communicating for results - philippines

Republic of the PhilippinesDepartment of the Interior and Local Government

COMMUNICATING FOR RESULTSTHE DILG STRATEGIC COMMUNICATIONS TOOLKIT

FOREWORD

AsaDepartment,itiscrucialthatweproperlyandeffectivelycommunicateourgoodgovernancereformstoourdifferentstakeholders,especiallynowthatweareimplementing numerous projects in partnership withourlocalgovernmentunits(LGUs).Communicatingforresultsallowsustohighlightthemeaningfulgainsofourprogramsandprojectsandemphasizethatindeed,goodgovernancecan leadtoeffectiveandhighperforminglocalgovernmentsandbetterdeliveryofbasicservicestoourpeople.

Through this Strategic Communications Toolkit,eachoperatingunitaswellasourofficialsandemployeeswill be guided on the processes and strategies ofplanningand implementingcommunicationprograms.Maythistoolkitbeaninstrumentforustoeffectivelyandstrategicallycommunicatetherightmessagestoourdifferentstakeholdersandinfluencethemtojoinusinourdrivefortransparency,accountability,performance,andcitizenparticipation.

I specifically thank the Australian Governmentthrough the Philippines Australia Human Resourceand Organizational Development Facility (PAHRODF)whichworkedcloselywithus,ledbyPlanningServiceDirector Francisco R. Cruz, for making this StrategicCommunicationsToolkitareality.

May we become effective communicators andadvocates of good local governance to our differentstakeholdersandmaywealwaysembodythetraitsofbeingMatino, Mahusay at Maaasahang Kagawaran para sa Mapagkalinga at Maunlad na Pamahalaang Lokal.

Austere A. PanaderoUndersecretary

How to Use This Tool Kit

This tool kit is designed to provide a practical guide to designing andimplementingcommunicationprogramsfortheDepartmentoftheInteriorandLocalGovernment(DILG).

Thisisdividedintotwoparts.ThefirstpartdescribesthestrategicsystemandkeyprocessesandthesecondpartprovidesalistofworksheetsthatcanbeusedastoolindevelopingtheDILGStrategicCommunicationsStrategy,Planorspecificcomponentsofsuch.

This is intended to guide all those who will be involved in designing,implementingandevaluatingtheDILGStrategicCommunicationsliketheDILGPublic Affairs and Communications Service (PACS) , DILG Program/ ProjectTeams,CommunicationProgramServiceProvidersandPartnersofDILG.

DILG STRATEGIC COMMUNICATION i

TABLE OF CONTENTS

The DILG Strategic Communications Model

Chapter 1: The DILG Strategic Communications Framework

Chapter 2: Analysis

Chapter 3: Formulating the Communications Strategy

Step 1: Establishing Communication Goals and Objectives

Step 2: Audience Analysis and Segmentation

Step 3: Messaging

Step 4: Communication Channels, Tools and Resources

Step 5: Forming the Communications Team

Chapter 4: Implementing the Communications Strategy

Chapter 5: Measuring the Effectiveness of the Communications

Stategy

Appendixes

Appendix A: Overall Communications Plan Worksheet

Appendix B: Communication Plan Worksheet

Appendix C: Stakeholders Analaysis Worksheet

Appendix D: Stakeholders Mapping Worksheet

Appendix E: Message Worksheet

Appendix F: Primary Audience Worksheet

Appendix G: Secondary Audience Worksheet

Appendix H: Communication Channel Evaluation

Appendix I: Purpose-Audience-Message-Channel Worksheet

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DILG STRATEGIC COMMUNICATION ii

TABLE OF FIGURES

Figure 1: DILG Communications Model

Figure 2: Strategic Communications System

Figure 3: Identification of Influence and Impact of DILG

Stakeholders

Figure 4: DILG Stakeholder’s Prioritization and Approach Matrix

Figure 5: Formulating the Communications Strategy

Figure 6: Message House

Figure 7: DILG Brand Message House

Figure 8: SGLG Brand Message House

Figure 9: PCF Brand Message House

Figure 10: PCF Brand Message House (part 1)

Figure 11: DILG Issues Message House

Figure 12: DILG Crisis Message House

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DILG STRATEGIC COMMUNICATION 1

THE DILG STRATEGIC COMMUNICATIONS MODEL

TheDepartmentoftheInteriorandLocalGovernment(DILG)recognizestheimportance of strategic communications in fulfilling itsmandate as the catalyst ofexcellentlocalgovernance.Hence,itembarksonactivelypromotingitsidentityandaligningpublicperceptiononwhatitdoesasanorganization,itsprojects,programsandaccomplishmentsandhowitsvariousstakeholderscanhelppromotesustainableanddevelopment-orientedlocalgovernmentunits(LGUs).

DILG’smandateofgeneralsupervisionofLGUsiscontinuouslyevolvingtobemore responsive to the needs of the LGUs in particular and the constituencies ingeneral.Todate,DILG’sgeneralsupervisionmandatetakestheformsof(a)capacitybuildingofLGUsbothintermsoftrainingandfinancialassistanceforvariousessentialinfrastructureprojects;(b)measuringandincentivizingLGUperformancetoencouragethepracticeofgoodgovernance;and(c)continuingpracticeofthedelegatedauthorityoverprovincesandhighlyurbanizedcities.

Withamorerobuststrategiccommunicationssystem,DILGseekstoreachandinfluencenotonlyitsdirectclientandprimaryaudience-theLGUs,butallsectorsofsocietywhoarebeneficiariesofgoodlocalgovernance,andwhosebehaviorscanaffectthepromotionofgoodlocalgovernance.DILG’scommunicationmodelbeginswithaclearunderstandingofwhatitdoes,how,why,forwhom,andtowhomcommunicationisdirectedto,leveragingonacollectiveunderstandingfromwithin.DILGthenpursuesanengagingtwo-waycommunicationprocesswithandamongitsstakeholders.Thisisdirectedtowardsstrengtheningsustainableanddevelopment-orientedLGUsthatare(a)accountable,transparent,participativeandeffectiveinlocalgovernance;(b)sociallyprotectiveandsafe;and(c)environment-protective,climatechangeadaptiveanddisasterresilientand(d)businessfriendlyandcompetitive.

In sum, the DILG communicates to bring about collective behavior thatpromotesexcellenceinlocalgovernanceandDILGcommunicationencouragestwo-waycommunication thatgoesbeyonddownloading information through issuances,circulars, and guidelines to a two-way communication that encourages dialogue,interactionandwiderparticipation.


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CHAPTER 1: THE DILG STRATEGIC COMMUNICATIONS FRAMEWORK

WHAT IS STRATEGIC COMMUNICATIONS?

Strategiccommunicationsbroadlymeansaligningcommunicationinitiativestosupport anorganization’s strategicplan. It is structuring,designing, implementingandmeasuringcommunicationtosatisfyboththeshorttermobjectivesandlongtermgoalsofanorganization.

More specifically, strategic communications refers to “an evidence-based,results-oriented process, undertaken in consultationwith the participant group(s),intrinsically linked to other programmer elements, cognizant of the local contextandfavoringamultiplicityofcommunicationapproaches,tostimulatepositiveandmeasurablebehaviorandsocialchange”1

StrategicCommunicationsSystemobservesaniterativeprocessthatiscomprisedbyfourmajorphases:

1.Analysis–establishestheover-allcontextofthecommunicationstrategy.At thisphasetheover-allcommunicationneedsandcapacitiesareidentifiedand over-allcommunicationgoalsanddirectionsarederived.Thiswillincludethe identificationofsuccessindicators.

2.Formulating Communication Strategy–chartsaclearcourseofactiontoattain thecommunicationgoals.Atthisphase,thedifferentcommunicationsplans, programs,projects,activitiesareidentifiedanddesigned;andtherightmixof theelementsofcommunicationlikecommunicationobjectives,targetaudiences, communicationchannelsand resourcesareestablished.

3.Implementing Communication Strategy –conductingtheidentifiedcoursesof actionslikecommunicationprograms, projectsandactivities.

4.Measuring–monitoringandevaluating theimplementationandtheeffectiveness ofthestrategy.Dataisgatheredperiodically andcomparedwithidentifiedcommunication objectivesandsuccessindicators.

Figure 2. Strategic Communications System

1Lotse,C.(2005).Strategic Communications for behavior and social change in South Asia.UN Working Paper. Retrievedfromhttp://www.unicef.org/rosa/Strategic_Communication_for_Behaviour_and_Social_Change.pdf.


CHAPTER 2: ANALYSIS

Thephaseestablishestheover-allcontextfortheDILGcommunicationstrategy.ThisbeginsbylookingintotheDILGstrategicimperatives,itsstakeholdersandtheindividual and collective behavioral changes that are necessary to bring about itsstrategicgoals.ThisestablishestheDILG’spriorityneedsthatcanbesupportedbycommunication and howDILG is capable to pursue the necessary communicationinitiatives,aswellashowDILGcaneffectivelycommunicatetoitsstakeholdersandtargetaudiences.Thegoalof theanalysisphase is to identifyhowcommunicationcan help bring about DILG’s performance targets and desired results includingspecificsupportstructures,processesandmechanismsthatcanbestrengthenedbycommunication.

Thekeyquestionsthatmustbeansweredare:

1.What does DILG seek to achieve? This requires the review of DILG’s strategic plan and itspriority initiatives, performance results and targets and theinternalandexternalfactorsthataffectDILG’spast,currentandfutureperformance.Thiscanalsobedoneduringstrategicandoperationalplanningandreview.

2.What are the issues and challenges that communication can address? Based from the DILG performance goals, areas of concerns, issues andunderlyingcausesofperformance,thegoals,systems,processesandstructuresthatcan be strengthened by communication are determined. How communication canhelpachieveperformancetargetsandthecompetenciesandresourcesneededaredeterminedaswell.

Belowaresomeexamplesofareasofconcernsorissuesandunderlyingcauses:

Area of Concern/Issue Underlying Cause How communication can help

LGUshaveslowprojectcompletionrate

Duetocertainprojectrequirements,LGUsencounterchallengeswhichdelayandprolongthetimelinesinprojectcompletion

•ProvideinformationonhowLGUscan complywiththerequirementseasily throughinformation,educationand communication(IEC)materials

•Holdorientationmeetings/consultations (especiallywiththemostcommonly encounteredprojectrequirementsso thattheycanpreparebeforehandand/or factorthisinduringprojectcompletion soastoallotcontingencies)


3.Who are the DILG’s stakeholders and how do they limit or facilitate the attainment of DILGs strategic goals?

StakeholderanalysisisastartingpointinunderstandingwhoDILGneedsto communicatetoandwhy.Thestakeholdersarethoseindividualandgroupswho caninfluenceandaffecttheaccomplishmentofDILGsstrategicgoals.

The stakeholder analysis must be able to answer the following questions:

a.WhoareDILG’sstakeholdersandhowdotheyaffecttheattainmentofDILGs strategicgoals? b.HowdoesDILGaffectthem?Howmuchpower&/orinfluencedoesDILGhave overthem?Whatarethesourcesofthesepower&/orinfluences? c. HowdoeseachstakeholderaffectDILG?Howmuchpower&/orinfluencedoes eachstakeholdergrouphaveoverDILGandwhatarethesourcesofthese power&/orinfluences? d.WhatcanDILGdotomove/influence/supportitsstakeholdersindividuallyand collectivelytowardsbringingaboutDILG’sstrategicgoals?

Thematricesbelowcanbeusedindeterminingwhofromamongits stakeholdersshouldDILGprioritizeandfocusitscommunicationeffortsto.

Figure3canbeusedto identify the levelof influenceand impactofspecificstakeholderstoDILG.Figure4showshowtoprioritizeandapproachthestakeholders.

Figure 3. Identification of Influence and Impact of DILG Stakeholders


SomeidentifiedstakeholdersofDILG:

a. LocalGovernmentUnits(LGUs)

b. LGUConstituents,GeneralPublic

c. CivilServiceOrganizations(CSOs)andinterestgroups,

d.GovernmentDecisionMakers(CongressandOfficeofthePresident)

andothernationalgovernmentagencies(NGAs),

e. Institutionalpartnersanddonoragencies,

f. Media

g.DILGemployees

Figure 4. DILG Stakeholder’s Prioritization and Approach Matrix


CHAPTER 3:FORMULATING THE COMMUNICATIONS STRATEGY

Figure 5. Formulating the Communications Strategy


SPECIFIC–providesexactdetailsofwhattoachieveS

MEASURABLE –standardcanbesetandprogresscanbecomparedwithstandardsM

ATTAINABLE –realistic,canbeachievedA

RESULTS-ORIENTED –target-specific,definesoutputs,outcomesandimpactR

TIME-BOUND –period,timetocompletecanbedeterminedT

Example:

Operational Goals Communication Goal Communication Objectives

ToincreasethenumberofLGUsthatwillpasstheSGLG

TocommunicatetheprocessandcriteriaofSGLG

TomotivateLGUstocomplywiththecriteria

ConsistentandregularreleaseofcommunicationsaboutSGLGprocessandcriteriatohelpLGUsqualifyforSGLG

RegularexposuretomediaorforumtocommunicateSGLGprogramsandbenefits

The communication goals are the broad description of what DILG seeks toachievethroughcommunication.Fromaclearunderstandingofitsstrategicgoalsandpriorities,performanceneedsandstakeholders,andhowcommunicationcanhelp,thecommunicationgoalsarederived.

ThecommunicationsgoalsshallreflectandarticulatehowcommunicationcancontributetotheattainmentoftheDILG’sstrategicgoalsandpriorities.Thesecanbebrokendownintocommunicationobjectives.Thecommunicationobjectivesstatemorespecificcommunicationneedstobeaddressedorresultstobeachievedthroughcommunication.CommunicationobjectivesshouldbeS.M.A.R.T.

Step 1: Establishing Communication Goals and Objectives


ATTRIBUTES–characteristicandtraits(demographics)A

UNDERSTANDING –knowledge,perception,meaningsU

DISPOSITION –tendencies,attitudesD

INFLUENCE –drivers,motivatorsI

EXPRESSION –language,comprehensionE

NEEDS –expectations,benefitsorconsequences,N

CHANNEL PREFERENCES –howinformationisreceived,timingC

EXPOSITION –actions,behaviorsE

Theaudienceanalysis is a systematic study to identifymore specifically thetargetpopulation(audiences)fromamongthestakeholderstowhichcommunicationinitiativeswillbedirected.Audienceanalysisestablishesthecertaincharacteristicsofthetargetaudiencetodeterminethemosteffectivewaytocommunicatetothem. Based from the stakeholders’ analysis, and the communication goals andobjectives,theprioritygroupstowhomDILGneedstocommunicateisestablished.Intheaudienceanalysis,thesestakeholdersareprofiledtodeterminehowtocommunicatetothemmoreeffectively.Audienceprofilescontainthefollowinginformation:

Step 2: Audience Analysis and Segmentation


Knowledge, Attitude, Behavior and Practice (KABP) Profiling

The knowledge, attitude, belief and practices (KABP)profilingintendstoestablishthebaselineinformationandchangesin the knowledge, attitude, behavior andpractices relating toDILGgoalsandinitiativesbyitstargetaudiences.Thisgeneratesinformationabouthowthe targetaudience(s)perceives, feelsandreactstoDILG,itsgoalsandinitiatives.Knowingwhatdrivestheaudience(s)’siscriticalincommunicatingtothem.

Datagatheringmethodologieslikesurveys,keyinformantinterviews,focusedgroupdiscussions,expertconsultationsandthelikeareconductedtoestablishthedemographicandKABPprofilesofaudiences.

Demographic Profile includes age, gender, ethnic/culturalbackground,language/dialect,educationalattainment,householdincome,householdsizeandthelike.Thesecharacteristicstobeprofileddependonthepurposeoftheaudienceanalysis.

TheKABPProfilingelicitstheaudience’s:

KEY QUESTIONS

•Whoseknowledge, attitudes,behavior andpracticesmust bechangedtomeet DILGgoals?•Whoelseinfluence theseknowledge, attitudes,behavior andpractices?•Howdothey seekandreceive information?

KNOWLEDGE –theunderstandingofanytopic,issueorconcernK

ATTITUDE – displaysfeelings,motivations,preconceivedideasandmeaningstowardsanytopic,issueorconcernA

BEHAVIOR –observableactionsandreactionstowardsanytopic,issueorconcernandB

PRACTICE –establishedpatternofactions/reactions,consistentlydisplayedtowardsanytopic,issueorconcernP


Tips in preparing a KABP Questionnaire: 1. IdentifytheKABPthatarecriticalinbringingabout communicationgoalsandobjectives

2.Pre-testthequestionsthroughafocusedgroupdiscussionor anexpertopinion.Questionsforknowledgeandpracticesare open-endedquestions.Likertscaletypeofquestionnaires canbeusedtodrawoutattitudes,beliefsandperceptions.

3.ValidatetheQuestions–administerthequestionnaire withsmallgrouptodeterminethedegreetowhichquestions areunderstoodandhowtheyareinterpretedacrossgroups, andhowthequestionsareabletogeneratetherequired informationandallareasarecovered.

KABPprofilingalsodeterminesandestablishesthepatternatwhichthetargetaudience(s)givesandreceivesinformation,howtheyassociatemeaningstothingsandeventsintheirenvironmentandthefactorsthatwillfacilitateandlimittheadoptionofdesiredbehavior.Alltheseinformationaresignificantindeterminingthechannelofcommunicationtobeutilized,thelanguageusedandmessagetobedeveloped,andtheaudiencecorrespondingsegments.


Further,theKABPanalysiscanestablishthelevelofbehavioralchangeofthetargetaudience.Thisishelpfulindeterminingtheappropriatecommunicationstrategiesandactivitiestobedeployed,asexhibitedinthetablebelow:

Audience Communication Strategies Communication Activities

Unaware

•Raiseawareness•RecommendSolution

•Informationcampaignsthrough IECmaterialsandconductof informationdissemination eventslikeaplanned informationcaravan

Aware, concerned,

knowledgeable

•Identifyperceivedbarriersand benefitstobehaviorchange

•DistributionofIECMaterials•Conductofplannedand sustainedlocalconsultations•Quickresponsestoinquiries

Motivated to change

•Providelogisticalinformation•Usecommunitygroupsto counselandmotivate

•PersonalizedletterstoLGUs, Citizens,andCSOs•QuickresponsetoInquiries•Holdvariousexperience sharingeventslikeworkshops, consultations

Tries new behavior

•Provideinformationoncorrect use•Encouragecontinueduseby emphasizingbenefits•Reducebarriersthroughproblem solving•Buildskillsandbehaviortraits•SocialSupport

•PersonalizedletterstoLGUs, Citizens,andCSOs•QuickresponsetoInquiries•Holdvariousexperiencesharing eventsliketestimonials,summit andconferences

Sustains new behavior

•Remindthemofbenefitsofnew behavior•Assurethemoftheirabilityto sustainthebehavior•SocialSupport

•PersonalizedletterstoLGUs, Citizens,andCSOs•QuickresponsetoInquiries•Holdvariousexperiencesharing eventslikefora,summitand conferencesCitizen’sawards•CSOawards


The messages should be tightly aligned to the communication goals andobjectives.Messagesmustbeabletobringthetargetaudiencetowardsthesegoalsandobjectives.Messagesmustappealtoreasons(tangiblefacts/actions)andemotions(values,feelings).

Variousreferencesprovidecharacteristicsofeffectivemessagesspecifically:

• CLEAR and CONCISE–conveysandfocusesfewbutkeyinformation • CREDIBLE–messageisrealistic,factual,achievable • RELEVANT –appealstoaspecificneed/expectationofthetargetaudience, expresseswhat’sinitforthetargetaudience,clearstatementsofbenefit derivedbythetargetaudienceand/orwhatspecificneed(s)aresatisfied • COMPELLING– encouragesthinking,feeling,doing(ACTION) • EASY– messagesmustbeeasytorecall,andpresent“calltoaction”as simpleandeasytodo

Step 3: Messaging

Tips in Developing Messages 1.Beclearonthepurposeofthemessagesandmessaging needs–revisitDILG’sstrategicgoalsandalignprogram objectives.

2.Gatherallinformationandverify,messagesmustbe backedupbyfacts,andfactsmustbedifferentiatedfrom opinion.Substantiate,distinguishandaddcredibility.Facts, figuresandstatistics,quotingauthorities,storiesandvisuals canbeeffective.

3. Focusontheimportantcoremessages,keepingtothreeto fivekeypointsatmost,prioritizethosethatyouwantthe audiencetoremember,consideringthelimitedtimeof exposure.

4. Focusonbenefitsandoutcomes,alwaysincludeamessage about“What’sinitforMe”forthetargetAudience.

5.Tailormessagestofiteachtargetaudience’scommunication styleandpreference,usethelanguagethattheyunderstand andthechannelthroughwhichtheyreceiveinformation.

6.Reviewandpre-testthemessageseitherthroughsmall focusedgroupdiscussionsorexpertopinion.informationand allareasarecovered.


The Message House

TheMessageHouseisapowerfultoolincraftingeffectivemessagesforvariouspurposesandchannels.Itprovidesalogicalstructureonhowmessagesareframedandpresented.

Parts of the Message House

• UMBRELLA STATEMENT/ KEY MESSAGE–Thisstateswhatthebig pictureis.Thisshouldcontainthemostimportantmessagethatthetarget audienceshouldremember,evenaftertheyhaveforgotteneverythingelse. Thisshouldappealtothehearts(emotional)andminds(rational)ofthe targetaudience(s).Themessageshouldcontainbenefits,results/ outcomes,shortstatementofwhatisandwhatisinitforthetargetaudience • CORE MESSAGES–Thesearethesupportingmessagesandserveas thebodyofthemessage.Thesecanincludestatementsthatdescribethe structure,featuresorprocedures,answerstoissues,actionsbeingtaken aboutorevencalltoactionandotherclaimssupportingtheover-allmessage. • EVIDENCE(S), PROOF(S) or SUPPORT–thesearethedetailsthatadd depthtothesupportingmessages.Detailsmayincludewho,what,when andhow,likescientificdata,personalexperienceoranecdotalevidences.

Figure 6. Message House


Examples of a Message House

Thiscanbeusedasaguideinstrengtheningtheidentity/brandofDILG

Figure 7. DILG Brand Message House


Thiscanbeusedasaguideinstrengtheningtheidentity/brandofSGLG:

Figure 8. SGLG Brand Message House


Thiscanbeusedasaguideinstrengtheningtheidentity/brandofPCF:

Figure 9. PCF Brand Message House (part 1)


Figure 10. PCF Brand Message House (part 2)


Thiscanbeusedasaguideinaddressingissues:

Thiscanbeusedasaguideduringcrisissituations:

Figure 11. DILG Issues Message House

Figure 12. DILG Crisis Message House


Step 4: Communication Channels, Tools and Resources

Channel Analysis, Resources and Timing

Oncemessages are determined, the next step is to identify the channel fordelivering the message(s). These mechanisms must be suitable to the targetaudience(s).Thechannelofcommunicationmustbeselectedconsideringthefollowing:

a.Whatispopularwiththetargetedaudience? b.Whatisareliableandcrediblechannel? c. Whatistheaudience’ssize? d.Whichmediumwillreachmoreofthetargetaudience? e. Howcomplexorsimpleisthemessage? f. Whichiscost-effective?

Messagesmustbedeliveredatthetimethattargetaudiencearemorelikelylistening,toensuretheyarereached.

Factorstoconsiderwhenselectingcommunicationchannels:

a.Reach:whatproportionoftheaudienceisexposedtothechannel? b.Frequency:howoftenaretheaudiencesexposedtothechannel? c. Cost:howmuchwillitcosttoachieveeachcontactwithamemberofthe targetaudience? d.Managerial Feasibility:willitbepossiblefortheprojecttomanagethe useofthechannelovertime,supervisingoutreachworkers,orpreparing effectivemediamaterial? e.Effectiveness per contact:howmucheffectonknowledgeorbehavior willeachcontactwiththechannelproduce?

Variousoptionsinclude: 1. IECMaterials,brochures,posters,advisories,positionpapers,circulars, letters,issuances,variousmemoranda 2.AvailabilitySession/openhouse 3.Celebrations/specialevents 4.Electronicmedia,includingemail,websites 5. Face-to-facemeetingswithkeystakeholders, 6. Focusgroupsdiscussions 7.Media,includingcableTV,displayads,newsreleases,andpressconference 8.Publichearing/Townhallmeetings 9.Publicorprivateschools 10. Socialmediatools,e.g.,YouTube,Facebook,Twitter 11. Workshops,Seminarsandothercapabilitybuildingactivities


Step 5: Forming the Communications Team

Afterdetermining theWhy,What,ForWhomandHow,anequally importantstep is determining who themembers of the communications team are, and thespokesperson.Thecommunications teamwillbe theover-all lead in implementingandmeasuringtheimplementationofthecommunicationsinitiatives.

Thegoalofthecommunicationteamistoensurethatthecommunicationinitiativeis implementedasplanned.This includesorganizingtasksandactivities,providingtechnicalassistancetootherimplementingunitsandmonitoringandevaluatingboththeprocessandtheresults.

There is also anothermember of the communication teamwho is tasked tohelp the audiencesget themessages right. This is thedesignated communicator/spokesperson.Thespokespersonisresponsible inensuringthatDILG’sstandpointonvarious issuesgets intonewsstoriesandcommunicationchannelsat themostappropriatetime.ThisincludesthosepromotingapositiveDILGimageandaddressingunfavorableones,andkeepingissuesinpertinentcontext.Thespokespersonisalsoresponsible in answering questions, providing information to increase clarity andcohesivenessofthemessagesthatDILGwantstoconveytoitsaudiences.

Pointers to consider when choosing a spokesperson 1.Authority and CredibilitytospeakinbehalfofDILG; authorityrestsonhispositionandtheextenttowhichhis opinionisconsistentwiththatofDILG,whilecredibilityrests onhisreputationandtrackrecord.Theabilitytohandle confidentialmattersandtheabsenceofanypersonalhistory oflyingtothepublic,cheating,orbeinginconsistentin issuingstatements,opinions,etc.

2.ProfoundunderstandingofDILG,itskeyissuesandconcerns. Ideally,anexpertonthecrisissubjectmatterandappointed managementappointstheauthorizedspokesperson.

3.Hasundergonetrainingmanagingthepressandcrisis communications a)Cancommunicateconfidentlyinfrontofsmallorlarge groupsandswiftinreplyingtoquestions. b)Abilitytomaintaincomposureunderstressful conditions c) Abilitytoestablishstrategicandcordialrelationships withvariousstakeholdersespeciallythemediaand peopleformthepress


CHAPTER 4: IMPLEMENTING THE COMMUNICATIONS STRATEGY

When a communication strategy is formulated, DILG prepares for the

implementation.The implementation stage involves the conductof communication

activities including the production and distribution of Information, Education and

Communication materials. This includes organization of tasks and deployment of

peopleandresources,managementofcommunicationchannelsandmonitoringand

evaluating theprogressover time.Theactivitiesmustbeconductedbasedon the

plan,andwithintheallocatedresourcesandtimeperiod.Itisimportanttolookinto

how the activities are conducted andhow they are bringing about the objectives.

Implementingthestrategyshouldbeguidedbyamonitoringandevaluationplanthat

shouldessentiallyanswerthebasicquestion:Isthetargetaudiencebeingexposedto

themessagesasintended?

An important part of implementing strategy is documenting the progress of

implementationnotonly tokeep trackof theprogressandallocationof resources

but also to capture the challenges, successes and lessons learned. This helps to

facilitatecontinuingwork,avoidrepeatingunfavorablestepsandcaptureemerging

bestpractices.Thesearethefollowingareastolookinto:

• GoalsandObjectivesset

• Goalandobjectivesattainment

• Factorsthatfacilitatedandlimitedtheattainment

• Implementationoftheplanandanydeviations

• Difficulties/Challengesandmeasures,whatworkedandwhatdidn’twork

• Audiencesandchannels


CHAPTER 5: MEASURING THE EFFECTIVENESS OF THE COMMUNICATIONS STRATEGY

Monitoring and evaluation is critical in determining the effectiveness of thecommunication strategy. Establishing the standards and indicators of success ofthecommunicationstrategyand initiatives is integral inestablishingthegoalsandobjectives. It is a continuous undertaking that tells whether the communicationsinitiativesarebringingaboutthedesiredbehaviorsandresults.

Monitoringandevaluation iscarriedoutsimultaneouslywith implementation.Programsaremonitoredtosystematicallygatherinformationaboutaudienceresponsetomessages,andsubsequentchangesinknowledge,attitudes,beliefsandpractices(KABP)associatedwithDILG’sprogramsandinitiatives.Someindicatorsofeffectivenessofcommunicationinitiatives

OUTPUT LEVEL

• NumberofIECDmaterialsdeveloped,producedanddistributed • Numberofactivitiesconducted • Numberofchannelstapped • Numberofparticipantsreached,attended • Messageeffectiveness–reach,comprehension,recall • Cost-efficiency–spendingwithinbudget

OUTCOME LEVEL

• Numberofparticipantsexhibitingdesiredbehavior • Observablechangesinbehavioramongyourtargetaudience • Changesinthenumberofpatrons,supporters,partners,volunteersetc. • Manifestationsofsupportlikepolicyconsiderations,budgetapproval,grant offersetc. • Numberofrequestsformaterialsorinformation • NumberofWebvisitors(bothuniqueandrepeatvisitors) • Numberofpositivenewsstoriesorstoriespromotingyourmessage • Verbalorwrittenfeedback,negativeorpositive


Determining the Scope and Type of Evaluation

Thescopeandtypeofevaluationlargelydependsonthecommunicationgoals

andobjectives.QuantitativeandqualitativemethodsmaybeusedforM&Especifically

inareasof:

a. Input:economicandhumanresourcesbudgetedandactuallyspentfor

onegivenactivity

b.Output:qualityandquantityoftheproductsofthecommunication

campaignintermsofactivities(meetings,mass,events,),materials

(leaflet,poster,IECmaterials,pressrelease)andmedia

c. Outcome:thesearewhatthetargetaudienceswillacquireafterbeing

exposedtothecommunicationactivities,productsetc.,like

understandingofthemessages,formedopinionandperspectives.Impact:

Theseresultstoquantifiablechangesinknowledge,attitudes,behavior

andpractices

Morespecifically,evaluationcanbeinfocusedon:

• Effectiveness of the messages –arethemessagesreceivedas

intendedbythetargetaudience?

• Effectiveness of the channels–arethechannelsfacilitatingthe

transferofmessagesaccurately,coveringalltargetaudiencesandatthe

opportunetime?

• Production and distribution of IEC Materials–arematerialsproduced

deliveringappropriatemessagesanddistributedintimetoreachthe

targetaudiences?

• Conduct and implementation of activities–areactivitiesgenerating

targetparticipationandconductedasscheduled?

• Cost Efficiencies–areresourcesspentwithinreasonablelimits?


Success indicatorsonshouldbeestablished fromas thecommunicationgoalsandobjectivesareestablished.

OUTPUT LEVEL

• NumberofIECmaterialsdeveloped,producedanddistributed • Numberofactivitiesconducted • Numberofchannelstapped • Numberofparticipantsreached,attended • Messageeffectiveness–reach,comprehension,recall • Cost-efficiency–spendingwithinbudget

OUTCOME LEVEL

• Numberofparticipantsexhibitingdesiredbehavior • Observablechangesinbehavioramongyourtargetaudience • Changesinthenumberofpatrons,supporters,partners,volunteersetc. • Manifestationsofsupportlikepolicyconsiderations,budgetapproval,grant offersetc. • Numberofrequestsformaterialsorinformation • NumberofWebvisitors(bothuniqueandrepeatvisitors) • Numberofpositivenewsstoriesorstoriespromotingyourmessage • Verbalorwrittenfeedback,negativeorpositive

IMPACT LEVEL

• MoreempoweredLGUspromotingsustainabledevelopmentandsocial protection • ConstituentsbenefittingfromempoweredLGUs,economicdevelopment andsocialprotection


APPENDIXES

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MM

UN

ICAT

ION

S PL

AN

Month

Co

mm

unic

atio

n O

bjec

tive

Target Audience

Key

Mes

sage

(s)

Com

mun

icat

ion

Chan

nel/

Too

ls

Tim

efra

me/

Fr

eque

ncy

Reso

urce

s/

Des

crip

tion

/ Re

mar

ks

Janu

ary

1.

2.

3.

Febr

uary

1.

2.

3.

Mar

ch

1.

2.

3.

April

1.

2.

3.

May

1.

2.

3.

June

1.

2.

3.

July

1.

2.

3.

Augu

st

1.

2.

3.

Ap

pen

dix

A:

Ove

rall

Com

mu

nic

atio

ns

Pla

n W

orks

hee

t


Se

ptem

ber

1.

2.

3.

Octo

ber

1.

2.

3.

Nov

embe

r

1.

2.

3.

Dece

mbe

r

1.

2.

3.

Prep

ared

by:

Appr

oved

by:

____________________________________________________________

____________________________________________________________

Sign

atur

e ov

er Print

ed N

ame, Pos

ition

and

Date

Sign

atur

e ov

er Print

ed N

ame, Pos

ition

and

Date


DEP

ARTM

ENT

OF

THE

INTE

RIO

R AN

D L

OCA

L GO

VERN

MEN

T CO

MM

UN

ICAT

ION

S PL

AN

Nam

e of th

e Pr

ogra

m/ Bu

reau

/ Se

rvice/

Reg

ion: __

__________________________________________________________________________________________________

Nam

e of th

e Pr

ojec

t: ____________________________________________________________________________________________________________________________________

Commun

ications

’ Objec

tive(

s): ________________________________________________________________________________________________________________________

Over

all M

essa

ge: _

_______________________________________________________________________________________________________________________________________

Targ

et A

udie

nce

Key

Mes

sage

(s)

Com

mun

icat

ion

Chan

nel/

Too

ls

Tim

efra

me/

Fr

eque

ncy

Reso

urce

s/

Des

crip

tion

/ Re

mar

ks

Pr

epar

ed by:

Appr

oved

by:

____________________________________________________________

____________________________________________________________

Sign

atur

e ov

er Print

ed N

ame, Pos

ition

and

Date

Sign

atur

e ov

er Print

ed N

ame, Pos

ition

and

Date

Ap

pen

dix

B:

Com

mu

nic

atio

n P

lan

Wor

ksh

eet


DEP

ARTM

ENT

OF

THE

INTE

RIO

R AN

D L

OCA

L GO

VERN

MEN

T

STAK

EHO

LDER

S AN

ALYS

IS W

ORK

SHEE

T Nam

e of th

e Pr

ogra

m/ Bu

reau

/ Se

rvice/

Reg

ion: __

__________________________________________________________________________________________________

Nam

e of th

e Pr

ojec

t: ____________________________________________________________________________________________________________________________________

Stak

ehol

der

Stak

ehol

der’

s Le

vel o

f Inf

luen

ce

Stak

ehol

der’

s In

tere

st L

evel

/ Le

vel o

f Im

pact

Su

ppor

t/ A

ctio

ns

Nee

ded

Leve

l*

How

? Le

vel*

H

ow?

*Lev

els: (1

) Low

to (4

) High

Prep

ared

by:

Appr

oved

by:

____________________________________________________________

____________________________________________________________

Sign

atur

e ov

er Print

ed N

ame, Pos

ition

and

Date

Sign

atur

e ov

er Print

ed N

ame, Pos

ition

and

Date

A

pp

end

ix C

: S

take

hol

der

s A

nal

ysis

Wor

ksh

eet


Appendix D: Stakeholders Mapping Worksheet

DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT

STAKEHOLDERS MAPPING WORKSHEET Name of the Program/ Bureau/ Service/ Region: _____________________________________________________________________________________________________ Name of the Project: _____________________________________________________________________________

Stakeholder’s Map

Prepared by: Approved by:

_____________________________________________ _____________________________________________ Signature over Printed Name, Signature over Printed Name, Position and Date Position and Date


Appendix E: Message Worksheet

DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT MESSAGE WORKSHEET

What is the promise—single most important benefit,

key point that must be imparted?

What are the key issues that the message should address, what are the critical information to impart?




• What are the support statements? Reasons/Facts to believe the promise.

• What details,

processes, procedures, and facts should the audience know?

• Is it

communicated in the audience’s language – translations of DILG jargons and technical terms

• What is the call

to action?


• What details,


• Is it



to action?


• What details,


• Is it



to action?


• What details,


• Is it



to action? Prepared by: Approved by:

_____________________________________________ _____________________________________________ Signature over Printed Name, Signature over Printed Name, Position and Date Position and Date


DEP

ARTM

ENT

OF

THE

INTE

RIO

R AN

D L

OCA

L GO

VERN

MEN

T

PRIM

ARY

AUD

IEN

CE W

ORK

SHEE

T

Audi

ence

D

emog

raph

ic

Prof

ile

KAB

P Pr

ofile

St

age

of B

ehav

ior

Chan

ge

Fact

ors

affe

ctin

g de

sire

d be

havi

or

Sour

ces

of

Info

rmat

ion

e.g. LGU

Class 5, low income

Informed, non-‐

compliant

Reluctant to change

Lack of technical and

financial capability

M&E reports from

operations

Prepared by:

Approved by:

____________________________________________________________

____________________________________________________________

Signature over Printed Nam

e, Position and Date



Ap

pen

dix

F:

Pri

mar

y A

ud

ien

ce W

orks

hee

t


DEP

ARTM

ENT

OF

THE

INTE

RIO

R AN

D L

OCA

L GO

VERN

MEN

T

SECO

ND

ARY

AUD

IEN

CE W

ORK

SHEE

T

Seco

ndar

y Au

dien

ce

Prim

ary

Audi

ence

In

fluen

ced

Pow

er o

f Inf

luen

ce

(Low

, Med

ium

, H

igh)

Sour

ce o

f Inf

luen

ce

Atti

tude

tow

ards

Pr

imar

y Au

dien

ce

Beha

vior

Seco

ndar

y Au

dien

ce

Sour

ces

of

Info

rmat

ion

e.g. CSO

LGU

Medium

Participation to

projects, so projects

are approved by DILG

Reluctant

Bulletin Boards,

Letters

Prepared by:

Approved by:

____________________________________________________________

____________________________________________________________





Ap

pen

dix

G:

Sec

ond

ary

Au

die

nce

Wor

ksh

eet


DEP

ARTM

ENT

OF

THE

INTE

RIO

R AN

D L

OCA

L GO

VERN

MEN

T

COM

MU

NIC

ATIO

N C

HAN

NEL

EVA

LUAT

ION

Chan

nel

Targ

et A

udie

nce

Audi

ence

Rea

ch

Freq

uenc

y of

Au

dien

ce A

cces

s Ad

vant

ages

D

isad

vant

ages

e.g. TV

General Public

Wide

Daily -‐High

Wide reach

Costly

Prepared by:

Approved by:

____________________________________________________________

____________________________________________________________





Ap

pen

dix

H:

Com

mu

nic

atio

n C

han

nel

Eva

luat

ion


DEP

ARTM

ENT

OF

THE

INTE

RIO

R AN

D L

OCA

L GO

VERN

MEN

T

PURP

OSE

-‐AU

DIE

NCE

-‐MES

SAGE

-‐CH

ANN

EL W

ORK

SHEE

T

Com

mun

icat

ion

Obj

ecti

ves

Targ

et A

udie

nce

Key

Mes

sage

s Co

mm

unic

atio

n Fo

rmat

/Cha

nnel

M

easu

res

of

Effe

ctiv

enes

s e.g. To increase

participation of CSOs in LGU

Projects

CSOs

CSOs help communities by

participating in LGU

projects

Face-‐to-‐face

Message Recall

Change in participation

level

Prepared by:

Approved by:

____________________________________________________________

____________________________________________________________





Ap

pen

dix

I:

Pu

rpos

e-A

ud

ien

ce-M

essa

ge-

Ch

ann

el W

orks

hee

t

communicating for results - philippines

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