Managing for and Communicating Development Results

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    Managing for and Communicating Development Results - Presentation Transcript

    1. Presentation to DevCom Working Group Meeting Paris, 6 February 2009 Peter da Costa OECD Consultant peter.dacosta@gmail.com MANAGING FOR AND COMMUNICATING RESULTS
    2. Road Map…  Results being taken seriously  Communicating for and about Results  Common Cause  Key Challenges  Defining Results  Way Forward
    3. Results being taken seriously…  Growing emphasis on managing for results  Growing recognition of communication  Evidence it can make aid more effective  Ministries & agencies acting accordingly
    4. Still some way to go…  Effective ways to communicate results not yet found  Challenge is threefold:  Coming up with communicable results  Ensuring they are well disseminated  Embedding communication as key tool for delivering more effective aid
    5. Communicating about results (1)  ‘Corporate communication’  Aimed at communicating that aid is working  Seeks to strengthen accountability to publics & parliament  Generally directed at external stakeholders
    6. Communicating about results (2)  Most agency communicators have this in their mandate  Pressure on emerging donors with rising budgets  Wide variance across OECD countries  Different opportunity structures
    7. Communicating for results (1)  ‘Communication for Development’ or ‘Strategic Communication’  Tool as well as process for effective aid delivery  Works throughout program cycle  Internal & external dimensions
    8. Communicating for results (2)  1/3 integrate communication in dev. projects/programs  10% have formal communication strategy  Management dispersed & ad hoc  C4D works where staff see its direct impact
    9. Setting of goals, agreeing on targets and strategies Communicating Feedback FOR results Feedback Allocation of Monitoring and available resources Evaluation Service Communicating Communicating Delivery / ABOUT results FOR results Results Reporting to the Public
    10. Common Cause…  MfDR & Communication linked  Both use evidence to convey progress  Attribution is key to both  Collaboration to date limited  DevCom & JV MfDR seeking to bring about a shift
    11. Key Challenges (1)  Multiplicity of aid modalities  Results culture underdeveloped  Data not easily available  Trust deficit between publics & govts  Institutional resistance to communication  Resources insufficient  Technical reports often inaccessible  Communication seen as cost, not benefit
    12. Key Challenges (2)  Communication seen as ‘downstream’  Departments could collaborate better  Communication seen as added work  Gap between HQ & field offices  Partner capacity impacts results info  Multiple reporting impacts partners  Comm about results remains donor-driven  Communicators not part of JV MfDRCoPs
    13. Defining results(1)  Lack of common understanding  Results = output, outcome or impact  Medium, long-term hard to nail down  Focus on reporting inputs & outputs  Communicators need:  Quantitative results - numbers  Qualitative results - stories  Neither is mutually exclusive
    14. Defining results(2)  Quantitative information templates  Identifying success stories  Supply-demand, upstream-downstream  Communication incentives for RBM?  Mutual learning  ‘Virtuous circle’  Make the case
    15. Way Forward: Key Principles  Use full range of available tools  View communication as ‘upstream’  Emphasise common ground  Storytelling key, attribution residual,  Focus on donor publics & partner country citizens
    16. Way Forward: Success Factors  Senior management commitment  Clear mandate = funding + impact  Right incentives for sharing results info
    17. What can Bilateral Donors do?  Improve quality of stats, evidence  Ensure demand orientation  Keep objectives measurable & communicable  Make communication staff priority  Strengthen networking, mutual learning
    18. What can Multilateral Donors do?  Communicate development as global public good  Invest in developing good practice  Develop unified accounting framework
    19. What can Partner Countries do?  Ensure strong ownership by putting in place the foundations  Accra provides momentum  Strengthen domestic accountability mechanisms
    20. What can Communicators do?  Recognise complexity of MfDR/RBM  Be pragmatic – start with the believers  Strike balance between qual & quant  Engage at high level, convince politicians first, support internal champions  Build took-kits & story templates  Provide funding, awards for results stories  Use evidence base to lobby for staff acceptance  Be honest, credible in managing public expectations  User credible third parties to get message out
    21. What can Aid Managers do?  Involve communicators in producing annual results reports  Design templates that help tell results stories  Provide increased budgetary support to communication
    22. What can Evaluators do?  Communication evaluation an emerging field  Look for ways to forge synergy  Integrate communication tools, processes, indicators in results measurement frameworks
    23. Presentation to DevCom Working Group Meeting Paris, 6 February 2009 Peter da Costa OECD Consultant peter.dacosta@gmail.com THANK YOU!

    + OECD Development Centre, ParisOECD Development Centre, Paris, 9 months ago

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