1. NACSO Communication Strategy 26 November 2002

2. Acknowledgements Everyone Commitment to the cause Making Time Available Eagerness to share Honesty and Openness Being Indefensive

3. Four Agreements Be Impeccable with Your Word Don’t Take Anything Personally Don’t Make Assumptions Always Do Your Best Don Miguel Ruiz

4. Methodology Document Analysis Interviews: Members MET Staff Development partners Potential Partners One or two board members of Members

5. Findings Strengths Weaknesses Opportunities Threats

6. Strengths  Programme is addressing key national challenges  Services are in Demand  Programme is multi-faceted  Committed staff and partners  High Level of Professionalism  Most partners in CBRNM involved  Close knit membership  There are a number of success stories  Some Measurable Results: conservancies +income

7. Strengths  Some partners have NRM experience  Cooperation and involvement of partners exists  Large number of partners  International networks established  New partners joining  Secretariat to coordinate and support  Funding available or possibility  Development partners willing to assist  Grants available to members

8. Weaknesses  Lack of cross-sectoral cooperation  Information/Meeting Overload  Focus on MET: Less Political Power  Imbalance in expertise  Most members doing the same thing in different geographical areas  Potential of local structures not utilised fully

9. Weaknesses  Poor differentiation between inst. cultures  Poor relations: lack of faith & trust  Communication style not conducive  Reluctance to compromise  Overlap of spokes role of NACSO: Service providers vs conservancies  Voice of conservancies lacking  Lack of community definition of benefits

10. Weaknesses  Sometimes impact is exaggerated  Lack of independent external reviews  Lack of HR capacity: MET & NACSO  Slowness in finding solutions to unfamiliar issues  Lack of power as service providers  Dominance by stronger members  Not all policies and processes in place

11. Weaknesses  Poor Marketing: Selling of Programme  Poor Corporate Image: name, logo  Generally, info not user-friendly  Most information done in-house  Lack of socialising events: little play  Language base not wide enough  Info distribution system not wide enough

12. Opportunities  Involvement of others stakeholders possible without MET initiative  Articulation of Programme with other focus  Potential stakeholders can benefit  Better relationship with GRN

13. Opportunities  Existing structures at all levels could be used  Variety of media and communication methods available  Increased use of local languages to increase impact  Outsourcing of some activities could increase impact

14. Threats  Poor community involvement  Poor communication  Too much focus on MET  Knowledge Transfer in other languages  Power Imbalance  Racial imbalance

15. Threats  Ethnic Imbalance  Perceived closer relationship between donors vs GRN  Absence of National Conservancy Association  Management of funds by NNF  Close-knit association close others out  Occupation of same building by members

16. Key Issues  Power Relations  Partnership Building  Governance  Skills and Expertise  Impact of knowledge and skills transfer  Interpretation of Benefits  Cooperation for Win-Win  Communication Style

17. Goal of Strategy To drastically increase the impact of the National CBNRM Programme at grassroots level

18. Objectives to foster understanding and increase awareness about CBRNM activities and the link between CBRNM and national development goals

19. Objectives to solicit support and improve and strengthen relationships and communication between stakeholders and partners

20. Objectives to establish and maintain inter-sectoral communication and cooperation on CBNRM issues at all levels

21. Objectives improve and strengthen communication between the conservancy committees and their communities

22. Objectives increase the profile of the National CBNRM in the eyes of the public, decision makers and priority stakeholders

23. Target Groups Key Decision-makers Key stakeholders Public Conservancy Committees

24. Target Groups Communities in Conservancies Development Partners Visitors to Namibia Regional and Internal Partners

25. Approach Focus on specific target group Identify what you want from them Identify what’s in for them Present it to target group from their perspective of gain Together discuss level of involvement and realistic time frame

26. Approach Present it to target group from their perspective of gain Together discuss level of involvement and realistic and manageable time frame Or Use appropriate platform or media to reach target group with the message

27. Awareness Establish key benefits of CBNRM to communities already involved in CBNRM Develop posters, flyers, brochures and promotional materials highlighting these links and benefits

28. Awareness Develop radio and TV shots to emphasise this link TV Panel Discussions with key stakeholders on role of CBNRM in national development

29. Cooperation Build cooperation on mutual needs Agree on manageable responsibilities and schedules Focus on the positives Avoid negative language and references

30. Cooperation Keep them informed through:  newsletters  brochures,  brief annual reports,  articles in newspapers,  coverage on TV and radio  Invitation to events and activities  Contribute to their newsletters

31. Cross-sectoral Initiate discussions with PS collectively and individually to get commitment Keep meetings short and far between. Brief Permanent secretaries half- yearly individually and collectively.

32. Cross-sectoral Develop work plans with staff of the ministry basing it on how long things really take within government rather on how quickly it could be done.

33. Cross-sectoral Brief Cabinet annually on CBNRM matters NACSO staff should spearhead communication strategy

34. Cross-sectoral Communication should be focussed on briefing meetings, briefing notes and reports, TV and radio coverage, newsletters and invitation to events such as launches and promotional days and weekends of CBNRM events.

35. Communities Develop radio programmes on CBNRM, focussed on issues that communities and committee members identify as important. Use community structures, churches and local community events as communication platforms with the community Involve more community members in capacity building activities Support the establishment of a National Conservancy Association

36. Communities Communication and training should be primarily be given in local languages to ensure there is no misunderstanding. Spokespersons for conservancies should get proper public speaking and communication training. Involve other stakeholders who have the mandate and expertise on issues such as boundaries, conflict resolution to engage with the communities and conservancy committees.

37. Increase Profile Run a campaign each year focusing on key issue (s) that will target each target group differently on the same issue. Involve conservancies in the campaign too Outsource some communication aspects such as design and development of communication materials to give it an original look and flavour to create the desired impact.

38. Campaign Focussed message Clear Outcome Various Components Various Target groups Target specific components 12 month campaign

39. Conclusion All aspects of the strategy should be aimed at reaching the goal of drastic impact at grassroots level Thank you.