PUBLIC RELATIONS IN PRACTICE BY MARIA WONGSONAGORO
PUBLIC RELATIONS CONSULTANT
LESSON 8: COMMUNICATION STRATEGIES’
ACTION PLANS
Now comes the exciting part as we go downstream, and
that is the creation of the campaign or program as part of
the Action Plan based on the communication strategies
the organization, company or institution have formulated.
PHASE 6 - ACTION PLAN
We have seen plenty of creative and great campaigns
and programs from organizations, companies and
institutions. But not all of the Action Plan involve
programs and campaigns in the public domain. A lot of
them also involve actions that we do not see, such as
building strategic relations with key opinion formers and
pressure groups, media relations and engagement (to
be presented in a future Lesson) and so on.
TIMELINE
Timelines should be set for campaigns and programs to
enable monitoring, for instance six months or twelve
months.
Campaigns or programs designed to change behaviour
would be long term as it is difficult to achieve the
objectives in the short term.
AGENDA SETTING
During the timeline, the organization, company or
institution needs to set agendas. In a corporation where
there are many subsidiaries involved, or in an institution
with many regional offices, agenda setting is important
PRinPRACTICE Lesson 8 – Communication Strategies’ Action Plans
Rencana Tindak Strategi Komunikasi
Dari HULU, sampailah kita ke bagian HILIR dan melihat
kampanye atau program yang merupakan bagian dari
rencana tindak (Action Plan) berdasarkan strategi
komunikasi yang ditetapkan organisasi, perusahaan
maupun instansi.
RENCANA TINDAK
Banyak kampanye dan program kreatif dan bagus
dilaksanakan oleh organisasi, perusahaan maupun
instansi. Namun, tidak semua rencana tindak terdiri dari
program dan kampanye di ranah publik. Banyak juga
mencakup kegiatan yang tidak terlihat, seperti misalnya
membangun hubungan baik dan strategis dengan Key
Opinion Formers (KOF) atau Key Opinion Leaders (KOL),
kelompok-kelompok profesional dan masyarakat, media
relations and engagement (yang akan dibahas di Lesson
yang akan datang).
JADWAL WAKTU
Jadwal waktu ditetapkan untuk kampanye atau program
agar dapat melakukan monitoring, misalnya 6 bulan atau
12 bulan.
Biasanya pelaksanaan kampanye atau program
perubahan perilaku merupakan program jangka panjang
karena tidak mudah untuk mencapai tujuan dalam waktu
yang pendek.
AGENDA SETTING
Selama jangka waktu yang ditetapkan, organisasi,
perusahaan maupun institusi perlu menetapkan agenda.
Di suatu perusahaan besar, atau instansi dengan banyak
kantor di daerah atau wilayah, agenda setting penting,
karena banyak sekali kegiatan-kegiatan lain yang
1|P a g e
 PUBLIC RELATIONS IN PRACTICE BY MARIA WONGSONAGORO
PUBLIC RELATIONS CONSULTANT

as there are many other activities conducted by each
subsidiary or regional office, and all of these activities
should be in alignment with uniformity of key messages
and delivery.
dilaksanakan oleh masing-masing anak perusahaan atau
kantor wilayah. Semua perlu diselaraskan, baik kegiatan
maupun komunikasi, pesan-pesan kunci dan
penyampaiannya.

Displaying a monthly calendar of activities which have
been planned, commemorative days, national holidays,
religious holidays, annual global/international
observance days would be a good start.
More actions would be taken, for instance, in
commemorating World Health Day or World
Environment Day, for organizations, companies or
institutions which have programs or campaigns in the
health or environment sector.
Buatlah kalender kegiatan bulanan yang menetapkan
kegiatan-kegiatan yang sudah direncanakan, hari-hari
peringatan nasional, libur nasional dan keagamaan, juga
peringatan hari-hari khusus global.
Kegiatan dapat ditingkatkan untuk memperingati,
misalnya Hari Kesehatan Dunia atau Hari Lingkungan
Hidup Dunia, bagi organisasi, perusahaan atau instansi
yang mempunyai program atau kampanye di sektor
kesehatan atau lingkungan hidup.

PHASE 7 - ASSESSMENT Fase 7 – EVALUASI/PENILAIAN

Various ways of assessing/evaluating or measuring the
impact of campaigns, programs and activities against
the objectives can be implemented by the respective
organization, company and institutions.
Cara mengukur atau menilai apakah kampanye, program
dan kegiatan-kegiatan telah mencapai tujuan yang
diharapkan, dapat dilakukan dengan sistem dan metode
yang ditetapkan oleh masing-masing organisasi,
perusahaan atau instansi.

Outputs, outcomes and potential impact may be
identified for stakeholders through measurement and
evaluation, which should include both qualitative and
quantitative analysis.
Output, outcomes dan dampak yang mungkin terjadi
dapat di-identifikasi untuk kelompok-kelompok
stakeholders melalui pengukuran dan evaluasi, yang juga
mencakup analisa kualitatif dan kuantitatif.

Let us look at implementation from upstream to Mari kita melihat pada pelaksanaan dari Hulu hingga Hilir
downstream at the Ministry of Transportation, from oleh Kementerian Perhubungan, melalui Adita Irawati,
Adita Irawati, Special Staff and Spokesperson of the Staf Khusus dan Juru Bicara Kementerian Perhubungan.
Ministry of Transportation.

Communications Strategy for the Strategi Komunikasi Adaptasi Kebiasaan

Adaptation of the New Normal in Baru di Sektor Transportasi menuju
the Transportation Sector to masyarakat aman Covid-19 dan produktif
safeguard against Covid-19 and
keep the public productive.

The Transportation Sector needed to transform the
previous behaviour of the public to the new normal,
enabling them to conduct activities safely from the
threat of Covid-19 and remain productive. In adapting to
the new normal, the Transportation Sector does not
only prioritize safe transportation but also health and
comfort.
Sektor Transportasi perlu melaksanakan transformasi
masyarakat dari kebiasaan lama ke kebiasaan baru yang
lebih sehat, lebih bisa beraktivitas secara aman dari
ancaman Covid-19 dan produktif. Dalam adaptasi
kebiasaan baru, Sektor Transportasi tidak lagi hanya
mengedepankan factor keamanan transportasi tapi juga
kesehatan dan kenyamanan.

PRinPRACTICE Lesson 8 – Communication Strategies’ Action Plans 2|P a g e

 PUBLIC RELATIONS IN PRACTICE BY MARIA WONGSONAGORO
PUBLIC RELATIONS CONSULTANT
Objective
• To provide the public with guidelines in using public
transportation and private vehicles in accordance to
health protocols to prevent the spread of Covid-19
and to remain productive.
• Provider of transportation facilities and
infrastructure shall provide services in accordance
to health protocols.
• To change public behaviour in using public
transportation.
Messages
• The Government provides safe (healthy and secure)
as well as comfortable transportation to enable the
public to remain productive in their daily activities.
• Safe and comfortable transportation facilities and
infrastructure from the point of departure to the
point of destination.
• Public transportation users to comply with all
protocols made available by providers of facilities
and infrastructure for safety and to remain
productive.
Target Audiences
Main – all users of public transportation and private
vehicles throughout Indonesia.
Secondary – other stakeholders to be mapped out in
line with their respective interests.
Content
• Amplify through humanist content with
educational, short video format, enabling viral
postings by the public
• Use meme and infographics to explain regulations
and protocols
• Pay due attention to copyright
Media Channel
• Press releases and press conferences
• Social media
• Mainstream media
• Key Opinion Leaders (KOL)/influencers,
communities including internal KOL
PRinPRACTICE Lesson 8 – Communication Strategies’ Action Plans
Tujuan Komunikasi
• Masyarakat mendapat pedoman dalam
menggunakan transportasi umum dan kendaraan
pribadi sesuai dengan protokol kesehatan untuk
mencegah penularan Covid-19 dan tetap dapat
produktif.
• Penyedia sarana dan prasarana transportasi dapat
menyediakan layanan yang sesuai protokol
kesehatan.
• Terjadinya perubahan perilaku masyarakat dalam
bertransportasi.
Narasi
• Pemerintah menyediakan transportasi yang aman
(sehat dan berkeselamatan) dan nyaman agar
masyarakat tetap produktif dalam melaksanakan
aktivitasnya sehari-hari.
• Transportasi yang aman dan nyaman di prasarana
dan sarana transportasi sejak dari titik berangkat
hingga titik tujuan.
• Masyarakat pengguna transportasi agar
mengikuti semua protok yang disiapkan oleh
penyedia prasarana dan sarana agar tetap aman
dan produktif.
Target Audiences
Main - Seluruh masyarakat pengguna transportasi
umum dan kendaraan pribadi di seluruh Indonesia.
Secondary - Stakeholders lain yang akan dipetakan
sesuai dengan kepentingannya masing-masing.
Konten
• Perbanyak konten humanis dengan format video-
video pendek dengan muatan edukasi sehingga
lebih mendorong masyarakat untuk memviralkan
secara sukarela.
• Manfaatkan meme dan infografis untuk
menjelaskan aturan dan protokol-protokol.
• Perhatikan hak cipta.
Media Channel
• Siaran pers dan press conference
• Media sosial
• Media mainstream
• KOL/Influencer/komunitas, termasuk KOL internal
(karyawan, taruna, dll)
3|P a g e
 PUBLIC RELATIONS IN PRACTICE BY MARIA WONGSONAGORO
PUBLIC RELATIONS CONSULTANT
Communications Strategy
• Convey the substance of communication using
down-to-earth, simple language, touching
hearts of people
• Alignment of objective, target audience,
measurement and channels
• Collaborative communication and integrated
orchestration on a continued and consistent
basis.
Action Plan
Health protocol education from July to end
December 2020
• Continuous socialization and education in
collaboration with all stakeholders
• Monitoring and legal enforcement
• Improvements to protocol from time to time to
align with the dynamics of the pandemic
1. Changing behaviour requires the
collaboration of all stakeholders in the
Penta helix scheme: government, public,
universities, media and private sector.
2. The regulations issued and education
process need to be consistent and
continuous, as there may be pandemic
fatigue which may reduce discipline to
health protocol compliance.
Impact
Change in behaviour of public transportation users
compared to the early period of New Normal
Adaptation (specifically in the transition period of
large-scale social restrictions in Jakarta).
PRinPRACTICE Lesson 8 – Communication Strategies’ Action Plans
STRATEGI KOMUNIKASI
• Substansi dikebumikan dengan bahasa sehari-hari
dan humanis
• Penyelarasan tujuan, target audiens, pengukuran
dan saluran
• Komunikasi kolaboratif dan Orkestrasi Terpadu
yang dijalankan secara kontinyu dan konsisten.
ACTION PLAN
Saat edukasi Protokol Kesehatan dimulai dan
digencarkan bulan Juli - akhir Desember 2020
• Sosialisasi dan edukasi terus menerus bersama
semua stakeholders
• Pengawasan dan penegakan hukum
• Perbaikan protokol dari waktu ke waktu,
disesuaikan dengan dinamika pandemi
1. Perubahan perilaku perlu kolaborasi semua pihak
dalam skema pentahelix : pemerintah, publik,
perguruan tinggi, media dan dunia usaha.
2. Aturan yang diterbitkan dan edukasi yg dilakukan
harus konsisten dan berkelanjutan, apalagi ada
potensi pandemi fatique sehingga kedisiplinan
prokes menurun.
IMPACT
Terjadi perubahan perilaku penumpang angkutan umum
dibandingkan di awal masa AKB (Adaptasi Kebiasaan
Baru) – (khususnya Pembatasan Sosial Berskala Besar -
PSBB - transisi di DKI).
4|P a g e
 PUBLIC RELATIONS IN PRACTICE BY MARIA WONGSONAGORO
PUBLIC RELATIONS CONSULTANT
a ai ana i
er adi er a an erila en m an an
s sn a ransisi di
MINISTRY OF AGRICULTURE
Let us now have a look at the upstream to
downstream process in the Ministry of Agriculture,
as related by Arief Cahyono, Coordinator of Public
Relations and Information Bureau
Communications Strategy and Action Plan to
Promote Food Estate (in brief)
Situational Analysis
• Warning from FAO on potential global food
crisis.
• Farmer-based food estate corporations in
marshlands of Central Kalimantan geared to
develop modern and sustainable food
production system to strengthen food security
and raise farmers’ welfare
• The target of the food estate development in
the marshlands of Central Kalimantan
encompasses 165,00 ha and in 2020,
agricultural cultivation on 30,000 ha with rice as
main commodity as well as other commodities
such as horticulture (vegetables, fruits), duck
farming and estates as supporting commodities.
PRinPRACTICE Lesson 8 – Communication Strategies’ Action Plans
to ans o tasi
an m m di andin an di awal masa
KEMENTERIAN PERTANIAN
Mari melihat proses Hulu sampai Hilir di Kementerian
Pertanian, dari Arief Cahyono, Koordinator Humas, Biro
Humas dan Informasi Publik
Strategi dan Rencana Aksi Komunikasi Publik Food Estate
(Ringkasan)
Analisa Situasi
• FAO memberikan peringatan bahwa dunia
berpotensi dilanda krisis pangan.
• Pengembangan kawasan food estate berbasis
korporasi petani di lahan rawa Kalimantan Tengah
diarahkan untuk membangun sistem produksi
pangan modern dan berkelanjutan dalam rangka
memperkuat ketahanan pangan dan peningkatan
kesejahteraan petani.
• Target pengembangan kawasan food estate di lahan
rawa Kalimantan Tengah seluas 165.000 ha dan
pada tahun 2020 akan dilaksanakan aktivitas
budidaya pertanian pada lahan seluas 30.000 ha
dengan komoditas utama adalah padi, sedangkan
komoditas lain seperti hortikultura (sayuran/buah
buahan), peternakan (Itik), dan perkebunan adalah
sebagai komoditas pendukung.
5|P a g e
 PUBLIC RELATIONS IN PRACTICE BY MARIA WONGSONAGORO
PUBLIC RELATIONS CONSULTANT

• The Food Estate program and activities in 2020:
a) Regulating land and development of
infrastructure and facilities (water, pre and
post-harvest agricultural tools)
b) Raising capacity and diversification of
production (development of production
technology, provision of infrastructure and
facilities)
c) Development of manpower and Farmers
Corporation (manpower capacity building,
institutional and business, development of
farmers corporation)
• Program dan kegiatan Food Estate tahun 2020 terdiri
dari:
a. Penataan Kawasan dan Pengembangan
Prasarana dan Sarana (tata air, alsintan pra dan
pasca panen)
b. Peningkatan Kapasitas dan Diversifikasi
Produksi (Pengembangan teknologi produksi,
Pengadaan sapras);
c. Pengembangan SDM dan Korporasi Petani
(Peningkatan kapasitas SDM, kelembagaan dan
usaha, pengembangan korporasi petani)

• The development of food estates require
financing in the form of investment and working
capital, sourced from the government, private
sector, state-owned enterprises, banks and
other financial institutions
• Pengembangan kawasan food estate memerlukan
sejumlah pembiayaan berupa investasi dan modal
kerja yang bersumber dari Pemerintah, Swasta,
BUMN, Perbankan dan Lembaga Pembiayaan
lainnya

SWOT Analysis SWOT ANALYSIS

Strengths STRENGTHS
• Innovation and technical ready to support • Inovasi dan teknologi sudah siap dan support
• Solid internal stakeholders of the Ministry • Internal Kementan solid
• Lahan luas
• Extensive lands

Weakness WEAKNESSES
• Land unproductive (need cultivation) • Bukan tipe lahan produktif (masih harus diolah)
• High initial costs • Biaya awal mahal

Opportunities
• FAO warning on global food crisis
• Strong and supportive synergy from Ministries
and Regional Governments
• Commitment of the Indonesian President
OPPORTUNITIES
• Adanya peringatan FAO tentang krisis pangan dunia
• Sinergi K/L kuat, pemda suportif
• Komitmen Presiden RI

Threats
• Not enough support from stakeholders on food
policies
• Alleged forest land destruction
• Not enough regional intervention to implement
food estate at sites
• Lack of farming skills of local farmers
THREATS
• Kurangnya dukungan dari stakeholder terkait
kebijakan pangan
• Dugaan perusakan lahan hutan
• Intervensi daerah untuk pelaksanakan food estate
belum maksimal di lapangan
• SDM petani belum mumpuni

STAKEHOLDERS MAPPING PEMETAAN STAKEHOLDERS

• President of Indonesia • Presiden RI

• Regional government • Pemerintah Daerah
• Other ministries and institutions • Kementerian dan Lembaga lain
• Bank dan asuransi
• Banks and insurance
• Supply chain start up
• Supply chain start up
• Komisi IV
• House of Representatives Commission IV • LSM
• Non-government organizations (NGO) • Petani
• Farmers • Akademisi

PRinPRACTICE Lesson 8 – Communication Strategies’ Action Plans 6|P a g e

 PUBLIC RELATIONS IN PRACTICE BY MARIA WONGSONAGORO
PUBLIC RELATIONS CONSULTANT

• Academicians • Publik
• Public

OBJECTIVE OF CAMPAIGN TUJUAN KAMPANYE

• To promote public education on the importance • Meningkatkan pengetahuan khalayak tentang

of the food estate program for national food
security
• To raise support of the public on the food estate
program to create national food security
pentingnya program food estate untuk ketahanan
pangan nasional
• Meningkatkan dukungan khalayak terhadap
program food estate sebagai upaya mewujudkan
ketahanan pangan nasional

KEY MESSAGE KEY MESSAGE

Food estate is urgently needed for food security Food Estate urgent dibutuhkan untuk ketahanan pangan

ACTION PLAN ACTION PLAN

Communicator Communicator
• FAO Representative in Indonesia • FAO Representative in Indonesia
• Agricultural experts • Pakar pertanian
• Researchers • Peneliti

Channel Channel
• Group discussion, Talkshow • Group discussion, Talkshow
• Field Trip • Field Trip
• Online and Print Media • Media daring, Media Cetak
• Twitter, Facebook, Instagram • Twitter, Facebook, Instagram

Content Type Content Type

• Discussions • Diskusi
• Press releases • Rilis pers
• Infografik, videografik
• Infographics, videography
Monitoring and Evaluation Monitoring and Evaluation
• FGD (focus group discussions) • FGD (focus group discussions)
• Net sentiment • Net sentiment
• Mass media monitoring and analysis
• Mass media monitoring and analysis

PRinPRACTICE Lesson 8 – Communication Strategies’ Action Plans 7|P a g e

 PUBLIC RELATIONS IN PRACTICE BY MARIA WONGSONAGORO
PUBLIC RELATIONS CONSULTANT

PELATIHAN

1. Uraikan inisiatif atau program berdasarkan strategi komunikasi yang ditetapkan berdasarkan
pelatihan di Lesson 7.

2. Tetapkan timeline dan buat kalender bulanan, dari bulan Juli 2021 sampai akhir Desember 2021
dan lengkapi terlebih dahulu dengan hari-hari penting seperti yang dijelaskan di atas.

3. Kemudian, inisiatif atau program yang diformulasikan perlu diintegrasikan dalam kalender kegiatan
bulanan – agenda setting.

PRinPRACTICE Lesson 8 – Communication Strategies’ Action Plans 8|P a g e