A couple of weeks ago I paid a visit to a non-profit organization, run by a former colleague and friend. As the new Executive Director, she is responsible for overseeing housing, programs and services for Francophone seniors in Toronto. Funded by the City of Toronto and the Provincial government, it’s no small task as it’s the only establishment of its kind that delivers services exclusively in French.
I received a tour of the well-run building and during a chat in her office, the conversation led to communications. In her non-profit organization, resources were lean, she explained. Their main priorities focused on ensuring seniors and residents received services they needed. But as the organization grew, the need for communications began to increase. With no dedicated communications staff, she was taking time out of a packed schedule to update the website along with Board members who volunteered their time. When they needed new content, they would make time to write it. When they had to plan a fundraising event, she quickly developed a communications strategy on the weekend, asking me for some direction. But the next question was, how would they measure effectiveness of these tactics? How could they increase their profile? How could they align the communications to their strategic plan? She knew the need for communications was growing and yet her role was to oversee the operations of the organization and be a strategic leader. It was time to create a new role. This scenario is very common in most organizations. Communications is never among the priority roles during the first few years of establishment. But as the organization grows, the need for communications slowly becomes clear. And it’s not only about developing brochures and posting content on the website. As my friend recognizes, it’s the strategy behind these tactics to ensure if they are effective or not. After all, why spend the money and time to create a brochure if no one reads it or understands the value of the information? So my Executive Director friend asked if I would be willing to help her develop the role, given the small budget of a non-profit. She would eventually need to hire a bilingual communications coordinator, but first, she needed to understand how the role fit and what the responsibilities should be. Ironically, I mentioned that I had just launched a new service at Arka Communications to help organizations develop or refresh their communications departments. In the case of her non-profit, there was an ideal opportunity to create a strategic communications role that would add much value to her the organization. Before the hire was made, I could help her develop the role based on the unique needs of a non-profit. And in turn, I would work with the staff so they understood the role and value of communications. It was a good meeting on a Friday afternoon. A nice chat with a friend and a possible business opportunity. A new chapter for Arka.
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