MEDICAL RESEARCH COUNCIL1

COMMUNICATION STRATEGY
2005 - 2010

1. INTRODUCTION

This document sets out the Communication Strategy of the Medical

Research Council for the period 2005 – 2010. Its primary purpose is
to identify and articulate key communication strategies that are
aimed at creating a conducive environment for the implementation
of the Medical Research Council’s Business and Strategic Plans; and
developing a positive image of the MRC to the Ministries of Health,
Science and Technology and the South African public through
relevant and accurate health research.

2. CONTEXT

The Communication Strategy is premised on and takes account of

three contextual factors, namely:

• Government’s overall strategy.

• The MRC’s Strategic Plan (2005 – 2010).
• The Business Plan of the MRC.

3. STRATEGIC ENVIRONMENT

This Communication Strategy positions communications, as a

strategic management function to support the Medical Research
Council (MRC) to realize their strategic objectives and is developed
against the backdrop of the strategic environment within which the
MRC operates. Even though the MRC has a media policy, a
communications strategy takes into consideration other modes of
communication channels, i.e. research translation, community
liaison, schools liaison, science communication, events
management, stakeholder relations, lobbying, hosting conferences
and workshops, and lastly imbizo’s.

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MRC’s communication strategy doc – February 2007
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The MRC has identified nine key strategic imperatives. It has several
strategic challenges as well as several research priorities, which
constitute the building blocks of the strategic environment. All these
can be found in the MRC Strategic Plan 2005 – 2010 document.

The communication strategy will amongst others focus on the

following areas, they are:

3.1 To promote excellence in research through sustainability &

growth of the MRC.

3.2 To showcase the continued development of our research,

which is based on the South Africa’s national health priorities,
but with a global comparative advantage and with strong
local relevance and impact.

3.3 To ensure through our research translation efforts that the

MRC has invested its resources in high-quality and priority-
driven research based on Burden of Disease priorities,
strategic priorities, international health research trends and an
appropriate research mix. (Basically we will be
communication all our research done in the areas of
communicable diseases, non-communicable diseases or
chronic diseases and violence and injuries.)

3.4 Through regular stakeholder meetings, community liaison

meetings, through community participation work and through
our efforts of public relation we help strengthen the position of
the MRC as a science/evidence-based organisation
providing credible information and policy support

3.5 To promote the development and implementation of

research, which further the aims of NEPAD.

3.6 To further develop and implement strategies for capacity

development and retention of staff to broaden and enrich
the health research base at the MRC and South Africa.

3.7 To help build the efforts of our capacity development office in

fostering and enhancing partnerships with the higher
education sector.

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3.8 To assist in improving the relationship with the key stakeholders

to the mutual benefit of both parties through our stakeholder
relations office.

4. COMMUNICATION STRATEGY

The communication strategy in terms of which the MRC will plan,

structure and execute communication objectives and activities
consists of four basic elements, namely:

• Key principles underlying the strategy.

• Communication objectives.
• Core activities underpinning the execution of the strategy.
• Strategic themes.

4.1 Key principles underlying the strategy.

• A close alignment to be established between President of the

MRC, the MRC’s operational plans and the communications
plan.
• The MRC President, the Research Unit Directors and specially
identified researchers / scientists play a specific role in the
achievement of the strategic objectives of communication.
• That whilst some areas may need continuous updating, the
communication policy adopted by EMC in 2007 provides a
framework for communication processes and practices,
particularly with dealing with the media.

4.2 Strategic communication objectives:

The following reflect the three strategic objectives of

communication as well as the strategies to be implemented
to achieve these strategic objectives:

4.2.1 To create a conducive environment for the

implementation of the MRC’s Business Pan and 5-year
strategic plan, through the following strategies:

• Raising awareness of and popularising the policies,

research programmes, research and services of the
MRC through the development and implementation

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of integrated marketing communication

campaigns.
• Informing the beneficiaries of their rights and other
stakeholders of their obligations through the
development and production of information,
education and communication (IEC) materials.
• Creating mutual understanding between the MRC
and the Departments of Health & Science and
Technology on one hand and the various
stakeholders the MRC President and the Research
Units interact with or whose good will the MRC
require for the successful accomplishment of the
MRC’s Business Plan and/or the MRC’s strategic
plan. This we feel can only work through the
development and implementation of a unified
stakeholders relations programme.

4.2.2 To promote and sustain a positive image of both the

MRC Presidency as well as the Research Units through
the following strategies:

• Developing and implementing integrated marketing

and advertising programmes.
• Managing the communication environment
• Developing and implementing corporate identity
programmes for the MRC.
• Exploiting public relations opportunities and
maximising campaign/prominent days (health days)
to position the MRC positively in the public mind.

4.2.3 To leverage national framework, strengthen and

reposition the internal communication structures, and to
enhance its support to programmes and provincial
offices through:

• Implementing national standards for

communications within the MRC.
• Optimisation of provincial, regional and local
communication structures – advancing the MRC’s
strategic objectives.
• To leverage internal communication resources and
capabilities for harmonised and synergised strategic
communication interventions.

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4.3 Core activities underpinning the execution of the

Communication Strategy.

4.3 1 Publicity strategies and media events coordination.

4.3.2 Developing relations with the media fraternity and
sustaining positive rapport with the media.
4.3.3 Marketing and advertising. (design elements)
4.3.4 Media surveillance, research and analysis.
4.3.5 Crisis and issue management.
4.3.6 Lobbying and advocacy strategies.
4.3.7 Events Management
4.3.8 Corporate Identity Programme
4.3.9 Internal communications.
4.3.10 Stakeholder and stakeholder environment analysis.
4.3.11 Provincial, schools, community and Government
Department stakeholder liaison.
4.3.12 Production of below the line (caps, t-shirts, pop-up
stands, logos) advertising and promotional materials.
4.3.13 Science writing / reporting
4.3.14 Science media training
4.3.15 Science photography and videography
4.3.16 Website content

4.4 Strategic Themes

The following themes, which characterize the strategic

direction, of the MRC, form the basis of the Communication
Strategy.

4.4.1 Impact of health research on the South African Health

Policies
• Impact of health policies in SA
• Implementation of health research legislation
• Review of health research legislation

4.4.2 To foster the development of research which is based

on South Africa’s national health priorities but with a global
comparative advantage with a strong relevance and impact.

• Facilitate greater business development

• Attract international funding opportunities
• Foster a culture of research collaboration
• Develop and maintain a database of health research

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4.4.3 To strengthen the position of the MRC as a

science/evidence-based organisation providing
credible information and policy support.

• Policy briefs, media releases, seminars, conferences

• Website information in lay man’s language
• Encourage science and technology at schools
• Tailor info for different audiences

4.4.4 To promote the development and implementation of

research which further the aims of NEPAD.

• Enhance research projects in Africa

• Initiate new programmes with other science councils
on the African continent
• Implement health policies in relation to the aims of
NEPAD

4.4.5 To further develop and implement strategies for

capacity development and retention to broaden the
health research base as well as strengthen partnerships
with the higher education sector.

• Market science & technology in school s and

universities and communities
• Skills development
• Implement and monitor agreements with universities
aimed at developing health research

4.4.6 To improve the relationship with key stakeholders to the

mutual benefit of both parties.

• Position the MRC as a flexible, responsive unit able to

respond DoH requests
• Actively promote & lobby the image, quality and
capacity of the MRC
• Showcase the MRC as the leading science council in
the Africa.
• Create extensive media activity around Health Days as
specified by the Ministry of Health
• Showcase our health research through extensive
marketing and PR initiatives, viz. launches, open days,
advertisements, radio and TV talk shows, media

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interviews and publishing of articles, newsletters and

website development

4.4.7 Service Delivery

• Introduction of IT solutions / Knowledge Management

• Introduction of innovative ways of doing business, e.g.
Public, Private Partnerships
• Improving the website of the MRC
• Updating the MRC website on a weekly or daily basis

5. CONCLUSION

The successful implementation of the MRC’s Communication

Strategy is dependent on:

• Ensuring that the strategy is not driven by one individual but by

the collective input of all senior officials within the MRC.
• Senior officials being sensitive to the importance of promptly
responding to media queries and to pre-empt negative
publicity.
• That communications be a part of every researcher, scientists
and senior official’s KRA’s.
• Identify and train spokespeople within the organisation to
represent each of the MRC’s research units and ensure that
media training occurs.
• Creating extensive media activity around all health days
specified by the Ministry of Health
• Ensuring that there are proper coordination between the MRC
President’s office and the Research Programmes.
• An implementation plan that gives effect to the intent of the
overall communication strategy.

End