CREATING AND IMPLEMENTING A COMMUNICATION STRATEGY

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1 CREATING AND IMPLEMENTING A COMMUNICATION STRATEGY A CASE FOR MINISTRY OF STATE FOR PLANNING, NATIONAL DEVELOPMENT AND VISION KENYA James Kiumu Maina

2 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

3 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.

4 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.

5 CONT. The Communication Strategy seeks to link MDGs to the Vision.

6 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

7 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.

8 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.

9 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.

10 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.

11 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.

12 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

13 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

14 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

15 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 links messages back to the Ministry s organisational objectives and values Ensures stakeholders clearly understand the Ministry s role.

16 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

17 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

18 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.

19 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 s, Vision 2030 Calendar, lobby use of Vision 2030 logo across all ministries

20 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.

21 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

22 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.

23 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).

24 THANK YOU FOR YOUR ATTENTION

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