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  • • Increase awareness and knowledge of KALAHI-CIDSS among Filipinos, particularly among current and potential stakeholders (private sectors and civil society and the general public). Strengthen the level of trust among locals of the goals of KALAHI-CIDSS project. • Enhance understanding of KALAHI-CIDSS among local press, improving the accuracy of press stories related to KALAHI-CIDSS and headlining the prominence of the project therein. • Increase in-house (internal to DSWD, World Bank) understanding of KALAHI-CIDSS project. Strengthen teamwork on communications within DSWD, the World Bank and within KALAHI-CIDSS colleagues. • To the extent possible, increase locals awareness and knowledge of the impact of KALAHI-CIDSS project.
  • Background: KALAHI-CIDSS is an effective tool in empowering people, promoting transparency in local governments and poverty alleviation. As KC expands to more municipalities in Region 12 to meet the Millennium Development Goal of poverty reduction by 2015, many sectors have remained sceptic, adverse to the perceived effectiveness of the project. Social Marketing is important tool for KALAHI-CIDSS operations. If used effectively, they can enhance the impact of KALAHI-CIDSS and improve the image of DSWD and the World Bank as the implementing and funding agencies, respectively. In Region 12, where KALAHI-CIDSS have had a very prominent role in the country’s development, social marketing and the local receptivity to our communication our efforts have been strong. Today, with more funding support from the US government, KALAHI-CIDSS implemented in Luzon and the Visayas recently increased due to the emergence of more critical priorities. Accordingly, there is a need to raise awareness and knowledge of KALAHI-CIDSS assistance in order to reinforce the mostly positive image of the DSWD and the World Bank as well as to keep our local stakeholders informed about our programs. Developing a strategic and formalized social marketing processes assure proactive and thorough dissemination of information will help maintain broad support for KALAHI-CIDSS project and will further the achievements of the DSWD and World Bank. In these efforts, KALAHI-CIDSS Region 12 will collaborate closely with the direct audiences-DSWD, World Bank, KALAHI-CIDSS colleagues, and partners to promote a better understanding of KALAHI-CIDSS achievement both within the KALAHIO-CIDSS as well among Philippine government, private sector and civil society counterparts, the media, and the Filipino general public.  
  • • Although historically many locals have been knowledgeable about past KALAHI-CIDSS project, recent awareness is mixed. Many locals do not currently know of KALAHI-CIDSS, or their awareness is superficial or incomplete. • KALAHI-CIDSS stakeholders—particularly our current and potential beneficiaries; government, private sector, and civil society –need to continue to receive current information on the impact and success of the project. • There are frequent missed opportunities when the local press do not include information about KALAHI-CIDSS in stories related to our projects. Coverage of KALAHI-CIDSS in the country or even in the region overall is low. • Our KALAHI-CIDSS colleagues, particularly in the region with whom we regularly collaborate, would be better positioned to support the Social Marketing Office if they had a more thorough knowledge of KALAHI-CIDSS project.
  • • Increase awareness and knowledge of KALAHI-CIDSS among Filipinos, particularly among current and potential stakeholders (private sectors and civil society and the general public). Strengthen the level of trust among locals of the goals of KALAHI-CIDSS project. • Enhance understanding of KALAHI-CIDSS among local press, improving the accuracy of press stories related to KALAHI-CIDSS and headlining the prominence of the project therein. • Increase in-house (internal to DSWD, World Bank) understanding of KALAHI-CIDSS project. Strengthen teamwork on communications within DSWD, the World Bank and within KALAHI-CIDSS colleagues. • To the extent possible, increase locals awareness and knowledge of the impact of KALAHI-CIDSS project.
  • Audience Primary National and Local media Current and potential beneficiaries Local Chief Executives Local civil society organization, community and religious leaders Business community Local decision-makers/ Opinion shapers Secondary General public International media
  • The difference between output and outcome is that , output is the product or service that comes out of a process and outcome is the net result of that output to the organization.
  • The tools used depend on the strategic goals, the objectives of the communication program, the profile of the target audience, the various advantages and disadvantage of each tool, and the communications budget. Whichever tools are used, it is important to maintain consistency in the aesthetic appearance, linguistic style and tone, and message (including facts, figures, slogans, quotes) used in all the communications products for a single campaign. Without this consistency, the message will not be as effective, even if the target audience is exposed to several of the communication products. Worse still, a lack of consistency may confuse or distract the target audience. == “ In-reach” activities that educate our in-house colleagues about our project have the potential to increase our program impact and enhance our communications and outreach efforts by 1) improving teamwork among staff and stimulating cross-program synergies and collaboration; 2) expanding our supporters’ base of KALAHI-CIDSS project; and 3) heightening support for KALAHI-CIDSS social marketing strategy. In-reach activities planned for the initial six months of the strategy will include: • Continue to include DSWD, KALAHI-CIDSS colleagues in site visits and non-traditional events (i.e., other than ribbon-cuttings) • Include associated partners’ activities and planning into KALAHI-CIDSS social marketing strategies. • Maintain a calendar of key in-reach social marketing dates and events In-reach activities planned for the next six months of the strategy will additionally include: • Conduct briefing sessions for DSWD, KALAHI-CIDSS colleagues of the project= 1 per quarter • Hold semi-annual informal meetings involving all counterparts and partners to share experiences and network • Distribute a KALAHI-CIDSS Quarterly Report (an update on KALAHI-CIDSS) via e-mail within DSWD, World Bank, KALAHI-CIDSS colleagues Outreach: Outreach activities will primarily target local audiences. During the initial six months of the strategy they will include: Events • Continue to invite media to site visits/events/briefings (inaugurations, events, official and unofficial tours, etc.) – in coordination with DSWD NPMO Informational Materials • Rework and/or refine KALAHI-CIDSS “canned” briefing materials/fact sheets: o 1 1-pager on KALAHI-CIDSS project(text only) o 3 1-pagers on each SO (mostly text, 1 photo per SO) o 3 3-pagers on each SO (text and photos) • Create a KALAHI-CIDSS electronic library and binder containing: o KALAHI-CIDSS briefing materials, including fact sheets, scene setters, talking points, press releases, “our story” narratives, and brochures in both Filipino and English. o External reporting on our programs such as press clippings, press reports, television footage, radio transcripts, newsletter articles, etc. o Program and activity photos o Social marketing monitoring and evaluation data Outreach activities planned for the next six months of the strategy will additionally include: Events • Schedule media interviews of the KALAHI-CIDSS: Goal = 1 per quarter • Arrange for KALAHI-CIDSS to speak at professional events (conferences, roundtables, symposiums): Goal = 1 per quarter • Encourage KALAHI-CIDSS to speak at local venues (e.g. universities, high schools, community centers, IT community centers, etc.): Goal = 1 per quarter Informational Materials • Develop Filipino language websites • Provide “our story” articles to local media: Goal = 1 per quarter o Photographic exhibit and presentation at the DSWD-World Bank halls o Development of documentaries on our reaching approximately households, to help its stakeholders sell their stories to the private sector to diversify their funding sources. Monitoring/Evaluation Measure results by tracking: • Newspaper reporting about or related to KALAHI-CIDSS activities • TV/radio segments on KALAHI-CIDSS activities • Number of Page Views or Website hits, and their origin • Attendance at KALAHI-CIDSS events (staff speakers, beneficiary forums, road shows) • Anecdotal information on target audience’s == MEDIA RELATIONS Given that local counterparts include specific instructions regarding media interaction and communications products, we provide the following guidelines for dealing with the media that will help us better coordinate and monitor press coverage. Interview with Foreign or Local Correspondents KALAHI-CIDSS strongly encourages managers to keep local and foreign media well informed of project activities. The comments made must be limited to the activities on which you are working. Attribution to KALAHI-CIDSS, DSWD and the World Bank Please be aware that many contracts and grants require all publications and information products (brochures, studies, press releases, etc.) to contain specific mention of the World Bank funding. From standard provisions: DSWD and the World Bank shall be prominently acknowledged in all publications, videos or other information/media products The full text: Kalahi-CIDSS has been in operation since 2002. According to the Department of Social Welfare and Development, the program has so far benefited 1.1 million households in 4,229 barangays in 184 municipalities in the country’s 42 poorest provinces. The allocation for the six-year program amounts to P9.3 billion ($182.4 million), P5.1 billion of which is funded by the World Bank. The Philippine counterpart amounts to P1.6 billion, while the local governments and communities provide the rest.     PUBLIC EVENTS An effective method of attracting media coverage is involving the DSWD Secretary and the World Bank Philippines Director, DSWD regional officials, LCEs in public events, such as a press conferences, ribbon-cutting ceremonies, conferences, etc. KALAHI-CIDSS encourages our LCEs to solicit the participation of communities as well as public opinion-makers in project-related events. Guidelines for planning press events on KALAHI-CIDSS funded activities are presented below. Please note that events with high-level World Bank, DSWD and LCEs will require additional briefing materials and planning, as well as additional coordination time. This is due to the need to ensure that officials in attendance are properly prepared to represent the KALAHI-CIDSS whether by giving formal or informal opening or other remarks, or responding to questions. This is the case even when media attention is not the primary purpose of inviting the official. Advance planning, within the time frames presented below, permits KALAHI-CIDSS to review plans and public information materials for public events, and to clear these materials. It also allows us all to better share information on our activities. All requests for the DSWD Secretary and World Bank Director participation in a public event regarding a KALAHI-CIDSS activity must be coordinated through DSWD Central Office. Public Events that do not involve official participation should be included on the KALAHI-CIDSS calendar of events. The Regional Project Management Office should coordinate on all public events with the DSWD Central Office, who will coordinate with World Bank as necessary. Some events may warrant media coverage and a press release regardless of official participation. The RPMO and the Central Office will work together to highlight important events and developments to media through press releases/advisories or by pitching a story to a specific media outlet. KALAHI-CIDSS comprehensive Ssocial marketing strategies will ensure that activities receive coverage.   1 . Event Calendar: All entries to the event calendar should be made two weeks advance of event. We provde the NPMO with a monthly calendar of events involving all public activities or significant milestones, including ribbon cuttings, other ceremonies, and conferences sponsored or supported by the KALAHI-CIDSS. 2 . Request for Official Participation: Ten days before for events involving senior DSWD officials and World Bank officials, the Regional Project Management Office requests participation of officials no later than the times presented above via email. The email should contain the purpose of the event, the agenda, the date, the time, and the location of event, a list of expected participants as well as other speakers. Please indicate who will organize and control the event—KALAHI-CIDSS RPMO, local government or others. 3 . Press Materials: Five days before for events with high-level participation, four days for others events. Prior to an event the KALAHI-CIDSS RPMO should the draft press release and, if requested, a press advisory that precedes the press releases and invites press for the event. The press release should answer the following fundamental questions: Who? What? When? Why? Where? The press release will have a release date at the top of the page and contact information. You may also want to include a quote from a beneficiary or official in a press release. If the PAS needs to invite media representatives in advance of the event, the RPMO will draft press advisory based on press release, send it, and follow it up to confirm media participation. Those drafting press releases must specify if press advisories are necessary. Press kits should be prepared for all events with high-level participation. Press kits should contain: press release, fact sheet on KALAHI-CIDSS activity, brochures and contact information in Spanish. 4. Talking Points & Scene Setter: Three to five days before event. Talking Points: Senior DSWD Officials or the World Bank officials receive talking points five days in advance. The RPMO will be responsible for drafting the talking points. The RPMO will format and finalize talking points according to that official’s preference. The Scene Setter: The proposed scene setter will lay out the event step by step, stating who will speak in what order, what will happen (a document signing, ribbon cutting, diploma presentation) and who will do what (for example, who will present the documents in the signing books to the principals), who will interpret, and who will be sitting to the side or standing in back of the principals as part of the delegation, and who may take part in the event should questions arise. The RPMO will be responsible for disseminating the scene setter to relevant officials. 5 . Media briefings: Five to 10 days before an event, if necessary. A media briefing prior to the events can be a good way to educate the media on a specific topic related to your activities. The media briefing should take place several days prior to event. Media briefings are most effective when the direct beneficiaries of our activities participate in the delivery of the message. 6. Site or activity visits: In addition to formal events, guided media visits are an effective way to publicize KALAHI-CIDSS activities and programs. Projects should consider media tours for significant milestones in a project’s development.
  • Values ito

    1. 1. Thinking Creatively Communicating KALAHI-CIDSS Rosa May de Guzman-Maitem Social Marketing Officer KALAHI-CIDSS Field Office 12
    2. 2. Communicating KALAHI-CIDSS <ul><li>Articulate understanding of communicating KALAHI-CIDSS: KKB </li></ul><ul><li>Discuss the importance of effective communication in the KC: KKB project </li></ul><ul><li>Define Strategic communication using mass media; and </li></ul><ul><li>Identify practical tips for creative communications </li></ul>
    3. 3. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>KEY QUESTION </li></ul>How best can we use communication to promote understanding and appreciation of KALAHI-CIDSS: KKB among key stakeholders?
    4. 4. Thinking Creatively Communicating KALAHI-CIDSS Developed by Johns Hopkins Center for Communication Programs and applied communication projects worldwide, the P Process is a useful approach for planning and carrying out communication activities systematically. B. Program C. Audience <ul><li>Analysis </li></ul>D. Situation
    5. 5. Thinking Creatively Communicating KALAHI-CIDSS Strategic Communication is the key to making a difference in the lives of people in the communities. Strategic Communication, which includes information, education and communication for behavior change and development, makes use of an expanding mass media, new technologies, and creative ideas in communication to influence social behavior. B. Program C. Audience <ul><li>Analysis </li></ul>D. Situation
    6. 6. Thinking Creatively Communicating KALAHI-CIDSS What are the factors which cause a _ _ _ between the existing and desired behavior of the intended audience? A. Problem Analysis gap
    7. 7. Thinking Creatively Communicating KALAHI-CIDSS Problem Identification Methods O _ _ _ _ _ _ _ _ _ _ _ _ _ Survey Consultation with _ _ _ _ _ _ _ _ _ _ _ Interviews Group Discussions Tests Records, _ _ _ _ _ _ _ Work samples A. Problem Analysis b s e r v a t i o n KAP s p e c i a l i s t s r e p o r t s
    8. 8. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Know Thyself </li></ul>B. Program Analysis The process of identifying all possible program inputs, assessing strengths, weaknesses, _ _ _ _ _ _ _ _ _ _ _ _ _ and _ _ _ _ _ _ _ to the program, and preparing an action plan to strengthen program inputs from the start. o p p o r t u n i t i e s t h r e a t s
    9. 9. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Program Support Valuable </li></ul>B. Program Analysis <ul><li>Policy/strategic direction </li></ul><ul><li>Financial Resources </li></ul><ul><li>Human resources and tools </li></ul><ul><li>Community _ _ _ _ _ _ _ _ _ _ _ _ </li></ul><ul><li>Client attitude and actions </li></ul><ul><li>Management practices </li></ul><ul><li>Monitoring, Research, and Evaluation </li></ul>M o b i l iz a t i o n
    10. 10. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Five Cs of Organizational Analysis </li></ul>B. Program Analysis 1. C _ _ _ _ _ _ _ _ _ <ul><li>Does the organization have strong technical and management staff? </li></ul><ul><li>Does it have experience with similar activities? </li></ul><ul><li>Does it have a positive image and reputation for high-quality work? </li></ul>o m p e t e n c e
    11. 11. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Five Cs of Organizational Analysis </li></ul>B. Program Analysis 2. C _ _ _ _ _ _ _ _ _ <ul><li>Does the organization endorse and support the program? </li></ul><ul><li>Does it allocate substantive resources to communication efforts </li></ul>o m m i t m e n t
    12. 12. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Five Cs of Organizational Analysis </li></ul>B. Program Analysis 3. C _ _ _ _ <ul><li>Does the organization have contact and access among policy-makers and influential people? </li></ul><ul><li>Does it have political support for its work? </li></ul>l o u t
    13. 13. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Five Cs of Organizational Analysis </li></ul>B. Program Analysis 4. C _ _ _ _ _ _ _ <ul><li>Is the organization able to reach the various segments of stakeholders in different geographic areas, age, groups, ethnic groups? </li></ul>o v e r a g e
    14. 14. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Five Cs of Organizational Analysis </li></ul>B. Program Analysis 5. C _ _ _ _ _ _ _ _ _ <ul><li>How long has it been in operation? </li></ul><ul><li>Has it carried out similar projects effectively in the past? </li></ul><ul><li>Does it have an institutional base and resources for sustainability in the long run? </li></ul>o n t i n u i t y
    15. 15. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Analysis of Communication Resources </li></ul>C. Situation Analysis <ul><li>Communication resources available </li></ul><ul><li>Who controls these resources </li></ul><ul><li>Policies governing access and use of resources </li></ul><ul><li>Technical services available </li></ul>
    16. 16. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Analysis of Communication Resources </li></ul>C. Situation Analysis <ul><li>Radio stations </li></ul><ul><li>Cinema halls </li></ul><ul><li>Printed materials </li></ul><ul><li>Mobile units </li></ul><ul><li>Indigenous media </li></ul><ul><li>Drama groups </li></ul><ul><li>Meeting halls </li></ul><ul><li>Stadiums </li></ul><ul><li>Markets </li></ul><ul><li>Fairs and festivals </li></ul>
    17. 17. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Audience/ Stakeholder Analysis </li></ul>Step into your audience shoes <ul><li>The process of reviewing all possible stakeholder _ _ _ _ _ _ _ _ within a population and selecting a _ _ _ _ _ _ _ which is currently most appropriate for an intervention. </li></ul>D. Audience Analysis segments segment
    18. 18. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Audience/ Stakeholder Analysis </li></ul>D. Audience Analysis How to understand Audience/ Stakeholders <ul><li>Review of _ _ _ _ _ _ _ _ _ _ </li></ul><ul><li>Socio- _ _ _ _ _ _ _ _ _ _ _ _ _ _ approaches </li></ul><ul><li>Focus group discussions </li></ul><ul><li>Sample surveys </li></ul><ul><li>Values and _ _ _ _ _ _ _ _ _ research </li></ul>l i t e r a t u r e a n t h r o p o l o g i c a l l i f e s t y l e
    19. 19. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Audience/ Stakeholder Analysis </li></ul>Conventional Segmentation <ul><li>A. gender </li></ul><ul><li>B. income </li></ul>1. SES <ul><li>D. income </li></ul><ul><li>E. education </li></ul>C. Age <ul><li>F. urban-rural residence </li></ul>2. Social Geographical Units <ul><li>A. political units </li></ul><ul><li>B. language groups </li></ul>C. Ethnic groups D. Audience Analysis
    20. 20. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Audience/ Stakeholder Analysis </li></ul><ul><li>Behavior </li></ul><ul><li>N _ _ _ _ </li></ul><ul><li>V _ _ _ _ _ and _ _ _ _ _ _ _ _ _ </li></ul>Innovative Segmentation D. Audience Analysis eeds l i f e s t y l e s alues
    21. 21. Thinking Creatively Communicating KALAHI-CIDSS A combination of m _ _ _ _ _ _, m _ _ _ _ _ _ _, and a _ _ _ _ _ _ _ _ _by which the planners seek to achieve the communication objectives e t h o d s e s s a g e s p p r o a c h e s
    22. 22. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Communication Approaches </li></ul><ul><li>A _ _ _ _ _ _ </li></ul><ul><li>C _ _ _ _ _ _ _ _ _ _ _ _ </li></ul><ul><li>S _ _ _ _ _ </li></ul><ul><li>M _ _ _ _ _ _ _ _ _ _ _ </li></ul>dvocacy o m m u n i c a t i o n o c i a l o b i l i z a t i o n
    23. 23. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Advocacy </li></ul>Persuading people to bring about a voluntary chance in judgment so that people will support a cause and adhere to a belief they may not have held before Targets of advocacy <ul><li>Decision-makers </li></ul><ul><li>Partners or allies </li></ul><ul><li>Media practitioners </li></ul><ul><li>adversaries </li></ul>
    24. 24. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Communication </li></ul>Broad term that uses different channels (interpersonal, group, community, mass) to disseminate critically important information for stakeholders to be able to make informed decision Task of communication <ul><li>Facilitate </li></ul><ul><li>Mediate </li></ul><ul><li>Aim for consensus-building </li></ul>
    25. 25. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Social Mobilization </li></ul>Bringing together all feasible allies to engage people into action; implies wide-scale participator and takes into account political and popular motivations Key activities of Soc Mob <ul><li>Networking </li></ul><ul><li>Alliance-building </li></ul>
    26. 26. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Setting Objectives </li></ul><ul><li>Knowledge </li></ul><ul><li>Attitude </li></ul><ul><li>Practice </li></ul>Change in:
    27. 27. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Levels of Objectives </li></ul><ul><li>Overall policy </li></ul><ul><li>Campaign </li></ul><ul><li>Communication </li></ul><ul><li>Activities </li></ul>
    28. 28. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Kinds of Objectives </li></ul><ul><li>Outcome </li></ul><ul><li>Output </li></ul>the product that comes out of a process The net result of the output
    29. 29. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>What is a communication objective? </li></ul>A t_ _ _ _ which specifies the intended audience, the type of c_ _ _ _ _ that is expected, when and where the communication activity is to take place and, finally what criteria will be used to m_ _ _ _ _ _ degree of success. a r g e t h a n g e e a s u r e
    30. 30. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Components of an Objective </li></ul><ul><li>A_ _ _ _ _ _ _ / S_ _ _ _ _ _ _ _ _ _ </li></ul><ul><li>B _ _ _ _ _ _ _ </li></ul><ul><li>C _ _ _ _ _ _ _ _ </li></ul><ul><li>D _ _ _ _ _ </li></ul>t a k e h o l d e r e h a v i o r o n d i t i o n e g r e e u d i e n c e
    31. 31. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Characteristics of a Good Objective </li></ul><ul><li>S_ _ _ _ _ _ _ </li></ul><ul><li>M _ _ _ _ _ _ _ _ _ </li></ul><ul><li>A _ _ _ _ _ _ _ _ _ </li></ul><ul><li>R _ _ _ _ _ _ _ _ </li></ul><ul><li>T _ _ _ - _ _ _ _ _ </li></ul><ul><li>C_ _ _ _ _ _ _ _ _ _ </li></ul><ul><li>O_ _ _ _ </li></ul><ul><li>W_ _ _ _ _ _ _ </li></ul>p e c i f i c e a s u r a b l e t t a i n a b l e e a l i s t i c B o u n d h a l l e n g i n g wned o r k a b l e ime
    32. 32. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Sample Objective </li></ul>By the end of the campaign, 80 percent of the LCEs should be knowledgeable about KALAHI-CIDSS: KKB.
    33. 33. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Sample Objective </li></ul>By the end of 2010, 80 percent of the LCEs in Region 12 can identify the processes of KALAHI-CIDSS: KKB
    34. 34. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Sample Objective </li></ul>By the end of the 12-month campaign, 80 percent (from 20%) of the LCEs in Region 12 can name the project components of KALAHI-CIDSS:KKB.
    35. 35. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Positioning </li></ul>Creating a specific image or market niche for the social product KALAHI:CIDSS “ Atin ito”, “Kaisa tayo”
    36. 36. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Developing Messages </li></ul><ul><li>Art - for aesthetic appeal </li></ul><ul><li>Science - based on scientific principles and accurate data. </li></ul>
    37. 37. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Message and Materials Development </li></ul><ul><li>Develop messages </li></ul><ul><li>Pretest with stakeholders and gatekeepers . </li></ul><ul><li>Revise and produce final materials </li></ul>
    38. 38. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>7 Cs for Effective Communication </li></ul><ul><li>Command </li></ul><ul><li>a _ _ _ _ _ _ _ _ </li></ul>t t e n t i o n
    39. 39. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>7 Cs for Effective Communication </li></ul>2. Clarify message
    40. 40. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>7 Cs for Effective Communication </li></ul>3. Communicate a b_ _ _ _ _ _ e n e f i t
    41. 41. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>7 Cs for Effective Communication </li></ul>4. Consistency counts
    42. 42. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>7 Cs for Effective Communication </li></ul>5. Cater to the h_ _ _ and h _ _ _ _ e a d e a r t
    43. 43. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>7 Cs for Effective Communication </li></ul>6. Create t _ _ _ _ r u s t
    44. 44. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>7 Cs for Effective Communication </li></ul>7. Call to action
    45. 45. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Pretesting </li></ul><ul><li>Test the potential e _ _ _ _ _ _ _ _ _ _ _ _ and a _ _ _ _ _ _ _ of preliminary versions of materials. </li></ul><ul><li>Learn how to improve the materials </li></ul><ul><li>Avoid costly errors by correcting them before final production and distribution </li></ul>f f e c t i v e n e s s c c u r a c y
    46. 46. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Effective Communication Tools </li></ul><ul><li>internet </li></ul><ul><li>Publication and other print materials </li></ul><ul><li>Public service broadcasts and videos </li></ul><ul><li>Media relations </li></ul><ul><li>Spokespersons </li></ul><ul><li>Events </li></ul>
    47. 47. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Communication Support Materials </li></ul>Print Materials <ul><li>Leaflets/flyers </li></ul><ul><li>Posters/ tarpaulin/ billboards </li></ul><ul><li>Transit media (tarpaulins mounted on moving vehicles) </li></ul><ul><li>Advocacy kits for key decision-makers, like Mayors and other elected officials, members of local health, etc. </li></ul>
    48. 48. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Communication Support Materials </li></ul>Broadcast materials (Radio and Cable TV) <ul><li>PSAs (public service announcements) </li></ul><ul><li>Jingles </li></ul><ul><li>Plugs (30-seconder; 1-minuter) </li></ul><ul><li>Radio drams, documentaries and magazine programs. </li></ul><ul><li>Radio/ TV interviews </li></ul><ul><li>Radio/ TV fora </li></ul><ul><li>Interviews of champions </li></ul><ul><li>Community media </li></ul>
    49. 49. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Communication Support Materials </li></ul>ICTs <ul><li>SMS/ Texting </li></ul><ul><li>Web-based technologies (facebook, twitter, e-groups) </li></ul><ul><li>webstreaming </li></ul>
    50. 50. Thinking Creatively Communicating KALAHI-CIDSS <ul><li>Communication Support Materials </li></ul>Community Media <ul><li>Folk media </li></ul><ul><li>Festivals (religious and cultural events that draw huge crowds </li></ul><ul><li>School plays </li></ul><ul><li>Settings in the community where communication materials may be displayed or aired for maximum exposure ( bus and other public transport terminals, public markets, supermarkets, town plaza, etc.) </li></ul><ul><li>Singing and beauty contest </li></ul>
    51. 51. Thinking Creatively Communicating KALAHI-CIDSS
    52. 52. Thinking Creatively Communicating KALAHI-CIDSS

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