Office of the Development

Special Assistant to the Governor on Millennium

Goals (OSAG-MDGs)
Rivers State

Communications Strategy
Guidance and Tactics
OSAG-MDGs

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Executive Summary

This report lays out the communications strategy and tactics of the Office of the Special
Assistant to the Governor on Millennium Development Goals (OSAG-MDGs).It states
OSAG-MGS communications approach, identifies the project stakeholders , key
messages, message circle, communications channels as well as communications guiding
principles, measurement and other key communications concerns that constitute a
comprehensive strategy.
Stages two, three and four of the communications programme are more detailed and
dynamic, and can only be developed after the communications strategy

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Executive Summary 2
Purpose of Document 4

Introduction 5

Assumptions 6

Scope of Strategy 6

Communications Objectives 6

Communications Programme 6

Communications Challenge 7

Approach 8

Rationale 8

Themes 9

Principles 10

Message 12-14

Stakeholder 15-16

Target Audience 17

Forward: Stage Communications Planning 18-20

Straw man
Governance Sign-off

Measurement

Conclusion

Annexes

Stakeholders Analysis

Communications Analysis
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1. Purpose of Document
This Communications Strategy outlines the key attributes that shape the Rivers State
Millennium Development Goals Communication Program and describes the
communications approach that the office of the Special Assistant to the Governor on
MDGs (OSAG-MDGs) will employ. It provides high level guidelines focusing on:

It will provide high level guidelines focusing on

Who? - The different Rivers State MDGs audiences and their level of involvement

How? - The communication media appropriate for each audience

Whom? - Who is responsible for message approval and message content?

What? - Outlines the key messages we need to communicate to specific audiences

When? - Propose the appropriate timings for delivery of messages

The strategy recognises that there are four areas that (OSAG-MDGs) will need to focus
on:

                   OSAG­MDGs   Communications Focus  
Identity  What is MDGS, what are the goals?
 
Current Perception  What are the current perceptions of various 
MDGs goals 
Desired Perceptions- (Value What do we want people to know about 
Orientation) 
these goals 
 
Participation­(Change Management)  How do we(Mobilize) use communications 
as a change agent to achieve (value 
Orientation) buy‐in from all stakeholders 
 
4 

 
Promote impact of intervention   
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Impact of MDGs interventions in state

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Introduction
This communications strategy is developed for the implementation of MDGS in Rivers
State through the OSAG-MDGs

The Millennium Development Goals (MDGs) are series of eight time-bound development
goals that seeks to address issues of poverty, education, gender equality, health, the
environment and global partnership for development, agreed by the international
community at the United Nations Millennium summit in 2000.They are to be achieved by
the year 2015.

This strategy has been written as a guidance document for OSAG-MDGs in Rivers State.

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Assumptions

⇒ Communications will be transparent, honest and open about MDGs progress

while creating a clear sense of momentum, as well as the realities associated with
the goals
⇒ All communications activity for the programme will be the responsibility of the
communications Team and leadership.
⇒ OSAG-MDGs, have a ‘duty of care’ to act as ambassadors of theses goals, with
presentations and communications support from the communications consultant
⇒ This communications strategy will be updated according to the requirements of
ongoing stakeholder mapping conducted with OSAG-MDGs and as changing
operational conditions may dictate
⇒ The programme will have a culture of information sharing and processes to
exchange information within the team and stakeholders
⇒ Communications will be used as a change agent to achieve value orientation
⇒ On sign –Off of this communications strategy, a communications plan will be
developed

Scope of Communications Strategy

MDGs communications strategy for first quarter (Q1) internal and external

Communications Objectives

• To ensure that OSAG-MDGs communicates accurately and is clearly understood

by all stakeholders and beneficiaries state-wide
• To achieve buy-in and involvement from all stakeholders state-wide
• To use communications as a change agent to achieve value orientation
• The communications strategy will promote the acronym MGDs (where necessary)
but will be predominately focus on the eight(8) development goals

Communications Programme

Set Develop Execute Access and

Communications communications Communications Evaluate feedback
strategy Plan Plan
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The communication process will be an iterative process as it will continually (both
formally and informally) solicit and incorporate feedback from its target audiences to
confirm the effectiveness of communications and make the necessary adjustments to
achieve MDGs goals. Each aspect of this communications strategy will be continually
reviewed to position MDGs within a successful communication program.

The primary communications audiences of OSAG-MDGs are spread out within and
outside Rivers State and it requires targeted communications on an appropriate regular
basis. MDGs communications will face the following:

Communications Challenges:

MDG Goals
Each of the MDGs (Messages) should if need be have a contextualized communications
approach, depending on target audience and terrain

Stakeholder Locations: MDGs stakeholders are spread out within and outside the state.
Communications will need to be tailored (accordingly) to specific audience segments.

Diverse Audiences: There are a wide number of audiences and groups that will receive
information from OSAG-MDGs– the right messages must reach all of these groups.

Influence Groups: There are local and international development partners that will also
require specific information (both inbound and outbound), and can influence the support
that MDGs receives.

Communication Media: There are numerous channels of communication that can be

used to create both “Push and Pull” communications (see communications Guiding
principles)
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Information Gathering: There are projects that we need to align and may impact
OSAG-MDGs activities, and from whom we need gather information so that we can
respond appropriately.

Sponsorship: Clear messages that demonstrate the sponsorship and commitment of

MDGs management and other key players must be recognised by a wide range of
audiences

Communications Approach

In other to use communications as a change agent to achieve value orientation and buy-
in, OSAG-MDGs will adopt a development communications approach

Primary

Development communication development calls for the conscious and active

participation of the intended beneficiaries at every stage of the development process;
since rural development can not take place without changes in attitudes and behaviors of
beneficiaries

Justification

• This strategy takes into account the attitudes, perceived needs and capacities of
beneficiaries of the process

• Seeks to mobilize people for development action and to assist in solving problems
and misunderstandings that may arise during development plan implementation.

Communications Rationale

Current Perceptions MDGs

While perceptions of stakeholders’ will change with shifts in the political or economic
environment, MDGs are currently perceived as

Relatively unknown in Rivers State-Rural communities

Not enough mobilization-to action for government Ministries, Departments and

Agencies
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Desired Perceptions

I understand that MDGs are global (United Nations) time bound goals to
be achieved by all countries in 2015
I understand that the government is committed to MDGs in Rivers State,
through OSAG-MDGs
I understand that an MDGs approach is good for governance
I understand that value orientation and buy-in from stakeholders is
important
I understand that there is a synergy between OSAG-MDGS, the national
and global policies and commitments. And other independent
development agencies in Rivers State

MDGs Communications Themes

The central communications themes will be:

MDGs are time –bound goals

Value orientation

The Rivers State government is committed to the actualization of the MDGs in

Rivers State

Guiding Principles
A communication approach with Guiding Principles designed to provide a framework,
guidelines and parameters to programme/stakeholders and beneficiaries of MDGs in
Rivers State will be adopted.
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Communications Principles of improvements will help to create

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Principle Justification
Credibility Without a credible communication or credible communicators,
stakeholders and beneficiaries will simply not believe in the end
goal.
To involve, not just inform Promotes collective ownership of the MDGs in Rivers State
Trusted and respected If the staff, stakeholders and beneficiaries do not trust or respect
communications the communications, the messages may fall on deaf ears.
Visible Active RVSG/Stakeholders’ commitment gives credibility to
RVSG/Stakeholders communication; RVSG/stakeholders must be perceived to
support endorse support communications
Two-way Generally communication should be a two-way process
encourages feedback allows a feedback mechanism.

Avoid information Too much information leads to confusion and irritation.

overload
Consistent messages
To repeat messages and
vary mechanisms
To create demand:
encouraging audience to
Pull for information, rather
than OSAG-MDGs
Pushing it at them
Tailor
communication/channels
to audience &specific
MDGs goals needs: To
give information that
audience wants, not what
you want to tell
Central co-ordination of
communications
Manage expectations
Listen and act on feedback
Action driven
Inconsistency loses credibility . Without consistency, audiences
are confused and frustrated about what to expect.
The more ways a message can be communicated, the more likely
it is to be internalised. Using different mechanisms ensures
repetition without individuals 'switching off.'
Ensures buy-in to MDGs
Makes information specific to the audience or specific MDG
goals The audience is more likely to listen if the information is
contextualized
 
Ensures consistent approach.
Encourages audience to believe in what you to tell them.
Encourages support in the approach by being responsive to the
needs of the audience. Ensure approach meets changing audience
needs.
Effective communications prompts receivers to act-value
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orientation
Format
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• Use MDGS communication templates (format, font, structure)

SevakCorporate Communications Ideasconsistency
to ensure
Integrate • Integrate messages into currently existing communication
channels where possible
 
 
Timely Ensure that all messages are consistent, and timely
Measurement –Driven Communications measured against set goals-Evaluation
Communications

This list is not exhaustive

Crisis Management –Active and Reactive Strategy (Stand Alone)

OSAG-MDGs will have a contextualized defensive (Crisis Management Plan) at the state
level and an active media strategy. Daily reports on MDGs and related developments
initiatives will be monitored (Cut from News papers and collated in a media library for
media monitoring and evaluation purposes (A detailed Media management strategy and
tactics will be developed as a Stand Alone document for OSAG-MDGs)

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 MDGS Communications key messages (WHAT)

(Flexible subject to OSAG and OSSAP MDGs current context and setting)

Key Themes Key Message for each Theme

Value Orientation Value orientation=buy-in to MDGs

MDGs is a global UN initiative-High OSAG-MDGs is committed to its

level actualization in Rivers state

Goals focused-Low level

MDGs has a bottom to top Active participation = buy-in

communications approach

MDGs Communications Message Cycle /Sequence

Communications Strategy Message Dissemination Timeline

• Stage 1-Raise Awareness Continuous

• Stage 2-Engage- build momentum Continuous
• Stage 3-Provide Necessary information As required
• Stage 4- Demonstrate Results and Progress Milestones
• Stage 5 -Create positive peer pressure Milestones
• Stage 6 -Celebrate successes Target/milestones

A detailed communications plan will be developed for each message in the circle. Each
Message is a sub-strategy

*Specific timelines will be allotted to each message during the communications planning
phase as discourse or context may change or shift-Best Practice
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 • Raise Awareness

The first communications campaign of MDGS will be to raise awareness about:

What are MDGs? Who are our partners? What are our mission and strategy? Strategic
communications awareness campaigns and projects updates.e.g. (Corporate kite flying)
experience by beneficiaries and partners. The awareness stage must have a target -
Identify MDGs Champions for each goals

• Engage build momentum

Sustain communications presence. Maintain greater presence and visibility, through the
delivery of the same message in different forms and channels. And celebrate every
success no matter how small. Sustain communications through positive peer pressure

• Provide Necessary information

Availability of (non confidential) information on MDGs to stakeholders and

beneficiaries.

• Demonstrate Results and Progress

Show result of work done and milestone achieved, to achieve buy-in from stakeholders’
and beneficiaries

• Create positive peer pressure

Use results and progress to create positive peer pressure amongst beneficiary
communities to sustain development and communication presence

• Celebrate successes
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Celebrate community-driven success, from beneficiaries’. Predominately Bottom-Up

Approach with some top down communications, where necessary.
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 OSAG-MDGs Rivers State Communications Message Cycle

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 Stakeholders (see Annex for stakeholders Analysis)

Classification-Flexible open to ongoing stakeholder mapping

Classification of Stakeholders’ Interest and Influence (Q1)

(To be reviewed continuously as stakeholder position change)

High
Keep Satisfied Executive Governor Manage closely
of Rivers state, OSSAP-MDGs
OSAG-MDGs, MDAs, Community,
liaison

Influence
Monitor Keep informed

NGOs, CBO International Development Partners

Low All target audience

Low Interest High

High influence, high interest people: Need to be kept satisfied, but not so much that
they become bored with the message.

High influence High interest people: Must be fully engaged and make the greatest
efforts to satisfy

Low influence, low interest people: Need to be monitored but not bored with
excessive communications

Low influence, interested people: need to be adequately informed, and spoken with
to ensure that no major issues arise. These people can often be very helpful with the
detail of the project
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 Audience Category and Expected buy-in to Change
1 Committed to Change

2 Buy-in to Change
3 Buy-in to Change
4 Awareness of Change=Buy-in
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 Target Audience WHO
Rivers State Government-Internal
MDAs -Internal
International Development Partners-External
LGAs Liaison-External
Ongoing Independent Development Partners NGOs-External
Beneficiaries-External

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 Develop Communications Plan
Stage 2
(Straw Man)

Communications Planning
OSAG-MDGs communication strategy will be realised through the development and
implementation of tailored communication plans. These plans must be dynamic
documents that continuously change, as the questions, issues, and concerns of each
audience arise. This input is essential to ensure effective communications, and
communication plans should include the necessary activities to achieve this
input and feedback.
The following are proposed approach and guidelines for communications planning for
MDGS:

1) Revisit/modify Communications Plan on at least a quarterly basis

This plan will provide an overview of the communications to be delivered to all
audiences over that period. The Quarterly Communications plan will contain information
on:
a. Audience
b. Key messages
C.Target level of awareness / involvement / commitment
d. Communications Media
e. Feedback Methods

2) Develop Detailed Communication Plans

The monthly communication plans will take the planned communication activities in the
quarterly plan to the next level of detail. At the start of each month, the plan for the
following month should be developed. Specifically, the detailed communication plans
will outline the following additional details:
a. Additional details regarding the key messages required
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b. Who will be responsible for developing each communication required?

c. Who will be responsible for delivering each communication required?
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d. Communication development target date

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e. Communication delivery target date

Governance -Signoff (Whom)

Communications must have a clear sign –off procedure to be recognised by all.

In order to maintain and follow the communication guiding principles, it is imperative
there are controls in the message approval process. The ultimate ‘approver’ is defined
in the previous section on governance. Communications must be approved by
Leadership, Content Owners and Process Owners There may be others involved in the
process of message development, but the message approver will have accountability for
the overall content of messages when the communications are written. Criteria to
evaluate messages include:

Content

Format

Structure

Frequency/Timeline

Dissemination Procedure

• Approval-final sign off returns content to communications team (internal and

external)
• OSAG-MDGs communications disseminates via distribution channel detailed

Dependencies

The following dependencies have been identified

Above the line

• Communications dependent on content From OSSAP and OSAG-MDGs

• Communications dependent on content from MDGs (inbound and outbound)

Below the line

Dissemination process dependent communications team

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Measuring the effectiveness of the Communications
Measurement –Driven Communications (MDC)-It is important to measure the
effectiveness of communications on a regular basis to identify:
• Reaction to messages delivered
• Level of awareness / involvement /commitment to date
• Effectiveness of media & message deliverers
• Gaps in communication
• New questions, issues, fears and/or concerns that must be addressed
• Appropriate timings for communications
Communications measurement can be achieved through the following means
• Face-to-face engagement/Town Hall session, bounce back cards
• Various communications surveys
• Complied lesson learned
• Media monitoring and evaluation
Incorporate into next stage
The communications plan will then need to be revised based on the feedback received to
ensure that we continue to deliver the right messages, to the right people, through the
right channels, at the right time.

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Conclusion

This communications strategy has outlined format and structure of OSAG-MDGs

communications, ensure that its objectives are communicated accurately and is clearly
understood by all stakeholders and beneficiaries state-wide

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 STAKEHOLDER ANALYSIS -

STAKEHOLDER STAKE COMMUNICATION KEY MESSAGES ACTIVITY

    NEEDS    
Executive Governor,  • Key to the success of    • Progress   • Weekly Activity­ Dash 
the MDGs .Main  • General internal  • Milestones   board  Report 
OSSAP­MDGs   driver of the  communications  • Threats  • Regular interaction 
Programme   • Up­to­date structured  • Successes  • Giving 
• Promoting its MDGs  information about  communications 
Agenda   MDGs, activities and  support to OSAG­
• Have committed  Progress  MDGs ,i.e. Milestones 
funds to the MDGs  • Knowledge about  interviews 
OSAG­MGDs activities   • Face­to­face sessions 
• Knowledge about  on request  
federal/international  • News 
MDGs Support   letters/bulletins 
• State of funding­  
Information 
Rivers State  • Key to the success of • Reliable and up-to-date • Progress • Weekly Activity­ Dash 
the MDGs information about the • Milestones board  Report 
Government,  • Have committed funds programme • Threats • Regular interaction 
Ministries,  • Promoting its state • Information about • Successes • Giving 
Departments and  MDGs Agenda availability of communications 
support/resources support to (RIC) ,i.e. 
Agencies   • Communications of Milestones interviews 
messages to raise • Face­to­face sessions 
awareness, motivate on request  
stakeholders, celebrate • Regular E­mail  
successes & • Livelink space with 
acknowledge efforts all relevant 
information 

OSAG-MDGs • Personally accountable • Accurate, tailored and • General information • Daily briefing and
for the success of the timely information to about MDGs, reports
programme engage and take action stakeholders and • Weekly reports
as required beneficiary • Face-to-face sessions
communities • Q and A sessions of
• Regular updated milestones achieved
programme • News letters/bulletins
information

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 • Progress
• Milestones
• Threats
• Successes

International • Committed the success • Accurate and tailored • Create involvement • E-mail
of the programme information to engage and buy-in through • Speak & Eat session
Development Partners and take action as information sharing • Knowledge
required • Programme Knowledge Management sessions
• Communications • Project up date sessions
should be open and
honest to enhance
beneficiary and
stakeholders
confidence.
MDGs Community • Interested in the • Accurate and tailored • Development • Town Hall session
development of their information about Communications • Speaking Tours
Liaison Office communities projects to engage and (Bottom-Up ) • Community Road
• The primary take action as required • Commitment of MDGS shows
programme stakeholder • Face –to-face,
beneficiaries • Positive peer pressured • Radio, cassette, folk
• Their satisfaction is of success and progress media
important to the from other
continuation of the communities
programme and
stakeholder
commitment
Beneficiary • Interested in the • Accurate and tailored • Development • Town Hall session
development of their information about Communications • Speaking Tours
Communities/LGAs communities projects to engage and (Bottom-Up) • Community Road
liaison • The primary take action as required • Commitment of MDGS shows
programme stakeholder to the • Face –to-face,
beneficiaries programme • Radio, cassette, folk
• The satisfaction is • Positive peer pressured media
important to the of success and progress
continuation of the from other
programme communities

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Other Independent • Committed resources • Reliable and up-to-date • Progress • Targeted E-mail to all
and finance to the information about the • Milestones • Engage as required
Development Partners
MDGs programme • Threats
(NGOs) • Successes

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Communications Channels- Analysis-(HOW)

Television

PROS CONS
Prestigious and persuasive Tends to be monopolized by powerful
interests because of its prestige
Can be used for High-level Not available in all rural areas
communications
Expensive production/ reception
Programme production for agriculture can
be difficult
Difficult to localize information for
agriculture unless there are local TV
stations, still rare in developing countries

Summary: Although potentially powerful, television is not easy for rural development
in most developing countries.

Radio
PROS CONS
Wide coverage and availability in rural Weak as a medium for training and
areas education since it is audio only
Cheap production/reception
Relatively simple programme production
Local radio stations facilitate localized
information

Summary: Excellent medium for motivation and for drawing attention to new ideas and
techniques but weak for providing detailed knowledge and training.

Video

Pros Cons
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Highly persuasive Multiplicity of standards/formats

Constantly improving technology is Requires talent, skill, and experience to
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making it ever cheaper and more reliable produce good programmes for development
Electronic image/ sound recording gives Requires rather sophisticated repair and

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immediate playback and production
flexibility
Allows more than one language to be
recorded as commentary on a single tape
Can be shown in daylight using battery
powered equipment
maintenance facilities
Dependant on the use to which it is to be put,
may call for quite large capital investment
Colour/visual quality mediocre in some
standards

Summary: Video has become the media in the minds of many. It is highly effective but
calls for a careful strategy and skilled producers.

Slide sets/ film strips

Pros
Slide-sets quite simple to produce
Low-cost equipment for production and
projection
Very good color/visual quality
Filmstrips made of robust material and
are small, easy to transport
Excellent training medium for all
subjects except those few for which
showing movement is an absolute
essential
Cons
Production requires laboratory process
Cannot be used in daylight without a
special rear-projection screen
Lacks the appeal of video (which relates
to TV in most minds)
Turning slides into filmstrips requires
laboratory process which is not always
available in developing countries

Summary: Slide sets/ film strips have proved an invaluable training aid in rural
development but they are tending to lose out to video, despite the higher cost of the latter.

Audio cassettes

Pros Cons
Easy and cheap to produce programmes Audio only and so suffers some of the
weaknesses of radio, though repeated
listening may help to overcome it
Cassette players quite widely available
Easy to localize information
Good for feedback because farmers can
record their questions/reactions
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Can be used well in conjunction with rural

radio
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Summary: Very good low-cost medium. Potential has not been sufficiently recognized.
Especially useful used in conjunction with extension and rural radio.

Flip charts
PROS CONS
Cheap and simple to produce and use Not as realistic as projected aids
Good for training and extension support Care required to make drawings
understandable to illiterates
Lack the attraction of audio-visual
materials
May be thought of as "second-rate" by
people with experience with electronic
media

Summary: Flip charts very useful to help extensionists/technicians in their work with
rural people. Drawings notoriously difficult to understand for people with low visual
literacy, so careful design and pre-testing needed.

Printed materials
PROS CONS
Relatively cheap, simple and easy to Of limited use among illiterates but bear in
produce mind "family literacy" as opposed to
literacy of individual farmers
Can be taken home, consulted, and kept as
a permanent reminder
Particularly valuable for extensionists,
technicians, and community leaders

Summary: Well designed, carefully written for their intended audience, printed materials
can provide a vitally important and cheap source of reference for literates among the rural
population.

Folk media (Theatre, Puppetry, Storytelling, etc)

PROS CONS
Does not require capital investment Requires skilled crafting of development
messages into the fabric of the folk media
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Does not depend on technology that is May lack prestige vis-à-vis more modern
liable to break down media in some societies
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Intrinsically adapted to local cultural scene May be difficult to organise, and calls for

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 close working relationship between
development workers and folk media artists
May be highly credible and persuasive
where folk media has a strong tradition

Summary: Creative use of folk media-- in cultures where it is popular and well
entrenched-- can be a subtle and effective way of introducing development ideas and
messages. Care required ensuring that the mix of entertainment and development is
appropriate, so furthering the latter without damaging the former.

This analysis can be used as guidance for MDGs communications channels selection

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