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Managing for and Communicating Development Results
 

Managing for and Communicating Development Results

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Presentation at the DevCom working Group Meeting. Paris, OECD Headquarters 6 February 2009. By Peter Da Costa, OECD Consultant. ...

Presentation at the DevCom working Group Meeting. Paris, OECD Headquarters 6 February 2009. By Peter Da Costa, OECD Consultant.

For more information about DevCom, go to http://www.oecd.org/dev/devcom/

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    Managing for and Communicating Development Results Managing for and Communicating Development Results Presentation Transcript

    • Presentation to DevCom Working Group Meeting Paris, 6 February 2009 Peter da Costa OECD Consultant peter.dacosta@gmail.com MANAGING FOR AND COMMUNICATING RESULTS
    • Road Map…  Results being taken seriously  Communicating for and about Results  Common Cause  Key Challenges  Defining Results  Way Forward
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • Defining results(2)  Quantitative information templates  Identifying success stories  Supply-demand, upstream-downstream  Communication incentives for RBM?  Mutual learning  ‘Virtuous circle’  Make the case
    • 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
    • Way Forward: Success Factors  Senior management commitment  Clear mandate = funding + impact  Right incentives for sharing results info
    • 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
    • What can Multilateral Donors do?  Communicate development as global public good  Invest in developing good practice  Develop unified accounting framework
    • What can Partner Countries do?  Ensure strong ownership by putting in place the foundations  Accra provides momentum  Strengthen domestic accountability mechanisms
    • 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
    • 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
    • What can Evaluators do?  Communication evaluation an emerging field  Look for ways to forge synergy  Integrate communication tools, processes, indicators in results measurement frameworks
    • Presentation to DevCom Working Group Meeting Paris, 6 February 2009 Peter da Costa OECD Consultant peter.dacosta@gmail.com THANK YOU!