The document outlines a strategic communication framework to mobilize multi-stakeholder support for a youth anti-corruption movement. It emphasizes key communication management decisions, including identifying audiences, influencing behaviors, crafting messages, selecting channels, and evaluating success. Additionally, it discusses the importance of take-away messages and supporting data to effectively engage and persuade different target audiences.

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