Strategic Communications Training of Trainers X State MDA 1

Welcome Note Opening Remarks Programme Information 2

Roadmap Training Objectives Strategic Communication for MDAs: Brief Overview The Context for Message Development Message Development Breakout Exercise: Strategic Message Development Q & A, Wrap Up and Next Steps Evaluations 3

Participant Introductions Name MDA you represent Job Title What you hope to gain from the training? – Participant priorities 4

At the centre of it all 5

Training Objectives Improve: MDA appreciation and understanding of the need for communications plans, dept’s, personnel and the importance of message development in strategic communications and planning. Ministry capacity to develop and design effective communications strategies and messages for policy- making or reforms. Capacitate: Ministry officials to use strategic communications within their MDAs and supporting Ministries in the state 6

What is strategic communication? Getting the right messages & information… to the right people … (and by the right people) at the right time … using the right media … with the right effect! A structured approach that combines information (one-way) and dialogue (two-way) methods to achieve success

The Virtuous Circle of effective policy communication Pro-active, open, targeted communication Greater public & media trust; More interest in policy, coverage participation More & better media coverage; Higher public enagement, support Better public dialogue, feedback = better public policies & services = more support for Government Higher demand for info; Better chance for Govt re-election; support for future programs

Survey Results BMO Responses How often Govt communicates with BMOs? Semi-Annually How involved are BMOs during policy design stage? Majority :not involved How informed are civil servants on policies? Minimally informed Where would you like to see improvements in Govt communication? 1)relevant policy-makers more accessible 2) forums, channels for ongoing dialogue on business environment policies 3) more effort by Govt to engage the private sector in policy-making 4) engaging the media on business environment issues Government Responses How often Govt communicates with BMOs? Monthly How involved are BMOs during policy design stage? Majority: involved How informed are civil servants on policies? Majority: effectively informed Where would you like to see improvements in Govt communication? 1)relevant policy-makers more accessible 2)engaging the media on business environment issues

The Context for Message Development 10 Process & Strategies

Governments develop Stakeholders advise Fills the policy vacuum Brings greater consistency and improved outcomes Aligns the activities of all groups affected by the policy or reform issue Governments decide, then civil servants implement Policy Development– Best Practices

1) Consultation-- to develop/formulate the policy 2) Informing & building support-- after policy decided 3) Implementation monitoring, evaluating & demonstrating impact For each stage, the approach, priorities and objectives will be different Identify the objective-- inform? engage? build support or advocate? Prioritise the stakeholders Craft the messages Decide the tools to use 3 Communications Stages for Effective Policy-making

Everyone goes through the same steps Different stakeholders are at different stages at different times Identifying Stakeholders: the communication progression Awareness Knowledge Interest Willingness to Act Action!

Why define our stakeholders for each communication initiative? So we choose the best: Messages Tools; Approaches Messengers Avoids risks of: not reaching priority publics; diluting our messages tuning people out, creating animosity wasting our time, money, other resources

Coffee Break 15

Developing Messages 16 Process & Strategies

Messages for policy-making Purposes * Interest * Inform * Engage Messages tell the target audience: What we want them to know, think or do Benefits to them… (or to people they care about) The ’myth’: why their position is not the best for them Keys only 2-3 messages per stakeholder group; Usually, limited time to get our message across so… get to the point 17

 Targeting is imperative  address the interests, proirities and motivations of each stakeholder group  Process should be consultative  Qualities of good messages  clarity & simplicity-- #1 criterion  memorable  respect language, cultural, religious sensitivities  pre-tested Designing messages Problem… Action… Solution!

Making messages compelling Tailor content & style to each stakeholder group messages to convince MDA staff or companies must be different from messages targeting local communities Short, easy to remember and culturally appropriate Phrased in different ways + languages for each medium web content, must be different from a speech by senior official or a policy ‘champion’ Update messages regularly people tire of the same/old information Illustrate with benefits relevant to the targeted group 19

CorruptionRelaxation

Messaging Strategies Start early -Help stakeholders make up their minds before someone else does Define your opponent Draw Sharp Contrasts Define the Agenda/the Debate Mirror Strategies Use the public realm Media strategies

The Art of Persuasion Emotional Wedges Models & Metaphors Typology Imagery

Rules of the Debate & the Right Argumentation RULES OF THE DEBATE Always be on the offensive! Not defensive Assume your stakeholders have no more than Primary 5 education Create your support through controlled offense ARGUMENTATION Temporal Stakeholders Cost-benefit Analysis & Risk-Reward Analysis CLOSE THE DEAL EMOTIONAL, LOGICAL APPEAL

Strategic Message Development Break-Out Group Exercise 24

Q & A, Wrap-up & Next Steps 25

Participant Evaluations 26

Thank you