Application
Not applicable.
Prerequisites
Not applicable.
Elements and Performance Criteria
Elements and Performance Criteria | |||
Element | Performance Criteria | ||
1 | Generate organisational identity consistent with organisation's vision | 1.1 | Collect and analyse internal and external information which informs the development of a public relations strategy |
1.2 | Review the organisation's core activities, business values and current business direction to identify potential images and messages | ||
1.3 | Identify and consult with key stakeholders in relation to public relations issues | ||
2 | Prepare public relations plan or strategy | 2.1 | Identify relevant target groups for public relations activities |
2.2 | Identify and select strategies which enhance and promote the organisation's identity to the target groups | ||
2.3 | Identify and plan for the range of potential situations and reactions to which the organisation may need to respond | ||
2.4 | Incorporate legal and ethical considerations into the planning process | ||
2.5 | Provide timely opportunities for colleagues to contribute to public relations planning | ||
2.6 | Submit public relations plan for approval where appropriate in accordance with organisational policy | ||
3 | Manage the implementation of the public relations plan | 3.1 | Define and communicate clearly all priorities, responsibilities, timelines and budgets, involving appropriate colleagues |
3.2 | Implement and monitor actions detailed in the plan according to schedule and contingencies | ||
3.3 | Produce public relations reports in accordance with enterprise policy | ||
3.4 | Share public relations information with colleagues to maintain awareness of current organisation direction and priorities | ||
4 | Evaluate and review the public relations plan | 4.1 | Establish appropriate mechanisms to obtain feedback about public relations activities and strategies |
4.2 | Evaluate public relations activities using agreed methods and benchmarks | ||
4.3 | Make adjustments in accordance with feedback and evaluation | ||
4.4 | 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, e.g. media releases, journalist familiarisations, press kits
legal issues that impact on public relations, e.g. 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 and/or 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 organisation/area 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
written/verbal 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 1 = Perform
Level 2 = Administer and Manage
Level 3 = Design and Evaluate
Collecting, organising and analysing information (3)
Analysing information to inform the development of the public relations plan.
Communicating ideas and information (3)
Writing a public relations plan.
Planning and organising activities (3)
Planning and scheduling activities within the public relations plan.
Working with others and in teams (3)
Conducting consultations with staff on public relations issues.
Using mathematical ideas and techniques (2)
Estimating costs of PR activities.
Solving problems (3)
Developing a strategy to overcome a negative public reaction to a particular event.
Using technology (2)
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, e.g. media releases, journalist familiarisations, press kits
legal issues that impact on public relations, e.g. 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 and/or 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 organisation/area 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
written/verbal 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 1 = Perform
Level 2 = Administer and Manage
Level 3 = Design and Evaluate
Collecting, organising and analysing information (3)
Analysing information to inform the development of the public relations plan.
Communicating ideas and information (3)
Writing a public relations plan.
Planning and organising activities (3)
Planning and scheduling activities within the public relations plan.
Working with others and in teams (3)
Conducting consultations with staff on public relations issues.
Using mathematical ideas and techniques (2)
Estimating costs of PR activities.
Solving problems (3)
Developing a strategy to overcome a negative public reaction to a particular event.
Using technology (2)
Incorporating electronic communication methods into the public relations plan.
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.
Sectors
Not applicable.
Employability Skills
Not applicable.
Licensing Information
Not applicable.