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Strategic Communications… and all the Ps. Vandana Mehra Water and Sanitation Program-South Asia 26 February 2009, Bhopal, India. Strategic Communications? But Why?. A strategic communication program for privatization, PSP and PPP serves two broad purposes. - PowerPoint PPT Presentation
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Strategic Communications… and all the Ps
Vandana Mehra
Water and Sanitation Program-South Asia
26 February 2009, Bhopal, India
Strategic Communications and all the Ps26 February 2009, Bhopal, India
22
Strategic Communications?
But Why?
Strategic Communications and all the Ps26 February 2009, Bhopal, India
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A strategic communication program for privatization, PSP and PPP serves
two broad purposes
A powerful tool for reform and support for reforms. Can make the difference between a project's success and failure it helps to avert failure by identifying current and potential
sources of both support and opposition. A systematic approach to communication helps to
achieve a well-tailored PSP program, serving as a two-way check and feedback mechanism at every stage, from planning through execution
Strategic Communications and all the Ps26 February 2009, Bhopal, India
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FALSE START
Effective StartClarify
Symptoms
1
2
3
4
5
6
Localdecisionmakers
ImplementSolution(s)
EvaluatePerformance
IdentifyCauses
EvaluateOptions
SelectSolution(s)
Public Participation (e.g. advisory committees, public hearings)
Expert Assistance (e.g. consultants, professional associations)
Federal, state & local rules, regulations, customs
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CASE:The
Delhi Story
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DJB was embarking on a PPP project in two operational zones in 2004-5
80% of the 16 million people living in the National Capital Territory of Delhi has access to piped water and 75% to sewers. Total area 1,485 sq km. Density of population 9,340 per
km DJB serves a total of 1.5 million water connections and
probably 1.3 million sewer connections
Total staff strength: 27,000 (or about 18 staff/1000 connections!)
8 labour unions, now ‘activated’
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So how did – and still do – consumers get
their information and communication?
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The Communication Challenge
External: Outside the organizationKey external stakeholders: Politicians/ NGOs/
Media/ Customers External communication primarily focused on reaching
the customer: near impossible to reach 14m customers with targeted communications.
Indirect communication, which is achieved through policymakers or opinion-builders. Policymakers comprise of politicians at all levels,
across party lines. Opinion-builders comprise of media, resident
associations, NGO’s,
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What we have learnt till now
‘Low-profile’ not to be confused with ‘silence’ or allowing others to manage your debate for you.
POLITICAL consensus fundamental for sustained reform.
MEDIA plays the most important role in opinion building: Crucial link between government and citizen
NGOs: most will be happy to see improvement in services but be prepared for the two-three who will go after your project, rationally or irrationally. Grossly exaggerated voices will be the loudest and heard the most
Strategic Communications and all the Ps26 February 2009, Bhopal, India
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So how do staff get their information
and communication?
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“Delhi Jal Board ko videshi company ke haatho bechne ki saazish ko nakam karo!Akhri saas tak sangharsh”
Strategic Communications and all the Ps26 February 2009, Bhopal, India
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The Communications ChallengeInternal: Within the organizationKey internal stakeholders
Engineers/ Managers/ Revenue/ Finance/ Administration/ Labour
The Delhi reform process took its roots in early 2000, picked up in Feb 2004: Till January 2005, employees did not have any formal communication on the reform process or even on the vision of the Delhi Jal Board for 24/7 supply
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The Communications Challenge Formal communication pertaining to HR matters,
emanates from the Administration and Personnel wing by issuing circulars only.
The absence of a dedicated communication team: presents an imposing challenge on the organization to present a unified and consistent set of messages.
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Perceived concerns of employees Job security
Disciplinary mattersChange in reporting hierarchy
Ideological issues of private sector
Fear of ‘foreigners’
What's the big deal…we can do it ourselves!!!!
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What we have learnt till now
Engagement should be early, transparent, and ongoing; unions should be at the table from the start.
Understand what workers want: gauging workers’ concerns, preferences, and requests.
Trust is the key to successful consultations.
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Consultations with employees:
never too little,always too late
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DJB - or as most public sector- communicates
Communicating in a non-strategic waymeans:creating and disseminating a flood of
messages that could be unrelated, disconnected, contradictory, unfocused, with no clear purpose or direction
no way to measure their effectiveness and results
spend a lot of time and money this way without ever knowing whether you are getting any return on your investment
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Building Blocks of Communications Program
1Communication needs assessment
1Communication needs assessment
2Planning and capacity-building
2Planning and capacity-building
3Strategy Design
3Strategy Design
4Program Implementation
4Program Implementation
5Measuring impact of the program
5Measuring impact of the program
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Communications Needs Assessment
Evaluates political, social and cultural environment Assesses position of key stakeholders Identifies potential roadblocks for the proposed
reform Assesses Government’s capacity to engage in
credible two way communications and training needs
Identifies partners and local communications professionals
Develops strategic guidelines for future communications plan
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Components of Communication Strategies
This involves: framing the issues, segmenting audiences based on their positions, preparing appropriate messages to mobilize
support and address the right concerns, finding the most effective mix of channels to
reach audiences, creating communication capacity on the ground
to implement the process, and designing mechanisms for supervision and
evaluation.
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Steps in communication strategy- preparation
Identify communication objectivesAssess resources, both human and
physicalConsider overall project implementation
strategyIdentify communication nodes in the
project implementationList specific communication activities for
each nodeMobilize resources
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Steps in communication strategy- audience analysis
Identify audience at different nodes of communication
Segment audiences – Champions, supporters (active and passive), fence-sitters, opponents (active and passive), those who have direct stakes and those who don’t.
Try to understand what they know, what they don’t and what the counter-arguments are.
Try to find out what motivates resistance and how genuine the concerns are.
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Steps in communication strategy- messages
Assess training needs to work on messages for different media
Arrange training if necessary. Develop message packages Field-test messages for their appropriateness vis-
à-vis target audiences and the chosen media Check on message support system Decide on timing and frequency for delivering
messages Deliver messages
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Steps in communication strategy- media selection
Identify the appropriate media to reach different segments of audience
Create a media mix to reach larger audience, reinforce messages and exploit the potential of different channels of communication – print, electronic, folk, internet, etc.
Decide on methods of communication, e.g., articles in newspapers, video, audio cassettes for rural people, TV panel discussion, seminar etc.
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Steps in communication strategy- evaluation
Receive feedback on messages whether they are well-understood.
Receive feedback from targeted audience.Monitor reactions from the opponents.Monitor social mobilizationAssess further communication needsEvaluate the whole communication
programRedesign or adjust the strategy
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What does communication mean for you?Do you think communication helps in
accelerating the reform process?
Does your organization have a communication department? Or a media
management department?
What percentage of your budget is allocated for strategic communication
activities?
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