Intro to program communications

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Intro to program communications

  1. 1. Che SaretCommunications Specialist AusAID Manila
  2. 2. I. An Introduction to Program CommunicationsII. Developing a Communications & Advocacy (C&A) Strategy for ProgramsIII. Case Studies
  3. 3. Program-Based ApproachProgram• an integrated set of activities designed to achieve a related set of outcomes in a relatively comprehensive wayProgram-based approach (PBA)• a framework governing the relationship between a donor (AusAID) and a partner (MCW) receiving and utilising development funding in a way that is as administratively efficient and most likely to maximise development benefits as possible.
  4. 4. PBA & Communications Getting ownership right A rights-based approach PBA Getting accountability right Communicating for, not just about, results
  5. 5. Communication Components
  6. 6. Communication Models ASSESSMENT •Situation Report COMMUNICATION ANALYSIS •Problem Analysis Evaluation •Behaviour Analysis •Participant Analysis •Communication Channel Analysis *Communication ACTION Research and Objectives •Implement Plan Monitoring * Evaluation Indicators * Message & Material DESIGN STRATEGY Development PLAN * Pre-testing & Revisions •Advocacy * Materials Dissemination •Social Mobilization & Training Plan •Behaviour Development * M&E Plan Select/ Determine Communication * Plan of Action * Strategies/ Activities •Partners/ Roles •Channels •Approach, Appeal, Ton e ACADA Model developed by UNICEF
  7. 7. Communication Models P Process developed for the Population Communication Services Project of Johns Hopkins Bloomberg School of Public Health
  8. 8. Communication Models COMBI Approach 1. State Overall Goal 2. State Expected Behavioural Results / Objectives 3. Conduct Situational “Market” Analysis vis-à-vis Precise Behavioural Result - SWOT, market segmentation - consumer need/want/desire, cost, convenience - positioning, “competitors” - communication situation/issues… 4. Present an overall strategy for achieving stated behavioural results 5. Present the COMBI plan of action 6. Management : Describe structure for managing the implementation 7. Monitoring 8. Impact assessment 9. Scheduling (Calendar/Timeline/Implementation Plan) 10. Budget - Used by WHO’s Communicable Diseases Programme
  9. 9. Basic Advocacy Concepts• Strategic actions with the objective of influencing decision makers/stakeholders to take action to deliver change• Upstream engagement, lobbying, public relations, policy development, awareness raising, empowerment, social mobilization, campaigning, media work and communications can all be terms for advocacy work.• Deliberate mapped process• Based on evidence
  10. 10. Advocacy and CommunicationsCommunication must be seen as the key tool toobtain your advocacy objective. Advocacy : the what Communication: the how avoid ad hoc messages have a starting and exit strategy continuity if the objective changes explain why
  11. 11. 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 bepassed through me or anybody. I am not a leader.Messenger. The words of the songs, not the person, is whatattracts people.”
  12. 12. Key Questions1. What do we ask? - situation analysis/ environmental scan - choosing the advocacy priorities - program objective / policy ask2. Who can deliver it? - stakeholder analysis (allies, fence sitters, resistors) - mapping stakeholders’ interest, influence, importance - pick only a few targets to direct energy & focus - pick the ones that might influence each other - pick the ones you have the ability to influence - mapping targets - target audience
  13. 13. Key Questions 3. What must they hear? - evidence-based messages for a specific audience - program objectives vs communication objectives The message is the overarching theme that holds an entire advocacy strategy together. The clarity of the message is as important as the choice of medium. 4. Who from? - choosing messengers strategically 5. How can we make sure they hear it? - channels / touchpoints - identify entry points / opportunities
  14. 14. Key Questions6. What do we have? - recognize capacities and gaps - maximize resources7. What do we need? - credibility, skills, effective coordination and leadership - strong capacity to generate and communicate info - ability to assess risks - capacity to work with people, bottom-up approach - partners and networks to form a broad base for advocacy - resources8. How do we begin to take action? - set goals and interim outcomes & develop an action plan9. How can we tell if it’s working? - measuring activities, outcomes, goals, impacts - what worked well, what did not, what must be improved - what lessons are drawn for next time, what messages resonated
  15. 15. “Great communicators have anappreciation for positioning. They understand the people they’re trying to reach and what they can and can’t hear. They send theirmessage in through an open door rather than trying to push it through a wall.” John Kotter (Professor at Harvard Business School)

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