reputation communication dianova 2013

Rui Martins | Communication Director

COMMUNICATE TO CREATE

VALUE & SOCIAL IMPACT

ANIMAR | Vila Franca Xira

May, 25th 2013

Commitment| Solidarity| Tolerance| Internacionality… Inspiring Change! Dianova Portugal© 2

In Conta Satélite economia Social, INE | CASES 2013 http://www.slideshare.net/Dianova/conta-satelite-economia-social-2013

The Increasing Attractiveness of the 3rd Sector Professionalism | Employability | Productivity

In The Johns Hopkins “Comparative Nonprofit Sector Project” e Universidade Católica Portuguesa, 2005

5,4 thousand M € =

4,2% GDP

227.000 Employees

= 4,2% Active Population

48% own revenues 40% government 12% philantropy

2,8% GDP (Wealth )

& 5,5%

Employment

55.383 Orgz. 94% Associations

40,1% Social Action 54,1% GDP

64,9% Employment

5.022 IPSS 50,1% GDP

42,6% Salary 38,2% Need Financing

Income 14.177,9 M€

62,8% Production 23,8% Subsidies

http://www.slideshare.net/Dianova/conta-satelite-economia-social-2013










INNOVATION MANAGEMENT

INNOVATION IN WORKING PRACTICIES

COMPETITIVE ADVANTAGE

In Julian Birkinshaw, co-founder Innovation Lab, London Business School

What differentiates na Effective Civil Society Organization?

Aligning Stakeholders’ Perceptions with Organizations’ Objectives (Multiple Constituents Model)

• More effective directions, taking right decisions and doing things well. • Greater use of correct management procedures (needs evaluation, strategic planning, satistaction measurement) • Greater use of change management strategies (search for new income sources, increase of legitimacy, costs control) • Having a prestigious Board only moderately related

In “Nonprofit Organizational Effectiveness: contrasts between especially effective and less effective organizations”, Herman & Renz, 1998, Nonprofit Management and Leadership

Organizational Innovation in the Third Sector


Innovation | Incorporate Best Practices Change Management, Governance, Quality, Sustainability|Corporate Social Responsibility, Talent Management, Work-life Balance Reputation, Accountability, Impact Investment, Social Impact Evaluation, Integrated Communication…

Create a corporate trustworthy brand by creating an inspiring Social Organization…

... that offers a value proposition for Customers, Employees and

Society at large...

... ensuring the Sustainability of the Organization!

O B J E C T I V E


Developing Trustworthy Relationships for Organizational Efficiency & Effectiveness Stakeholders perceptions and expectations aligned with Organizational goals

Trust Relations Development

= Competitive

Advantage Source Barney&Hansen

1994

Trust is a central construct within the frame and the dynamics of relashionship engagement (Credd & Miles, 1996). Develop and sustain trust is especially important for

Organizational effectiveness. (Davis et al, 2000)

A R I S T O T L E S

Brand/Marketing Engagement: Transparency, Honesty &

Interactivity ... In telling the story, experience through appropriate channels to create and mantain relationships of mutual benefit.

Trust Reputation ... through the demonstration of good practices in the “Trust Bank Deposit”

Souce credibility Ethos → character & integrity Logos → expertise & competency Pathos → charism


“TRUST is the general belief that an organization in its communication and behaviours is responsible, open and honest, concerned, reliable and

worthy of identification with its objectives, rules and values” Zalabak, 2010

MEASURING TRUST Organizational Trust Index

COMPETENCY Is it efficient?

Tech adaptation, clearly thinking, skills,

communication and problems resolution

HONESTY Perception of how

information is provided.

CONCERN Management balance,

Relacionships, Experience,

Honesty, empathy, consistency

IDENTIFICATION Shared values,

Regulations and beliefs

RELIABILITY Development of

Consistent actions



“TRUST is the general belief that an organization in its communication and behaviours is responsible, open and honest, concerned, reliable and

worthy of identification with its objectives, rules and values” Zalabak, 2010

BENEFITS → POSITIVE RESULTS

Greater job satisfaction, productivity and commitment to the Organization.

Flaherty & Pappas, 2000

Higher sales and profits and lower turnover rate.

Davis et al, 2000

Increase cooperative behavior Gambetta, 1988

BARRIERS → NEGATIVE RESULTS

• Decreased desire of employees to contribute to productivity goals

• Creates fear and destructive behaviours

• Worsening crises • Distrust is costly

Schokley-Zalabak, 2010



P R O C E S S

People – Leadership – Organizacional Culture

Offline and Online Tools

Change Management techniques and processes

Positive Change vs Sustainability and

Organizational Development

• What procedures and skills do we need? • What needs to be changed? • How to manage change in harmony with our values?

Strategy Changing Communication

Proactive/ Constructive Flow

Awareness | Comprehension| Commitment| Change

Information| Dialogue | Engagement| Recognition

+

+

Roadmap Sustainability & Change Management: Leading and Recreating our future from the inside out… One language, One voice, One brand


PRESENT SITUATION DESIRED SITUATION STRATEGY

Why are we here? • Define the situation

•or problem What we want to achieve? Define options

Where do we want to be? Set goals, timelines, kpiS

and initiatives. How to line up?

Converge Global action plan with Units

The Action Initiatives and projects that build long lasting Reputation

What we have achieved ? Positive Results and Positive Social Impact Next steps

((re)Invest in new opportunities... ... and continuous improvement!

Mobilize change through Leadership

Translate a strategy (goals, iniciatives, KPIs)

Align Corporate and Centers Motivating a joint task

(Communication, Objectivse, Training)

Manage to convert strategy into a continuous process

Make the Organization Sustainable

Increase the direct and

indirect Social Impact



INTEGRATED COMMUNICATIONS

Unidirecional Proccess to

Disclosure Information (Media and/or other Off/Online channels

Bidirectional Management Process

Relationships Win-Win with Stakeholders

REPUTATION MANAGEMENT| CORPORATE SOCIAL

RESPONSIBILITY

Market= CHATS!

DIALOGUE: • Bidirectional • People

• Information • Participation

INFORMATION MANAGEMENT



Association of friendship

and alliances around products, services

and ideas

Human Interaction

Ecosystem that shapes attitudes and behaviors

It’s driven by People in the Communities

in which they Communicate and

Congregate

It is to Create, Discover and Share

new contents

It’s Creating vibrant and enriched Cultures and use Connection

tools

Corporate Communication

Crisis Management

Online Communication

Media Relations

Internal Communication

Government Relations Brand

Management

Social Marketing

Events Organization

Integrated Communications Social Media: a new Participation | Human Interaction process

Public Affairs

Strategic Alliances & Partnerships

Measurement & Evaluation

Social Media Management


Advertising

RP Communication| Social Media

Marketing

“The strategic integrated

communication process creates

mutual beneficial relations between Organizations and

the Public”

INTEGRATED COMMUNICATION LOW COST | NO COST

Strategic Marketing


You’ve just entered a lift (Elevator Pitch)…

… and you have 20 seconds to explain what is

the Organization: What it does?, Who is the target?, With what objectives?, What’s the value

proposition?

Done? Retain the idea…


You’ve just taken the 1st Step in your Storytelling | Storydoing…

… which will help you understand how your Organization is

understood and (re)POSITION

to maximize its Strategic GOALS

MANAGEMENT OF CORPORATE REPUTATION

REPUTATION FOR WHAT? • Determine what’s important for each group of stakeholders REPUTATION FOR WHOM? • Good will created through relations with stakeholders REPUTATION WITH WHAT OBJECTIVE? • Create good will is the final objective identifying and managing issues.

REPUTATION | Collective evaluation of the ability of an

Organization to deliver positive results to representative groups of its

Stakeholders. Benefíits: create competitive advantage | attract and retain better

talent | attract investors and sponsors | increases customer loyalty|

Increases access to new segments


It’s like any other History: to be credible, consistent and reliable

Organization

Mission Vision Values

Objectives

Differentiation Skills

Expectations

Objectives: 1. What do we want to

be? 2. How do we want to

be remembered?

Clients and Market: 1. What can

Stakeholders expect from us?

2. How can we meet their needs and expectations?

Competitive Advantage: 1. What are our

habilities? 2. What differentiates

us? 3. What do we need to

change?

… it has to be ALIGNED and PROPELLED through multiple online and offline engagement channels


Create value for Stakeholders and help build an informed opinion through effective

management of relationships...

… this is the Mission of Corporate

Communication

Understand the business, issues and barriers’ objectives

Identify key Stakeholders and their present versus desired

perceptions

Develop a communication strategy to fill the gap through emotional and racional drivers

Is the perception different from the reality?

Are we communicating with the right public?

Vision / Capabilities

/ Espectation

s


Strategic Model of Causes Communication

1 Define the Brand

history and Reputation

which we want to create.

2 Share the history

with multiples Stakeholders

3 Mobilize

the “defensors” (advocacy) who mobilize others

in our favour

4 Listen and

understand the perspectives of the stakeholders

and if the messages are

being transmitted

5 Evaluate and redefine the

strategy, tactics, stakeholders,

channels

Coprporate Unique

DifferentiatorCharacter


Define SMART Objectives

S: Specific

M: Measurable

A: Achievable

R: Realistic

T: Time

What we want to achieve?

What metrics (KPIs) to use?

Effort and commitment are realistic?

What’s the importance of the objective?

When is the goal to be reached?

Potential barriers/Opportunities

Person in Charge Actions Targets and KPIs

(re)Evaluation


Select and set Multi-Stakeholders (Groups and Issues) Approach

DIALOGUE Authentic, Transparent, Credible (From definition to Management Engagement)

Stakeholders Envolvement | Proactivily involve stakeholders to manage relationships in a strategic, focused and effective way in order to boost the reputation and business success.

ENGAGE CRITICALS STAKEHOL

DERS

BUSINESS SUCCESS

& POSITIVE

REPUTATION

Mitigate / Neuter Detractors

Conver Neutrals

Empowering Advocates as Ambassadors

POWER INFLUENCE BRAND FAVOURABILITY


(re)Define Long Term Position It is intended that the

Audience

KNOW the

Organization

1

It is intended that the

Audience understand that

the Organization is

RELEVANT to their needs

2

It is intended that the Audience believe the

Organization’s DIFFERENTIATION

3

It is intended that the

Audience consider the

Organization with high

ESTEEM.

4

Fill the strategic

gap to tell a unique story

Show the ability to do things better than anyone.

Solution to problems

solve out of the box that

lead to inovation

TH

E 4

PILL

AR

S O

F C

OR

POR

AT

E

CO

MM

UN

ICA

TIO

N


PUBLIC RELATIONS

Press Kit with messages (rational and emotional)

and key materials: Corporate eDossier

Align External program with Internal Communication to engage and inspire Employees and Stakeholders

Integrated Communication Stategy with interviews, reviews, testemonials, facts, news

Engagment with Government and Local Authorities using key messages with specific framework

Online Dialog fos specific audiences

Channels oriented to interection stimulating dialog, resourses, listening and feedback

Press office to select key media, create data bases, identify spokesperson, define goals

Tell Your Story Integrated


eKIT PR Toolbox A BRAND is still judge by its Leardership+ Performance +

Citizenship + Governance + Social Responsibility + Inovation + Place of Work + Products and Services

New approach to

Social Media + PR

+ Media Channels to best operate

with the intention to: Communica

te, Build relations

and Influence


OUTPUT IMPACT OUTCOMES

With what effectiveness we spread out our message.

• KPI EVA ? (Average Evaluation) monthly • N. Likes, Shares, Tweets

What effect does our communication has on stakeholders

• KPI Qualitaty & Quantitaty Analysis (partnerships, financing, contracts, training, loyalty, etc.)

• KPI Measurement Scale Relations Grunig et al 1999 (annual) • SROI • IRIS

What changes through measurement metrics

Measurement | Evaluation |Accountability | Transparency


MISSION : To develop actions and programs that will contribute to the Personal Autonomy and Social Development

Dianova Network & International Hub of Public Affairs

3 Continents | 11 Countries


PRO

TOC

OLS

Education and Health

Promotion

Drug Abuse Treatment

Socio and Professional

Reintegration

Psychosocial Support

Empowerment &

Training (Hard | Soft

Skills)

AFF

ILIA

TIO

NS

Organizational & Social

Innovation Agent

Cooperation & Learning

Culture Oriented

Social and Solidarity

Agent

Social Change Promoter

Dianova recognized as Private Institution for Social Solidarity, Public Utility Association and Non-Governmental Organization

for Development


Certifications | Acredditations Dianova

ISO 9001:2008

EFR

DGERT | CCPFC

Quality Management System CTQL (1st in Portugal)

Training Entity (CFD) DGERT – MTSS | CCPFC – ME

Family Responsible Entity Social Economy (1st in Portugal)


Dianova | Operational Units (Lisbon | Oliveira Azeméis | Torres Vedras)

HEADQUARTERS Dianova Portugal

Therapeutic Community

Quinta das Lapas

Training Center Dianova

Social Reintegration Apartment

Social Enterpirse Nursery Plant

Students Residential

Emergency Center Project

Casa Azul

Psychosocial Support Center

+Health

Commitment| Solidarity| Tolerance| Internacionality… Inspiring Change! Dianova Portugal© 28 Compromisso| Solidariedade| Tolerância| Internacionalidade… Inspirando a Mudança! Dianova Portugal©

Areas

77,9% Programs 22,1% Management

Gender

50% Female 50% Male

Age Average 40,1

Qualifications 31% College 69% High

School

The Team Talent Retention

94%

41 Employees 90% Direct Contracts

10% Indirects


Government • Legislators • Regulators • Politicians • Central and Local Administration • Project Analysts • Internacional Agencies

Organization • Board • Staff / Employees • Voluntiers • Suppliers • Partners • Clients • “Shareholders”

Community • Leaders • Analysts • Investors e Sponsors • General Public • Academy • Media

Market • Precribers • Health, Education, Social Professionals • Potencial Customers • Families • Opinion Liders • Competition

Good Corporate citizen?

Social Development?

Quality? Effective?

Partnerships?

Innovative? Good Governance?

Social Value?

Goodplace to work?

Criative team?

Multi-stakeholders Cooperation Culture and Cooptition Approach

Based on the Model of Business Relations, MacMillan et al (2000)

Trustworthy? Commitment


Integrated Communication Moto Learn | Grow | Achieve Values Management oriented: align corporate culture with principles

Public | European

Affairs

Cause Communication

Marketing

Media Relationships

Organization & Events

Participation

Online Communication

& Social Media

Services Marketing Internal

Communication

Social Advertising Campaigns

Brand Management

Corporative Communication


SOCIAL

ENVIRONMENTAL

ECONOMIC LEGAL

ETHICAL

Trust Bank Deposit & Best Practices CSR Walking the Talk… Everlasting Effects!©

Reputation Is built on

actions


Economic Performance Economic

REGULARIZATION OF TAXES

UPDATED

VOLUME OF LOCAL

EMPLOYMENT

+40 / YEAR

SUPLIERS PAYMENT

30 DAYS


Delivering the Promise Social Impact 2007-2011 Social


Efficiency Increase and Environmental Impact Environmental

IMPLEMENTATION OF SOLAR PANELS

& ENERGETIC COST

and ECOLOGICAL FOOTPRINT REDUCTION


Comply the International, EU & NaTional Legislation Legal

Industrial Property 13 Brands

16 Domains

Principles and

Responsabilities Chart

Plan for Gender Equality

and Work-Life Balance


Management through Ethical and Values “Social Business” Ethical

Performance Management Behavior and

attitude Evaluation → Performance of

Excellence

Employee Evaluation & Satisfaction

Give active voice and know how satisfied

People are

Ethical Code


Brand Management Corporate Identity Materials


Online Communication Sites | Blog | Social Networks


Temporary Accommodation Center Oliveira de Azeméis

SOLIS Project 2005-2010

Promoter Entity Oliveira Azeméis

Municipality

Executing Agency Dianova Portugal

+ 9 Local Partners

12 Activities To Children,

Young People, Adults and Seniors

Length 6 years

Beneficiaries 4.030 People

Financing

1,2 million €

Social Inclusion, Volunteering,

Seniors, Domestic Violence (170 Users),

Social Rehousing, Housing Rehabilitation,

Socioprofisional Integration, Health Education,

…


Dianova Training Center: Empower| Undertake | Innovate | Portugal

TRAINESS 1.624

TRAINING ACTIONS

112

HOURS OF TRAINING

6.724

TRAINERS 16 Internal

750 External


2013 2012 2000

2010 2009 2007 2000

Begining of Activity

Lounch of Mother’s Day

Campaign

Christmas weather destroys

Greenhouses

Greenhouses Reconstruction

Manuel António da Mota Award Honorable Mention

Implementation of the Solidarity Brand

Development of processes for the Commercial Management

Diversification of Clients Portfolio

Hiring of na Agronomist Engineer

Income 300.000€/ year

Social Enterprise Nursery Plant: Major Events

Employees 13

SOCIAL REINTEGRATION → EMPOWERING → SOCIOPROFESSIONAL INTEGRATION → SUSTAINABILITY


STAFF ORGANIZATION BENEFICIARIES COMMUNITY

SOCIETY

Renovation of SGQ 2011-2014 → Dynamic Methodology

100% Client Sarisfaction Increased social legitimacy

Increased transfer of hnow-how

Increase Motivation → efficiency e effectiveness

Increase integration on social networks (CRI, CLAS) 100% Population Recomend

the Service

Quality and Inovation ISO 9001:2008 Impact and Benefits Therapeutic Community

•Public Recognition: Private Category Award Hospital do Futuro’05/06 • Invitation to National and International Conferences


Scientific Study Follow-up “Social Trajectories” 2009-2013 CIES | ISCTE-IUL


EAD Lisbon Event March, 15th 2011

• 100 participants Colleges, Diverse Public Organizations,

Companies, ONG/IPSS, Citizens and Special Guests

• 10 Mass Media • 82 Published News

47 Press (43%), 35 TV & Radio (35%), 24 Social Media (22%)

• 1.200.000 people affected by the news

• ROI 236.596€

Campaign EU “European Action On Drugs” EAD Lisbon Event 2011


Campaign EU “Migrants in Europe” Portugal 2013 Results

National Coordinator | Rui Martins & National Jury| Raquel Campos Franco, Carmo Leal, Rosário Farmhouse, Carlos Nogueira and Ana Ximenes

OVERREACHED RESULTS

182%

48 REGISTERED

UNIVERSITIES

78 SUBMITTED

WORKS

10 SELECTED WORKS (NATIONAL JURY

PORTUGAL)

WILL JOIN THE EUROPEAN SELECTION

(EUROPEAN JURY) TO BE HELD IN SEPTEMBER |

BRUSSELS


19 Sponsors Media

1 Sponsor Publicards

(271 Locals)

1 Sponsor Lisbon Subway (500 cartazes)

Social Networks Facebook, LinkedIn,

Twitter

Social Advertising Campaign| Health Impact Evaluation 2011


19 Magazines and Newspapers

23 pages 517.911 audience

(5 millions readers) 75.779€ ROI 500 Posters

Lisbon Subway 600.000 passengers/day

3 weeks (14.400.000 pass.)

105.000€ ROI

My Tech Notes & My Finance Notes

University Notebooks 50.000 copies

Social Advertising Campaign| Health Impact Evaluation 2011


IMPACT 2007-2012 13.460 PEOPLE

Annual Initiative Health Promotion “Mocktails” | Torres Vedras


Celebration of Commemorative Dates Annual Christmas Postcard

Colateral enhancement to:

• Increase Visibility • Increase brand engagment

• Disseminate key messages


Accept Mistakes

Enjoy

In Conclusion

Simplicity in Complexity

Guidance for Learning Take risks.

Encourage Inovate

Quinta das Lapas, 2565-517 Monte Redondo Torres Vedras Telf.: +351 261 312 300 Fax.: +351 261 312 322 E-mail: [email protected]| Website: http://www.dianova.pt

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