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Elements and Performance Criteria

  1. Generate organisational identity consistent with organisation's vision.
  2. Prepare public relations plan or strategy.
  3. Manage the implementation of the public relations plan.
  4. Evaluate and review the public relations plan.

Required Skills

Required skills

research and analytical skills to analyse internal and external environments

Required knowledge

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

Evidence Required

The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria required skills and knowledge range statement and the Assessment Guidelines for the Training Package

Critical aspects for assessment and evidence required to demonstrate competency in this unit

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

Context of and specific resources for 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

Method of assessment

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

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

Professional Practice

Range Statement

The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.

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

business plans

community activities

competitor organisations

current market conditions

current trends/developments in the relevant industry context

financial plans

government activities

legal environment

marketing plans.

Public relations plans and strategies may be for:

a department

a program of events

a single event

a specific product or service

an organisation.

Images and messages may include:

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

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

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

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

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

track record of organisation

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

Key stakeholders may include:

funders, sponsors

patrons, visitors

promoters

representatives from boards and committees associated with organisation

staff.

Target groups may include:

event organisers

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

patrons, sponsors, funders

promoters

staff, volunteers

suppliers, vendors, related businesses

visitors, audiences.

Potential situations may include:

capitalising on favourable publicity

minimising the impact of any unfavourable press

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

unprecedented or overwhelming support/attendance.

Legal and ethical considerations may relate to:

codes of practice

cultural expectations and influences

legislation

social responsibilities.

Feedback mechanisms may include:

consultation with colleagues

direct questioning

formal/written feedback

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

media monitoring.

Strategies and activities may relate to:

direct advertising

gifts

logos

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

membership and loyalty programs

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

signage, banners

sponsorship.