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reflecting the global humanitarian structure, led by both U.N. agencies and international
NGOs—partly to facilitate knowledge management.
7.2.2 Formulating and executing a communication strategy
Formulating and executing a communication strategy can be viewed as a two-part
process, each part containing five steps. The first part is the formulation of the strategy:
1. Identify the intended result(s) (e.g., restoration of trust in the government, reduction
of anxiety among a target population, rehabilitation of basic community infrastructure,
or widespread participation in local elections).
2. Identify the audience that can bring about the intended result.
3. Create message(s) that can influence the identified audience to bring about the
intended result. The messages should be simple, accurate, and consistent, using
language that people can easily understand (without jargon or excessive acronyms,
taking into account local literacy levels, etc.).
4. Identify the communication channel(s) (e.g., television, radio, billboards, print media,
mobile cinemas, workshops, village meetings, religious services, or one-to-one
communication) that are best suited to convey the messages so as to influence the
intended audience and to bring about the intended result.
5. Create the communication tool(s) (e.g., produce brochures, posters, videos, websites,
or press releases; arrange workshops, meetings, or speaking engagements; and/or
engage local leaders, celebrities, and other well-known personalities) that are best
suited to the intended channel, message, audience, message, and result.
The second part of the process is executing the strategy. The five steps for execution
use the same concepts as those for formulating the strategy, but in the reverse order:
Put the communication tool into play…
…through the selected channels…
… to carry the messages…
…to the target audience…
…which is expected to bring about the intended result.
The intended result—where the process starts and ends—should be kept in mind
throughout. Careful selection of the timing and frequency of message delivery will enable
message retention and “top of mind” association. Concerted effort is needed in the
selection of channels and use of communication tools in order to ensure that messages
reach intended audiences who are hard to reach, such as crisis-affected people in remote
areas. Collaboration with crisis-affected communities, the government, and other development
partners, will strengthen effectiveness and synergy in communication strategies.
Risk assessment, sensitivity to the context, and familiarity with the audience’s priorities,
concerns, and social norms and values are important when developing and implementing
a communication strategy. This background knowledge will make conflict and gender
sensitivity possible. Pilot messages can be tested using focus groups or feedback from local
colleagues. Risk assessment will bring to light the potential for communication messages
and tools to backfire. For example, T-shirts to identify participants in a cash-for-work project,
with the logos of the government (or local government) and UNDP, can facilitate internal
communication, build team spirit, enhance public confidence in the government, and
highlight UNDP’s involvement for donors. If things go wrong with the project, however,
Livelihoods & Economic Recovery in Crisis Situations