This communication strategy aims to address challenges in South Africa's efforts to reduce drug use. Previous government attempts have failed due to a lack of coordinated communication across departments. The strategy adopts a participatory approach and hybrid format drawing from international best practices. It reintroduces objectives and criteria to support elevating the fight against drugs as a development priority in South Africa.
MARKETING COMMUNICATION PLAN
Case DNA Finland Ltd: How to Gain More Russian Prepaid
Subscription Customers?
Lahti University of Applied Sciences
Degree Programme in International Business
JENNI-MARI LAITINEN: Marketing Communication Plan
Case DNA Finland Ltd: How to Gain
More Russian Prepaid Subscription
Customers?
Thesis for International Business 61 pages, 5 appendixes
Spring 2009
ABSTRACT
This thesis is about marketing communications. The objective is to define the
parts, which especially need to be considered in the functional and cost-effective
promotion planning process, and then apply these features to the case company’s
plan. The research question tries to solve the problem on what the case company
must observe in their promotion process when trying to gain more Russian
prepaid subscription customers.
The study is divided into theoretical and empirical parts. The theory part
introduces marketing on a general level; marketing planning, the marketing mix,
the 4P model and the basics of the marketing communication. Promotion planning
is handled stage-by-stage by using the MCPF theory. The empirical part applies
theory to practice by developing a marketing communication plan for the case
company.
The research offers feasible ideas to accomplish promotion towards the target
segment. Therefore it is not to be a precise and detailed plan. Only prepaid
subscriptions and consumers are handled.
The qualitative study consists of multiple methods. The information is gathered
widely from different marketing and marketing communication textbooks,
magazine articles, web pages and by interviewing representatives of the case
company.
Marketing communication planning process is a versatile process, which requires
many resources from the company in order to be executed successfully. This study
offers the theoretical framework and an empirical paradigm for the person who
operates with marketing communication process. The result of the study is the
marketing communication plan for the case company. It helps the implementation
of the planning process and offers comprehensive information about the subject.
MARKETING COMMUNICATION PLAN
Case DNA Finland Ltd: How to Gain More Russian Prepaid
Subscription Customers?
Lahti University of Applied Sciences
Degree Programme in International Business
JENNI-MARI LAITINEN: Marketing Communication Plan
Case DNA Finland Ltd: How to Gain
More Russian Prepaid Subscription
Customers?
Thesis for International Business 61 pages, 5 appendixes
Spring 2009
ABSTRACT
This thesis is about marketing communications. The objective is to define the
parts, which especially need to be considered in the functional and cost-effective
promotion planning process, and then apply these features to the case company’s
plan. The research question tries to solve the problem on what the case company
must observe in their promotion process when trying to gain more Russian
prepaid subscription customers.
The study is divided into theoretical and empirical parts. The theory part
introduces marketing on a general level; marketing planning, the marketing mix,
the 4P model and the basics of the marketing communication. Promotion planning
is handled stage-by-stage by using the MCPF theory. The empirical part applies
theory to practice by developing a marketing communication plan for the case
company.
The research offers feasible ideas to accomplish promotion towards the target
segment. Therefore it is not to be a precise and detailed plan. Only prepaid
subscriptions and consumers are handled.
The qualitative study consists of multiple methods. The information is gathered
widely from different marketing and marketing communication textbooks,
magazine articles, web pages and by interviewing representatives of the case
company.
Marketing communication planning process is a versatile process, which requires
many resources from the company in order to be executed successfully. This study
offers the theoretical framework and an empirical paradigm for the person who
operates with marketing communication process. The result of the study is the
marketing communication plan for the case company. It helps the implementation
of the planning process and offers comprehensive information about the subject.
Computational Modelling of Public PolicyReflections on Prac.docxmccormicknadine86
Computational Modelling of Public Policy:
Reflections on Practice
Nigel Gilbert1, Petra Ahrweiler2, Pete Barbrook-Johnson1, Kavin
Preethi Narasimhan1, Helen Wilkinson3
1Department of Sociology, University of Surrey Guildford, GU2 7XH United Kingdom
2Institute of Sociology, Johannes Gutenberg University Mainz, Jakob-Welder-Weg 20, 55128 Mainz, Germany
3Risk
Solution
s, Dallam Court, Dallam Lane, Warrington, Cheshire, WA2 7LT, United Kingdom
Correspondence should be addressed to [email protected]
Journal of Artificial Societies and Social Simulation 21(1) 14, 2018
Doi: 10.18564/jasss.3669 Url: http://jasss.soc.surrey.ac.uk/21/1/14.html
Received: 11-01-2018 Accepted: 11-01-2018 Published: 31-01-2018
Abstract: Computational models are increasingly being used to assist in developing, implementing and evalu-
ating public policy. This paper reports on the experience of the authors in designing and using computational
models of public policy (‘policy models’, for short). The paper considers the role of computational models in
policy making, and some of the challenges that need to be overcome if policy models are to make an e�ec-
tive contribution. It suggests that policy models can have an important place in the policy process because
they could allow policy makers to experiment in a virtual world, and have many advantages compared with
randomised control trials and policy pilots. The paper then summarises some general lessons that can be ex-
tracted from the authors’ experiencewith policymodelling. These general lessons include the observation that
o�en themain benefit of designing andusing amodel is that it provides anunderstanding of the policy domain,
rather than the numbers it generates; that care needs to be taken that models are designed at an appropriate
level of abstraction; that although appropriate data for calibration and validation may sometimes be in short
supply, modelling is o�en still valuable; that modelling collaboratively and involving a range of stakeholders
from the outset increases the likelihood that the model will be used and will be fit for purpose; that attention
needs to be paid to e�ective communication betweenmodellers and stakeholders; and thatmodelling for pub-
lic policy involves ethical issues that need careful consideration. The paper concludes that policy modelling
will continue to grow in importance as a component of public policy making processes, but if its potential is to
be fully realised, there will need to be amelding of the cultures of computationalmodelling and policymaking.
Keywords: Policy Modelling, Policy Evaluation, Policy Appraisal, Modelling Guidelines, Collaboration, Ethics
Introduction
1.1 Computationalmodels have been used to assist in developing, implementing and evaluating public policies for
at least three decades, but their potential remains to be fully exploited (Johnston & Desouza 2015; Anzola et al.
2017; Barbrook-Johnson et al. 2017). In this paper, using a selection of examples of ...
Running Head DEVELOPING COMMUNICATIONS POLICY11Dev.docxtodd271
Running Head: DEVELOPING COMMUNICATIONS POLICY 11
Developing Communications Policy
Argosy University
September 20, 2018
Developing A Communication Policy
If the policy defines the values of the organization, it exercises the same time some control over the free flow of information for ensure the consistency of the image of the company. It will be the reference tool to avoid slippage both in normal times and when the image will be poorly known or abused. The communication policy will try to manage the flow of communication which circulates both internally and internally to the external of a organization. It is intended for all staff who must adapt their behavior to the policies and practices described in the policy. Otherwise, everyone could give free rein to his impulses or his imagination and freedom of expression may lead to cacophony resulting in a blurred image of the organization. Politics becomes a communications management guide. It reinforces the feeling internal membership and standardizes the way in which the company communicates with his environment. A communication policy does not support any exceptions. The components of the organization must be mobilized to build and project a unique image. We propose in this book the steps to be taken to build a coherent communication policy. We have collected a large number of public, parastatal or private enterprise policies to realize that each company builds its policy according to his own needs. Some companies have a duty to communicate information because of their public status or their legal obligations. Others understood that it was essential to in full knowledge of a reference framework to manage their speech in the public square. This book describes all the steps involved in the preparation, drafting and implementation of a communication policy (Mansell, R. 2014). He proposes a set of principles and guidelines around which to develop any communication policy. This book is for people who want to understand what communication policy, why it is necessary in any company and how it is articulated. Professionals called to build such a policy can draw inspiration from it to know both the steps to be taken and what each of these steps should contain. He proposes models concrete communication policies and ways to make them operational.
In various work settings there are various aspects that surround the respective work environment. One of the major aspects which is usually at the core is the workforce or rather the employees. Thus it is imperative that courtesy and consideration is upheld in a working environment in order for business to run as effectively as possible. In a working environment where an effective communications policy has been developed there are various in which employees carry themselves in order to ensure maximum effectiveness these include striving to uphold a civil work environment which implies that no vulgarities, shouting or yelling or shouting at the workplac.
This paper’s objective is to present the importance of the strategic planning in business management. Speaking of strategic planning is always speaking in general terms and how to fix paths of behavior will necessarily affect deeply and significantly in the future evolution of the company or organization that adopts it. Today we think of the organization as part of an environment and in terms of options or choices based on what you have, of its surroundings and the opportunities or pathways that can lead to achieving the objective, (Garrido, 2009). For this work the method used was a bibliographical review of relevant articles from a range of authors was conducted. The conclusions were that the be properly analyzed and adapted to the precise conditions and characteristics of the small business or, more generally, to any type of business for which the planning is intended. Strategic planning brings multiple benefits (which exceed its disadvantages) if applied in the right way, however, there are inherent risks, which can be overcome with proper monitoring and control.
This draft paper outlines key issues and provides insights on implementing cross agency initiatives.
Delegates are invited to comment on the draft paper and reflect on the concluding questions for
discussion.
c PJM6610 Foundations of Project Business Analysis.docxbartholomeocoombs
c
PJM6610 Foundations of Project Business Analysis
Prof. Johan Roos
Signature Assignment 1
Planning for Elicitation Assignment
Signature Assignment: Planning for Elicitation
By Group:
Mustafa Uzun, Shraddha Sherekar, Vikitha Veera
Content
1. An overview ……..………………….……………………………………………………………32. Elicitation plan ………………………………………..…………………………………………43. Project plan ……………………...…………….…………………………………………………54. References….…………………………………………………………………………………..…6
1. An Overview
Skype. It has a substantial market share (and mindshare), many people use it daily, yet nearly every core component of the program is seen as being out of date. The Skype corporation has been operating online for more than 20 years, and by spreading the word about its ability to make audio and video conversations via the internet instead of over the phone, it has grown its subscriber base.
Surveys, focus groups with observation, and floating questionnaires to clients who have used this product at least once are the finest ways to learn about the present status of the business and, consequently, the main product offering. It can be very helpful to identify the target audience and to provide useful inputs that could help define a future state for the product. Data obtained from online surveys through various e-commerce platforms with which the company has partnerships, data obtained from social media channels, and data from websites. Locals can provide insightful information that will serve as clear prompts for the company's R&D team as they plot the course for upcoming innovations or enhancements to current products.
Customer and influencer marketing-provided product evaluations are another crucial metric that may assist a business discover what consumers like and dislike about a product, as well as how they perceive its value, quality, and ability to effectively clean their teeth, among other things. The basic problem that the Skype team must overcome may be understood through root cause and opportunity analysis. Understanding the present situation of the product and the business may be accomplished with the use of this knowledge together with data from real surveys and website visitors.
2. Elicitation Plan
Elicitation Techniques:
1. Survey/Questionnaire
Stakeholders including end-users are presented with a series of questions over a survey or a questionnaire to help quantify their opinions. Following the gathering of the responses here, data is evaluated to determine the stakeholders' areas of focus that need improvement. High priority risks should be the basis for questions. Direct and clear questions are best. Closed-ended questions will help us focus on areas that we know need improvement while open-ended ones will help us comprehend what we may have overlooked.
Advantage:
The benefit of following this process is that data from a broad audience is simple to obtain and time taken to receive participants' re.
Computational Modelling of Public PolicyReflections on Prac.docxmccormicknadine86
Computational Modelling of Public Policy:
Reflections on Practice
Nigel Gilbert1, Petra Ahrweiler2, Pete Barbrook-Johnson1, Kavin
Preethi Narasimhan1, Helen Wilkinson3
1Department of Sociology, University of Surrey Guildford, GU2 7XH United Kingdom
2Institute of Sociology, Johannes Gutenberg University Mainz, Jakob-Welder-Weg 20, 55128 Mainz, Germany
3Risk
Solution
s, Dallam Court, Dallam Lane, Warrington, Cheshire, WA2 7LT, United Kingdom
Correspondence should be addressed to [email protected]
Journal of Artificial Societies and Social Simulation 21(1) 14, 2018
Doi: 10.18564/jasss.3669 Url: http://jasss.soc.surrey.ac.uk/21/1/14.html
Received: 11-01-2018 Accepted: 11-01-2018 Published: 31-01-2018
Abstract: Computational models are increasingly being used to assist in developing, implementing and evalu-
ating public policy. This paper reports on the experience of the authors in designing and using computational
models of public policy (‘policy models’, for short). The paper considers the role of computational models in
policy making, and some of the challenges that need to be overcome if policy models are to make an e�ec-
tive contribution. It suggests that policy models can have an important place in the policy process because
they could allow policy makers to experiment in a virtual world, and have many advantages compared with
randomised control trials and policy pilots. The paper then summarises some general lessons that can be ex-
tracted from the authors’ experiencewith policymodelling. These general lessons include the observation that
o�en themain benefit of designing andusing amodel is that it provides anunderstanding of the policy domain,
rather than the numbers it generates; that care needs to be taken that models are designed at an appropriate
level of abstraction; that although appropriate data for calibration and validation may sometimes be in short
supply, modelling is o�en still valuable; that modelling collaboratively and involving a range of stakeholders
from the outset increases the likelihood that the model will be used and will be fit for purpose; that attention
needs to be paid to e�ective communication betweenmodellers and stakeholders; and thatmodelling for pub-
lic policy involves ethical issues that need careful consideration. The paper concludes that policy modelling
will continue to grow in importance as a component of public policy making processes, but if its potential is to
be fully realised, there will need to be amelding of the cultures of computationalmodelling and policymaking.
Keywords: Policy Modelling, Policy Evaluation, Policy Appraisal, Modelling Guidelines, Collaboration, Ethics
Introduction
1.1 Computationalmodels have been used to assist in developing, implementing and evaluating public policies for
at least three decades, but their potential remains to be fully exploited (Johnston & Desouza 2015; Anzola et al.
2017; Barbrook-Johnson et al. 2017). In this paper, using a selection of examples of ...
Running Head DEVELOPING COMMUNICATIONS POLICY11Dev.docxtodd271
Running Head: DEVELOPING COMMUNICATIONS POLICY 11
Developing Communications Policy
Argosy University
September 20, 2018
Developing A Communication Policy
If the policy defines the values of the organization, it exercises the same time some control over the free flow of information for ensure the consistency of the image of the company. It will be the reference tool to avoid slippage both in normal times and when the image will be poorly known or abused. The communication policy will try to manage the flow of communication which circulates both internally and internally to the external of a organization. It is intended for all staff who must adapt their behavior to the policies and practices described in the policy. Otherwise, everyone could give free rein to his impulses or his imagination and freedom of expression may lead to cacophony resulting in a blurred image of the organization. Politics becomes a communications management guide. It reinforces the feeling internal membership and standardizes the way in which the company communicates with his environment. A communication policy does not support any exceptions. The components of the organization must be mobilized to build and project a unique image. We propose in this book the steps to be taken to build a coherent communication policy. We have collected a large number of public, parastatal or private enterprise policies to realize that each company builds its policy according to his own needs. Some companies have a duty to communicate information because of their public status or their legal obligations. Others understood that it was essential to in full knowledge of a reference framework to manage their speech in the public square. This book describes all the steps involved in the preparation, drafting and implementation of a communication policy (Mansell, R. 2014). He proposes a set of principles and guidelines around which to develop any communication policy. This book is for people who want to understand what communication policy, why it is necessary in any company and how it is articulated. Professionals called to build such a policy can draw inspiration from it to know both the steps to be taken and what each of these steps should contain. He proposes models concrete communication policies and ways to make them operational.
In various work settings there are various aspects that surround the respective work environment. One of the major aspects which is usually at the core is the workforce or rather the employees. Thus it is imperative that courtesy and consideration is upheld in a working environment in order for business to run as effectively as possible. In a working environment where an effective communications policy has been developed there are various in which employees carry themselves in order to ensure maximum effectiveness these include striving to uphold a civil work environment which implies that no vulgarities, shouting or yelling or shouting at the workplac.
This paper’s objective is to present the importance of the strategic planning in business management. Speaking of strategic planning is always speaking in general terms and how to fix paths of behavior will necessarily affect deeply and significantly in the future evolution of the company or organization that adopts it. Today we think of the organization as part of an environment and in terms of options or choices based on what you have, of its surroundings and the opportunities or pathways that can lead to achieving the objective, (Garrido, 2009). For this work the method used was a bibliographical review of relevant articles from a range of authors was conducted. The conclusions were that the be properly analyzed and adapted to the precise conditions and characteristics of the small business or, more generally, to any type of business for which the planning is intended. Strategic planning brings multiple benefits (which exceed its disadvantages) if applied in the right way, however, there are inherent risks, which can be overcome with proper monitoring and control.
This draft paper outlines key issues and provides insights on implementing cross agency initiatives.
Delegates are invited to comment on the draft paper and reflect on the concluding questions for
discussion.
c PJM6610 Foundations of Project Business Analysis.docxbartholomeocoombs
c
PJM6610 Foundations of Project Business Analysis
Prof. Johan Roos
Signature Assignment 1
Planning for Elicitation Assignment
Signature Assignment: Planning for Elicitation
By Group:
Mustafa Uzun, Shraddha Sherekar, Vikitha Veera
Content
1. An overview ……..………………….……………………………………………………………32. Elicitation plan ………………………………………..…………………………………………43. Project plan ……………………...…………….…………………………………………………54. References….…………………………………………………………………………………..…6
1. An Overview
Skype. It has a substantial market share (and mindshare), many people use it daily, yet nearly every core component of the program is seen as being out of date. The Skype corporation has been operating online for more than 20 years, and by spreading the word about its ability to make audio and video conversations via the internet instead of over the phone, it has grown its subscriber base.
Surveys, focus groups with observation, and floating questionnaires to clients who have used this product at least once are the finest ways to learn about the present status of the business and, consequently, the main product offering. It can be very helpful to identify the target audience and to provide useful inputs that could help define a future state for the product. Data obtained from online surveys through various e-commerce platforms with which the company has partnerships, data obtained from social media channels, and data from websites. Locals can provide insightful information that will serve as clear prompts for the company's R&D team as they plot the course for upcoming innovations or enhancements to current products.
Customer and influencer marketing-provided product evaluations are another crucial metric that may assist a business discover what consumers like and dislike about a product, as well as how they perceive its value, quality, and ability to effectively clean their teeth, among other things. The basic problem that the Skype team must overcome may be understood through root cause and opportunity analysis. Understanding the present situation of the product and the business may be accomplished with the use of this knowledge together with data from real surveys and website visitors.
2. Elicitation Plan
Elicitation Techniques:
1. Survey/Questionnaire
Stakeholders including end-users are presented with a series of questions over a survey or a questionnaire to help quantify their opinions. Following the gathering of the responses here, data is evaluated to determine the stakeholders' areas of focus that need improvement. High priority risks should be the basis for questions. Direct and clear questions are best. Closed-ended questions will help us focus on areas that we know need improvement while open-ended ones will help us comprehend what we may have overlooked.
Advantage:
The benefit of following this process is that data from a broad audience is simple to obtain and time taken to receive participants' re.
1
Stakeholder Involvement In Evaluation Planning
Student Name
Institution Name
Course Number
Due Date
Faculty Name
Topic: Stakeholder Involvement In evaluation Planning
Stakeholders are the people that are at stake on the evaluation. They are individuals that have interest in or are impacted by evaluation and its results. I would consider involving stakeholders in health program planning. Stakeholders have the ability to provide ideas and aidin the creation of potential solutions (Ferreira,et al., 2020). In most cases stakeholders are from various backgrounds; they therefore look at issues from various perspectives.this allows opposing viewpoints to be expressed and also discussed. Engaging stakeholders from the planning stage, maximizes the chance of project success through the final execution. They may as well aid in preventing unforeseen problems (Michnej, & Zwolinski, 2018). They have a great influence on the community of animal lovers, thus it is imperative to have an advocate instead of an adversary.
I would consider facilitating stakeholder’s involvement through maintaining open communication. The stakeholders need to be updated on the organization’s core purpose. It is essential to be consistent in the messages, and use them to show employees how they fit in the plan as well as how their contributions have aided in shaping the decisions made (Smith, 2017). Individuals that know what is expected as well as how they contribute tend to be more engaged and committed in comparison to those that do not. It is essential to ensure that the stakeholders know where they fit in. engaging employees in the planning process aids in building ownership in the firm.
References
Ferreira, V., Barreira, A. P., Loures, L., Antunes, D., & Panagopoulos, T. (2020). Stakeholders’ engagement on nature-based solutions: A systematic literature review. Sustainability, 12(2), 640.
Michnej, M., & Zwoliński, T. (2018). The role and responsibility of stakeholders in the planning process of the sustainable urban mobility in the city Krakow. Transport Economics and Logistics, 80, 159-167.
Smith, P. A. (2017). Stakeholder engagement framework. Information & Security, 38, 35-45.
TOPIC: Strategies and Ethics
As the director of the local public health department, you are preparing to conduct a town hall presentation. In it you will communicate the direction of the strategic plan. Your audience will include collaborative partners (invested stakeholders) such as academicians, health professionals, state health department staff, representatives from affected communities, and representatives from nongovernmental organizations.
Recall that your Stakeholder Involvement in Evaluation Planning discussion in Unit 5 reviewed the planning and evaluation cycle (Figure 11-1 in your textbook). In addition, in that discussion you explained where in the cycle and how you would seek stakeholder involvement in evaluation planning. The town hall presentation is on ...
Evaluation has been identified as a hot topic in theory of media relations and public relation, and hence, a number of practices have been conducted by researchers for providing evidence regarding the key contributions of a specific campaign. In addition to this, scholars of public relations have been seen arguing that as an industry, media relations has not reached full scope of maturity. In this context, measurement and evaluation have been identified as significant elements in the increased level of professionalism across the field (Coffman, 2003).
There has been achievement of varying record of success by media campaigns in impacting pro- social and health behaviour as highlighted by the diversified range of cases. Implementing and designing effective campaigns hold the requirement of disciplined approach in which the team of campaign performs a thorough analysis of the situations (Park, 2014). This helps in the development of pragmatic and theory- based strategic plan, while implementing the placement and creation of messages with respect to principles of practices in effective media campaign. In addition to this, diligent efforts are required for the enhancement of relationship at work between the evaluators and designers of campaign in comparison with creative professionals responsible for the translation of concepts within messages (Coffman, 2002).
[MDD04] for Publication_ Re-introducing the Fight Against Drugs - A Communication Strategy
1. 1
Adrian Baillie-Stewart
Keywords: communication strategy, fight against drugs, drugs in society,
participatory communication paradigm, high-level strategic proposal,
development challenge drugs, hybridised format.
Abstract: This communication strategy adopts its purpose and intent from
conclusions derived in the prior completed research paper, Campaign
Comparisons: Why TB Health Trumps the Fight Against Drugs on South
Africa’s Development Agenda (Baillie-Stewart, 2015). The South African
Government’s prior efforts to battle the prevalence of drugs, have proved
to be unsuccessful. This was attributed to the absence of an integrated and
co-ordinated communications (core) function that overarched the
combined efforts of the various South African Government departments,
civil society institutions and non-profit organisations. The reintroduced
Fight Against Drugs communication strategy is firmly situated within a
participatory communication paradigm. The Fight Against Drugs
communication strategy is a high-level strategic proposal that employs a
hybridised format of recommended international best-practices that
adequately address the complex Fight Against Drugs development
challenge South Africa. The Fight Against Drugs communication strategy
successfully reintroduces a revised set of objectives and criteria to
adequately support the ongoing Fight Against Drugs which ought to be
promoted to a top priority on the South African development agenda.
Author
Information:
Director/founder — Content Strategics (Pty) Ltd.
Media and communications consultant, social media and online content
manager, media researcher, retired photographer and photojournalist.
Part-time (mid-career) postgraduate student (MA Journalism) at
Stellenbosch University, South Africa.
2. 2
CONTENTS
CONTENTS
............................................................................................................................................................
2
INTRODUCTION
..................................................................................................................................................
3
DEVELOPMENT
—
DEFINITION
AND
PARADIGM
....................................................................................
3
DEVELOPMENT
DEFINITION
.................................................................................................................................................
3
DEVELOPMENT
PARADIGM
...................................................................................................................................................
4
REINTRODUCING
THE
FIGHT
AGAINST
DRUGS
—
A
COMMUNICATION
STRATEGY
.....................
4
THE
FIGHT
AGAINST
DRUGS
IS
BY
NO
MEANS
WON
......................................................................................................
4
COMMUNICATION
STRATEGY
—
A
PROPOSED
SOLUTION
TO
A
“BUNDLE
OF
PROBLEMS”
......................................
6
REINTRODUCING
THE
FIGHT
AGAINST
DRUGS
COMMUNICATION
STRATEGY
—
SETTING
OUT
THE
STRATEGIC
CRITERIA
...................................................................................................................
7
NATURE
OF
THE
DEVELOPMENT
CHALLENGE
.................................................................................................................
7
REINTRODUCING
NEW
OBJECTIVES
AND
CRITERIA
..............................................................................
8
GET
EVERYBODY
ROUND
THE
TABLE
—
KEY
STAKEHOLDERS
MEET
.........................................................................
8
THE
GOLDEN
THREAD
WOVEN
THROUGH
EVERYTHING
—
COMMUNICATION
STAKEHOLDER/S
.........................
8
PROPOSED
BROADER
STAKEHOLDER-‐NUCLEUS
...............................................................................................................
9
ROLES
OF
BROADER
STAKEHOLDER-‐NUCLEUS
..............................................................................................................
10
GEOGRAPHIC
AND
DEMOGRAPHIC
FOCUS
.......................................................................................................................
10
KEY
MESSAGES
.....................................................................................................................................................................
11
KEY
TARGET
AUDIENCES
...................................................................................................................................................
12
DATA
GATHERING
FRAMEWORK
—
RESULTS-‐BASED
MANAGEMENT
......................................................................
12
FUNDING
BUDGET
...............................................................................................................................................................
13
MONITORING
AND
EVALUATION
—
CRITERIA
...............................................................................................................
14
TIMELINE
..........................................................................................................................................................
15
CONCLUSION
....................................................................................................................................................
16
ENDNOTES
........................................................................................................................................................
17
REFERENCES
.....................................................................................................................................................
18
3. 3
INTRODUCTION
As a natural progression, this paper adopts its purpose and intent from conclusions derived in
the research paper, Campaign Comparisons: Why TB Health Trumps the Fight Against Drugs
on South Africa’s Development Agenda (Baillie-Stewart, 2015). Contained within that paper’s
research findings, the following conclusion is articulated (Baillie-Stewart 2015, p. 12, emphasis
mine):
… Although the TB Health campaign is a lot stronger than the Building a Drug Free Society
campaign, both campaigns nevertheless do suggest many shortcomings in the strategic
communications approach that was adopted by each. Next time around, with a decidedly more
holistic approach to be taken—and stronger compliance in accordance with advocated
theoretical methods for strategic communications to be taken—improvement in
communications strategies for both campaigns is possible.
Consequently, for this paper, the author has chosen to focus on the design and presentation of a
communication strategy that will address the primary challenges that were evident in the
weaker of the two development objectives exposed in the former cited research — namely,
that of the Building a Drug Free Society campaign.
The communication strategy will include relevant key-components that would also be
commonly found in more generic-type project proposals.
Next, the author will provide a necessary, but succinct (contextually relevant) series of
definitions of Development, as well as provide a short motivation for specifically situating the
communication strategy within a Participatory Communication development paradigm.
DEVELOPMENT
—
DEFINITION
AND
PARADIGM
DEVELOPMENT
DEFINITION
Drawing upon same previous research article that is being discussed, Melkote and Steeves
(Baillie-Stewart, 2013, p. 4) define Development as the generally understood “process by
which societal conditions are improved”. Friberg and Hettne (Baillie-Stewart, 2013) however,
are of the resolute view that “there is no universal path to development … [and therefore] each
society must find its own [workable] strategy”. But, because of the vast scope and multi-faceted
dimensions to development, authors Todaro and Smith (Baillie-Stewart, 2013) believe that
“development should ... be perceived as a multidimensional process involving the
4. 4
reorganization and reorientation of entire economic and social systems”, …which may even
necessitate the need to (possibly) alter “institutional, social, and administrative structures”
(Baillie-Stewart, 2013).
In summary, the definition this communication strategy adopts, integrates a synthesis of the
preceding definitions.
DEVELOPMENT
PARADIGM
In the same research, Baillie-Stewart’s (2013, p. 9) exploration of participatory communication
as a preferred paradigm (or theoretical framework) for Southern-African and African contexts,
concludes with this declaration:
… [The] participatory communication approach … [feasibly] remains the best development
communication option for use in contemporary Southern Africa and South Africa. It is thus the
… preferred choice for ongoing use and applicability in many contemporary development
communication contexts and … would positively contribute towards the development process.
Consequently, this communication strategy—that supports the identified development
objective—is firmly situated within a participatory communication paradigm.
The following section introduces the necessary context which forms the basis for South
Africa’s ongoing battle against drugs, …as it presents itself on the macro level of the South
African development agenda. The ensuing sub-section presents the reader with a requisite
discussion, supporting significant reasons for adopting this communications strategy’s
hybridised format, that has—in the author’s examined view—been purposefully crafted in
order to adequately address the complex Fight Against Drugs development challenge that
South Africa is obliged to continue with.
REINTRODUCING
THE
FIGHT
AGAINST
DRUGS
—
A
COMMUNICATION
STRATEGY
THE
FIGHT
AGAINST
DRUGS
IS
BY
NO
MEANS
WON
As recently as Saturday, 10 October 2015, at Eldorado Parki
, Soweto, leader of the Democratic
Alliance (DA), Mmusi Maimane, launched several criticisms at South Africa’s Government,
led by President Jacob Zuma (Wakefield, 2015). Maimane was reported to have said that
[development] “programmes fail” because “promises are broken the moment they’re made”
5. 5
(Wakefield, 2015). Alluding to social development efforts being made in South Africa’s
Western Province, Maimane stated that although a vast amount of money is spent on
“prevention and rehabilitation programmes, the fight against drugs must have a wider focus
than just law enforcement and rehabilitation” (Wakefield, 2015).
Maimane’s assertions by no means suggest that the South African Government does not take an
earnest regard for the social importance of implementing specific interventions by its
government departments, as part of its ongoing effort to manage the pervasiveness of drugs in
South African society.
In addition, a significant contextual fact is this: the South African Government’s National Drug
Master Plan (NDMP) was formulated by,
the Central Drug Authority in terms of the Prevention and Treatment of Drug Dependency Act
(20 of 1992), as amended, as well as the Prevention of and Treatment for Substance Abuse Act
(70 of 2008), as amended, and approved by Parliament to meet the requirements of the
international bodies concerned and at the same time the specific needs of South African
communities, which sometimes differ from those of other countries (National Drug Master
Plan [NDMP]: 2013 - 2017 2013, p. 4).
On its official website, the South African Central Drug Authority (CDA), lists the various
departments that have been charged with the “drawing up [of] operational plans referred to as
‘mini-drug master plans’ (MDMPs) in line with [the] core functions” of those specific
departments (CDA: Interventions by Government Departments, 2015).
However, it is apparent that one of primary reasons the Government’s efforts to battle the
prevalence of drugs may be failing, is the apparent absence of an integrated and co-ordinated
communications (core) function that is shared between the various government departments.
The CDA’s official website (CDA: Interventions by Government Departments, 2015) lists
numerous departments and/or authoritiesii
that have been charged with accountability for
delivering their departmental MDMPs. But interestingly, the Government Communication and
Information System (GCIS), which falls under the Ministry of Communications, is not listed as
one of the key departments that ought to be fulfilling its very own unique set of core
communications functions in the ongoing fight against drugs. The fact that this possible
oversight has occurred, is possible case study proof of the United Nations Development
6. 6
Programme’s (UNDP) assertions that, governments, when formulating policies that address
development challenges, often regard the communications component thereof as a “secondary
activity” that is more often than not, “tacked on as an afterthought (UNDP Developing a
Communications Strategy, 2014, para. 1).
This communication strategy may well serve to inspire the CDA to consider making necessary
amendments to its National Drug Master Plan (NDMP). This potentially intricate process could
be hastened by appointing the SA Government’s Communication and Information System (i.e.
GCIS)—via a parliamentary proclamation motioned by the Ministry of Communications—to
take ownership and thus fulfil a primary role in the adoption and inclusion of this
communication strategy (and hence, fulfil its necessary specialist-role within the broader
NDMP too).
As alluded to in the Introduction, the following sub-section outlines the recommended
hybridised format that has been purposefully crafted in order to adequately address the complex
Fight Against Drugs development challenge that South Africa is obliged to continue with.
COMMUNICATION
STRATEGY
—
A
PROPOSED
SOLUTION
TO
A
“BUNDLE
OF
PROBLEMS”
This paper makes use of a hybridised format (i.e. using a combination) of prescribed
international best-practice formats for communications strategies — one which is in use by the
UK Government Service (Writing a Communication Strategy, 2014) and the other in use by the
United Nations Children’s Fund (UNICEF) (Tweneboa-Kodua et al., 2008).
The reason for the adoption of a combination of international best-practice communications
strategy formats per se, stems from the NDMP’s intent to implement policy that also takes
cognisance of international best-practices by “[meeting] the requirements of the international
bodies concerned” (National Drug Master Plan [NDMP]: 2013 - 2017, 2013, p. 4)
Thus, preliminary planning and research during the drafting stages of this communications
strategy, involved the adoption of some UNICEF best practices. In particular, one of these best
practices involves the need to include a dedicated participatory communications element in the
strategy. This is of primary importance for a developing country; which, according to the
International Statistical Institute, South Africa is classified as (The International Statistical
Institute (ISI) 2015).
7. 7
The UK Government Service states that a communications strategy addresses a solution to a
“bundle of problems”, expressed in a “single, coherent narrative” (Writing a Communication
Strategy, 2014, p. 3).
An important distinction to be made is that “strategy differs from a plan in that it:
• considers the wider context,
• [it] tends to take a longer-term view,
• [and it] avoids the detail of individual activities” (Writing a Communication
Strategy, 2014, p. 3).
To encapsulate further clarity surrounding the purpose of this communication strategy, further
insight is gained from Mefalopulos and Kamlongera (Mefalopulos, 2008, p. 111):
… [A] strategy is about achieving specific, feasible, and clearly stated objectives,
with the available resources, within an established timeline. Similarly, a communication
strategy can be defined as a well-planned series of actions aimed at achieving specific
objectives through the use of communication methods, techniques, and approaches.
With the preceding framework and set of motivations now firmly embedded within the text of
this communication strategy, let us proceed to outline the definitive criteria constituting the
kernel of the communication strategy.
REINTRODUCING
THE
FIGHT
AGAINST
DRUGS
—
SETTING
OUT
THE
STRATEGIC
CRITERIAiii
NATURE
OF
THE
DEVELOPMENT
CHALLENGEiv
The nature of this particular development challenge, is such that past efforts to successfully and
efficiently drive a communication campaign to support a countrywide ‘fight against drugs’ has
largely been unsuccessful. Conducting a cursory scan of online news media reports quickly
suggests that the battle to reduce the pervasiveness of drugs in South Africa may seemingly be
a lost cause. However, this need not be the case at all.
Thus, in an positive bid to revive these efforts, there is no option but for South Africa—with its
National, Provincial and Local government departments, and many other stakeholders from
8. 8
civil society, corporate business and the broader community at large—to continue to advance
the long-term battle against the burgeoning drug problem in South Africa. The Fight Against
Drugs, second only to HIV/Aids and Corruption perhaps, ought to be one of the country’s top-
priority development challenges.
But, without sufficient allocation of numerous and varied resources, to accompany such a top-
priority development challenge—coupled with the political will to win this battle—the Fight
Against Drugs will remain a losing battle.
Next we look at what the primary new objectives and criteria of this reintroduced
communication strategy will be.
REINTRODUCING
NEW
OBJECTIVES
AND
CRITERIA
At a macro level, considering this is indeed a strategy document, it is best—at this stage of such
a high-level document at first—to formulate a single and coherent narrative that (for now), only
considers the wider context, taking the longest-term view into account, and which certainly
does avoid the “detail of individual activities” (Writing a Communication Strategy, 2014, p. 3).
GET
EVERYBODY
AROUND
THE
TABLE
—
KEY
STAKEHOLDERS
MEET
The South African Government, in collaboration with one or two of its primary international
alliances, would need to act as the initial hosts (and primary driver) of the first caucus of all
participating key stakeholders. The view taken in this strategic communication (proposal), is
that participation is primary and thus key to soliciting the committed interest of all parties who
will form the eventual stakeholder-nucleus that will collectively own the Fight Against Drugs
communication campaign.
THE
GOLDEN
THREAD
WOVEN
THROUGH
EVERYTHING
—
COMMUNICATION
STAKEHOLDER/S
The importance of the communications (core) function—as alluded to earlier in this strategy
document—cannot be overemphasised. This communication strategy takes the firm view that,
the participatory communication paradigm underpinning the Fight Against Drugs development
challenge, calls for a well resourced and authoritative entity to broker the initial stakeholder
dialogue. The central objective thus, would be to gain the full involvement of the suitably well
resourced and authoritative South African GCIS, …plus, several other communications
specialists and entities from a broad socio-political spectrum.
9. 9
To do this, it is recommended that, at the most senior (authoritative) political level, an ANC-
initiated Parliamentary motion (Glossary - Parliament of South Africa 2015) must be proposed
by the Ministry of Communications members of Parliament, Minister Faith Muthambi and/or
Deputy Minister Stella Ndabeni-Abrahamsv
. Support for this high priority (development)
communication strategy needs to come from the ‘very top’. Ultimately, proactively confronting
the fight against drugs development challenge will require the unequivocal democratic support
of senior politicians who represent the voting electorate — i.e. the citizens of South Africa.
Once the involvement of the GCIS is secured and ratified in Parliament, …in partnership with a
select-group of ancillary communications stakeholders, the inception and inauguration of a
central Communication Coordination Group (Tweneboa-Kodua et al. 2008, p. 10) will
naturally follow. Once constituted, this Communication Coordination Group (CCG) will drive
all communication-related strategies and operations for the full lifecycle of the Fight Against
Drugs campaign/s.
PROPOSED
BROADER
STAKEHOLDER-‐NUCLEUS
Lienert (2010) upholds that participatory methods involving planning [and communication]
must include involvement of the stakeholders who will be participating in a particular
[development related] project. Obtaining stakeholders’ “broad consensus on planned
initiatives”, whilst also leveraging the benefit of their combined reservoir of knowledge in
order to “find workable, efficient and sustainable solutions” (Lienert 2010, para. 1), is a
decided benefit of establishing a healthy stakeholder-nucleus (i.e. stakeholder caucus).
The following list comprises the proposed stakeholder-nucleus for the Fight Against Drugs:
o INTERNATIONAL,
GOVERNMENT
AND
LOCAL
GOVERNMENT
STAKEHOLDERS
South African Police Services
All South African Provincial Government Departments
Western Cape Department of Community Safety
Central Drug Authority (CDA)
Interpol: Drug Trafficking Office
United Nations (UN) Office on Drugs and Crime
European Commission (EU) Department International Cooperation on Drug Control
o COMMERCIAL
&
INSTITUTIONAL
STAKEHOLDERS
[Communication] Telkom (South Africa)
10. 10
[Communication] Vodacom (South Africa)
[Communication] MTN (South Africa)
[Communication] South African Broadcasting Corporation (South Africa)
[Communication] NASPERS (South Africa)
[Communication] MultiChoice (South Africa)
Pick ‘n Pay (South Africa)
Foundation for a Drug Free World (International)
Full list of stakeholders yet to be finalised — additional commercial and institutional
stakeholders to account for a total of 15 South African and 3 International entities.
o DEVELOPMENT
STAKEHOLDERS
Anti Drug Alliance South Africa
South African National Council on Alcoholism & Drug Dependence (SANCA)
National Development Agency (NDA)
NB — The Southern African Development Community (SADC): only certain
member states bordering on South Africa’s geographic boundaries; namely,
Botswana, Lesotho, Mozambique, Namibia, Swaziland and Zimbabwe.
ROLES
OF
BROADER
STAKEHOLDER-‐NUCLEUS
From the strategic perspective of this document, it is best to avoid “the detail of individual
activities” (Writing a Communication Strategy 2014, p. 3) as well as to prescribe the details of
the assortment of roles to be assumed by the many stakeholders. Thus, yet again, the
participatory communication element underpinning this strategy necessitates that details
pertinent to stakeholder roles with follow at a later phase during the design of the operational
plan that will formulated in workshops at the Fight Against Drugs Indaba (see Timeline).
GEOGRAPHIC
AND
DEMOGRAPHIC
FOCUS
The Fight Against Drugs is a countrywide, National development challenge. Accordingly, this
communication strategy’s reach extends to South Africa’s full population demographic,
covering all borders of South Africa. Further afield—internationally—communication will also
go out to all South African diaspora; those temporarily living abroad, expatriates and travellers.
To offer some sort of comparison, as to the magnitude and scale of the the Fight Against Drugs
communication campaign, would be to compare it to a South African Provincial or National
election campaign.
11. 11
KEY
MESSAGES
Owing to the strong participatory communication element factored into this communication
strategy, much of the actual ‘content’ surrounding the key messages will be determined later.
Importantly, stakeholder engagement and participation with the various communities and the
broader public at large, will take full regard of the critical importance to reach the full national
demographic when disseminating messages.
Primarily however, the suggested framework to guide the stakeholder teams that will be
designing content for all messages, are advised to use the following message-determination
criteria adapted from the (UNDG Change Management Toolkit, 2008):
• The key messages … must be conveyed throughout the duration of all
campaigns and mini-campaigns.
• Enforce that this campaign is a reintroduction of something that previously
failed, but that the battle (against drugs) is by no means over! The People of
South Africa & its leadership and all communities and organisation of many
kinds, will carry on with the Fight Against Drugs!
• Messages must not be prescribed or enforced. Rather, processes and requisite
“know-how” (pg.3) will be given to those who will be designing content for all
messages. Members of the stakeholder-nucleus and the Communication
Coordination Group (CCG) must always endeavour to avoid telling various
parties “what to say”. Participation in the communication process warrants this
democratic, participative approach.
Additionally, the content for all campaign messages needs to be crafted in such a way that the
broadest spectrum of views that emanated from the participatory process with stakeholders and
communities, must be factored into the message dissemination process. This emphasises the
need to two-way reciprocal communication to be encouraged, for this campaign. We do not
wish to return to a development paradigm that resembles the former “top down approach”
(Baillie-Stewart, 2013) which was so characteristic of development initiatives in the era prior to
the evolution of the participatory communication paradigm.
During the development of message content and medium, it is imperative that the message is
linked to clearly identifiable goals and objectives (UNDG Change Management Toolkit, 2008)
of the Fight Against Drugs development challenge. Further to this, the following message
12. 12
criteria is important: convey the urgency and magnitude of the initiative; the message must be
memorable; and, designers of the message/s need to ensure that the audience is willing to
accept (and process) [the] message (ibid.).
Lastly, the following control criteria for all messages is strongly suggested when each instance
of a particular message is being drafted, and eventually disseminated thereafter: clarity,
consistency, main points, tone and appeal, credibility, public need (ibid.).
KEY
TARGET
AUDIENCES
Participatory communication principles dictate that —
• Stakeholders and communication specialists will determine and define the key target
audiences during a special workshop session at the Fight Against Drugs Indaba (see
Timeline).
The primary audience segments will be classified in the following categories (ibid.):
• Internal Audiences
• External Audiences
DATA
GATHERING
FRAMEWORK
—
RESULTS-‐BASED
MANAGEMENT
This communication strategy prioritises the importance of good data. Consequently, “results-
based management is a key tool for development effectiveness” (Roberts and Khattri, 2012, p.
5). For this reason, the gathering of data (of various types) throughout the full extent of the
development cycle, is mandatory. This ensures that a quantifiable “evidence-based approach”
for ongoing monitoring and evaluation, is purposefully embedded within the strategic
framework, thereby facilitating an accurate appraisal of the strategic objectives (ibid.).
This strategy prescribes an engaged involvement by all of the stakeholders, in the routine,
reliable and regular gathering of data — particularly those from the stakeholder-nucleus.
During the Fight Against Drugs Indaba, the Communications Coordination Group (CCG) will
facilitate the necessary workshops and training; the outcome of which, will lead to the drafting
of a comprehensive document, entitled Fight Against Drugs: Result-based Management User
Guide. The User Guide will include an extensive outline of the data framework, processes to be
used for gathering the data, how to monitor the data for suitability, plus further guidelines on
how to measure and monitor problem data, timeframes, scope and the intended outcomes of
employing the Result-based Management Approach to all programme-generated data.
13. 13
FINANCES
–
FUNDING
BUDGET
Considering the size of this development challenge, together with the size of the
communication campaign needed to support it, the “case for [sufficient] funds should reflect
the mission of granting institution[s]” (Zonn and Sokout 2008, p. 2). In this case, stakeholder
involvement and engagement is pivotal to successful financial management and fundraising for
the campaign. The thoughtful recommendation offered in this communication strategy, is that
the initial “seed funds” (Seed Capital Definition | Investopedia 2015) be provided by the South
African taxpayer — no doubt, via a budget allocation from the South African Government.
The actuary-approved seed capital amount/figure, necessary to kick start the programme, is:
US$2 million (ZAR26 million, at prevailing exchange rate)
It is projected that the SA Government’s contribution will amount to an estimated at 25% of the
total project cost for the full Fight Against Drugs communication campaign.
The remaining 75% of the funding, which is calculate to be:
US$6 million (ZAR78.5 million),
will be sourced from a variety of local and international funders, philanthropists and
government bodies — including possible funds to come from the stakeholder-nucleus itself.
The total actuary-estimated budget requirement for the Fight Against Drugs project, is
projected to be in the region of:
US$8 million — ZAR105 million.
NOTE: — The audited actuarial breakdown of these figures, including the accompanying
detailed budget breakdown, will be supplied to all participating members from the final group
of members that constitutes the stakeholder-nucleus, as well as the Communications
Coordination Group (CCG).
14. 14
MONITORING
AND
EVALUATION
—
CRITERIA
Stakeholders and communication specialists will determine the monitoring and evaluation
criteria during a special sitting at the Fight Against Drugs Indaba (to be hosted at the
International Cape Town Convention Centre).
15. 15
4
YEAR
TIMELINE
:
3
YEAR
CAMPAIGN
PLUS
1
YEAR
POST-‐MORTEM
Activity Time
Allocated
Dates
Strategy Preparation (with first proposal of communication
strategy) — this communication strategy document
Completed By end: October 2015
1st
‘high-level’ meeting to present this strategic planning proposal
(this communication strategy document) to Communications
Ministry of the SA Government.
2 months Anytime during:
November / December
2015
Milestone : agreement to proceed — reached 2 months By end:
November / December
2015
Strategy 1st
Revision (prepare first official revision of original
strategic communication document)
1 month By end:
December 2015
Communications Ministry to propose motion in Parliament 2 months January / February 2016
Milestone: motion passed and accepted in Parliament —
democratic agreement to proceed and to allocate initial ZAR
26 million from the National Treasury Ministry
End February financial
year 2016
Get Everybody Around the Table 6 months By end: June 2016
Key Milestone: Stakeholder-nucleus team finalised 1 month By end: July 2016
Strategy 2nd
Revision (prepare second official revision of 1st
official revision of strategic communication document)
1 month By end: August 2016
Key Milestone: Fight Against Drugs INDABA 1 month By end:
September 2016
Prepare comprehensive operations (project) plan — to include all
participatory communication feedback, budgets, and further
research
2 months By end:
November 2016
Strategy FINAL Revision (prepare FINAL official revision of 2nd
official revision of strategic communication document)
1 month By end:
November 2016
FINAL CONVERSION of Communication Strategy to
DETAILED OPERATIONAL IMPLEMENTATION PLAN
2 months By end:
December 2016
GO LIVE — Fight Against Drugs 2 years By end:
December 2018
Monitoring and Evaluation — reporting, research and ongoing
results-based management
2 years
(intermittent and
various intervals)
By end:
December 2018
Key Milestone: Fight Against Drugs CAMPAIGN ENDS By end:
December 2018
Post-mortem follow-up and ongoing monitoring and evaluation
— reporting, research and ongoing results-based management
1 year By end:
December 2019
16. 16
CONCLUSION
Previous research conducted by the proposer (and author) of this communication strategy
asserted that one of primary reasons that the Government’s prior efforts to battle the prevalence
of drugs was unsuccessful, was the decided absence of an integrated and co-ordinated
communications (core) function that overarched the combined efforts of the various
Government departments, civil society institutions and non-profit organisations. Consequently
the broader development challenge to reduce the prevalence of drugs in South Africa was
seemingly a lost cause.
However, South Africa—with it’s Government taking the lead—is compelled to carry on with
the battle by not giving up on this complex development challenge. The Fight Against Drugs
communication strategy seeks to successfully reintroduce a revised set of objectives and criteria
that will successfully address the former unsuccessful Building a Drug Free Society campaign
(that was initiated and owned by the South African Government). In effect, the Fight Against
Drugs communication strategy is a well-considered effort to successfully relaunch a robust
communication campaign that will adequately support the Fight Against Drugs development
challenge, which ought to be promoted to a top priority item on South Africa’s development
agenda.
——— End ———
17. 17
ENDNOTES
i
Point of note — comment: Eldorado Park also happens to be the focal point (i.e. exact geographic
location) that the National Drug Master Plan refers to in its foreword by the Minister of Social
Development: quote, “The Government further displayed its commitment through the leadership of the
President when intervening in the challenges faced by the community of Eldorado Park” (National Drug
ii
The total of 17 departments and/or authorities, comprise: Dept. Arts and Culture, Dept. Correctional
Services, Dept. Education, the Financial Intelligence Centre (FIC), Dept. Foreign Affairs, Dept. Health,
Dept. Home Affairs, Dept. Justice and Constitutional Development, Dept. Labour, Medicines Control
Council, the National Youth Commission, Dept. Safety and Security, Dept. Social Development, the
South African Police Service (SAPS), and lastly, the Dept. Trade and Industry.
iii
Based on best practice criteria recommended in (Writing a Communication Strategy, 2014, p. 3)
iv
The phrase, development “challenge” is preferred to that of development “problem”, which is more
commonly used in generic project management terminology. It is hoped that those who will interact and
engage with this document will adopt an enthusiastic and proactive approach to this communication
strategy, by rather seeing ‘the problem’ as a challenge.
v
At the time of writing, the most senior ministry members (MP’s) in the South African Ministry of
Communications, are Minister Faith Muthambi and Deputy Minister Stella Ndabeni-Abrahams. The
Government Communication and Information System is the agency arm of the Ministry of
Communications (Ministry | Government Communication and Information System (GCIS), 2015).