Communication Strategy_with Joint Action Plan 2011-2012

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Communication Strategy 2011 for UNFPA NepalWhat to say to whom and why

List of Contents:Current Situation - highlights

Whats new?RationaleExternal CommunicationsInternal communications

ReferencesPrevious documents:Organizational prioritiesProgrammatic priorities

1.Objectives - Setting the goals2.Audiences - Narrowing audiences3.Messages - Focusing on the message4.Evidence based advocacy - Fostering sustainable changes5.Tools for communication - Making the most of the

resources available6.Internal Communications - My UNFPA where I count!7.Evaluation criteria8.Joint Communications Plan9.Human resources and Budget


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Current Situation - highlights

The most recent Communications Strategy for the Nepal Country Office (CO) was written in 2008 with support ofthe Senior Management and participation of Programme Officers (PO). Based on that, a joint communications plan

was developed at the beginning of 2009 with participation of Programme Managers (PM).

In November 2008, orientations on working with media took place in the Dang, Dadeldhura and Kapilvastu Districtoffices. In December 2008, POs at the CO participated in one day practical media training. In April 2009, aKnowledge Share on Strategic Communications was organized for staff at the CO.

At the end of 2008, the Gender component started a Gender Based Violence (GBV) themed partnership with afemale journalists network1.

The Nepal CO website was launched in May 2008 in English and the Nepali version has been created and waslaunched for public view in the first quarter of 2010.

UNFPA has been an active member of the UN Communication Group and Radio Chautari Editorial Board. As aresult, ICPD issues are covered regularly in the UNIC Monthly Newsletter and Radio Chautaris programmes and

PSAs.

Due to organizational arrangements programme communication was not a part of the 2008-2009 CommunicationsStrategy and internal communication was very limited2. In 2008, stories related directly to UNFPAs work in Nepalappeared in the central media around 30 times and in 2009 the number was more than 50 with an increase in firstpage placements.

At the beginning of 2008 UNFPAs full name was often unfamiliar to journalists and misquoted. Such cases have notbeen noted from the mid 2009 onwards.

The 2010 staff survey highlighted the need for a stronger internal information flow.

Whats new?

The previous Communications Strategy included only an external aspect of communications with a focus on visibilitySubsequently the work plan developed for 2009 listed relevant activities with heavy focus on central activities. Thecurrent strategy aims to embrace more aspects of communications at UNFPA Nepal:

y Programme support communication (visibility, advocacy, resource mobilization)y Programme communication (internal within and among units)y New structure at district and regional levelsy Emphasis on influencing at District Offices

The work plan developed based on this strategy includes activities under these two types of communications.

In 2011/2012, we need a strong focus on communications in order to:

y Foster a better understanding of UNFPAs worky Maintain and build political support around UNFPAs mandatey Showdonor countries the money contributed is well spent and well investedy Identify and solicit other funding sources from within the private and non conventional sectors

1 Sancharika Samuha2The officers responsible for programme communication, external communication and internal communication were not under one unit


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External Communications

There are lots of issues, in Nepal political ones dominate, but also a good range of discussions on development. Weneed to keep ICPD in the media. Positive visibility and a clear identity are vital for UNFPA to thrive in today'scompetitive aid environment. Consciously designing messages that reach the outside world and making sure that weall speak with one voice is the first step towards creating the positive image necessary to be considered a leader in our

chosen field and to strengthen our advocacy efforts resulting in policy changes. Everyone in the organization isresponsible for enhancing media relations, disseminating strategic information to policy makers, key messages topartners and fostering better communication overall.

In terms of external communications, we need to speak out authoritatively, with evidence and passion for ICPD, weneed to showcase successful projects that are working so that our partners know we are using our funding effectivelyand making a difference in the lives of the people (mainly women and youth), their families and their communitiesthat we are trying to help. By documenting these examples of best practices, our credibility is strengthened and ourefforts validated and changes in attitudes and policies can be catalyzed. The media is an essential channel through

which we can let everyone know the good work that UNFPA is doing. Coverage in the press, through effectivemarketing of our information, creates interest in the Funds activities, helps generate more money for ICPD andsupports advocacy efforts for mainstreaming ICPD issues. Increased funding, in turn, means that more money can be

channelized back into programmes that help those most at need.

The Senior Management and the Communications Team will take the lead in supporting this effort but it is not onedivisions sole responsibility. Improving communications is everybodys business. Each and every staff member is anintegral part of UNFPAs information team, and it is essential that our core messages are understood within theagency, accurate conveyed and widely heard.

Internalcommunications

Good communication is not only about media and external relations, however. One of the continuing challenges isstrengthening the internal communications in order to share good working dynamics among staff. Good internalcommunications will take on even greater importance with the recent reorganization of the field and regional supportoffices.

UNFPA Nepal aims to improve the human resource management by maintaining motivated and capable staff. Anannual staff survey is conducted to gather perceptions of job satisfaction and ideas for improvement of theorganizational climate and personal development.

In 2010, this on-line survey enabled all staff at Central/Regional (including districts) offices to participate. Thequestionnaire broadly covered overall satisfaction, human resources transition process, management performance andcolleagues, security and trust, work-life balance and social committee and staff association. Respondents were askedto indicate whether they StronglyAgree, Agree, are Neutral, Disagree or Strongly Disagree with each of the surveyitems. The survey also included one open-ended question that ask respondents for their overall comments,suggestions and feedback they might have. The respondents had 9 days (17-26 January 2011) to complete the survey.

The analyses of the results are as follows:

Overall Satisfaction

y Increase in satisfaction-from 71% (in 2009) to 79% (in 2010).y Motivated to make UNFPA successful-same overall (88%) but fewer strongly agree (from 71% down to

58%).

y Increase in confidence of staffs future in UNFPA-from 46% to 60%. Clearly one or two respondents are notsatisfied with decisions re staffing.


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y There has been slight increase in information flow, but not much.Human Resources Transition Process

y 14% increase in staff confidence about their future in UNFPAy Substantial increase (by 24%) in staff who believe that completion of posts is fair in UNFPA.y Slight decrease in knowledge about UN reforms and working with sister agencies (which may be due to new

staff).

Management Performance &colleagues

y Some increase (from 65% in 2009 to 72% in 2010) in communicating UNFPAs strategy, goals and prioritiesby management. However, one or two respondents not satisfied with senior management or managerscommunicating.

y Increase in satisfaction with regard to managers.y Everyone feels that they are held accountable-big increase in percentage that strongly agrees (up to 82%).y Responses indicate that the office could improve opportunities for learning/career development.

Security and Trust

y Increase (up from 73% in 2009 to 87% in 2010) in awareness of security arrangements (and more feel thatmore could be done).y Equality, non-discrimination rated higher than last year, but several (new?) staff do not know where to turn

to if there is conflict with supervisor.

y Slight increase in % of staff comfortable reporting case of discrimination and harassment in office.y 100% of staff continues to report that they have not received any unwelcome sexual attention at work.y Five respondents reported verbal abuse and unethical behavior-needs attention. A relatively (and

unacceptable) high number (29%) of staff who would do nothing if they received unwanted sexual attention.

Workload

y Work-load reasonable slight improvement. Big increase in number who strongly agree that leave requests aredealt with well.

y Still some staff (probably new staff) not aware of using work-life policy though 76% staff expressed that theirrespective supervisor supports work and life programme. 74% feel that UNFPA is committed to help staffachieve appropriate work/life balance.

y 97% of staff feel that they work beyond normal working hours ranging from sometime to often withmajority reporting purely official reasons to do so i.e. volume of work, attending meetings and dealing withemails followed by office culture (in that order)

y 32% staff reported meetings often outside normal working hours and 45% sometime. There is need tomanage the meetings outside office hours.

Social Committee

y A slight decrease (from 91% in 2009 to 81% in 2010) in staff members who would like to have a SocialCommittee. 64% staff feels the appropriate contribution per month could range between NPR 200-300 per

month.

Any feedback on this strategy and on how information sharing and communication within UNFPA Nepal can beimproved is welcome. Together, we can make sure that UNFPA is able to communicate more effectively -- becauseeveryone counts.

References

This document is a framework within which a communication plan is created. It is based on several previous


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documents3, organizational priorities for 20104, and programmatic priorities5 which are vital to the working we aredoing until the extension of our current programme cycle.

Previous documents:

Organizational priorities:

y Strengthening partnership to deliver better on Maternal Health, particularlyMDG5b - Universal access toreproductive health

y Investing in youth, their reproductive health and gender equality to accelerate economic growth and equitabledevelopment

y Leveraging UNFPAs comparative advantage on Data for Developmenty Ensuring the provision of technical assistance through institutional deliveryy Strengthening evaluation and results-based programme managementy Maintaining safe, motivated and capable staffy Delivering on the managements results of the Strategic Plan & BSB 2010-2011y Communicating internally as One UNFPA

Programmatic priorities:y Systematic use of population dynamics analyses to guide increased investments in gender equality, youth

participation and development, reproductive health and HIV/AIDS for improved quality of life andsustainable development and poverty reduction.

y Universal access to reproductive health by 2015 and universal access to comprehensive HIV prevention forimproved quality of life.

y Gender equality advanced and women and young girls empowered to exercise their human rights, particularlytheir reproductive rights, and live free of discrimination and violence.

y Strategic follow-up on ICPD/15 meetings outcomes and products, including the reports, Healthy ExpectationsandAddingit Up, for intensified advocacy, policy dialogue and partnership building at all levels.

y More effective implementation of ICPD basing on the gaps identified during the ICPD/15 review.y Building on the resolution, adopted by the UN Human Rights Council (2009) recognizing maternal death and

illness as a pressing human rights concern.y Feeding into the 2010 MDG+10 review data, analysis and lessons learned from ICPD/15.1. Objectives - Setting the goals

External Communication:

y Build awareness among policy makers of the importance of maternal health for achieving the MDGs andabout proven measures to reduce maternal mortality.

y Improve the understanding of ICPD issues, especially understanding of right to family planning as informedand voluntarily choice among government officials and journalists.

3 2008-2011 Strategic Plan; Framework For Strategic Communication in UNFPA (2006) 2008-2009 Nepal CO Communications Strategy EDs 2010 Statement to the Executive Board EDs ICPD@15 conclusion message to UNFPA staff EDs 2010 Planning Circular UNFPAMedia Guide 2008 UNFPA Briefing Notes for Staff Office Management Plan 2011 Resource Management Plan 2011

4As communicated by the previous Executive Director in her circular of 13 November 20095As stated in the Strategic Plan and the previous EDs messages


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y Raise awareness among journalists (through them to the wider public) and relevant government agencies onthe importance of the quality of data to be obtained in the 2011 Census.

y Raise awareness among policy makers (central and local) and media on the importance of disasterpreparedness with regard to specific needs of women and young people.

y Remind policy makers of the (international and regional) commitments they have made to improve the livesof young people and how young people are due their fair share of resources as they are central to achievingthe MDGs

y Assess the status of implementation of the Programme ofAction and renew political support for actionsrequired for the full achievement of its goals and objects

y Increase communications capacity building of PMs and POs.y Inform and motivate groups of people identified in the programme work plans to accept and use ideas and

practices or to change harmful habits, lifestyles or ways of thinking as to achieve the programmes outcomesand improve their quality of life.

Internal Communication:

y Empower staff with the information and knowledge they need in their daily work to deliver effectively on thepriorities of the organization.

yEstablish a standard mechanism of documenting and disseminating best practices.

y Improve team work and efficiency and strengthen communication channels between the CO and RSUs.2. Audiences - Narrowing audiences

UNFPA must communicate with multiple audiences: governments, sister agencies, other international organizationsNGOs, parliamentarians, local authorities, professional networks, the private sector, media and the general public.

While different tools are required to communicate with different audiences, the core of the information the story,the images, the data, the facts - can be recycled and reinforced when different units tailor it for different audiences.This reinforces the message. For this to happen, internal/external information flow must be streamlined and theremust be a mechanism for storage of the documentation about and by UNFPA.

Basing on the organizational priorities formulated each year and stated objectives of communications strategy theprioritization of audiences is changing. However, it is always essential to consider the current or possible donors,media, policy makers and other UN agencies.This means:

y Working closely with the Resource Mobilization Team to ensure that communication reinforces thefundraising strategy.

y Involving media strategically in formulation of key policies where UNFPA wants to include key aspects ofthe ICPD agenda.

y Balancing UNFPAs need to maintain a distinct identity while closely collaborating with sister UN agencies.As the system moves towards joint programming, we need to be actively involved in developing commonapproaches and messages because the need for contraceptive commodities, training, support and provisionof reproductive healthcare is beyond UNFPAs potential for support to meet them.

Primary target audience for external communications:

y Members of Parliament (MP)y Ministry ofHealth and Population (MoHP)y Ministry of Youth and Sports (MoYS)y Ministry of Women, Children and Social Welfare (MoWCSW)y Ministry of Education (MoE)y Ministry ofLocal Development (MoLD)


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y National Planning Commission (NPC)y Line agencies of the above ministriesy Armed Forces and the National Policey CentralTelevision6 and Print7Mediay Local media in regions with UNFPAs presencey Current and potential UNFPAs donorsy All the EDPs, including other UN Agencies

Secondary target audience for external communications:

y All other ministriesy NGOs working in health, youth, gender and populationy Researchers working in health, youth, gender and populationy Medical staff other than working directly in RHy Media not mentioned abovey Journalists organizations

Audience for programme communications:

y The audiences for programme communication are identified in the CPAP and AWPs.Primary audience for internal communication:

y All UNFPA Nepal staffSecondary audience for internal communication:

y HQ and APRO staff3. Messages - Focusing on the message

UNFPA has a broad mandate and very powerful (controversial) issues to present. The challenge is to choose a fewissues where UNFPA has a distinct comparative advantage. But only by making some hard choicesand sticking tothem for a period of timewill UNFPA be able to achieve a positioning breakthrough.

Staffs are encouraged to reach out to the media but it is advised that all material is first cleared by the Representative.

The PMs together with the Communications Team will actively lead the effort in developing messages, settingpriorities and plans for media outreach, identifying themes and stories with media potential that best representUNFPAs mandate and work for the communications plan. Prioritization of messages will reflect programmaticrelevance, donor interests, potential for media coverage and partnership possibilities. Further, while formulating keymessages for specific target audience a set of questions will be used as guidance:

y What is it that we want to change?y What do we want the target audience to know?y What do we want them to feel - what perception do we want to create?y What do we want them to do - what action do we want as a result?

6National News Agency, Government Radio and TV, Kantipur TV, Image Channel, Sagarmatha FM, Kantipur FM, Ujaalo Network (FMs7 Republica Daily,The Himalayan Times Daily, The Kathmandu Post daily, Kantipur Daily, Nagarik Daily, Nepali Times weekly, VOW monthly, BOSS monthly,

ECS monthly, Naari Magazine


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4. Evidence based advocacy - Fostering sustainablechangesThe aim of UNFPAs advocacy efforts is to promote or reinforce a change in policy, legislation, programme, resourceallocation, and socio-cultural norms. Rather than providing support directly to individual beneficiaries, advocacy aimsat winning support from influential people and pressure groups for ones agenda.

In order to be successful in advocacy, UNFPA has to be able to set an agenda, by gaining attention of the media,public and policymakers for the ICPD issues in order to convince policy makers about the importance of these issuesfor bringing change in peoples lives. Advocacy efforts go beyond reaching policy makers through media (thoughmedia has an important role to play). Best Practices and Lessons Learnt will be documented from the districts andadvocacy messages will be revised regularly in alignment with emerging

For successful advocacy, identification of key stakeholders and building a strong network of powerful individuals andorganizations (academia, media, interest/advocacy groups, etc.) who care about the issue is a must. There has be anagreement among theses stakeholders on how the problem should be solved and clear proposal on what to do(including costing). In a country where there are many social concerns, UNFPA and its allies have to be prepared toface constant competition among issues.

UNFPA can build on what sets the Fund apart from other organizations:

y Expertise on a wide range of population-related issuesy Credibility asa source of information on topics related to our mandatey Local knowledge and able staff working in the communitiesy Access to areas, officials and beneficiaries

Research providing facts and figures serve as irrefutable evidence to back UNFPAs attempts to achieve lastingchanges in policy and its implementation. The challenge is to collect the right set of data that would provide strategicinformation to the right people.

The need for and importance of research is often ignored by policy makers because of:

y Inadequate supply of, and lack of access to, relevant informationy Researcherspoor comprehension of policy processes and unrealistic recommendationsy Ineffective communication of researchy Ignorance and inadequate capacity of politiciansy Politicization of research, using it selectively to legitimize some decisionsy Gaps in understanding between researchers, policy makers and the publicy Time lag between dissemination of research and impact on policy

The above gaps can be addressed by:


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y Understanding the policy processy Aligning researches with national policy prioritiesy Raising funds for such studies/researchesy Interpreting results and identifying clear policy implications (info/data packaging)y Having access to and promoting active communication with policymakersy Developing a user-friendly dissemination strategyy Improving communication skills of the POsy Promoting cooperation with data usersy Building the capacity of key institutions

What is understood by research are not only big-scale studies and surveys but grassroots research and collection ofwell documented best practices coming from UNFPAs field work and partners. To this end, under the guidance ofthe Senior Management the CommunicationsTeam will work closely with the M&E team and field officers to test thebest practices documenting template, collect and disseminate the documented cases, revise and improve the templateat the end of the year.

Sources of data available in 2011/12:

y Nepal Demographic and Health Survey (NDHS)y National Population and Housing Censusy District PovertyMonitoring and Analysis System (DPMAS)y Health Management Information System (HMIS)y NationalAdolescent and Youth Survey (NAYS)

Key advocacy days:

y 8 March - United Nations Day for Womens Rights and International Peace (International Womens Day)y 7 April World Health Day (message)y

5 May: International Day ofMidwives (message)y 15 May International Day of Familiesy 11 July - World Population Dayy 12 August - International Youth Dayy October- November - State of the World Population Report launchy 17 October International Day for the Eradication of Povertyy 24 October United Nations Dayy 25 November International Day for the Elimination of Violence against Women (message)y 1 December WorldAIDS Day (message)y 10 December Human Rights Day (message)

Baselines conducted and reports available of the following:

y Mapping of service providers for the Sexual Violence projecty Baseline study on Elimination of Violence against Womeny Suicide Studyy Baseline study for UNFPA Nepal 6th Country Programme 2008-105. Tools for communication - Making the most of the resources available


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There is a range of communication tools to be used separately or, more often, as a mix. The choice will depend onwhat we want to achieve, the level and type of message we want to convey, the profile of the audience and resources(human, technical, financial, time, etc.) available. The decision on the selection of tools will be taken by the PCMs incooperation with the Communications Team and will be reflected in the annual UNFPA Nepal communication plans.

These tools include the following, more details can be found in the Annex:

y The Representativey Online communication and Social mobilizationy Press releasesy Op-eds (Opinion Editorials)y The State of World Population (SWoP), other publications and new datay Translationy Radioy Photos and Videoy Advertising/Partneringy Press and other trips

o UN Mediao UN Radio

y United Nations Information Center (UNIC)y UNFPAMedia Calendary Events/Campaignsy Other Products6. Internal Communications - My UNFPA whereIcount!

In order to carry out a successful communication strategy, it is imperative to foster an internal communicationculture among all staff, starting at the highest level. We must improve the internal flow of information about issues

that are newsworthy which will enhance our ability to promote our issues by providing interesting and relevant storiesto the media in a timely manner.

Some staff members view communications as an added burden. It needs to be consistently reinforced that with verylittle effort promoting good information sharing increases visibility, building credibility with donors and governmentsand ultimately generating funding.

To fully take advantage of newsworthy events, data or initiatives before they become outdated, PMs should conductthe following actions:

y Include communication aspects on the agenda in all internal planning meetingsy Include a budget line for communications in all projectsy Include communication achievements as part of the performance assessment

To move UNFPA towards a culture of communication will require active and sustained support from SeniorManagement. Appropriate and timely communication of information will ultimately lessen workload and increaseefficiency. More transparency and information sharing must be encouraged from all levels of the agency and enforcedby management.The development of an internal communications code of ethics that for example emphasizes the importance ofresponding to e-mails in a timely and professional manner could go a long way towards preventing organizationalfragmentation. It would re-emphasize to all staff that the future of UNFPA will depend on how effectively we


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communicateboth amongst ourselves and to the outside world. Again, it is hard to put ourselves forward ascredible experts on the various issues we work in if we are not perceived to be effective communicators within ourown organization.

Reorganization

The reorganization of our presence in the field and working modality has been an opportunity for UNFPA in Nepal.Good systems for internal and external communication will be vital to ensure that we continue as one team andconvey one message. The new office structure will necessitate better and timelier internal information sharing tofacilitate communication.

Senior Management and the Communications Team will exercise leadership in shaping UNFPAs messages andthematic priorities for communications. Integration of external and internal communication can enable theorganization to foster unity of purpose, teamwork and speak with one voice.

In order to run a strategic, pro-active communication operation, it is necessary that the Regional Programme SupportUnits provide media outreach in their respective coverage areas. In this regard they should be able to providenewsworthy programme information to the Communications Team to enable further dissemination of UNFPA-

related stories.

Regional Development Co-ordinators (RDCs) duties related to Communications would include:

y Identify possible best practices, feature and news stories on UNFPA supported activities, policies andachievements in the region.

y Maintain frequent personal contact with reporters in the region to establish strong relationships and enhancetheir understanding of UNFPAs priority themes and the organizations country programme.

y Assist the CO in organizing media events, such as press conferences, report launches, media breakfasts andinternational/national press visits to the region.

y When necessary, provide daily updates to CO on major events, such as humanitarian emergencies and/orpost-crisis situations.

y Monitor media coverage of UNFPA in the region and report findings to Communications Team.y Identify the communication needs of the local staff and IPs and request technical assistance if necessary.

7. EvaluationEvaluation of the strategy is important to assess its results and identify lessons learnt in order to be able to revise andimprove Nepal COs communications in the future.

a. We should conduct an evaluation before 2013, the next UNDAF and CP cycleb. Regular evaluation will be conducted throughout the year through the Quarterly Reports and tracking of the

OMP progress

External outcomes

y Have the objectives been achieved?y Was the right audience reached?y Were the right tools used?y Were decisions taken as a result?y Were the activities within the budget? If not- why?


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Internal outcomes

y Were the right people within the organization reached?y Did they understand what the message was - did they do what had to be done?y Were the right tools used?y Were decisions taken as a result?


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e. ads (press release/statement andposter)

f. op-ed (IM/Deputy)g. district level debates on Population

issues

g. N/A

International YouthDay

Raise awareness on interconnection ofissues such as: population, youth, RH,gender, social inclusion and peace building

a. Sharing of outcome ofHL meetingon youth through dissemination offact sheets in the districts

b. Sharing of work conducted duringIYY through a consolidated report

c. Celebration Concert on 12/08 forIYY in Kathmandu

d. Op-Ed (IM/Deputy)e. Printing of EDs statement/RCO

statement and poster in nationaldaily

f. District level debates on youth issues

a. 500b. N/Ac. 5000d. N/Ae. 1300f. N/A

12 August AG

Quarter 4

State of WorldPopulation Launch

Do, with focus on Environment a. Translation of Press summaryb. Localized press releasec. Translation of press released. Dissemination of embargoed

reports+ press summary+embargoed PR

e. Production of souvenir (notepad/?)f. Speech for IMg. Speaking notes for Gov speakersh. Launch (short program and high

tea/?)

To beconsidered:y Translation of the whole report-if provided

in advanced

y Redesign ofcover-localizedy Publication of translated reporty Publication of additionalcopies of original

report

a. 20b. N/Ac. 20d. 500e. 1000f. N/Ag. N/Ah. 3500

November BT, AG,

Output 1.2 Activity 01 CP6 End of Programme Evaluation Dissemination of evaluation findings through ameeting with the stakeholders

N/A BRB, BTTMT


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programme

OngoingJoint field monitoringvisits withImplementing partnersunder RH component;

journalists; other UNagencies; potentialdonors

a. Participation in one field visitb. Local press meets/coffee briefings with

participants of the visits

a. 400b. 50 TBD a. GRb. RD

Os

SubTotal for RH 450Humanitarian Assistance

ECHO V EC support visibility As per visibility plan in the proposal TBD MK, HA

Joint field visits withImplementing partners;journalists; other UN

agencies; potentialdonors

a) participation in one field visitb) local press meets/coffee briefings withparticipants of the visits

a. 400b. 50

TBD a. MKb. RDC

Os

SubTotal for Humanitarian Assistance 450

AWP output no/UN/UNFPA/National Calendar/OMP

Objective of the activity Communication activities/tools in supportof AWP/OMP activity or celebrations as percalendar)

Budget Completiondate/timeframe

Partnersport (in-house,consultaoutsourc

OMP

Output 7: Ensuredsustainable resourcesfor and

visibility of UNFPA

Implement UNFPA CommunicationStrategy

a. Develop and disseminatebranded/advocacy materials

b. Develop and facilitatecommunication work plan andcapacity building of POs based onAWPs

c. Update website at least once amonth including pressreleases/statements

d. Organize events and facilitatedelegations to establish goodrelations with the media and otherstake holders

e. Participate in UN communicationgroup

PCA (as per thesum allocatedalready in PCAroject)

Q 2,4 IM,AG

Total for Communication activities 48, 210


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9. Human resources andBudgetThe Communications Team will comprise of the following staff to lead the Communications Strategy under thesupervision of the Representative/Deputy Representative:

o ShyamThapao Anju Shresthao Aradhana Gurungo Operations Team member (TBD)o District Officer (TBD)o RSO staff (TBD)

The tentative budget for the Communications Strategy is proposed as follows:

S.No. Item Estimated Cost(in USD)

Remarks

1. Website 2500 Annual charge for hosting and maintenance2.

Work plan 48, 210 For 2011 this would be anAnnual expenseTotal 50, 710

Annex

Tools for Communication:

The RepresentativeThe term tool should not be misunderstood in this case it is a fact that the Representative is a valuablecommodity for media outreach, visibility and fundraising. Political, fundraising and media activities involvingthe Representative should therefore be carefully planned to maximize his/her interviews, meetings and donor

visits. The Representative represents neither her/himself, nor even UNFPA, but the people we are trying to

reach. He provides a voice for them and brings a spotlight on their issues, problems and needs to the media.

Online communication and Social mobilizationThe UNFPA website is arguably among the most important means of communication for the organization andcertainly one of which UNFPA has total control. It is the first point of entry to many potential donors,supporters and journalists. As well as being a window into our organization, a library, search engine andfundraising vehicle, it is a dynamic multimedia tool with many still untapped possibilities.The importance of the

website in keeping UNFPA staff informed of policies, priorities and programmes should also not beoverlooked.

The ultimate goal of our external online communications is to provide the right content to the right audiencesat the right time. We serve our audiences better by promoting our issues, programmes and activities in a logicaland cohesive manner. Given the increasing demand for multilingual content, all POs need to understand howcrucial their contribution is and collective ownership of the website should be strengthened.

UNFPA Nepal should also have a presence on social mobilization/networking sites that provide free tools andboast of a large audience for the following reasons:

y Facebook: to convey short updates of our work and dialogue with young people to get a betterunderstanding of emerging trends and their issues.This website consists of 4 million members.

y YouTube: to display stories in video form of our work. This website provides free hosting and also


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provides statistics of number of views.

Press releasesPress releases to announce new reports, data, humanitarian disasters, policy change or other news are one of thekey communication tools of an international organization. To be effective, however, they need to be writtenand pitched in a manner that will capture media interest, as well as please donors so they need to be timely and

contain solid information, preferably data. With 90% of press releases issued by the Nepal CO scheduled it isimportant to understand these prerequisites by the POs who are the primary source of information and data forthese statements.

Writing and issuing press releases is only one part of the equation: UNFPA needs to routinely update its contactlists and where possible, follow-up press releases with a willingness to be interviewed and a thoroughknowledge of the issue being promoted. The e-mail and distribution lists should be updated regularly to ensurethat the widest possible dissemination of information to the correct recipients is achieved.

Op-eds (Opinion Editorials)Opinion pieces originating directly from UNFPA are effective even though not published often.Apart from thefact that obtaining free space in a major paper requires some negotiations they are also not considered credible

by audiences. Editorials written by friendly researchers, opinion makers or politicians advocating ICPD issuesare more valuable in terms of advocacy.

The State of World Population (SWoP), other publications and new dataStudies show that one of the surest ways to capture media attention is to present new data and more specificallycall attention to emerging trends. In addition, policymakers need data to justify funding decisions. The releaseof new datasets is always an opportunity for media and policy outreach. The challenge is to devise a way toeffectively manage and communicate such data into an appealing and clear package. Tapping into countryreports is one method of mobilizing data. Another is to commission independent surveys from within UNFPAor with partners.

Till date, the annual State of World Population report has been the main vehicle for UNFPAs media advocacy.UNFPAs flagship report generates significant media coverage in major media. However, it is possible that the

report could even surpass the current level of coverage if it is promoted more compellingly, with concretearguments for change, backed by solid localized data.

TranslationQuality translation of media materials into local languages and dialects is an essential component of UNFPAsability to properly communicate to our multiple constituencies. Translators should be identified whounderstand our issues and audiences. The original tone and messages of materials must be accurately conveyedin an equivalent and culturally sensitive manner. Editors should refine that process further by ensuring thattranslated texts are reader-friendly and technically accurate. Ideally, translated texts should be thoroughlyproofread to maintain quality standards by a native speaker familiar with UNFPAs glossary.

Radio

In the developing world, radio is often the primary source of news and entertainment. In Nepal local FM andcommunity radios are especially popular. Regionalization offers an opportunity to reach out to broadcasters andrevisit this channel to draw attention to our issues.

In Nepal, the UNCT maintains a radio production team that produces programmes broadcast throughout thecountry in several local languages. This opportunity has been fully utilized by UNFPA that is an active memberof the editorial board. UNFPAs technical and logistical support to the UN Radio (Radio Chautari) team shouldcontinue.


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Photos and VideoCommissioning documentaries is an expensive undertaking and may ultimately not be aired. Partnering withmedia organizations and other agencies or co-financing filmmakers whose productions resonate with our issuesis a more practical solution.

Although hiring professional photographers and cameramen may seem like a costly investment, they are

ultimately more cost-effective as they ensure higher quality content, a longer shelf-life and morenewsworthiness. If resources are not available, it is better to forgo this mode of communication for one that isless expensive.

It is also important to encourage staff to contribute photos and videos that they take during their field visits andinteractions at relevant meetings. Staff should be encouraged to use the audio visual equipment that UNFPAowns. This is a very cost effective solution to gathering materials but also sharing stories and experiences thatstaffs have to share.

Advertising/PartneringPartnership with the private sector can enable additional exposure and funding for visibility initiatives. Suchpartnerships can really move a campaign forward. However, private partnerships can be labour intensive,

require a lot of negotiation and may be risky if the donor drives the initiative.

Press and other tripsPress trips are guaranteed to generate good coverage. UNFPA can offer access, human stories and expertise, ifnot necessarily hard news. Press trips also help build network relationships between reporters and the Fund.Press trips that include celebrities are guaranteed to generate free publicity however they require extensiveinvolvement of several POs, senior management, other UN partners and as such are not recommended to beundertaken too often.

UNFPA in Nepal receives many requests for facilitating study tours in relation to UNFPAs programmes.Coordinating foreign delegations is labour and time consuming so the decision about who to invite should betaken strategically considering current programme priorities, partners and context.

UN Mediay UN Radio

UNCT in Nepal offers a unique opportunity to the agencies to put forward their issues through the UN Radio(Radio Chautari). UN Radio produces a half-an hour magazine type of programme weekly that is broadcastthrough a network of FM stations in Nepalese and three other local dialects. The financial resources for radiofunctioning are looked after by the Resident Coordinators Office and the individual agencies do not bear anymonetary costs. However its success depends on the involvement of the agencies in content production technical and logistical support. The cooperation with UN Radio has proven to be mutually beneficial and cost-effective and should be continued.

y United Nations Information Center (UNIC)As UNFPA in Nepal operates a regularly updated website it does not publish newsletters. Monthly newsletters

on behalf of the UNCT are compiled and disseminated by UNIC. UNFPA has been a regular contributor tothe bulletins and this mutually beneficial cooperation should also be continued.

UNFPAMedia CalendarA regional media calendar has been coordinated by the Regional Information Advisor stationed at the AsiaPacific Regional Office (APRO) in Bangkok. The monthly country inputs enable the CommunicationsTeam toreview with the POs whats newsworthy, relevant and worthy of the resources (sometimes in addition to alreadyplanned activities or in view of possible modification of already planned activities). Optimization of the utility


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of the calendar, requires good internal communication among the communications staff and other colleagues soopportunities are identified as early as possible.

Events/CampaignsUNFPAs Campaign to End Fistula is a successful example of how one issue can grab the media spotlight thusraising the profile of an entire organization. In order to highlight some of our main issues UNFPA CO might

be wise to plan on major event/campaign every one or two years. To be able to pull off major, labour intensiveevents and plan them properly, private partnerships would be key.

Other ProductsT-shirts, mugs, cotton bags, computer cases, backpacks, stickers and key rings are all terrific advertisingvehicles. Distributing such practical items that carry our logo and/or our mission statement is a cheap andeffective way of both saying thank you to supporters and advertising our mandate. In the production of theseproducts, local home based businesses should be partnered with as much as possible.

Communication Strategy_with Joint Action Plan 2011-2012

Documents

Transcript of Communication Strategy_with Joint Action Plan 2011-2012