The concept of public relations (PR) seems to be a relatively new one for the voluntary sector. Save for a few notable exceptions, we didn’t readily think about public relations as a part of our world a decade ago. We were quite content to do our work and mind our own business.

Today, we face a new world. Public relations is something we do. But like fundraising and volunteer management, PR is often seen as an extra – on top of the real work of the charitable organization. Subsequently, it is often tacked onto the work that someone — or everyone — else is already doing. The necessity of a planned and strategic approach to public relations is often lost because there seems to be no time to give it serious thought.

This article answers the question, “What is PR?” and looks at the types of PR that charitable and non-profit organizations should consider in their PR planning.

What is PR?

Another term we have adopted from the business world, public relations can be defined as the efforts to receive public attention in order to advance the product or service — and subsequently, the sales — of a business. In the voluntary sector, we often aren’t too sure what PR is because we see ourselves as a little more altruistic than businesses working towards profits. Our discomfort around the whole concept of PR stems partly from not really knowing enough about it.

I define public relations as the planned, proactive and positive approach taken by an organization to advance its mission through contact with others. This definition could be applied as easily to business as to charities. And we aren’t as different from business as we’d like to think — today, PR is as vital to the survival of the voluntary sector as it is to commerce.

Of course, there is good and bad PR. Good PR enhances relationships and improves our opportunities to carry out our mission through our work with others. Bad PR harms our relationships and in turn, impedes our goals. Because of this reality, I believe that the voluntary sector has a responsibility to address and promote successful and strategic public relations.

Types of PR

It is important that the voluntary organizations consider and prioritize all types of PR in their public relations strategies – subsequently recognizing and building upon all of the relationships that make their goals possible.

Front Door PR

Front door PR encompasses those seemingly meaningless, day-to-day interactions that take place during the course of doing business. Although we often don’t define responsiveness as part of our PR strategy, those day-to-day encounters can have a profound, cumulative effect on how an organization is perceived.

Here are just a few examples of good front door PR:

  • A cheerful, helpful person answers the phones.
  • The office has an attractive and welcoming reception area.
  • The agency website is user friendly.
  • Email and voicemail messages are promptly returned.

Front door PR is the easiest and least costly public relations strategy for even the most resource-strapped agency. Yet, ironically, many organizations fail to recognize just how vital it is — believing that activities such as fundraising and service delivery are more important. But think about it. If a rude greeting puts off a caller, how likely is it that she’ll make a donation or request your service? Or is she more likely to tell several friends about the bad experience she had with your organization?

Maintenance PR

Maintenance PR is the public relations work that we do as part of service delivery. This type of PR encompasses the information and promotion we put forward to those with whom we already work – such as our clients, volunteers, staff, sponsors, donors, other agencies and professionals, and the government. Nothing near preaching to the converted, this type of PR is vital in maintaining the positive relationships needed to achieve our goals.

Like Front Door PR, Maintenance PR does not require a great deal of cost or effort. It is simply a matter of doing things right — customer service by another name. Here are just a few examples of Maintenance PR in action, regardless of the group you are addressing:

  • Responding promptly.
  • Providing clear expectations and direction.
  • Evaluating and giving feedback.
  • Touching base and following up.
  • Sharing information and linking resources.
  • Asking for input (and acting on it).
  • Finding ways to recognize and celebrate.
  • Showing respect for time.
  • Saying thank you.

We may not have the time for these niceties because there is too much work to do. But the fact of the matter is, your work will be much harder if you lose important people in your organization to neglect. The wisdom of business is that it costs much more to find a new customer than to keep the one you already have. Many of us in the voluntary sector haven’t yet benefited from this insight. It is amazing the potential that can be lost by neglecting to say a simple but sincere (and cost-free) “Thank you.”

Outreach PR

Outreach PR is going beyond our current constituency to reach new people and develop new relationships – essentially getting the word out about our organization. Outreach PR can include such activities as:

  • Submitting press releases.
  • Distributing brochures, posters and other information about our services.
  • Developing an agency video, website and other special media.
  • Publishing a newsletter.
  • Taking part in conferences, information fairs, etc.
  • Advertising.

Outreach PR can be very important to a number of agency activities and relationships, such as recruiting donors, sponsors, volunteers and clients. The trick of Outreach PR is knowing what you want from it. Many organizations get caught up believing that any PR is good PR. It is essential to use this vital resource as expertly as possible, and to do so by having clear PR goals and priorities – which in turn will guide all PR activities in the agency.

A lack of clear PR goals can actually add stress to an organization. Consider the agency that promotes itself exclusively by promoting its services. The result? A higher demand for service. The downfall? The agency is already at capacity. What it really needs are more volunteers (to help deliver more services) and donors (to help support the delivery of more services.) A successful PR campaign would have focused on finding creative ways to appeal to potential volunteers and donors.

Collaborative PR

Collaborative PR involves partnerships and alliances with other groups and organizations to further mutual goals. Collaborating with other organizations to raise awareness about our services and clients comes naturally if we are already working together. Examples of Collaborative PR include:

  • A group of similar organizations — such as charities with a focus on health or children — work together to organize a symposium, information sessions or awareness campaigns.
  • A group of partner organizations from across different geographical areas — for example, all CAS or CMHA agencies from Southern Ontario — work together to develop PR and educational materials.
  • National or provincial branches of an organization provide valuable resources and materials for the use of their members.
  • Groups sponsoring special events or recognition, such as the International Year of Volunteers in 2001, make resources and promotional materials available to the voluntary sector.
  • Local voluntary organizations work together through the Volunteer Centre to provide media with information and news relevant to the community.

Ultimately, our work is more effective when we collaborate with others. If done properly, Collaborative PR can save the valuable commodities of time, money and resources – while also promoting organizations as proactive and progressive. In today’s sector climate, in which any organization operating in isolation is bound to struggle for survival, Collaborative PR is a win-win proposition.

PR Resources

Kristin Duare McKinnon has diverse front-line and administrative experience in nonprofit organizations providing health, social, and community services. She now has her own business, KDM, which offers program support to the non-profit sector. Kristin’s special interests include leadership and service excellence, program development and evaluation, volunteer management, and working with seniors and people with disabilities. She can be reached at KDM, P.O. Box 429, Pontypool, ON Phone (705) 277-3262; Fax (705) 277-2921.