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Achieving the MDGs in Times of Crises and Changes
 

Achieving the MDGs in Times of Crises and Changes

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How Can Development Communicators

How Can Development Communicators

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Achieving the MDGs in Times of Crises and Changes Achieving the MDGs in Times of Crises and Changes Presentation Transcript

  • Achieving the MDGs in Times of Crises and Changes: How Can Development Communicators Adapt DEVCom Workshop Warsaw, 4 June 2009 MARINA PONTI
  • 8 ingredients for a successful communication
    • Adaptation to local context
    • Mapping of supporters
    • Keep it simple
    • Policy objectives
    • Credibility
    • Feedback to supporters
    • Political will and advocacy space
    • Evolution of advocacy effort
  • Adaptation to national and local context An example: the French Campaign on MDGS Cultural, social and economic contexts are crucial
  • Mapping of national supporters
    • active supporters
    • unusual voices (e.g. celebrities)
    • opinion makers
    Must be utilized in a strategic way in order to strengthen the debate
  • Keep it simple
    • Your message should be:
    • clear, visionary and simple
    • accessible to the larger public
    • go beyond the “converted”
          “ People want to listen to a message. This could be passed through me or anybody. I am not a leader. Messenger. The words of the songs, not the person, is what attracts people.” Bob Marley
  • Policy Objectives
    • Don’t fall into mere P.R. !!!
    2 examples: self interest ODA resource maximization
  • Credibility
    • use credible data (e.g. OECD/DAC)
    • monitor what others are saying
    • leverage the debate to reveal your message in a positive way
    • prepare for counter arguments
  • Feed back to your supporters
    • provide them with regular updates of your messages
    • keep regular interaction with supporters
    • inform citizens of your impact on policy processes
    The mandate of what you communicate comes from citizens
  • Political will and advocacy space
    • Depending on the degree of political will in your country, your advocacy work can be more or less difficult
      • strategy
      • modalities
      • activities
      • expectations of results
    are designed based on existing political will
  • Political will and advocacy space
    •       “ Great communicators have an appreciation for positioning. They understand the people they’re trying to reach and what they can and can’t hear. They send their message in through an open door rather than trying to push it through a wall.”
    • John Kotter
    • (Professor at Harvard Business School)
  • Evolution of advocacy effort
    • Communication must be seen as the instrument to obtain your advocacy objective
    • avoid ad hoc messages
    • have a starting and exit strategy
    • continuity
    • if the objective changes explain why
  • 8 interdependent ingredients keep it simple mapping of partners credibility adaptation feedback policy objectives political will Duration of advocacy effort
  •