Public Image Guide 2013

525 S. 4th Street, Philadelphia PA 19147 • 215-922-7303 www.socialimpactstudios.com

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Getting attention in today’s world can be challenging. It’s no longer enough to rely solely on traditional media or grassroots engagement to get a story out to the public and garner support. But with so many concerned people and new forms of media, the time is right for making the most of communications to catch attention and inspire action.

Welcome to Public Image Works! Through this program, you can learn how to make the most of key marketing principles, without sacrificing your values and commitment to social justice. We also provide practical tools that help you connect the dots between your goals, your communication efforts and your network of valuable relationships.

At Social Impact Studios, we’re as dedicated to positive social and cultural change as you are.

We think your Public Image can be as inspiring as your important mission and we look forward to helping you make the most of it during our time together!

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An Action Plan

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A Distinguished Identity

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Vibrant Promotions

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A Relationship Power Map

YOUR STRATEGIC ACTION PLAN You have a vision for your efforts and you want to see it realized.

To be successful, you need sound strategy and a good plan that keeps the many moving parts on the same focused track - whether it’s for a particular campaign or a whole organization. Here are steps you can take to assure that you have a good start - and if you are already up and running, it helps to confirm your plans moving forward!

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A defined Team

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A common Vision

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Goals

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Timeline: Short, Medium and Long Term

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Activities to reach the goals

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Concrete Action and Results

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Resources

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Communications & Promotions Plan

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ACTION PLANNING CHECKLIST __ 1. PLAN TO HAVE A WRITTEN PLAN Whether you have large, long-term goals or immediate needs, you should have a well-defined plan IN WRITING to help everyone stay on the same page. __ 2. DEFINE YOUR TEAM __ Who’s involved?

• What are each group or person’s specialties?

• What’s the background of the people involved? __ What’s your common Vision? __ Who does what?

• How can each partner apply his/her specialty?

• What are the roles that you will each play? __ Practical matters • How do decisions get made?

• What are the absolute resources available? Budget details • How do you plan to share information about contact relationships? __ 3. ASSESS YOUR SITUATION What is your current assessment of your situation? What are your assets? What challenges do you face? Be honest about where you are now in relation to your vision and ideas. __ 4. ESTABLISH YOUR GOALS What are you trying to accomplish? Write down the goals and chart your progress!

Group together goals that relate to target audiences. __ Short/Medium Term Measures of Success – specific goals, actions & outcomes __ Long Term Outcome – larger goals and intangible results __ General Timeline

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YOUR DISTINGUISHED IDENTITY The most effective public awareness efforts have demonstrated the importance of “Identity” to catch attention and inspire action.

Identity is a combination of how you understand your own organization (internal) and how you convey that understanding to others (external). It includes fundamental elements such as name and logo, but also important aspects like language, images, sounds, experiences and engagement style.

Your full Identity offers a glimpse into your organization’s mission, values, goals and unique qualities. When everyone within your organization really feels the Identity it is easy for the story to be represented externally – and a strong Identity can propel your organization and goals forward for lasting impact.

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Internal Understanding

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Visual Identity

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Message Identity

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Sensory Experience

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Interactive Experience

A strong and consistent Identity can make a difference in your daily operations too. It can help you in your first level of engagement. It can reach the people who need to know about you the most and guide you in your interactions with them. It determines who might contact you, how you answer that call, and what you say and do when you hand out a new promotional material.

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CORE ELEMENTS Internal Identity Understanding VISION: What would the world look like if you achieved your goals?

VALUES: What approach will you take to achieve that Vision? How should people in your organization act?

UNIQUE QUALITY: What sets you apart from others who share your Vision and/or work in your field?

MISSION: How do you make the most of your Unique Quality to contribute to achieving your Vision? *Note: Organizations have a better foundation and connection to their audiences if their mission statement matches what they would say publicly. Consider the Small Statement from the Message Identity section when developing your Mission Statement.

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CORE ELEMENTS Internal Identity Understanding (cont.)

TONE: How do you want to come across to others?

WORK AREAS: Through which areas of work do you achieve your Mission?

WORK PRODUCTS: Your core Work Areas are connected to your Mission – your purpose for being. Given dynamic changes, your Work Products may change, grow or discontinue. Each year, it’s good to review how day-to-day Work fits into the larger Work Strategies

PRIORITY AUDIENCES: Who helps you achieve your Mission? Who are your Constituents?

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PUBLIC IMAGE REVIEW Identity Evaluation & Audience Mapping Running Your Own Session “Identity Evaluation & Audience Mapping” helps clarify, refine and position the story of your organization in the best way possible for the public to understand. Having a great story will then translate into a strong and longlasting public image that can help you achieve your goals.

The best way to conduct this work is in a session or two. Here are steps you can take to conduct your own Identity Evaluation & Audience Mapping.

PREPARE Schedule Specific Session Time The opinions of key stakeholders as well as that of staff and Board members of an organization enhance public Image Review. We recommend inviting people who care deeply about the organization and have a good understanding of its goals and practices. Inviting constituents is also a good idea to get first-hand input from the people who need to hear your story the most. You can have up to 25 people reviewing Identity & Audiences.

Benefits for including key stakeholders include: •

Getting the opinions of many different stakeholders at this early stage can help you cover many bases.

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Key players and decision-makers such as Board members appreciate being included at an early stage – soliciting their opinion early shows you value them.

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These sessions provide an organizing and promotional opportunity. People get excited about being “in on” internal workings of the organization, especially as it relates to image. They will tell others about their involvement. You are cultivating messengers who can tell the right story.

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Sessions are run using a “Creative Approach,” which is fun and engaging for people.

__ Set the meeting in a comfortable environment that allows people to relax.

Plan for 2 hours maximum / 1.5 hours minimum. __ Send “ID Eval Prep.doc” to attendees before the session(s). __ Prepare for the meeting 

Prepare the room to be comfortable and conducive to lively conversation.

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Arrange for healthy foods and drinks

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Pull together samples for the Visual Evaluation portion of the session. Include mission statement and language.

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Have easel with paper & markers – preferably the “post-it” style so you can easily rip off pages that are done and stick to wall.

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Arrive early – 30 minutes before session to set up and prepare for session.

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Start on time because you want to really maximize the little time you have.

RUNNING THE SESSION Introduction (15 minutes) •

Introduce the session. Talk from your perspective – thanking people and explaining why this is important to the organization. (Use a facilitator after intro if you feel that’s necessary)

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Thank people for their time. Let them know what to expect. Here are the points to cover: 

Introduce what you are going to do: We are here to conduct an Identity Evaluation & Audience Mapping session to help us review our Public Image for possible enhancement.

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Go around the room for full introductions – name, affiliation to group. Think of an icebreaker question that can connect to the subject of the session. “What is your first memory of an experience with our organization?”

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Explain that this is an Identity Evaluation & Audience Mapping session to take some time to review big picture questions before getting into messaging and design.

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You’ve been asked to participate by this organization because your opinion is greatly valued.

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Ask if everyone got the prep memo? Have extra copies on hand.

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Explain that you will all go through a process, but that this is a creative session. There isn’t a step by step. You’ll find a way to cover all of the items through conversation. People should feel comfortable bringing ideas up throughout the conversation.

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There are no bad questions or wrong ideas at this point. If you can spend time talking about creative and positive directions and solutions, you’ll all be more effective.

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Explain that you will probably not come to any solid conclusions during the session. The purpose of the session is to get the elements out so you can form an Identity & Promotional plan.

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Explain that the session will take about 1.5 hours, and no more than 2.

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Ask if there are any questions before you get started (for sessions with less than 20 people)

Identity Questions (45 min) Explain that you all need to cover some core questions from the perspective of the organization before looking at the needs and motivations of external forces (audiences). These questions get to the ORGANIZATION’S purpose and motivation. Review the fact that you may be covering basic information that everybody thinks they might know. It is important to review it again in this session to articulate it. If everyone is on the same page, the answers will be quick and similar. If there are different perceptions of the same issue, they will come out in the conversation.

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1. What is the primary goal of your organization?

People should be identifying REALLY big picture qualities of the goals. People tend to focus more toward tactics than goals. You want to encourage them to think and respond broadly to this question. Here are some questions to help bring out that information: How do we feel about our Vision (statement)? How would things be different in the world if we accomplished our goal?

How do we feel about our Mission (statement)?

2. What are the Core Values that determine how you operate?

Do you have a Values statement? Do you distinguish between organizational values (big picture) and operating values?

3. What are the ways that you try to achieve your goal?

Does the organization have a Strategic Action Plan?

4. What tone do you want to use to convey your goals and methods to the public?

What’s the “voice” that will represent your organization best?

5. What makes you different from other groups who do what you do?

You might want to make a list of the other groups and specify the differences.

Be honest about what makes you different. It’s OK to have items on this list that are aspirations for qualities you want to have that would make you different.

Audience Evaluation Questions (30 min) At this stage, you start to explore external forces and opinions based on the best guess of attending stakeholders – some of who might represent different audiences.

1. Who are your primary audiences? Can you prioritize them based on the goals identified in the Identity Questions?

Do an inclusive brainstorm then determine the top 5 audiences.

You can group similar types of audiences together.

We recommend focusing on more generalized 5 top audiences and evaluating along the way to adjust for different needs in new or existing audiences.

2. Determine the Needs & Motivations of each of the top 5 Audiences – in relation to what your organization does.

3. Determine what the organization needs from each of the top 5 Audiences - include any obvious obstacles to achieving those needs.

4. What are the “Highest Common Denominators” that join the needs and motivations of all audiences and the organization.

5. Discuss possible Messages that would be appropriate and compelling and touch on the Highest Common Denominators.

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Current Identity Evaluation (time permitting – 30 min) Now that you have reviewed the internal understanding and priorities along with the external forces and opinions, you put them together in a review of current Identity.

How does your current Identity stack up? Identify the strengths and weaknesses of: o Name o Logo o Materials/Look o Website o Boilerplate Language Brainstorm other creative ideas to help the visual story align better with the Messages we thought were best for the group and would resonate best with the audiences.

WRAP UP Remind people that there weren’t any conclusions that were going to be formed today. That this was a discovery meeting to get their valued input, opinion and creative ideas.

Explain next steps: • You will create a report of this session and identify the next steps in the Public Image Works process.

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For people interested in being part of the process or getting updates, please let the organization know your level of interest, so they can keep you in the loop.

Thank people again for their involvement.

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Write up report & recommendations within 2-3 days so the information is still fresh in your mind. (See “DfSI_FF_IDEval_Report.doc” sample)

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Plan next steps based on the recommendations in the report.

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Send both report and next recommended steps to Identity “workgroup.”

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VISUAL IDENTITY PEOPLE RESPOND TO STRIKING VISUALS Your Visual Identity is directly related to your overall presence you’re your audiences. It’s an opportunity to visually express your mission and aspirations – and to literally show them who you are and what you do.

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Logos

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Colors

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Fonts

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The style of graphic art elements

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Photos

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Composition

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Flow of information

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Materials

VISUAL LOGO FAMILY [YOUR LOGO HERE]

[LOGO VARIATION HERE]

[PROGRAM/SPECIAL PROJECT LOGOS HERE]

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VISUAL LOGO FILES Electronic Files, Formats & Use Black.eps For professional print shop projects - one color ink or white knockout Black.jpg For in-house projects - one color ink or white knockout CMYK.eps For professional print shop projects - Full color printing CMYK.jpg For in-house projects - Full color printing RGB.eps For computer screens - For professional programmer projects RGB.jpg or RGB.png For computer screens. For in-house use PNG files can have transparent backgrounds so no white box will show around it SPOT_Coated.eps For professional print shop projects - solid ink (e.g. t-shirts) or embroidery There is sometimes a difference in the spot color for glossy/coated paper SPOT_Uncoated.eps For professional print shop projects - solid ink (e.g. t-shirts) or embroidery For use on Uncoated paper

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VISUAL COLORS & FONTS Color Palette CMYK Coated

Uncoated

RGB Hex Code

R/G/B

SPOT Coated

[YOUR COLORS HERE] ADDITIONAL COLORS TO USE IN MATERIALS [YOUR COLORS HERE] PROGRAMS / SPECIAL PROJECTS COLORS [PROGRAM / SPECIAL PROJECTS COLORS HERE]

YOUR FONT FAMILY [YOUR FONTS HERE]

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Uncoated

VISUAL PRESENTATION STYLE ORGANIZATION’S STYLE: [PHOTO STYLE WORDS HERE] [PHOTO STYLE DESCRIPTION HERE] [PHOTO COLLECTION] [VIDEO STYLE] [PRESENTATIONS STYLE}

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VISUAL BEST PRACTICES TIPS •

When printing, in most cases the resolution should always be at 300dpi. The only exception is when you are printing large format (such as a banner). Then the resolution can be 150dpi.

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A jpg at 300dpi cannot be made any larger without losing its quality. You cannot raise an image’s resolution in Photoshop. Just because the resolution box lets you type in a higher number, does not mean it is increasing the resolution.

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An .eps vector file can get as large as it needs to be without losing any quality. These are most often created in Adobe Illustrator.

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Remember to credit other artists & organizers if you are using their work in your promotions.

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Check out the Creative Commons for ways to share your work while keeping it protected: www.CreativeCommons.org

Your Visual Identity will keep its power if it is used consistently. Here are some pitfalls to avoid: DO NOT stretch your logo.

DO NOT use a low-resolution version of your logo and any photos that go along with your printed materials.

DO NOT change colors within your logo if they aren’t part of your color palette.

DO NOT stretch photos disproportionately. Holding SHIFT when you resize photos will keep them proportionate.

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MESSAGE IDENTITY YOUR MESSAGE MUST BE STRONG Effectively communicating the ideas represented in your Visual Identity completes the cycle of a strong Organizational Identity. Your message and the way you communicate it have tremendous ripple effects. Like your Visual Identity, messaging can attract, repel, or excite potential audiences, so it must be clear and concise the first time and every time.

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Names

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Slogans

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Greetings

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Short verbal introductions

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Long verbal presentations

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Short written phrases

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Long written phrases

MESSAGE [ORGANIZATIONAL MESSAGE OVERVIEW HERE] NAME: NICKNAME: ONE LINER [YOUR ONE LINER STATEMENT HERE] SMALL STATEMENT [YOUR SMALL STATEMENT HERE] NOTE: Organizations have a better foundation and connection to their audiences if their mission statement matches what they would say publicly in a small statement. Consider this small statement language when developing your Mission Statement.

MEDIUM STATEMENT [YOUR MEDIUM STATEMENT HERE]

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MESSAGE SLOGANS AND TAGLINES A Tagline is a phrase that gets added to your name and STAYS with your name on all materials. It is a way to convey information about your organization that your name and visual identity might not capture without further explanation.

Slogans are phrases that can be used for the same purpose and have flexibility to be used in multiple ways.

[A LIST OF YOUR SLOGANS AND/OR TAGLINE HERE] [OR…] Here are a few Slogan options: [POSSIBLE SLOGANS HERE] PROGRAM NAMES You should align programs with your Identity as much as possible. Creating a consistent naming style and visual package will help people associate your programs with your thought-leader position.

• Link program names with organizational Identity for added consistency.

• Avoid acronyms associated with programs. Use rally cry instead.

[LIST OF PROGRAM NAMES HERE] PUBLICATION TITLES [LIST OF PUBLICATION TITLES HERE] EVENT TITLES [LIST OF EVENTS AND TITLES HERE] URL [ALL URLs HERE]

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EXPERIENCE IDENTITY MOVE PEOPLE TO ACTION Your organization offers a complete experience for everyone – staff, volunteers and participants alike. Sensory experience is a very important aspect of your Identity and can help you reinforce your important mission with your audiences. Consider how they can be used in your environment, in your interactive experience and at events.

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Sounds

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Smells

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Touch

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Taste

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Interaction

SENSORY Experience Identity SOUNDS [general sound description here] [specific sounds examples here – what music do you play at your events?]

TASTES [general taste description here] [specific taste examples here – what foods do you serve at your events?]

SMELLS [general smell description here] [specific smell examples here if applicable – what smells are associated with your organization or your space?]

TOUCH [general touch description here] [specific touch examples here if applicable] INTERACTIVE EXPERIENCE WEBSITES & OTHER INTERACTIVE (social media style, online photo galleries, YouTube, etc.)

[WEBSITE OVERVIEW HERE] [WEBSITE SCREEN SHOT HERE]

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VIBRANT PROMOTIONS Getting a compelling story out to audiences is key to the success of any project. For people to benefit from your efforts, they need to know about the opportunities and be moved to participate. Beyond the primary audiences, getting publicity on a state and national level can help bring more support and provide modeling for other initiatives too.

Public Image Works takes a unique approach to PR that involves more than just the selling of products – instead, it includes the promotion of socially valuable ideas and action. By emphasizing a connection between marketing goals and value-based goals, you can create a comprehensive and meaningful campaign that gets the attention it deserves.

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Communications Calendar

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Traditional Media & Public Relations

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Grassroots Outreach

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News & Social Media

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Events & Unique Experiences

GETTING ATTENTION IN TODAY’S WORLD TIPS •

The field is crowded and there is more competition for attention

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Promotion has moved beyond one-way delivery to predominantly interactive delivery

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People expect to interact with Identity & Promotion on different levels and on their own terms

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People decide to “buy” based on a perceived value to them

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People value being valued

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People like to be “in on” information

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Word of mouth is still the best form of promotion, especially in social marketing where resources are limited and networking possibilities are many. Today, word of mouth isn’t strictly verbal. It comes in many forms.

STORYTELLING BASICS -

Celebrate your Identity in Promotional efforts

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Identify your main Audience and develop stories that will catch their attention first. Think about how they can become “Ambassadors” to help tell the story to other Audiences.

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Be direct and straightforward with language

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Find “universal themes” to develop stories and touch people’s interests

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Remember: Who, What, Where, When, Why & How

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ONGOING REGULAR COMMUNICATIONS CHECKLIST Create a regular communications calendar for ongoing efforts with timelines and budgets. __ Annual Update - a report? an e-report? __ Other Regular Updates - Newsletters or other updates __ Website Updates __ e-News __ Fundraising Appeals __ Social Media Updates __ Face-to-Face Meetings __ Collateral Material, including giveaways and special items __ Specialty/Thought-Leader Promotion

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SPECIAL PROMOTIONS CHECKLIST ACTIVITY TITLE: TIMEFRAME: DESCRIPTION: WHAT IS THE GOAL OF THIS ACTIVITY?: WHO IS THE POINT PERSON (PEOPLE)?: WHO IS THE MAIN AUDIENCE?: IDENTITY OVERLAPS: Can the current organizational Identity be used or is there a need for specific Identity for this particular effort?

WHAT IS THE ACTION/OUTCOME DESIRED? WHAT IS THE MESSAGE? WHAT IS THE HASHTAG?

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PROMOTIONAL OUTLETS BRAINSTORM -Earned Media: (When others write about you in the press. You don’t have control over the outcome) Best Practices: 4-8 wks for long lead, 3-4 wks for local media, 4 wks for free listings. Print, TV, Radio, 2 wks for blogs and online magazines, include plan for “Thought Leader Profile.”

-Grassroots Engagement Best Practices: Distribute materials (posters/flyers/postcards/doorhangers), local group meetings, cross-over events

-Events Best Practices: Organizations hold at least one event a year, Campaigns at least quarterly

-One on One Communications Effective Outlets: Through regular publications, Meetings, Invitations, document through Power Map

-Strategic Placement Best Practices: Posters/flyers/postcards 4 wks prior to event, Advertising 2-4 wks ahead, Billboard/transit advertising, Cross marketing with others

-Merchandise/Giveaways Effective Outlets: Contests, wearables, giveaways that fit with the mission of the initiative

FORMATS: - Print - Virtual - Events - Word of Mouth COST FACTORS (Plan for the admin details of getting $ allocated, approved and payment timeframes) PHOTOGRAPHER NEEDED?: SCHEDULE: Public Image Guide • p28 of 36 Questions? Call Social Impact Studios: 215-922-7303 ennis@socialimpactstudios.com

SOCIAL MEDIA STRATEGY & OUTLETS INVENTORY •

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Social Media Characteristics o

2+ Way Conversation

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Interactive and Sharable

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Virtual/Technology-based

Social Media Tips o

There is not one way to do Social Media. It’s more important to jump in and post stuff than it is to be so strategic that you miss opportunities to share bits of information in a timely manner.

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Connect with people. It’s a SOCIAL medium.

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Be conversational

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Post unique, interesting and fun things that are relevant to your organization’s Mission, Work and Thought-Leader perspective.

Preparation: •

Review your Core Identity elements

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Review your organization’s Priority Goals for the year or month or immediate needs

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Ideally, your Social Media Strategy should be part of your overall Communication & Promotional Plan for the year. Be mindful of how the calendars overlap so you can make the most of your communication opportunities.

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Review your Primary Audiences. These are also who you are trying to reach through Social Media. Pick Outlets that are meaningful and used by those audiences. Secondary Audiences and their preferred Outlets should be a lower priority if addressed at all.

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Creating a Social Media Strategy •

What are your specific goals for using Social Media? o

Do you have any quantitative goals that you are trying to achieve? Why? 

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Include fundraising goals if you plan to try fundraising Outlets

Who is in charge of the Social Media Strategy? o

Who is allowed to post?

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Who does the actual work with the different Outlets? Identify the best people for each Outlet. You can do this during the Outlet Review below.

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What is your Voice? o

Social Media voice is best if it is coming from individuals and has a genuine feel to it. But, what are the overarching guidelines? Humorous, thought provoking, serious, authoritative, youthful?

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Create a Social Media Policy o

What can’t you post?

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Who should people ask if they are in doubt?

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What is your policy for responding to comments about your organization in the world of Social Media?

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How can people use their own personal Social Media Outlets to promote the organization? What shouldn’t they do? Brief people on their responsibilities.

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Capacity & Frequency o

Plan to engage with whatever main Outlets you choose on a weekly basis

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Which Outlets will be actively used and which ones will just be used for presence/listing? You can decide this during the Outlet Review below.

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Outlet Review – See “Outlets Inventory” Worksheet o

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Decide which Outlets you will use

Set Up Your Outlets o

Keep a list of access codes in a central location

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Don’t spell out the words “User” or “Password” in e-mail or on lists Public Image Guide • p30 of 36 Questions? Call Social Impact Studios: 215-922-7303 ennis@socialimpactstudios.com

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Promote your Outlets o

Cross-promote within Outlets. Use Apps if available

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“Share It” links on your website & e-news (see Social Impact Studios website interior pages)

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E-mail signature

Tracking o

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Decide how often you want to look at statistics

Jump in and post some cool stuff!

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SOCIAL MEDIA OUTLETS INVENTORY

√/L

√ = Doing it

OUTLET

MAIN PURPOSE

PRIORITY PRACTICE

Facebook

Scrapbook, Links, Photos, Videos

Create a PAGE not a Personal Profile

Twitter

Frequent bits of information

Reciprocate by FOLLOWING others

Linked In

Professional Networking

Create a profile for the organization, not just people

YouTube

Videos

Set up a Channel

Flickr or Picassa

Photo Archives

Set up Galleries/Albums

Issuu

Self-Publishing

Tag what you publish

FourSquare

Place-Based

Claim your venue/set up

SCVNGR

Place-Based Challenge Game

Build off of existing platforms

Fundraising

Emphasize the urgency/time sensitive nature through all your comm outlets

Kickstarter

L = listing only

RESOURCES

Do you need this? Can you store photos on website galleries?

https://foursquare.com/business/merchants

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Groupon

Fundraising/Special sales/Marketing

Market deals that YOU would want

Pinterest

Visual scrapbook bulletin board

Post visually interesting stuff!

Tumblr or Blogger

Blog tool

Post unique content

Wikipedia

Online profile

Have a few different people create and add to the profile

Google Maps

Place-Based

Claim your location

MeetUp

Bringing likeminded people together

Follow up with people after event

Is G-Team right for you? http://www.groupon.com/g-team

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RELATIONSHIPS ARE POWERFUL Relationships are the life-blood of community engagement and impact. How you activate those relationships can be a critical factor of meaningful encounters and results. Power Mapping helps you identify the people who need to hear your story, can connect to what you are doing and take action to help you achieve goals.

Power comes in many forms. Our version of a Power Map goes beyond perceived power to honor and galvanize the power people have from many different perspectives to transform communities and change lives.

A Power Map can be the basis of a database – but its real purpose is to assure that important people in your circles and in your field are being reached in a strategy that fits with immediate needs and long-term goals. People on your Power Map can become great collaborators, supporters and ambassadors too!

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MANAGE INFORMATION & ACTION •

Person

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Organization

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Contact Info

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What’s the best way to reach them?

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What is issue are they most passionate about?

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Where are they on a spectrum of engagement?

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What is their specific power and/or expertise?

•

Who’s the best person to contact them from your team?

•

What specific thing will you share with them. What specific thing will you ask of them now?

•

Who else are they connected to on this or other lists?

•

Action Steps, Notes & Log

POWER MAPPING CHECKLIST __ Map based on Goals, Key Audiences, Communication Priority & Immediate Needs (see “web”) __ Start with the top 5 people most supportive of your efforts – Be specific about action steps __ Identify one NEW and UNCONNECTED person for each segment of your “web” __ Grow the list after you have mapped and activated core & unconnected

TIPS __ Identify a Power Map manager __ Engage with the Power Map regularly to move people closer to the center of engagement __ Use a tool to manage your Power Map __ Keep it simple until it becomes part of your culture Public Image Guide • p35 of 36 Questions? Call Social Impact Studios: 215-922-7303 ennis@socialimpactstudios.com

POWER MAPPING WORKSHEET How will you manage your Power Map? Where will it live?

Who is the Primary Manager?

How will you include Power Mapping in your operations?

Power Mapping Worksheet Contact

Full Info?

Action Step

TOP 5 ENGAGED

NEW CONNECTIONS

Org Goals

Goal #1 Goal #2 Goal #3

Aud

Audience #1 Audience #2 Audience #3

Comm Priority

Detail Here

Immed Needs

Need #1 Need #2

Public Image Guide • p36 of 36 Questions? Call Social Impact Studios: 215-922-7303 ennis@socialimpactstudios.com

Best Contact w/in Org

Notes