CREATING AND IMPLEMENTING A COMMUNICATION …unossc1.undp.org/GSSDAcademy/video/pdf/kenya.pdf · CREATING AND IMPLEMENTING A COMMUNICATION STRATEGY ... CHALLENGES INTERNAL STRENGTHS

CREATING AND IMPLEMENTING A

COMMUNICATION STRATEGY –

A CASE FOR MINISTRY OF STATE FOR PLANNING,

NATIONAL DEVELOPMENT AND VISION 2030-

KENYA

James Kiumu Maina

INTRODUCTION

Development planning in Kenya a mandate for

MPND&V2030

Public not sufficiently informed of Vision 2030

strategic communication fosters partnership in

development.

Communication strategy thus organisational driven

not communications driven.

Need to align communications to organisational

objectives

I. THE CONTEXT

Public access to information key to development process.

Information sharing highly related to development.

Ministry’s Communication strategy targets public, and staff information.

Public outreach necessary to propel the Vision 2030 to Kenyans.

This Strategy to make Kenyans familiar with Vision 2030, Medium Term Plans and MDGs goals.

II. THE STRATEGIC FRAMEWORK Lack of Clear IEC Strategy cited as key

Weaknesses in execution of Ministry’s mandate.

SP acknowledged Ministry efforts not receiving adequate profiling and visibility.

IEC Unit established to support Directorate and SAGAs.

Need for collaborative approach to implementation of vision and MTP.

targeted communication by sustained campaign.

Also nurture partnership through continuous engagement.

CONT.

The Communication Strategy seeks to link MDGs to

the Vision.

III. THE CASE DEVELOPMENT

Baseline Survey

Development of this Communications Strategy

informed by IEC Baseline Survey – 2010

The information Needs and Usage Survey –

Covered households and key informants.

The survey highlighted communications concerns

needing urgent focus

Provided useful communications

dynamics/feedback on implementation of

Ministry’s programmes

CONT.

Other surveys

(Employee Satisfaction/Work Environment/

Customer Satisfaction Surveys)

Provided strategic communication direction.

Why IEC Baseline Survey

designed to gather data on information needs and

usages

Targets government’s programmes - Kenya Vision

2030/policy blueprints.

CONT.

Focused on awareness and perception about the

Ministry,

Aspects of communication including

sources of awareness/ information,

message recall and satisfaction with information

dissemination

perception about government development

programmes/projects and communication needs and

usage.

• Ministry developed interventions to address concerns

from IEC Baseline Survey.

CONT.

Countrywide User and Stakeholder’s information

needs, usages and attitude Survey

provided strategic IEC assessment to;

Create enabling communications environment

Identify stakeholder’s expectation, incentives and

dynamics;

Political dynamics; cultural characteristics and diversity;

role and capacity of civil society;

development efforts and communications campaigns.

CONT.

Information needs and usages central to Kenya

Vision 2030/ MTP.

The Ministry oversaw audience research studies

Collected and analysed data on;

Current behaviour, attitudes, and knowledge gaps

among target groups.

IEC Strategy development entailed assessment of

beliefs and attitudes of audiences.

SURVEY METHODOLOGY

Two pronged approach used;

A Qualitative approach using Depth Interviews

with external.

A Quantitative Approach using Face to Face (F2F)

interviews with public.

IV. CHALLENGES

INTERNAL STRENGTHS AND WEAKNESSES

Strengths

Acknowledging Vision 2030 as an excellent frame

Skilled Staff with strong commitment to serve

Strong media contacts

Goodwill from development partners

In-house technical capacity to inform the IEC Strategy

Enhanced Ministry profile due positive performance contract rankings and Public Sector awards

WEAKNESSES

Scarcity of the official Vision 2030 document

Incomplete IEC staff complement and inadequate

budget resources

lack of integrating IEC function in mainstream

planning process

Lack of coordination of IEC activities between

SAGAs and parent Ministry

Ad-hoc nature of IEC activities

Lack of ministry-wide participation and

coordination in relation to IEC activities

EXTERNAL RISKS/ THREATS Unrealistic Vision 2030 expectations

Negative perception of government intentions

Dynamic political environment -sidetrack IEC

function

OPPORTUNITIES

New political dispensation - a window for

government credibility

2010 Kenya Constitution - renewed hope

Ministry’s key mandate -Vision 2030 and MTPs

V. OUTCOMES

Aligning Messages to Vision 2030

IEC Baseline revealed most Kenyans associate Kenya Vision 2030 with,

They believe Vision committed to alleviating poverty.

Communication campaign seeks interventions for Kenya Vision 2030/MDGs and APRM.

Targets stakeholder buy-in of the policies under Vision 2030.

links messages back to the Ministry’s organisational objectives and values

Ensures stakeholders clearly understand the Ministry’s role.

VI. WORK PLAN

Key Elements of the Ministry Communications Plan

Media Relations (agenda-setting)

Media Training

Networking with existing media networks

Community Radio Outreach

TV Broadcasting partnership

Mobile phone partnership

INTERNAL COMMUNICATIONS

Forms crucial component of Ministry’s

communications strategy.

Considerable efforts to build coherence - staff to‘

speak with one voice’

Develop Vision 2030 Online Course

Team building meetings for all staff

Communication capacity building for Ministry

technical staff

Learning Seminars on Vision 2030 Ministry

Staff

EXTERNAL COMMUNICATION

Vision 2030 sensitization - Parliament,

journalists, educational institutions, religious

leaders etc.

Half-yearly policy briefings - parliamentary

groups

Promote use of Ministry Documentation Centres

(DIDCs)

Introduce use of digital libraries and call for

expansion of information storage systems.

BRANDING

Use V2030 logo build identity and reputation

Consistent performance in delivering on promises

Use Vision 2030 logo to brand all official

stationery including Ministry PowerPoint

Presentations,

Vision 2030 signature on all staff emails, Vision

2030 Calendar,

lobby use of Vision 2030 logo across all ministries

MONITORING AND EVALUATION

Media Monitoring and Analysis

Installation of visitor counter to monitor number

of hits on Ministry website

To identify interventions to initiate in the first

year,

A deliberate focus on Quick Wins;

to ensure greater impact and jumpstart the

implementation of the IEC Strategy.

Clear lines of accountability to be drawn.

CONT.

Implementation of the Strategy be primarily funded internally - Directorates/SAGAs and partners.

Provision for outsourcing consultancy services in respect of development of the Vision 2030 Course,

Design/layout and printing of publicity materials and Production of Vision 2030 documentaries.

Digital libraries requires expansion of information storage systems,

Budgetary implications.

Relevant expertise to boost the multimedia environment

BUDGET

The Strategy sets realistic objectives - time frame,

budget and associated resources

based on immediate priorities under Kenya Vision

2030/Medium Term Plan;

Constantly ensuring outputs are measurable.

Provides an overall budgetary framework spanning

five years,

Cognizance that activities are ever evolving and need

necessary adjustments based on periodic reviews.

Budgetary provision be determined on an annual basis

based on Annual Work plan.

CONT.

Expertise to unpacking the articulated issues to

nonprofessional audience.

Need for strengthening skills of staff through

training and development

Ministry’s Strategic plan envisages funding

opportunities - strengthened national, regional and

international coordination and linkages.

Ministry to leverage on stakeholder partnerships eg

Private Public Partnerships and linkages with Civil

Society Organisations (CSOs).

THANK YOU

FOR YOUR ATTENTION