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FEDERAL REPUBLIC OF NIGERIA
CROSS RIVER STATE GOVERNMENT
CROSS RIVER STATE WATER BOARD LIMITED
SECOND NATIONAL URBAN WATER SECTOR REFORM PROJECT(Cr 4086 UNI)
DEVELOPED BY
DIVINE MARKETING CONSULTCALABAR NIGERIA
AUGUST 2010
COMMUNICATION STRATEGY
TABLE OF CONTENTS
Executive Summary
Chapter One: An Overview of CRSWBL and 2nd National Urban Water Sector Reform Project
Chapter two: History of the Development of the Public Communications Programme Strategy
Chapter Three: Objectives of the Public Communications Programme
Chapter Four: Target Population of the Public Communications Programme
Chapter Five: Communications Strategies
Conclusion
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EXECUTIVE SUMMARY
Communications is a very important element for the success of any project. The project
communications plan facilitates the sharing of objectives, strategies and actions among actors and
partners. It facilitates information creation, sensitization, mobilization and advocacy.
The development of this Public Communication Plan and Strategies was built on internationally
acceptable framework. The basic components of the framework are the Review the current
communications and Media efforts and the products in CRSWBL, Stakeholders’ /Customers’
Perception Survey and desk reviews of key corporate documents of both Cross Rivers state Water
Board Limited and other related organizations commissioned by Cross River State Water Board
Limited (CRSWBL) and conducted by this Consultant.
The Cross River State Water Board limited (CRSWBL) aims by this to establish long-term partnering
relationship with its customers and stakeholders in discharge of its statutory function of providing
portable water to the citizens of state.
The strategy identifies the following activities as veritable media for CRSWBL to achieve her objective
of positive behavioral change in her customers and stakeholders toward her products and services:
Increase in internal communication between management and employees through in-house
memo, workshops seminars, operating manuals, newsletters and bulletin.
Leverage the demonstration and motion effect of television to bring about positive
behavioural change in residents of Calabar towards CRSWBL public water supply.
Use the penetrating effect of Radio to convince domestics, commercial, and industrial
customers of CRSWBL for increased patronage.
Penetration of community structures with water information to bring about idea change and
positive attitude concerning water delivery services of CRSWBL by organizing Town hall
meetings
Personality interviews carried on the print media with Experts in water science, medicine and
social activist for advocacy to generate support for the global campaign for right to good
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portable water and to dissemination information that will support brand association and
customer affiliation (water quality issues, health issues and CRSWBL effort to attain
international standard).
Production and distribution of promotional materials like calendars, brochures, other
corporate gifts to elicit repeat business and prompt payment thereby producing brand loyal
customers.
Media relation to ensure that the media people use ongoing company news to develop and
maintain awareness among audience and educate them on the organization’s effort on
improvement on service delivery. This will be achieved by restructuring the public Relations
Unit to make news ready.
Organise one media tours and parley for gate keepers to appreciate the operational
environment of CRSWBL and news gathering (media kit)
There will be a media briefing and press conference with the CEO as the arrow head on the
current reform programmes and corporate direction of CRSWBL
Use of Outdoor advertising medium(Billboards )
Use of road show (caravans, rallies, etc).
Obtain feedback by organizing citizen participatory workshop for Civil Society Organizations
and Facilitators
Obtain feedback by organizing CPS customer survey
Obtain feedback by organizing CRSWBL and CPS parley
The strategy goes on to recommend a test run of the strategies enunciated here for a minimum of
three months before full scale implementation.
Dr. Bassey Benjamin EsuLead Consultant
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Section oneCROSS RIVER STATE WATER BOARD LIMITED AND
THE SECOND NATIONAL URBAN WATER SECTOR REFORM PROJECT (CR. 4086 UNI)
1.1 BACKGROUND: The present Cross River State was created in 1987 when the former Cross River
State was split into Akwa Ibom and Cross River States both located in the south - south geopolitical
zone of Nigeria. The state has a population figure of about 2,000,000 people as at the 1991 census
figures spread across the 18 local government areas. For a costal state like Cross River, water is
everywhere in abundance but portable water is scare, costly and requires a lot of planning and high
capital investment to reach the citizens. In Cross River State, as is in most economies of the world,
water is one of the public utilities provided by government for her citizens.
1.2 THE WATER SECTOR IN CROSS RIVER STATE: The Ministry of Works is responsible for policy and
supervisory roles in the state as it relates to water resources. It has several departments one of which
is the Water Resources Department. This department carries out several functions among which is
the oversight function of parastatals like the Cross river State Water Board Limited (CRSWBL), the
Rural Water and Sanitation Agency, State Electricity agency and Monitoring and evaluation of
development projects including those that are water related.
1.3 CROSS RIVER STATE WATER BOARD LIMITED COMPANY: The Cross River State Water Board Ltd
was incorporated in August 1998 following the reconstitution of the Water Division of the then
Ministry of Works and Housing through the severally amended Edict No. 13 of 1975. The company
had before its incorporation, operated to a considerable degree as a government parastatal, suffering
from undue control and interference and inadequate funding by government thus reducing its ability
to deliver appropriately the water need of the citizens of the State. The Company having transited
from a parastatal to a limited liability company developed a new organizational structure that has the
Board of Directors headed by the Board Chairman at the apex which ensures that the aims and
objectives of the organization as stated in the establishing Memorandum and Articles of Association
are achieved. There is also the management team, comprising the Managing Director/Chief Executive
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Officer and head of its five (5) departments which ensures the implementation of Board’s policies and
is responsible for the day to day operations of the Company
1.4 SECOND NATIONAL URBAN WATER SECTOR REFORM PROJECT The Federal Government of
Nigeria (FGN) received a credit facility of USD 200 million from the International Development
Association (IDA) for the implementation of a Second National Urban Water Sector Reform Project
(2nd Urban Water) in Lagos and Cross River States.
1.4.1 Objectives: The development objectives of the Second National Urban Water Sector Reform
Project are:
To improve the reliability and financial viability of selected urban water supply schemes and
covers the towns of Calabar, Ikom, Ogoja and Obudu.
To increase the amount and the coverage of potable water delivery to end users in above
mentioned towns.
To improve the financial sustainability of the utility i.e. CRSWBL.
1.4.2 Project Component Description: The project comprises the following four components:
a) Rehabilitation and Network Expansion: On the basis of the water system infrastructure
deficiencies and operational challenges of the CRSWBL, the proposed project would improve the
current physical state of the water system infrastructure in Cross River State and enable the CRSWBL
operate a viable water utility that is able to meet the increasing water supply needs of the current
and future population. The project will finance the completion of the network densification in Calabar
South and some new satellites developments (Calabar Metropolitan Area) started under an African
Development Bank (AfDB) financed project. Under the IDA projects, an estimated 200km of pipeline
will be financed. This will bring the cumulative pipeline length in Calabar to 500km.
b) Public-Private Partnership Development: This component considers the possibility of funding part
of the private operator’s operational costs and provides funds for the independent technical and
financial auditors that will certify the utility and private operator’s performance.
c) Service Sustainability & Project Management: This component will finance some basic technical
assistance and planning for the utility. This component also includes subsidies for electricity;
chemicals and diesel fuel to be used in Cross River until the customer base reach the point that the
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Utility operations can be self-financing. This component also contains support to the Water Board to
design and implement efficient consumer outreach. A costumer feed-back system will be
implemented under the Project in Cross River State by selected consumer organizations to:
Promote citizens´ participation in the project; in particular defend the interests of customers
through continuous costumer feed-back on service, performance and future improvements.
Build long-term service-oriented relations between the customers and CRSWBL.
Ensure that CRSWBL has appropriate knowledge on consumers’ needs and priorities, improve
performance, transparence and adapt to changing customer preferences.
Build knowledge and capacity of consumers and their representatives in key water provision
issues.
d) Institutional Development & Policy Reform: This component will provide for experts to advise and
assist the utilities on technical, commercial and management issues. It will provide for regulatory
framework studies, strategy development in Cross River State and provides for utility staff training.
1.5 STRENGTHENING OF COMMUNICATIONS AND PUBLIC AWARENESS: As part of the component on
Service Sustainability & Project Management, CRSWBL will develop and implement a Public
Communication Program (PCP) to support the implementation of the project.
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CHAPTER TWO
HISTORY OF THE DEVELOPMENT OF THE PUBLIC COMMUNICATIONS PROGRAMME STRATEGY
2.1 General
The development of this document evolved through two stages namely:
1. Review the current communications and Media efforts and the products in CRSWBL
2. Conduct of qualitative and quantitative public perception survey
2.2 Review the current communications and media efforts and the products in CRSWBL
This review was conducted by the Communications Advisor in March 2010. The evaluation was aimed
at reviewing the current status of the Public Relations Unit set-up and the existing Public
Communication Efforts, examining the products and assessing the relevance of these products to the
current situation in CRSWBL. The assignment took two days to complete and involved interviews with
the following Officers of the Company:
The Managing Director
General Manager Operations Division (ORTECH Nigeria Limited)
Director Customer Service
The Chief Public Relations Officer
Head Of Admin/Personnel Department
Staff of the Public Relations Unit
Acting Operations Manager (ORTECH Nigeria Limited)
Officers of the Project Implementation Unit
Staff of the Customer Services Unit
Staff of the IT unit
The review exercise looked into Physical communications Infrastructure, Communications
programmes, The Public Relations Unit and the Customer care unit (Operations Division).
2.2.1 Physical communications Infrastructure
The following Physical communications Infrastructures were in place efficient and functioning well:
Intercom system
Internet system ( website: www.crswbl.com)
Satellite TV equipment (DSTV)
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Mobile sets (Official and Personal)
Handheld radios by Operatives
General Notice Board
Telephone landline and Facsimile (Fax) Line (in the MD’s office but not functional
because the Provider Nitel is not functioning very well in Calabar)
However, the following Physical communications Infrastructures were not available
SERVICOM Complaint box and Customers’ Compliant box
In – House Journal (Existed as “Water News” but stopped production about 1995
Admin Department is in the process of producing a SERVICOM Directory to give the
company’s corporate information including customer care numbers, history of the
company, mission and vision statements, purpose of the charter, partners, services,
stations, organogram, and obligation to customers and vice versa and a summary of
the memorandum and Article of Association.
2.2.2Communications programmes
In terms of communications Programmes, the following were observed:
Intermittent staff meetings are held as deemed necessary.
Regular end of year staff parties accompanied sometime by rewards to excelling staff.
The Public Relations unit has been involved in a number of awareness and
sensitization programmes through the print and electronic media aimed at increasing
the level of public awareness and knowledge of the project and sustainable water
provision. These media activities included news broadcast, spot announcements,
news analysis, Features, Radio talk shows (CRBC AM Experience talk show), Posters,
handbills, etc.
There is no Communication Policy and strategy framework for CRSWBL to implement
public communications programmes.
2.2.3 Public Relations Unit This Unit at present has three (3) personnel: CPRO, PR Assistant and an office
Secretary.
The unit produces regular work plan for enlightenment programmes which in most
cases are not implemented due to lack of funds.
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The Unit undertakes occasional media adverts like goodwill, congratulatory and
felicitation messages to political office holders, Staff Obituaries, etc.
The unit at present is not actively involved in the company’s web site updates.
Very little staff capacity building like study tour of Lagos State water Board
programme.
Unit personnel lack technical competence in multimedia production
There is a functional Departmental operations vehicle; a Peugeot saloon car.
2.2.4 Customer Care Desk/Reception (Operations Division)
The Cross Rivers State Water Board Limited in 2004 engaged Messrs Ortech Nigeria Limited under a
facilities Management contract (Public Private Partnership (PPP) Module for a renewable three year
contract. Under the agreement CRSWBL collapsed the otherwise Engineering and commercial
Departments to the Operations Division headed by an expatriate General Manager (Ortech Staff).
While the Corporate Office has Accounts and Production Units, the Operations Division has the
responsibility for the production and distribution of water and revenue generation. We also
reviewed the Customer Care Unit:
The unit presently has only three staff resulting in the unit being shutdown sometimes
during break periods.
Customers either complain to Customer Care Unit staff or directly to the Director of
Customer service.
Personnel of the unit are generally unfriendly and display a high level of arrogance in
dealing with the public. The standard “Customer is King” Philosophy is completely
nonexistent.
The unit’s office is dirty and generally unorganized.
The furniture is not customer friendly and sometime due to power failure the air-
conditioning is not functioning very well.
Complaints are made either in person or phone in into GSM handsets.
There is a complaints register and staff claim that complaints are responded to
immediately but the general attitude here does not support such claim.
The unit does not appear to have a policy framework to accommodate lapses on their
part in favour of the public. For instance there is a policy of “No meter no water” even
when it is evident that prospective customers have applied and paid for meters and
are on wait list.9
There appear to be lacking a system of getting the public informed when there is going
to be major operations like laying of fresh mains, major repair, etc. This results in
people who are within pipeline right of finding the contractors working in their
property or even demolishing some part without proper notice.
2.3 RECOMMENDATIONS: The review exercise came up with the following recommendations:
1. The company’s enquiries Reception desk and the Customer Care Unit require urgent and
radical overhaul to better serve the public and meet the dynamics of profit oriented service
and presentation of a good corporate image.
2. Current staff be retrained and reoriented or replaced with persons with more pleasant
disposition and confirmed positive communications skill.
3. Management should consider increasing the number of staff of the unit and may be making it
a mixture of male and female.
4. It will also increase productivity if break time roster is drawn for this unit so as to check
incidences of the unit being sometimes shutdown. This will also greatly reduce the work load
on the Director of Customer services that most times have to deal directly with customer
complaints.
5. Refurnishing the Customer Care Unit with more comfortable visitors’ seats and a technical
solution found to the issue of air-conditioning such that the unit will both offer a more
welcoming environment to customers as well as project good public image.
6. It is hereby suggested that plans for major operations like laying of fresh mains, major repair
work, etc. should be made known to the PR unit so that pre-information could be given to
those affected by the pipeline right of way.
7. There is need for a central visiting lounge where all visitors are received by staff members
such that only management staff could receive visitors in their offices.
8. It is recommended that in addition to making the landline and fax line in the MD’s office
functional, more landlines from other telecoms providers other than Nitel should be acquired
to boost internal and external communications.
9. There is urgent need for a staff complaint box to be supervised by a nominated senior staff.
10. There is need for “open day” where members of the public and staff can interact, share ideas
and challenges.
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11. Number of Staff and management interaction meetings could be increased from being held
once in a year to quarterly or bi-annually.
12. No effort should be spared by the administration department in timely completion of the
production of the SERVICOM directory.
13. There is urgent need to develop a communications Policy and Strategy document to guide
internal and external communications
14. The PR Unit should organize a quarterly or bi-annually a radio/TV live phone-in-programme
to be hosted by the MD or his designated Representative. In the programme, the MD should
give a rundown of the company’s activities within the period under review specifying
achievement, challenges and the co-operation expected for the public. Customers will be
expected to phone-in and ask questions, make suggestion or even criticize. The co-operation
of the commercial banks receiving the company’s funds should be sought to co-sponsor such
media programme as part of their corporate social responsibility.
15. The PR Unit should actively participate in company’s website update.
16. The PR Unit it is advised should have the responsibility for all media efforts, including adverts
for bids.
17. The PR Unit should develop enlightenment programme, campaigns and road shows. They
should seek sponsorship from organisation doing business with CRSWBL. The types, sequence
and structure of these programme would of course be reviewed when the perception survey
assignment is completed.
18. There is need for a staff canteen with sections Junior and senior personnel.
2.3 The conduct of Qualitative and Quantitative public Perception Survey.
The perception survey was intended to evaluate customers’ knowledge of water issues, customer
attitudes toward public water supply system and the water sector utility firm, the Cross River State
Water Board Limited. Three research designs were adopted to enhance data collection namely: Focus
Group Discussions, In-depth Interviews and Quantitative Surveys.
The survey reveals that:
1. The residents are cognizant of the ongoing water scheme and have high expectation of the project.
2. Customers and Stakeholders are somewhat dissatisfied with the performance of the project in the
following areas:
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a) Limited distribution of main pipes to enable prospective customers to connect to their
homes
b) Failure of CRSWBL in delivery some of the water attributes to consumers; tasteless water,
clean water, regular water supply, etc
c) Poor attitude of staff toward customers
3.) Lack of sustainability plan for the Calabar Water Project.
4) Difficult bills payment system
5) Poor and inadequate public and market communication
6) Community willingness to partner with government in water governance in Calabar
The following recommendations were made to improve customers’ satisfaction and ensure market
viability and sustainability:
1. Increase customers’ access to the product by ensuring intensive distribution of the main
pipes to all nooks and crannies of Calabar
2. Improve CRSWBL performance on meeting customers’ expectation of water attributes
3. Improvement on the service quality of public water supply by CRSWBL
4. Improvement on CRSWBL communication with target market. The suggested media types
are: Community mobilization, establishment of a community reference group to assist
with liaison between the authority and the community, establishment of service clubs in
the community, establishment of water information centre in the community,
complementary media; television, radio, flyers, etc.
5. Establishment of effective bills payment system by CRSWBL
6. Establishment of sustainability principles in water governance
7. Promotion of Private Sector Participation
CHAPTER THREE
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OBJECTIVES OF THE PUBLIC COMMUNICATION STRATEGY
3.1 THE BASIS OF COMMUNICATION OBJECTIVES
Communication objectives are important component of Public Communication Plan. The Perception
Survey is the starting point of the communication objectives formulation. The essential linkages
between stakeholder concerns and communication messages underscore the importance of the
study. The following findings inherent among Calabar inhabitants provided the ammunition to
deliver the appropriate objectives.
3.2 COMMUNICATION OBJECTIVES FOR CROSS RIVER WATER BOARD
From the above findings, the customers’ and stakeholders concerns were identified and isolated. The
communication objectives were formulated to address these concerns.
The Overall Objective: To achieve positive behavioral change in our employees, customers and
stakeholders toward our products and services.
Specific Objectives
To increase the percentage of customers in Calabar who associate specific features
benefits or advantages with public water supply.
To increase the number of consumers who prefer public water supply.
To achieve decrease in the percentage of consumers who are non-users of public
water supply in Calabar.
To increase the percentage of customers and other stakeholders who carried out
positive word of mouth advertising in favour of public water supply.
To increase the percentage of customers who are willing to pay water bills as at when
due.
To increase the number of brand loyal customers of CRSWBL in Calabar.
To improve the number of consumers with positive perception of CRSWBL Water
Quality.
To increase awareness of stakeholder on the reform process on-going in CRSWBL.
To increase positive work attitude in CRSWBL employees.
CHAPTER FOUR
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TARGET POPULATION OF THE PUBLIC COMMUNICATIONS PROGRAMME
The target markets for the Cross River State Water Board Limited Public Communication Strategy and
Plan was conceptualized using the principles of market segmentation.
(a) Geographically : The target market geo-politically consists of Calabar Municipality and Calabar
South Local Government.
(b) Demographically: From the result of the perception survey, the target markets for the Public
Communication Plan consist of:
Young adults males and females (21 to 50 years of age).
Educated residents with a minimum of secondary education
Few uneducated but powerful residents and land lords.
Residents working in the private sectors with higher disposal income, but with very
tight schedules.
Residents working in the private sectors with lower disposal income, but with very
tight schedules.
Residents working in the public sector with lower disposal income, but often very
prudent in their expenditure.
Top public and civil servants with high disposal income and influence in
community development.
(c) Based on behaviour of customers and Stakeholders : The target market consist of :
Industrial users of CRSWBL water
Households of CRSWBL water
Commercials of CRSWBL water
Current users of CRSWBL water
Non users of CRSWBL water
Heavy users of CRSWBL water
Moderate users of CRSWBL water
Low users of CRSWBL water
CHAPTER FIVE
COMMUNICATION STRATEGY
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5.1 DEVELOPING BRAND DRIVERS AND POSITION FOR CRSWBL
To gain a sustainable competitive advantage in the water supply industry, Cross River State Water
Board Limited (CRSWBL) must position itself in the market by presenting messages that revolve
around its universal sell proposition (USP). Three ways of doing this is by reference to product
feature/benefits, target markets and competition.
CRSWBL offers:
Safe
Affordable,
Available
Good Portable Water
CRSWBL exist to meet the water needs of residents of Calabar Town. It offers safe water at low cost
and provides convenience of usage and accessibility to its numerous customers. It has a well trained
management and technical team that drive the Public Private Participation philosophy of the firm
with a focus on meeting the internationally acceptable portable water standard.
Our customers are healthier physically and psychological, beautiful and happier people. We are the
pacesetters in water supply. Your dependability on our water supply service makes us try harder and
makes us the best.
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5.2 COMMUNICATION STRATEGY FORMULATION: The communication strategy translates the specific objectives into concrete and targeted actions
COMMUNICATION OBJECTIVE 1: To increase awareness of stakeholder on the reform process on-going. AUDIENCE BEHAVIOUR/CONCERN TAKE AWAY CHANNELS EVALUATION
MESSAGE DATA1.Water Board:ManagementWater worksHeads of unitsArea managers
Law makers
Public Servants
PPP Operator
Civil Society
Customers
1.Low level of information about law and policy process 2.low level of awareness of PPP operators activities3. The PPP does not operate with human face4) Lack of synergy in management of information about PPP operator1.Lack of adequate overreach to the legislature
2.Inadequate funding
Fear of exploitation by PPP operator
Fear of exploitation by PPP Operators
Legal and Regulatory Structure required for PPP participation and continued partnership with development partners
PPP breaks new grounds in service delivery and sustainability drive
The Rationale for Sector ReformDraft Law soon to be presented
Civil society buy-in in the pipeline
Legal and Regulatory framework will protect consumers
1.Increase of customer profile since PPP2.Increase in water production3. Increase in revenue generation astronomically
1.In house memo for all staff2.Workshops3.Seminars4.operating manuals5.newsletters/bulletinFacility tour for Lawmakers, CSO partners etc
Brochure on PPPTwo TV episodes of the Magazine program dedicated to PPP1.Advocacy of policy makers/ lawmakers/traditional leaders2
2.Media programs on PPP
1.No of Staff informed about water policy and law issues2.No of employees’ satisfied with PPP operator
No of Lawmakers with knowledge of water issues and the reform imperatives
1.No of CSO involved in Board/Civil society collaboration 2.Increase willingness and participation of private sector in water governance
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COMMUNICATION OBJECTIVE 2: To increase positive work attitude in CRSWBL employees. AUDIENCE BEHAVIOUR/CONCERN TAKE AWAY CHANNELS EVALUATION
MESSAGE DATA1.Water Board:ManagementWater worksHeads of unitsArea managers
2. Policy makers
1.Low moral among staff 2.Absence of operating manual3.Lack of maintenance culture4.Poor attitude to customers5. limited distribution of network6.Low performance in service delivery
1.Inadequate legislative support2.Inadequate funding
1.A satisfied employee produces a satisfied customer2.Watewr is life3.increase your proficiency and add value4.Justify your pay by giving your best
5.CRSWBL has the reach6.We have what it takes to deliver
1.invest in water, safe your citizens from water borne diseases2.Support the global campaign for the right to good portable water
1.Report of low moral by CRSWBL staff2.Report of absence of operating and procedure manuals3.Report of burst pipes Report of failure to response to complaints of faults promptly4. Report of unprofessional attitude by field staff5.Report of efficiency leading to poor product and service quality6. Report of communities that have not been reached with main pipes.
1.Report of absence of regulatory frame2.Report of lack of funds for project expansion
1.In house memo for all staff2.Workshops3.Seminars4.operating manuals and service codes5.newsletters/bulletin6.Posters on customer charter and the new paradigm shift in the CRSWBL offices
1.Advocacy of policy makers/ lawmakers/traditional leaders
1.No of customers with positive impression of CRSWB service delivery
2.Evaluate employees’ satisfaction
3.No of service code and operating manual provided by management
1.The volume of capital and recurrent expenditure a allocated to water supply in the budget proposal
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COMMUNICATION OBJECTIVE 3: to increase the percentage of customers in Calabar who associate specific features, benefits or advantages with public water supply.
AUDIENCE BEHAVIOUR/CONCERN TAKE AWAY CHANNELS EVALUATIONMESSAGE DATA
1.Domestic Customers2.Commercial Customers3.Industrial Customers
1.low rating of water attributes and service quality2.Low rating of relational factors
1. we stand tall on international best practice of Urban water management 2.We are striving to be the best water utility company in Nigeria3.You are the reason for our existence
1.Report of customers rating of product/service features and benefits2.Report of poor customer relationship managementReport of the Benchmarking exercise among some Nigerian water provider and within Africa
1.Radio2.Televsion(water summit Radio/T television Programme)
3.Newspaper4.Promotional programmes5.Community consultation
1.Evaluation of customers’ perception of product and service feature and benefits2.No of customers who can identify one good CRSBL service delivery attribute
COMMUNICATION OBJECTIVE 4: To increase the number of consumers who prefer public water supply. AUDIENCE BEHAVIOUR/
CONCERNTAKE AWAY CHANNELS EVALUATION
MESSAGE DATA1.Domestic Customers2.Commercial Customers3.Industrial Customers
1.Most residents depend on private boreholes2.Most residents are non-users of CRSWBL water
1.We are the most prefer option of water source2.We care for your health3. You are what you drink
Low customer base in Calabar
1.Radio2.Television(water summit Radio/TV Programme)3.Newspaper4.Community consultation5.Participation in international, national and local water days celebration Sponsorship
Assessment of customers’ preference and usage of CRSWBL water
COMMUNICATION OBJECTIVE 5: To achieve decrease in the percentage of consumers who are non-users of public water supply in Calabar. AUDIENCE BEHAVIOUR/CONCERN TAKE AWAY CHANNELS EVALUATION
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MESSAGE DATA1.Domestic Customers2.Commercial Customers3.Industrial Customers
1.Low customer base2.Limited distribution network of main pipers
1.Join the league of healthy families by using our water2. Trust in us for your water needs at all times3.Use our water and say bye-bye to water borne disease
1.Report of underutilization of production capacity of plant2. Report of small market share
1. Radio2.Television3.Promotional Programmes4.Newspapers5.Community Consultation
1 Assessment of new users of our waterNew connections in areas where water supply had always existed
COMMUNICATION OBJECTIVE 6: To increase the percentage of customers and other stakeholders who carried out positive word of mouth advertising for CRSWBL
AUDIENCE BEHAVIOUR/CONCERN
TAKE AWAY CHANNELS EVALUATION
MESSAGE DATA1.Domestic Customers2.Commercial Customers3.Industrial CustomersPublic ServantCommunity leaders
1.Poor rating of product/service attributes 2. Negative perception of the organization by some residents
1.Experience the safety of our water and pass-on the message2. Since it is good for you, it would be good for your friend, so why not tell the story. CRSWBL produces at WHO standards. Reform will improve performance, projects will improve service extension
1.Report of negative word of month by some current users
1.Radio (Magazine, Hype)2.Television (Magazine) 3.Community Consultation ( Community capacity enhancement/community conversation )WorkshopCommunity Consultation
1 No of customers who are engaged in positive word of mouth advertising
COMMUNICATION OBJECTIVE 7: To increase the level of customers’ satisfaction of CRSWBL target markets in Calabar. AUDIENCE BEHAVIOUR/CONCERN TAKE AWAY CHANNELS EVALUATION
MESSAGE DATA1.Domestic Customers 1.Some customers are 1.Water supply 1.Information on the 1.Radio 1.No of
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2.Commercial Customers3.Industrial Customers
dissatisfied with our services2.poor performance in service delivery
situation2.Report our leaks repair your leaks3.Your satisfaction is paramount, call for complaints and enquiries
new corporate philosophy2. Information on the expected impact of the on-going extension projects
2.Television3.Community consultation
customers who are satisfied with CRSWBL service delivery
COMMUNICATION OBJECTIVE 8: To increase the percentage of customers who are willing to pay water bills as at when due.AUDIENCE BEHAVIOUR/CONCERN TAKE AWAY CHANNELS EVALUATION
MESSAGE DATA1.Domestic Customers2.Commercial Customers3.Industrial Customers
1.Unwillingness of some customers to pay bills2.illegal connection3.Complaint of distance to payment points and problem of long queues in receiving banks4. sharp practices by field staff
1. Portable water costs money, pay our bills so that we can serve you better.2.Alernative water supply may be dangerous to your health, so pay your bills promptly and stay connected3. Pay your bills in designated approved banks nearest to you.
1.Cost of chemicals used in treating portable water is expensive 2.Reported cases of complaint of unwillingness by some customers to pay bills
1.Radio (jingles2. TV ( Commercials, documentary etc)2.Community Consultation (Theatre for Development)3.Promotional incentives
1.Monitor increase in number of customers paying billings promptly
2.No of illegal connection
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COMMUNICATION OBJECTIVE 9: To increase the number of brand loyal customers of CRSWBL in Calabar.
AUDIENCE BEHAVIOUR/CONCERN
TAKE AWAY CHANNELS EVALUATION
MESSAGE DATA1.Domestic Customers2.Commercial Customers3.Industrial Customers
1. Switching of some customers from CRSWBL water to private boreholes
1.Alternative water supply may be dangerous to your health2. We operate by the rules3. We care for your health4. We are the most preferred option for household water supply
1.Report of customers who said they will not continue with CRSWBL2.Report of customers who have been disconnected
1.Radio2.Television* Enter Education TV/Radio Drama Series)3.Promotional incentives4.Community consultation
1.Assessment of the number of customers who continued in business with CRSWBL
Communication Objective 10: To improve the number of consumers with positive perception of CRSWBL Water Quality .AUDIENCE BEHAVIOUR
/CONCERNTAKE AWAY CHANNELS EVALUATION
MESSAGE DATA1.Domestic Customers2.Commercial Customers3.Industrial Customers
1. Consumers will rather drink table water and use CRSWBL water for other usesCRSWBL Water is sometimes saltyCRSWBL comes with brownish color,
1.Our treatment process by who standard 2. Salty water was as a result of intrusion incidence nip on the bud, quality assured always3. Brownish water isolated and local problem. Clean water s produced at the water works4. We are the most preferred option for household water supply
1.Water sample result2.Health report from health institutions showing that no medical issues resulted from the perceived water quality problem3. External Agency report on the water quality
1.Radio2.Television; -*Documentary Enter Education TV/Radio Drama Series)3.Promotional incentivesCommunity consultation4. fliers
1.Assessment of the number of customers who drink CRSWBL directly
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5.3 LOGICAL FRAMEWORK FOR DIAGNOSIS OF CONCERNS
Stakeholder Topic Concern Strategic OptionsMessage Channels etc
Consumers Consumers’ knowledge of Water Issues
Consumer are knowledgeable Reinforce and introduce more technical information, to address some misconception
Electronic mass media (TV/Radio) and Brochure
Awareness of Attributes of Good Portable Water
Consumers are aware of attributes of good water
Physical attributes alone will not suffice; our treatment process is to WHO standard.
Electronic mass media (TV/Radio) and Brochure
Awareness of Water Facilities
Main lines have not reached their homes. Participants preferred the pre-paid meters because of the accuracy in billing, but frowned at the rigor of securing one
amplify information on the on-going extension program,
Electronic mass media (TV/Radio) and Brochure on Water production facilities and Facility tour for CSO partners
Service Perception of Public Water Supply-CRSWBL
Quality of ServiceCalabar South rated the service quality of CRSWBL very low, while those in Calabar Municipality rated the services a little above average (taste, purity, colour, safety, odour, regularity, etc.).According to them prompt payment of bills is predicated on improved and satisfactory service delivery by CRSWBLWater QualitySaltiness in Water
In Calabar South water will soon flow when the extension work is completed , (building realistic expectation)
It is obvious that those communities without water supply have biased positions against the Board.
Build expectations towards the commissioning of the projects
Elucidate the expected impact and would be beneficiaries
Electronic mass media. TV/Radio (Magazine Episode dedicated to the on-going projects) Institutional Visits
Staff Relationship with Customers
The attitudes of Staff of CRSWBL toward customer was rated very low
Staff to be trained customer relationship management (CRM)
Internal communication workshop
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in Calabar South, while in Calabar Municipality it was rated a little above average. Participants expect professionalism in the conduct of business
Customer Satisfaction with CRSBLW Service Delivery
The water tariff is high.Research showed that prospective and actual consumers appreciate the economic value of water and are willing to pay for services consumed (i.e. but not willing to pay for services not consumed or bad services).Staff reading meters sometimes inflated billsLong process of payment of bills (spend long hours at the bank)High charge for installation. Some also complained of the time it takes CRSWBL to move a customer from the initial convention meter to prepay even after paying the cost for such installation.
Cost component of water production be publicized to justify tariff
Comparative analysis of monthly budget of water to other utilities e.g phone, power
Meter reading procedures should be communicated
TV DocumentaryRadio Hype (5”)TV commercials (your water costs)
TV DocumentaryRadio Hype, TV Commercials 60” (Your Water costs)
Communication with Target Markets/Public
There is obvious inadequacy in the quantity and quality of CRSWBL communication with customers and other stakeholders.Participants showed more interest in the following communication channels: community consultation, customer education through mass media such as television, radio and the use of telephone. The public communication machinery of CRSWBL was perceived to be uncoordinated and inefficient
Communicate the Communication Strategy first to StaffPreference for Consensus building eventsCollaborate with the CSO platformMessage: Customer satisfaction is our objective
Internal Communication
Consensus Building
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Financial Viability and Reliability
According to them prompt payment of bills is predicated on improved and satisfactory service delivery by CRSWBL
Promotional messages on the need to pay bills promptly and justification for sustainability
Radio JingleTV commercialDocumentaryMagazine program
Public Private Partnership (PPP)
Low level of awareness about PPP PPP score card will suffice:Increase in production, connection etc
All media channels
Staff Staff knowledge Reform Issues
Staff do not seems to understand the paradigm shift
In house buy-in workshop to commence immediately. Where are we coming from; Where are we; where are we going
Workshop literatureBrochuresPosters
Awareness of Attributes of Good Portable Water
Inadequate communication of water attributes with the target markets
Design, development and production of collaterals to convey water quality issues
Brochures
Awareness of Water Facilities
underutilization of the water production capacity, High fixed cost
PIU to communicate the existing extension program its milestones and expected outcomes and impact
Workshop literatureBrochuresPosters
Staff Perception Consumer behavior
CRSWBL perceived that customers do not appreciate the economic value of water and therefore are not willing to pay bills promptly
Correct the misconception; customers are willing to pay, if they get quality services and if payment process is less cumbersome
Workshop literatureBrochuresPosters
Staff Relationship with Customers
Staff of CRSWBL perceive t non-payment of bills, illegal reconnection, etc affects performance
Eternal Vigilance of staff is also required Poster on Customer Charter, pasted in office environment
Internal Communication on Service delivery issues
CRSWBL Staff (Even Management) not in sync with operations of PPP ContractorCRSWBL does not champion the reform process
The reform is about us, doing things differently in a more customer friendly and businesslike manner. Reform will bring capacity buildingReform has increased our performance indication
WorkshopBrochures
Public Private Partnership (PPP)
Staff of CRSWBL viewed the concept of PPP has necessary, but appear to be uncomfortable with the way the
PPP will improve productivity. PPP is not retrenchmentPPP is not sale of Government Property
WorkshopParley with LabourObtain Labour input in
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PPP is been implemented in CRSWBL as it concerns staff placement, remuneration and posting.Lack transparency in the processJob insecurity
PPP recognizes performance the proposed Law
Corporate Philosophy and Plan
Non existence of a publicized corporate philosophy and plan
Our vision, Mission, Core Values and Strategies.
WorkshopBrochuresFliers
Community Based Leaders
Business LeadersWomen LeadersFaith Based Leaders
knowledge of Water Issues
Excellent knowledge of water issues Your Water: How is it made? Consensus Building meetings in collaboration with CSO partnersProject Site and Water production Center Tours Media: TV/Newspapers
Awareness of Attributes of Good Portable Water
Knowledge of attributes of water Attributes of Safe WaterNot all colorless water are safe, insist on
the treated CRSWBL Water
Consensus Building meetings in collaboration
with CSO partnersProject Site and Water production Center Tours
Media: TV/NewspapersAwareness of Water Facilities
Aware of inadequacy of distribution network and little or no knowledge about the on-going projects and expected impact
Consensus Building meetings in collaboration with CSO partnersProject Site and Water production Center Tours Media: TV/Newspapers
Consensus Building meetings in collaboration with CSO partnersProject Site and Water production Center Tours Media: TV/Newspapers
Service Perception of Public Water Supply-CRSWBL
Low service perception especially in Calabar south
On-going projects, Your water will soon flow, we are almost there
Consensus Building meetings in collaboration with CSO partnersProject Site and Water production Center Tours Media: TV/Newspapers
Staff Relationship perception
Distrust CRSWBL staff are accused of several
We are repositioning our staff Consensus Building meetings in collaboration
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activities inimical to customer satisfaction
with CSO partnersProject Site and Water production Center Tours Media: TV/Newspapers
Satisfaction with CRSBLW Service Delivery
Complaints about response time complaints about irregularities
Consensus Building meetings in collaboration with CSO partnersProject Site and Water production Center Tours Media: TV/Newspapers
Consensus Building meetings in collaboration with CSO partnersProject Site and Water production Center Tours Media: TV/Newspapers
Community Relations “CRSWBL should have Liaison Officers in the community whom we should hold responsible and lay our complaints to and should provide community complaint centre.
Consensus Building meetings in collaboration with CSO partnersProject Site and Water production Center Tours Media: TV/Newspapers
Perception about the role of Government
There is a suspicion that borehole owners colluded with governmentGovernment inability to complete projects. Administrative bureaucracy
Consensus Building meetings in collaboration with CSO partnersProject Site and Water production Center Tours. Media: TV/Newspapers
Communication with Target Markets/Public Financial Viability and Reliability
CRSWBL has not sold itself enough to the public
Consensus Building meetings in collaboration with CSO partnersProject Site and Water production Center Tours Media: TV/Newspapers
Public Private Partnership (PPP)
Little information on PPP options Consensus Building meetings in collaboration with CSO partnersProject Site and Water production Center Tours Media: TV/Newspapers
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5.4 SPECIFIC COMMUNICATION STRATEGIES AND TACTICS
STRATEGY 1: Internal communication will increase management and employees’ knowledge of
operational environment, procedures and processes to enhance service quality, firm’s image and
customers’ satisfaction.
CRSWBL will use in-house memo, workshops seminars, operating manuals, newsletters and
bulletin to increase employees’ knowledge on the reform process on-going so as to increase
their effectiveness and efficiency and increase in quality service delivery.
CRSWBL will use in-house memo, workshops, seminars, operating manuals, newsletters and
bulletin to bring about a positive work attitude in our employees thereby increasing their
productivity.’
CRSWBL will use workshops, seminars, and newsletters to education stakeholders
(legislators, public servants, PPP operators, civil society and customers, etc.) on reform
process of the State Urban Sector Water Reform Project and PPP options. This will buy-in the
support needed to grow long term partnering relationship with the market.
STRATEGY 2: Leverage the demonstration and motion effect of television to bring about positive
behavioural change in residents of Calabar towards CRSWBL public water supply.
CRSWBL will use television commercials to appeal to both the educated and affluent water
consumers and the less educated and less affluent consumers to promptly pay their water
bills, repair their leaks or report our leaks. The copy should use psychological appeals and
slice of death.
CRSWBL will use TV commercials to convince the affluent that rely on boreholes that they
should get connected because of the health implication of depending on untreated
boreholes. The copy execution will be slice of life
TV commercials will be used to convince non users that they pay less and spend less time
and effort for our water when compare to the use of private boreholes. The copy
presentation should be informational.
TV magazine programmes to be produced in English and three major local dialects (Efik,
Ejagham and Bekwarra) will be used to educate health conscious consumers on the water
production process of public water supply as done in CRSWBL.
TV personality talk will be used to target the high class citizens. Experts in the field of water
(Water engineers, biochemist, medical doctors, etc.) will be used for the TV discussion which 27
will focus on good drinking water. This will produce symbolic association between the
product and the personality in the minds of the prospective and actual customers.
TV documentary on a classical success public water scheme will also be used to increase
consumers’ knowledge of best practices in water management and thereby stimulate public
in Public Participation in water governance (PPP).
TV news announcement will be used to inform customers and stakeholders of policy
changes, crisis situation, etc.
There will be public enlightenment on water issues and CRSWBL through television drama
series.
STRATEGY 3: Radio will be use to convince domestics, commercial, and industrial customers of
CRSWBL that we are striving to meet international best practice in urban water supply and the best
water utility in Nigeria. This will cause customers to associate with our current effort to deliver
quality water to residents of Calabar.
Radio jingles will be used to disseminate information on CRSWBL concern to be the leader in
quality water delivery in English and three local dialects (Efik, Ejagham and Bekwarra). The
tone of the message will be informational (newsy).
Radio jingles will be used to appeal to non –users of CRSWBL water supply to connect on to
water lines. They will be made to see the cost effectiveness of using CRSWBL water and
health benefits that one enjoys for using CRSWBL water. This will increase prospects’
preference for our water
Radio Jingles will be use to publicize the products features and benefits of CRSWBL water,
leading to positive word of mouth.
Jingles and hypes will be used to convince customers to willingly pay bills by appealing to
them to see the danger of not paying promptly.
CRSWBL will use sponsor radio programmes such as soccer as to increase its brand
association among youths in English, for the local dialects, special programmes where these
dialects are used will be preferred
Public service announcement (PSA) will be used to inform the market on issues of major
importance such as change in product policy, distribution policy (water connection process),
price policy, crisis, etc. This will be done in English and the three local dialects.
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News coverage will be used to reach to elites and affluent members of the society to elicit
positive attitude toward CRSWBL service, highlighting CRSWBL concern for quality water
delivery, health benefits for using our water and convenience.
Radio news coverage will be used to educate customers on tips on best approaches to
enhance customer satisfaction water delivery through consumer education
There will be public enlightenment on water issues and CRSWBL through radio drama series
STRATEGY 4: Penetration of community structures with water information to bring about idea
change and positive attitude concerning water delivery services of CRSWBL, thereby breeding long
term partnering relationship and sustainability in water management
Town hall meeting will be held in each political ward of Calabar South and Calabar
Municipality to discuss water supply issues
There will be community capacity enhancement and community conversation programmes
Information about water supply and CRSWBL will be disseminated at community level by
organizing spots of community theatre (theatre for development)
Consensus building meetings will be held with each of these groups : Civic Society
Organisations, Residents/Neighbour Associations, Trade unions, Labour Unions , and
Legislators
Engage members of key stakeholders’ groups (policy makers , law makers, labour, Trade
unions, etc.) in guided facility tour of Water production plant of CRSWBL
STRATEGY 5: Personality interviews will be carried out on the print media to dissemination
information that will support brand association and customer affiliation (water quality issues, health
issues and CRSWBL effort to attain international standard). Experts in water science, medicine and
social activist will do advocacy to generate support for the global campaign for right to good
portable water
Public service announcement (PSA) via print media will be used to target very busy
professional and business executives on issues of major importance such as change in
product policy, price policy, crisis, etc. This will be done only in English.
Corporate adverts on print media targeted at groups such as politicians, senior civil and
public servants, labour and trade unions and civic society organizations to produce a positive
image for CRSWBL
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STRATEGY 6: Promotional incentives will be use to generate long term and effective patronage of
our services by customers
Promotional product materials (calendars, brochures, other corporate gifts) will be used to
elicit repeat business and prompt payment of water bills thereby producing brand loyal
customers. Each of this items must carry the corporate identity of CRSWBL; logo, colour, etc.
The promotional incentives should carry the same campaign theme and messages.
STRATEGY 7: Media relation to ensure that the media people uses ongoing company news to
develop and maintain awareness among audience and educate them on the organization’s effort on
improvement on service delivery. This will be achieved by restructuring the public Relations Unit to
make news ready.
Organise media tours and parley for gate keepers to appreciate the operational environment
of CRSWBL and news gathering (media kit).
There will be a media briefing and press conference with the CEO as the arrow head on the
current reform programmes and corporate direction of CRSWBL
STRATEGY 8: Outdoor advertising will be used to remind transit consumers of CRSWBL customers’
orientation philosophy
Your choice of water matters
To be health conscious in their choices of water supply
Inform residents on the need to pay water bills promptly
Remind residents on CRSWBL promise to give the best- affordable, regular and safe
water
STRATEGY 9: A citizen participatory system (CPS) will be established. This interactive programme
will be used to generate feedbacks on the firm’s quality improvement programmes and track the
effectiveness of the communication plan. The activities include obtaining feedback by
organizing citizen participatory workshop for Civil Society Organizations and Facilitators, CPS
customer survey and by organizing CRSWBL and CPS parley.
REFERENCE
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1. National Urban Water Sector Reform Project (NUWSRP) (2010). Final Report of Water Supply
and Sanitation Communication Performance Indicators Workshop
2. Wells, W., Moriarty, S. & Burnett, J. (2007). Advertising: Principles & Practice (7th Edtion).
New Delhi: Prentice-Hall of India
3. Young, T. L. (2001). The handbook of Project Management, Kogen Page
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