Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario
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Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario

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A presentation by Caby Verzosa, Communication Advisor with the World Bank Institute on the Global Youth Anti-Corruption Forum in Brussels on 26 May 2010.

A presentation by Caby Verzosa, Communication Advisor with the World Bank Institute on the Global Youth Anti-Corruption Forum in Brussels on 26 May 2010.

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  • 1. + Mobilizing multi-Stakeholder Support through Strategic Communication A Case Scenario CabyVerzosa Communication Advisor World Bank Institute
  • 2. +The Global Youth Anti-Corruption Network A New Communication Challenge:  How to build multi-stakeholder support for the youth movement against corruption?
  • 3. + Five Communication Management Decisions  AUDIENCE  BEHAVIOR  MESSAGES  CHANNELS  EVALUATION
  • 4. + Communication Management Decisions Management Objective: MESSAGE AUDIENCE BEHAVIOR CHANNELS EVALUATION Take-away Supporting Message Data Cecilia C. Verzosa
  • 5. + AUDIENCE Whose support is critical to the success of the project/ program/policy reform?
  • 6. + BEHAVIOR What behaviors, if adopted, will help achieve the defined objectives?
  • 7. + MESSAGES What messages will influence people to support the project/ program/policy reform?
  • 8. + CHANNELS What channels of communication will reach these people and would be credible to them?
  • 9. + EVALUATION How will communication activities be monitored and evaluated ?
  • 10. + Policy Framework Social Norms Audience •knowledge •attitudes •beliefs •practices
  • 11. + Audiences  Primary audience: the person whose behavior programs would like to ultimately influence  Secondary audience: those who influence the primary audience to adopt or reject behaviors promoted by the program  Tertiary audience: those in positions of authority or influence over a large group of people
  • 12. + Targeting Strategies Unmovable Opponents Uncommitted Uncommitted Allies Hard-core opponents and and Involved Allies Uninvolved Minimal De- Minimal Activate Reinforce Minimal activate or persuasion persuasion persuasion convert Copyright © 2001 by Gary Orren
  • 13. + Power – Interest Matrix High “Advocates” “Players” High Interest, Low High Interest, High Power Power INTEREST “The Crowd” “Context-Setters” Low Interest, Low Low Interest, High Power Power Low Low POWER High
  • 14. + Behavior Action one would like the target audience to take to help the program achieve its goal.
  • 15. + Technical Message vs. Take-Away Message
  • 16. + Message Refers to the take-away message for a particular audience. A take-away message consists of the target audience’s response to the message received NOT the information given by the communicator.
  • 17. + The Take-Away Message. . . Good Take-Away Messages:  Focus on Stakeholders’ Needs  Target Stakeholder Beliefs or Opinions  Are Culturally Sensitive Answer the Stakeholder’s question: What does this have to do with me?  Are memorable: simple, focused and concise
  • 18. + Supporting Data Refers to information the communicator uses to persuade audiences that adoption of the behavior benefits them.
  • 19. + Channels of Communication Various means of relaying messages - via face-to-face meetings, radio, TV, group sessions, individual counseling sessions.
  • 20. + Evaluation Indicators of success of communication activities in achieving changes in knowledge, attitudes, beliefs, and practices.
  • 21. + Communication Management Decisions Management Objective: MESSAGE AUDIENCE BEHAVIOR CHANNELS EVALUATION Take-away Supporting Message Data Cecilia C. Verzosa
  • 22. + Group Work  Using the communication decision template, identify audiences/stakeholders whose support is critical to implementing procurement reform  Group A: Target audience – Youth  Group B: Target audience – Government
  • 23. + Developing a Communication Strategy Five Communication Management Decisions Management Objective 1: How to use music to persuade other youth to join the Anti-corruption Movement? MESSAGE AUDIENCE BEHAVIOR CHANNELS EVALUATION Take-away Supporting Message Data Young People (Ages 18 – 35) in your country
  • 24. + Developing a Communication Strategy Five Communication Management Decisions Management Objective 2: How to use music to initiate a dialogue with the government about the effects of corruption on the youth? MESSAGE AUDIENCE BEHAVIOR CHANNELS EVALUATION Take-away Supporting Message Data Government
  • 25. + Reporting
  • 26. + Lessons Learned
  • 27. + Lessons Learned