Presentation to DevCom Working Group Meeting
Paris, 6 February 2009

Peter da Costa
OECD Consultant
peter.dacosta@gmail.co...
Road Map…
 Results being taken seriously
 Communicating for and about
Results
 Common Cause
 Key Challenges
 Defining...
Results being taken seriously…

 Growing emphasis on managing for
  results
 Growing recognition of
  communication
 Ev...
Still some way to go…
 Effective ways to communicate
  results not yet found
 Challenge is threefold:
   Coming up with...
Communicating about results (1)

 ‘Corporate communication’
 Aimed at communicating that aid is
  working
 Seeks to str...
Communicating about results (2)

 Most agency communicators have
  this in their mandate
 Pressure on emerging donors wi...
Communicating for results (1)

 ‘Communication for
  Development’ or ‘Strategic
  Communication’
 Tool as well as proces...
Communicating for results (2)

 1/3 integrate communication in dev.
  projects/programs
 10% have formal communication
 ...
Setting of goals,
                      agreeing on targets and
                             strategies
Communicating     ...
Common Cause…
 MfDR & Communication linked
 Both use evidence to convey
  progress
 Attribution is key to both
 Collab...
Key Challenges (1)
   Multiplicity of aid modalities
   Results culture underdeveloped
   Data not easily available
  ...
Key Challenges (2)
   Communication seen as ‘downstream’
   Departments could collaborate better
   Communication seen ...
Defining results(1)
 Lack of common understanding
 Results = output, outcome or impact
 Medium, long-term hard to nail ...
Defining results(2)
   Quantitative information templates
   Identifying success stories
   Supply-demand, upstream-dow...
Way Forward: Key Principles
 Use full range of available tools
 View communication as ‘upstream’
 Emphasise common grou...
Way Forward: Success Factors
 Senior management
  commitment
 Clear mandate = funding +
  impact
 Right incentives for ...
What can Bilateral Donors do?
 Improve quality of stats, evidence
 Ensure demand orientation
 Keep objectives measurabl...
What can Multilateral Donors do?

 Communicate development
  as global public good
 Invest in developing good
  practice...
What can Partner Countries do?

 Ensure strong ownership by
  putting in place the
  foundations
 Accra provides momentu...
What can Communicators do?
 Recognise complexity of MfDR/RBM
 Be pragmatic – start with the believers
 Strike balance b...
What can Aid Managers do?
 Involve communicators in
  producing annual results
  reports
 Design templates that help tel...
What can Evaluators do?
 Communication evaluation an
  emerging field
 Look for ways to forge synergy
 Integrate commun...
Presentation to DevCom Working Group Meeting
Paris, 6 February 2009


Peter da Costa
OECD Consultant
peter.dacosta@gmail.c...
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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.

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

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Managing for and Communicating Development Results

  1. 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. 2. Road Map…  Results being taken seriously  Communicating for and about Results  Common Cause  Key Challenges  Defining Results  Way Forward
  3. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 16. Way Forward: Success Factors  Senior management commitment  Clear mandate = funding + impact  Right incentives for sharing results info
  17. 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. 18. What can Multilateral Donors do?  Communicate development as global public good  Invest in developing good practice  Develop unified accounting framework
  19. 19. What can Partner Countries do?  Ensure strong ownership by putting in place the foundations  Accra provides momentum  Strengthen domestic accountability mechanisms
  20. 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. 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. 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. 23. Presentation to DevCom Working Group Meeting Paris, 6 February 2009 Peter da Costa OECD Consultant peter.dacosta@gmail.com THANK YOU!

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