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Elements and Performance Criteria

1. Generate organisational identity consistent with organisation's vision
   • Collect and analyse internal and external information which informs the development of a public relations strategy
   • Review the organisation's core activities, business values and current business direction to identify potential images and messages
   • Identify and consult with key stakeholders in relation to public relations issues
2. Prepare public relations plan or strategy
   • Identify relevant target groups for public relations activities
   • Identify and select strategies which enhance and promote the organisation's identity to the target groups
   • Identify and plan for the range of potential situations and reactions to which the organisation may need to respond
   • Incorporate legal and ethical considerations into the planning process
   • Provide timely opportunities for colleagues to contribute to public relations planning
   • Submit public relations plan for approval where appropriate in accordance with organisational policy
3. Manage the implementation of the public relations plan
   • Define and communicate clearly all priorities, responsibilities, timelines and budgets, involving appropriate colleagues
   • Implement and monitor actions detailed in the plan according to schedule and contingencies
   • Produce public relations reports in accordance with enterprise policy
   • Share public relations information with colleagues to maintain awareness of current organisation direction and priorities
4. Evaluate and review the public relations plan
   • Establish appropriate mechanisms to obtain feedback about public relations activities and strategies
   • Evaluate public relations activities using agreed methods and benchmarks
   • Make adjustments in accordance with feedback and evaluation
   • Communicate and implement agreed changes

Required Skills

Not applicable

Evidence Required

Underpinning skills and knowledge

Assessment must include evidence of the following knowledge and skills

the public relations context for the organisation including knowledge of the ways in which similar organisations generate and promote their identity

ways in which public relations links to other aspects of marketing and management

the structure and function of a range of print and electronic media

planning techniques and formats in relation to public relations

formats features and uses of different public relations resources eg media releases journalist familiarisations press kits

legal issues that impact on public relations eg Trade Practices

research and analytical skills to analyse internal and external environments

Linkages to other units

This unit has linkages to a range of other management and marketing units and combined assessment andor training with those units may be appropriate

Critical aspects of evidence

The following evidence is critical to the judgement of competence in this unit

development and implementation of a public relations plan for a specific organisation or area of an organisation

detailed knowledge of public relations protocols resources and activities as relevant to the industry sector

Method and context of assessment

The assessment context must provide for

practical demonstration of skills through the development and implementation of a public relations plans for an organisationarea of an organisation

interaction and collaboration with others to reflect consultation and communication skills within this unit

assessment conducted over a period of time to reflect the ongoing implementation and monitoring aspects of the unit

Assessment may incorporate a range of methods to assess performance and the application of essential underpinning knowledge and might include

evaluation of a public relations plan developed by the candidate

role play or simulation and practical activities for consultation staff training media interaction and presentations

development and analysis of case studies

writtenverbal reports on public relations plan negotiation promotion

hypothetical or problem solving scenarios

questioning and discussion about case studies plans strategies

review of portfolios of evidence

third party workplace reports of performance by the candidate

Resource requirements

Assessment of this unit requires access to the materials resources and equipment needed to research public relations campaigns and media opportunities

Key competencies in this unit

Key competencies are built into all workplace competencies The table below describes those applicable to this unit Trainers and assessors should ensure that they are addressed in training and assessment

Level Perform

Level Administer and Manage

Level Design and Evaluate

Collecting organising and analysing information

Analysing information to inform the development of the public relations plan

Communicating ideas and information

Writing a public relations plan

Planning and organising activities

Planning and scheduling activities within the public relations plan

Working with others and in teams

Conducting consultations with staff on public relations issues

Using mathematical ideas and techniques

Estimating costs of PR activities

Solving problems

Developing a strategy to overcome a negative public reaction to a particular event

Using technology

Incorporating electronic communication methods into the public relations plan

Underpinning skills and knowledge

Assessment must include evidence of the following knowledge and skills

the public relations context for the organisation including knowledge of the ways in which similar organisations generate and promote their identity

ways in which public relations links to other aspects of marketing and management

the structure and function of a range of print and electronic media

planning techniques and formats in relation to public relations

formats features and uses of different public relations resources eg media releases journalist familiarisations press kits

legal issues that impact on public relations eg Trade Practices

research and analytical skills to analyse internal and external environments

Linkages to other units

This unit has linkages to a range of other management and marketing units and combined assessment andor training with those units may be appropriate

Critical aspects of evidence

The following evidence is critical to the judgement of competence in this unit

development and implementation of a public relations plan for a specific organisation or area of an organisation

detailed knowledge of public relations protocols resources and activities as relevant to the industry sector

Method and context of assessment

The assessment context must provide for

practical demonstration of skills through the development and implementation of a public relations plans for an organisationarea of an organisation

interaction and collaboration with others to reflect consultation and communication skills within this unit

assessment conducted over a period of time to reflect the ongoing implementation and monitoring aspects of the unit

Assessment may incorporate a range of methods to assess performance and the application of essential underpinning knowledge and might include

evaluation of a public relations plan developed by the candidate

role play or simulation and practical activities for consultation staff training media interaction and presentations

development and analysis of case studies

writtenverbal reports on public relations plan negotiation promotion

hypothetical or problem solving scenarios

questioning and discussion about case studies plans strategies

review of portfolios of evidence

third party workplace reports of performance by the candidate

Resource requirements

Assessment of this unit requires access to the materials resources and equipment needed to research public relations campaigns and media opportunities

Key competencies in this unit

Key competencies are built into all workplace competencies The table below describes those applicable to this unit Trainers and assessors should ensure that they are addressed in training and assessment

Level Perform

Level Administer and Manage

Level Design and Evaluate

Collecting organising and analysing information

Analysing information to inform the development of the public relations plan

Communicating ideas and information

Writing a public relations plan

Planning and organising activities

Planning and scheduling activities within the public relations plan

Working with others and in teams

Conducting consultations with staff on public relations issues

Using mathematical ideas and techniques

Estimating costs of PR activities

Solving problems

Developing a strategy to overcome a negative public reaction to a particular event

Using technology

Incorporating electronic communication methods into the public relations plan

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Range Statement

The following explanations identify how this unit may be applied in different workplaces, sectors and circumstances.

Public relations plans and strategies may be for:

a department

an organisation

a single event

a program of events

a specific product or service.

Internal and external information which informs the public relations strategy may include information relating to:

current market conditions

legal environment

business plans

financial plans

marketing plans

competitor organisations

government activities

community activities

current trends/developments in the relevant industry context.

Key stakeholders may include:

staff

patrons, visitors

funders, sponsors

promoters

representatives from boards and committees associated with organisation.

Images and messages may include:

nature of products and services, e.g. performances, exhibitions, sale

stylistic direction, e.g. innovative, contemporary, classical, folk, indigenous, international

service provision, e.g. hours of operation, range of facilities, services, access

relationship to public, e.g. leading edge, responsive

track record of organisation

operational style, e.g. efficiency, probity, ethical, fair, responsive

visual identity, e.g. logo, signage, public appearance, colour.

Target groups may include:

staff, volunteers

patrons, sponsors, funders

visitors, audiences

suppliers, vendors, related businesses

media representatives, e.g. journalists, editors, producers, directors

event organisers

promoters.

Strategies and activities may relate to:

signage, banners

logos

media materials, e.g. press releases, articles, reviews

direct advertising

planned activities, e.g. launches, openings, guest appearances, charitable support, cocktail parties

gifts

membership and loyalty programs

sponsorship.

Potential situations may include:

unprecedented or overwhelming support/attendance

capitalising on favourable publicity

responding to unforeseen operational issues, e.g. accidents, shortages

minimising the impact of any unfavourable press.

Legal and ethical considerations may relate to:

legislation

codes of practice

cultural expectations and influences

social responsibilities.

Feedback mechanisms may include:

consultation with colleagues

direct questioning

media monitoring

measurements of level of support, e.g. attendance, sponsorship, patronage

formal/written feedback.

The following explanations identify how this unit may be applied in different workplaces, sectors and circumstances.

Public relations plans and strategies may be for:

a department

an organisation

a single event

a program of events

a specific product or service.

Internal and external information which informs the public relations strategy may include information relating to:

current market conditions

legal environment

business plans

financial plans

marketing plans

competitor organisations

government activities

community activities

current trends/developments in the relevant industry context.

Key stakeholders may include:

staff

patrons, visitors

funders, sponsors

promoters

representatives from boards and committees associated with organisation.

Images and messages may include:

nature of products and services, e.g. performances, exhibitions, sale

stylistic direction, e.g. innovative, contemporary, classical, folk, indigenous, international

service provision, e.g. hours of operation, range of facilities, services, access

relationship to public, e.g. leading edge, responsive

track record of organisation

operational style, e.g. efficiency, probity, ethical, fair, responsive

visual identity, e.g. logo, signage, public appearance, colour.

Target groups may include:

staff, volunteers

patrons, sponsors, funders

visitors, audiences

suppliers, vendors, related businesses

media representatives, e.g. journalists, editors, producers, directors

event organisers

promoters.

Strategies and activities may relate to:

signage, banners

logos

media materials, e.g. press releases, articles, reviews

direct advertising

planned activities, e.g. launches, openings, guest appearances, charitable support, cocktail parties

gifts

membership and loyalty programs

sponsorship.

Potential situations may include:

unprecedented or overwhelming support/attendance

capitalising on favourable publicity

responding to unforeseen operational issues, e.g. accidents, shortages

minimising the impact of any unfavourable press.

Legal and ethical considerations may relate to:

legislation

codes of practice

cultural expectations and influences

social responsibilities.

Feedback mechanisms may include:

consultation with colleagues

direct questioning

media monitoring

measurements of level of support, e.g. attendance, sponsorship, patronage

formal/written feedback.

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