Download NACSO Communication Strategy

NACSO
Communication
Strategy
26 November 2002
Acknowledgements
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Everyone
Commitment to the cause
Making Time Available
Eagerness to share
Honesty and Openness
Being Indefensive
Four Agreements
• Be Impeccable with Your Word
• Don’t Take Anything Personally
• Don’t Make Assumptions
• Always Do Your Best
Don Miguel Ruiz
Methodology
• Document Analysis
• Interviews:
• Members
• MET Staff
• Development partners
• Potential Partners
• One or two board members of Members
Findings
•Strengths
•Weaknesses
•Opportunities
•Threats
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
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
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
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
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
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
Opportunities
 Involvement of others stakeholders possible
without MET initiative
 Articulation of Programme with other focus
 Potential stakeholders can benefit
 Better relationship with GRN
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
Threats
 Poor community involvement
 Poor communication
 Too much focus on MET
 Knowledge Transfer in other languages
 Power Imbalance
 Racial imbalance
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
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
Goal of Strategy
To drastically increase
the impact of the
National CBNRM
Programme at
grassroots level
Objectives
 to
foster understanding and
increase awareness about
CBRNM activities and the link
between CBRNM and national
development goals
Objectives
 to
solicit support and improve
and strengthen relationships
and communication between
stakeholders and partners
Objectives
 to
establish and maintain
inter-sectoral communication
and cooperation on CBNRM
issues at all levels
Objectives
 improve
and strengthen
communication between the
conservancy committees and
their communities
Objectives
 increase
the profile of the
National CBNRM in the eyes of
the public, decision makers
and priority stakeholders
Target Groups
 Key
Decision-makers
 Key
stakeholders
 Public
 Conservancy
Committees
Target Groups
 Communities in
 Development
 Visitors
Conservancies
Partners
to Namibia
 Regional
and Internal Partners
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
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
Awareness

Establish key benefits of CBNRM to
communities already involved in
CBNRM

Develop posters, flyers, brochures and
promotional materials highlighting
these links and benefits
Awareness


Develop radio and TV shots to
emphasise this link
TV Panel Discussions with key
stakeholders on role of CBNRM in
national development
Cooperation



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Build cooperation on mutual needs
Agree on manageable responsibilities
and schedules
Focus on the positives
Avoid negative language and
references
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
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.
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.
Cross-sectoral


Brief Cabinet annually on CBNRM
matters
NACSO staff should spearhead
communication strategy
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.
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
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.
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.
Campaign

Focussed message

Clear Outcome

Various Components

Various Target groups

Target specific components

12 month campaign
Conclusion

All aspects of the strategy should be
aimed at reaching the goal of drastic
impact at grassroots level
Thank you.