mobilizing multi-stakeholder support through strategic communication - a case scenario

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+ Mobilizing multi-Stakeholder Support through Strategic Communication A Case Scenario Caby Verzosa Communication Advisor World Bank Institute

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A presentation by Caby Verzosa, Communication Advisor with the World Bank Institute on the Global Youth Anti-Corruption Forum in Brussels on 26 May 2010.

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Page 1: Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario

+Mobilizing multi-Stakeholder Support

through Strategic Communication

A Case Scenario

Caby Verzosa

Communication Advisor

World Bank Institute

Page 2: Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario

+The Global Youth Anti-Corruption Network

A New Communication Challenge:

How to build multi-stakeholder support for the youth movement against corruption?

Page 3: Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario

+Five Communication Management Decisions

AUDIENCE

BEHAVIOR MESSAGES CHANNELS EVALUATION

Page 4: Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario

+Communication Management

DecisionsManagement Objective:

AUDIENCE BEHAVIOR MESSAGE CHANNELS EVALUATIONTake-away Message

Supporting Data

Cecilia C. Verzosa

Page 5: Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario

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AUDIENCE

Whose support is critical to the success ofthe project/ program/policy reform?

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BEHAVIOR

What behaviors, if adopted, will help achieve the defined

objectives?

Page 7: Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario

+ MESSAGES

What messages will influence people to

support the project/ program/policy reform?

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CHANNELS

What channels of communication will reach these people and would be

credible to them?

Page 9: Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario

+EVALUATION

How will communication activities be monitored and evaluated ?

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Audience• knowledge• attitudes• beliefs

• practices

Policy Framework

Social Norms

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+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

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Targeting Strategies

Unmovable opponents

Opponents Uncommitted and

Uninvolved

Uncommitted and Involved

Allies Hard-core Allies

Copyright © 2001 by Gary Orren

Minimal persuasion

De-activate or

convert

Minimal persuasion

Activate Reinforce Minimal persuasion

Page 13: Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario

+Power – Interest Matrix

“Advocates”High Interest, Low Power

“Players” High Interest, High Power

“The Crowd” Low Interest, Low Power

“Context-Setters”Low Interest, High Power

POWER HighLow

Low

INTEREST

High

Page 14: Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario

+Behavior

Action one would like the target audience to take to help the program achieve its goal.

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Technical Message

vs.

Take-Away Message

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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.

Page 17: Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario

+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

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+Supporting Data

Refers to information the communicator uses to persuade audiences that adoption of the behavior benefits them.

Page 19: Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario

+Channels of Communication

Various means of relaying messages - via face-to-face meetings, radio, TV, group sessions, individual counseling sessions.

Page 20: Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario

+Evaluation

Indicators of success of communication activities in achieving changes in knowledge, attitudes, beliefs, and practices.

Page 21: Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario

+Communication Management

DecisionsManagement Objective:

AUDIENCE BEHAVIOR MESSAGE CHANNELS EVALUATIONTake-away Message

Supporting Data

Cecilia C. Verzosa

Page 22: Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario

+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

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Five Communication Management Decisions

Management Objective 1: How to use music to persuade other youth to join the Anti-corruption Movement?

AUDIENCE BEHAVIOR MESSAGE CHANNELS EVALUATIONTake-away Message

Supporting Data

Developing a Communication Strategy

Young People(Ages 18 – 35)in your country

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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?

AUDIENCE BEHAVIOR MESSAGE CHANNELS EVALUATIONTake-away Message

Supporting Data

Developing a Communication Strategy

Government

Page 25: Mobilizing multi-Stakeholder Support through Strategic Communication - A Case Scenario

+Reporting

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+Lessons Learned

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+Lessons Learned