at the outset.

Strategic objectives

Each specific community objective must support the company’s overall business strategy which is highlighted in the company’s business plan. This is achieved by ensuring that the key target audiences in the business plan are also included in the communication plan for enduring that the company’s community involved activities are known.

Typical objectives are as follows:

• Create and develop a positive view of the company as a socially responsible good corporate citizen among its key stakeholders.

• Capitalise on this positive perception in terms of employee motivation, recruitment of new personnel, supplier development and community goodwill.

• Support other initiatives which are aimed at creating an understanding of the company’s aims and policies. An example might be the use of community displays at the company’s annual general meeting.

• Develop opportunities to positively encourage employee participation in the community, through increased communication initiatives.

• Support the needs of the local community with innovative, role model initiatives, which position the company as a center of excellence for community involvement.

• Clearly brand the programme in order that it is easily recognized and remembered.

Project selection criteria

It takes more than just one isolated example of positive coverage for supporting a specific project to establish a reputation. Community relations coverage and associated awareness is ‘drip-drip’, based on an approach which is consistent, fair and developed over a period of time. It is, therefore, extremely important to publicise your criteria for support since, by selecting the wrong opportunity, you could possibly please one small section of your community but alienate the majority.

When assessing a possible project, some (or all) of the following questions should be considered.

• Does the project support your business objectives?

• Does it comply with your community involvement strategy’s focus areas?

• Will the project enhance your reputation and offer publicity opportunities?

• Is it appropriate for your company to be associated with it?

• Is it supported by influential members of the community, e.g. local MP?

• Does it offer opportunities for employee participation?

• Does it offer quality corporate hospitality?

• What resources must be committed (financial, facilities, time, skills, people)?

• Does it offer networking opportunities?

• Can matched government funding be obtained?

• What evaluation measures can be applied?

• Does it represent value for money?

• Does it have the potential to be developed on a national/international basis?

• Can it be developed into a ‘role model of excellence’ project?