Gwp network communications aug 2011 by helene komlos grill
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  • 1. Network Communications
    Communication Officer meeting
    16-17 August 2011, Stockholm
    Helene Komlos Grill
  • 2. Network Communications
    • Graphical Policy
    • 3. Online web publishing (WOLF)
    • 4. Communications guidance document
  • GWP Brand
    Graphical Policy - A common identity:
    • immediately communicates who we are (one global network about water and partnership).
    • 5. is a “quality seal” on the knowledge that GWP generates.
    • 6. communicates a linked-together network at local, regional and global levels
  • Words associated with GWP brand:
    • A Water Secure World (our vision)
    • 7. Diverse multi-stakeholder networ
    • 8. Consultative and Facilitator
    • 9. Neutral platform
    • 10. Engaged in social change processes
    • 11. Water diplomats: advocates backed by technical leadership
    • 12. Professional
    • 13. Environmental agency
  • Updated Graphical Policy
  • Updated Graphical Policy
  • 19. WOLF – Online Publishing Tool
    Production of documents with uniform design and layout and at the same time they can be printed locally. The templates are dynamic - text and images can be altered but the format (font, look, graphic design, colours) is static.
  • 20. Updated Graphical Policy
  • 21. GWP was created to advocate!
    GWP supports social and economic change processes that further the sustainable management and development of water resources.
  • 22. Reinforce knowledge sharing and communications
    • Developing the capacity to share knowledge and to promote a dynamic communications culture so as to support better water management.
    • 23. A network-wide responsibility that contributes to the achievement of all four strategic goals.
  • The GWP Network’s Strategic Goal:Reinforce knowledge sharing and communications
    • Developing the capacity to share knowledge and to promote a dynamic communications culture so as to support better water management.
    • 24. A network-wide responsibility that contributes to the achievement of all four strategic goals.
  • Strategic Goal #3: How to reach it
    • shape internal communication culture to improve dialogue and share lessons more widely among regional and country Partners.
    • 25. integrate communications into programme activities from the start so that programmes generate and disseminate appropriate information both internally and externally.
    • 26. Knowledge sharing, strategic messages, advocacy & outreach
  • Knowledge-sharing (from the strategy)
    • develop products, services and platforms that make communication easier.
    • 27. link the Technical Committee more closely to other GWP knowledge streams (ToolBox, and Country and Regional Partnerships) and to cooperating Partners, including youth and education groups.
    • 28. produce practical guides, sharing lessons across countries and regions, and use appropriate communications methods for advocacy, feedback and monitoring results.
  • Develop Strategic Messages (from the strategy)
    • position the network in the broader development world and focus on reporting achievements (processes and activities that contribute)
    • 29. articulate and deliver messages to relevant and influential audiences such as donor partners, policy makers, the media and others who are strategic to achieving GWP’s mission.
  • Outreach & advocacy (from the strategy)
    • help people realise that sharing information between departments, regions and Partners strengthens the network and augments its contribution to the wider world.
    • 30. target messages to audiences outside the water community to build awareness and understanding of the importance of water for other sectoral users and abusers.
  • If we fail to reach #3…
    • GWP outcomes and achievements will not be understood
    • 31. Visibility of GWP reduced
    • 32. Role and mandate of GWP will be questioned by donors and others
    • 33. Vision and mission will not be realized
  • Communications as an equal partner
    “While policy research and formulation are given their due as tough, demanding areas of an organization’s work plan, communications is seen as ‘soft’. While program development and practice are seen as requiring expertise and the thoughtful consideration of best practices, communications is an ‘anyone can do it if you have to’ task. It is time to retire this thinking. Doing communications strategically requires the same investment of intellect and study as these other areas.”
  • 34. Integrated Communications Resources Management (ICRM!)
    Integration:
    Every workplan should have a communications component to it.
    Communication has impact when embedded from the start.
    Comms asks:
    Who are the audiences?
    What is the final product or output or outcome desired?
    Comms helps – throughout the program lifecycle – to shape the messages and products at the right time to the right stakeholders.
  • 35. Integrated Communications Resources Management (ICRM!)
    Comms function/officer should be part of workplan processes.
    Create a comms plan where you statehow communications is integrated with programmatic activities. Include a budget!
    Communications and knowledge sharing have the potential to strengthen fundraising.
    “The best programs, the most persuasive policy positions, the most worthy causes—are invisible if the messages that carry them into the world are not as strategically crafted as the programs and policies themselves.”
    -- Chronicle of Philanthropy, April 17, 2008
  • 36. COMMUNICATIONS
    For the entire life cycle of the programme
    Support formulation of:
    Strategic Goals
    Determine key actors to influence (and how) in:
    Monitor and Report on:
    Monitor and Report on:
    Work Plans
    Outcomes
    Activities
  • 37. Getting audiences right:Global entities
    Outcome 3a
    Global entities such as UN agencies, multi- and bi-laterals, and the corporate world are better informed through GWP knowledge dissemination about issues related to managing the world’s water resources.
  • 38. Getting audiences right:Regional and National Entities
    Outcome 3b
    Stakeholders, including governments, finance and planning ministries, NGOs, the private sector and youth, have better access to relevant and practical knowledge, and more capacity to share that knowledge.
  • 39. Getting audiences right:The GWP Network itself
    Outcome 3c
    GWP embeds a communications culture across the Partnership, and stakeholders at all levels take up strategic information and key messages.
  • 40. Getting audiences right
    • RWPs and CWPs should map main target groups and stakeholders with help from Partners. Keep database of Partners and stakeholders up-to-date.
    • 41. Extend GWP influence to the broader world of development - outside the water box.
    • 42. Maintain positive relationships through regular information (one way communication) and dialogue (two way communication) with those who are important to the success of GWP work.
  • GWP messages should be:
    • Clear: audiences should understand GWP’s value-added. Our contribution should be expressed with clarity (avoid jargon).
  • GWP messages should be:
    • Compelling: we work on an important issue: water. The issues are urgent so we need to communicate in a way that compels institutions and people to act.
  • GWP messages should be:
    • Credible: in telling of our successes, we need to be accurate so people have confidence in what we say. If we claim more than our due, we lose credibility.
  • GWP messages should be:
    • Creative: consider the most effective ways to present material. Visuals are essential (e.g., photos, video clips) and demand for interactivity is growing (e.g., blogs, RSS feeds, discussion forums).
  • Knowledge management and sharing
    The GWP network creates knowledge to be shared.
    • Generate and coordinate knowledge for the GWP IWRM ToolBox.
    • 43. Comms function/officer is preferable focal point of ToolBox activity, i.e., integrating comms and knowledge sharing with programme.
  • Knowledge management and sharing
    • Increase interregional sharing. Build relationships between regions.
    • 44. Keep information on technical expertise in your region updated (e.g., a list of experts to whom other regions and Secretariat could turn when needed). 
  • Segmented communications
    1 = one-page Briefing Note: clear, concise, strategic ‘take-home’ messages for top policy makers (e.g., ministerial/cabinet level), legislators and selected media.
    4 = four-page Policy Briefs: for senior policy makers with relevant portfolios, and civil society
    8 = eight-page Technical Briefs: for practitioners and implementers
    Background Papers for original research and in-depth scientific analysis for academic, think-tank and professional community
    Perspectives Paper
  • 45. Reporting outcomes and achievements
    Outcome Mapping, a performance management system, to…
    Plan
    Monitor
    Evaluate
    …activities and programmes.
  • 46. Reporting outcomes and achievements
    • Outcomes… changes in behaviour, policies, practices, and/or actions of boundary actors that can be plausibly linked to the activities and outputs of GWP.
    • 47. Activities… what we did that can be plausibly linked to outcomes.
    Our core activities: advocacy, faciliation, capacity-building, and knowledge creation/sharing
    Being able to articulate GWP’s achievements is critical to its ability to raise funds.
  • 48. IMPACT
    OUTCOMES
    OUTPUTS
    RESOURCES
    Strategic partners
    GWP team
    Boundary actors
    CONTROL
    Other actors and factors
    SUPPORT
    Ultimate beneficiaries
    CONCERN
  • 49. A framework for reporting:
    Who and what changed?
    Why did the change happen?
    Who or what contributed to the change?
    What evidence is there for the change?
    What were the unanticipated changes?
    What are the lessons learned?
    Report on activities insofar as they contribute to outcomes-results-impact.
  • 50. Best practice in reporting
    • Regular contact and relationship-building with Partners and CWPs.
    • 51. Stay informed about programmatic work (again, integration of comms with programme).
    • 52. Ask: who, what, where, when, and why?
    • 53. Explain context to the non-expert so significance of the outcome is understood.
  • Best practice in reporting
    • Transform technical content to easy-to-understand, non-jargon language for a wider audience.
    • 54. Comms people: storytellers and interpreters, not Minute-takers or scribes.
    • 55. A picture is worth a 1000 words!
    • 56. Translations of GWP material
    into critical languages
    • Reporting must be budgeted.
  • “When we achieve something and don’t report, our regions lose.”
    – A GWP Network Officer
  • 57. Events and media relations
    The communications people can only deliver if they are part of the event or programme from the start.
  • 58. Advocacy and media
    • Advocacy: helping shape the public agenda
    • 59. Convening power: neutral, multi-stakeholder platform
    • 60. Strengthen consciousness, commitment and action
    • 61. Know your stakeholders and champions. Nurture relations with decision makers, ministers, development planners, civil servants and media.
    • 62. Know your messages
    • 63. Know the target group and the desired change in perception and/or behaviour you want
  • Media Outreach
    • media (print, TV, radio, web, posters, brochures)
    • 64. Dialogues, forums, debates, awareness-raising seminars
    • 65. existing networks (religious groups, social movements, NGO networks, business associations)
    • 66. use of logos to give identity to the campaign
  • Best practice in media
    • Media are flooded with press releases daily. Better 10 relationships with journalists, than 1000 journalists in your database.
    • 67. Actively court media: invite to events, make phone calls, send releases and additional information.
    • 68. Organise educational events to which journalists are invited to learn more. This builds trust and may result in articles or references later on.
    • 69. News releases before and after meetings.
    • 70. Op-ed contributions.
  • Events
    • Map out what events GWP will or should participate in, and be strategic.
    • 71. Create exhibition material that can be reused to reduce costs.
    • 72. Make sure that your participation is communicated to Partners in the network beforehand, during the event, and report afterwards.
    • 73. Make sure that GWP is clearly recognized for the role it is playing, if any.
  • Global and regional cooperation
  • 74. Global and regional cooperation
    • Stockholm secretariat responsible for producing global publications and communications material.
    • 75. Regions provide information about regional and national activities on a regular basis to Stockholm secretariat so donors and other key audiences understand Network’s accomplishments.
    • 76. Regions are asked to disseminate information about GWP in the regions and countries (translations, local angle, etc.)
    • 77. Our network is our strength: RWPs are key “media outlets”—RWPs and CWPs are best positioned to get GWP visibility in regional and national media.
  • GWPO communication outputs
    • NewsFlow, monthly electronic newsletter
    • 78. Websites www.gwp.org and www.gwptoolbox.org
    • 79. GWP in Action Annual Report
    • 80. Technical Committee Background Papers, Policy and Technical Briefs
    • 81. Briefing notes (1 pager on one topic)
    • 82. Perspectives Paper
  • GWPO communication outputs
    • Information folders and brochures (in relation to events and activities)
    • 83. Power point presentations (conferences, events)
    • 84. Speeches
    • 85. Press releases
    • 86. Strategic documents such as Workplans, Strategy 2009-2013
  • GWP online services
  • Thank you!