Transcript Communication for Development in UNICEF C4D team NYHQ WCARO Network Meeting Dakar, Senegal, 8 April 2008

Communication for
Development in UNICEF
C4D team NYHQ
WCARO Network Meeting
Dakar, Senegal, 8 April 2008
Selamawit Gebreyes the poster child of the 1st CSD revolution,
shown by Aminata Diallo, a Senegalese Child Activist
2
C4D in UNICEF
Part 1: Developments since 2006
Part 2: Strategic direction
3
Recent developments
late 2005 – Avian Influence
Prevention/ Control focus
family & community commn.
2006 – role of community-based/nondirective comm. to address social
practices
2007 – ED and Org Review calls for
revitalization of this function
- global consultation, OMP
4
Recent developments
Beginning 2008/09 biennium – focus
on strategic support to key regional
priorities (ACSD in Africa)
Name change C4D & renewed focus
on behaviour and social change comm
- distinct from information communication/PR
- consistent with industry/UN standard
5
Recent developments
 Agreement to focus on 'flagship' interventions in
line with programmes and advocacy goals based on
country typologies / regional priorities (WHAT WE
NEED TO DO):
– Highlight & build on good practices
– Build a body of evidence on the impact of C4D/CBSC
– Attract donor funding
 80:20 principle (HOW WE WILL DO IT):
– 80% of resources & efforts invested in organizational priorities
(child survival & health MDGs in Africa & Asia for instance)
– 20% to model innovations or address complex, underlying issues
by using innovative communication approaches
6
Recent developments
 Re-investing in C4D/CBSC (WHAT WE NEED):
– Rapid internal capacity building and staff training
– Establish/upgrade posts to ensure minimum operating ‘capacity’
– Align structures to ensure coordination & integration across
programmes
– Allocate budgets for both sectoral & cross-cutting CBSC
interventions
– Key global & regional partnerships
7
Communication for Development (C4D)
is a systematic evidence based process
that is
intrinsically linked to programme and advocacy
elements;
uses
consultation and participation of children,
families, communities and networks, and privileges
local contexts;
and relies on
a mix of communication tools, channels and
approaches,
to promote and facilitate
positive and measurable behaviour and social
change.
8
C4D/CBSC Results
 Increased knowledge and awareness
 Improved and new skills
 Increased demand for products and services
 Improvements in service delivery (e.g improved
interaction between service providers and clients)
 Changes in behaviour and practices
 Shifts in attitudes, social norms and power
relationships
 Enhanced self esteem, self efficacy,
 Facilitating empowerment
9
Associate
Director
GRCE
Chief
Adolescent
Development
and
Participation
Senior
Prog.
Officer
Quality
Assurance
Specialist
Chief
Admin.
Assistant
Gender &
Rights
Communication
for
Development
Senior Advisor
C4D
Specialist
Policy &
Technical
Guidance
Institutional
Development
C4D
Specialist
C4D
Specialist
Project Officer
Behaviour
Change
Social
Change
Institutional
10
Development
Part 2:
C4D Strategic Framework
C4D Strategic Framework
Long-term, high-level direction and
priorities
Roadmap for more detailed action plan
Reference for management decisions
Basis for performance monitoring
Developed through broad consultative
process
12
Who is it for?
Global Management Team
Senior Management – HQ and RO
Country Office Management
C4D Staff
Communication/C4D staff
Programme staff
13
Comparative Advantages/Gaps
Organizational
Imperatives
UNICEF C4D
Comparative Advantage
UNICEF C4D
Gaps
UN Coherence
Advocacy – Global
presence/reach
Access to decision makers
Absence of common UN approach/
strategy
Perception – UNICEF acting alone
Sharpen
Programme
Focus
Multi-sectoral programme base
Field experience
Culturally aware
Uneven understanding of C4D
Need to institutionalize C4D
Need to innovate
Structure/
Systems
C4D as cross-cutting practice
Field presence/national staff
Need to build C4D critical mass
Uneven status/positioning
Need to build C4D capacity
Global
Knowledge
Leader
Many examples of good practice
Some data/evidence of results
Vast field experience/knowledge
Need to enhance research
Need to document/use evidence
Need to explore new technologies
& approaches
Partnerships
Global presence
Ability to convene multi/crosssectoral partnerships
Need for strategic partnerships
and networks
Manage for
Performance
Existing C4D skills and
experience
Need to standardize C4D
Need to measure LT results
Need to develop C4D career paths
14
Strategic Positioning
Use UNICEF’s comparative advantage/
niche to position the function based
on:
Experience working with children, women
Power to convene/social mobilization/
participation
Ability to work across sectors and all
levels
Presence on the ground
15
Broad Themes
Accelerate
Sustain
Innovate
Excel
16
Accelerate
 Accelerate progress towards
achievement of programme goals
Directions:
– Focus on limited number of high impact
programme areas, locations
– Standardize planning, monitoring and evaluation
for communication components of programmes
– Offer creative, validated solutions for rapid scaling
up of communication efforts
– Establish / strengthen strategic partnerships and
professional networks
– Strengthen C4D in emergencies
17
Sustain
 Sustain achievements over the long-term
Directions:
– Broaden focus to address underlying social,
economic, cultural and political causes
– Enable national ownership
– Support social movements / civic
engagement
– Engage partners to include sustainability in
aid discourse
18
Innovate
 Build and apply intellectual leadership
and state-of-the-art knowledge and
insights
Directions:
– Collaborate for research and intellectual exchange
– Invest in new C4D methodologies, approaches,
technologies, etc.
– Source, manage and apply technical knowledge
on communication about, for and with children
– Analyze emerging global issues, develop C4D
response
19
C4D focus areas within the current
MTSP
 Child Survival & Development
– ESARO + WCARO
– 5 key behaviours
 Girls’ Education
– Safe schools
Gender
 HIV/AIDS
Corporal punishment
– Transmission: adolescents,
Parenting practices
youth
 Protection
– Violence against children
CEE/CIS, MENA, TACRO
20
Excel
 Create culture of learning and leaders in
field of C4D
Directions:
– Mobilize champions for advocacy and investment
in C4D
– Customize C4D learning for key internal/external
audiences
– Collaborate with partners to establish global/
regional sources for C4D training / support to
applications
– Sustain continuous learning
21
Implications for UNICEF
Policies
Partnerships and linkages
Human Resources Management
Staffing and structure
Performance management
Career management
Financial and administrative
procedures
Investment
22
Implications for WCARO C4D
teams
HQs role, function and support for:
Policy guidance and technical support
Organizational support
advocacy with management
strategic positioning of C4D/resource mobilization
23
C4D History Project
Where Practice has lead
theory – C4D history
Dhamis & Jankris promoting
ORT
Maximo, Promoting IDD
Prevention in the Andes
A Health Worker in Iringa with a
Rainbow Growth Chart.
Aminata Diallo , a
Senegalese Child Activist.
Young radio producers
in Nepal
25
12 Breakthroughs
#1: CSD Revolution: Advocacy, Social Mobilization & BCC
#2: Mr. Mayor, Give me Your Support: Localizing Political
Action for Children
#3: Macro and Micro Communication Planning for Polio
Eradication in India
#4: Visually Communicating Nun, Chini, Pani (ORT)
#5: Mobilizing the Brazilian Private Sector for Breastfeeding
#6: Facts for Life: Simply “Health for All” and “All for Health”
#7: The Power of Inclusive and Empowering Media Portrayals
#8: Soul City: An Exemplary Entertainment-Education
Initiative
#9: “Chatting with My Best Friend” Of, by, and for Nepal’s
Youth
#10: Meena, the Spunky Role Model in South Asia
#11: Tanzania’s Iringa Nutrition Project
#12: TOSTAN: A “Breakthrough” in Community Empowerment
in Senegal
26