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COMMUNICATION AND STAKEHOLDER ENGAGEMENT STRATEGY2013-2016

NBI Communication and Stakeholder Engagement Strategy [i]

AcknowledgementsThe following persons contributed to the preparation of the 2013 - 2016 Communication and Stakeholder Engagement Strategy

Drafting TeamDr. Wubalem Fekade, ENTROMs. Jane Baitwa, Nile-SECMs. Emerita Mugorewicyeza, Nile-SECMr. Warren Nyamugasira, Consultant

ContributorsMs. Dorothy Kaggwa, Nile-SEC Dr. Abdulkarim Seid, Nile-SEC Dr. Mohsen Alarabawy, Nile-SECMr. Tom Waako, Nile-SECMs. Juliet Nakassaga, Nile-SEC Ms. Beatrice Adongakulu, Nile-SEC Mr. Peter Kanyi Maina, NELSAP-CUMs. Mwikali Wambua, NELSAP-CUMr. William Katete, NELSAP-Rusumo ProjectDr. Salah Shazali, ENTROMr. Tumwebaze Wycliffe, Ministry of Water-Uganda Mr. Willy Mugenzi, GWP Eastern Africa Mr. Steffen Schwörer, GIZ

NBI Communication and Stakeholder Engagement Strategy [ii]

Table of Contents

1. Introduction 1

2. Background and Context 1

3. NBI Communication and Stakeholder Engagement: A Brief Review 2

4. NBI 2012-2016 Strategic Plan: Providing a framework for the Communication and Stakeholder Engagement Strategy 3

5. This (2013-2016) NBI Communication and Stakeholder Engagement Strategy 3

6. NBI Communication and Stakeholder Engagement: Problems and Challenges 5

7. Defining Communications 6

8. Principles Guiding Communication and Stakeholder Engagement 9

9. Managing Communication in a Crisis Situation 9

10. Defining Stakeholder Engagement 10

11. Implementation Planning of the Communication and Stakeholder Engagement Strategy 12

12. Limitations 14

13. Appendices 14

NBI Communication and Stakeholder Engagement Strategy [1]

1. INTRODUCTIONThis NBI 2013-2016 Communication and Stakeholder Engagement Strategy is companion to the NBI Strategic Plan for the period 2012 - 2016. Serious effort has been made to ensure that the Strategy is logically consistent and coherent with the NBI Strategic Plan. This strategy will from the vantage of conducting effective communication and stakeholder engagement activities, be one of the tools to realize the goal and objectives of the NBI 2012-2016 Strategic plan.

The Strategy has been prepared in a consultative way, where all three NBI centers were represented and took part (see Appendix 4). This Strategy, while providing an NBI wide overarching framework and guideline, nevertheless is not a one-size fits all document. The document enunciates shared principles and approaches to be adhered to, while permitting each Centre (Nile-SEC, ENTRO and NELSAP-CU) to implement it in a way that is more adaptive to Centre specific demands and requirements.

2. BACKGROUND AND CONTEXTThe Nile Basin Initiative (NBI) is a transitional, 10-country, intergovernmental partnership institution established in February 1999. The partnership is guided by a Shared Vision: ‘To achieve sustainable socioeconomic development through equitable utilization of, and benefit from, the common Nile Basin Water resources’. NBI Member States are: Burundi, DR Congo, Egypt, Ethiopia, Kenya, Rwanda, South Sudan, The Sudan, Tanzania, and Uganda.

NBI is governed by a Council of 10 Ministers (Nile-COM) in charge of Water Affairs in Member States, which is the highest decision and policy-making body. Nile-COM meets at least once a year and is supported by a Technical Advisory Committee (Nile-TAC), of 20 senior government officials from the partner states. Nile-TAC meets at least twice a year.

NBI is managed from three centers - a basin-wide Secretariat, the Nile Basin Initiative Secretariat (Nile-SEC) located in Entebbe, Uganda responsible for overall corporate direction. The Eastern Nile Technical Regional Office (ENTRO) in Addis Ababa, Ethiopia executes the Eastern Nile Subsidiary Action Program (ENSAP)- comprising Egypt, Ethiopia, South Sudan and Sudan. The Nile Equatorial Lakes Subsidiary Action Program Coordination Unit (NELSAP-CU) based in Kigali, Rwanda executes the Nile Equatorial Lakes Subsidiary Action Program (NELSAP)- comprising Burundi, Democratic Republic of Congo, Egypt, Ethiopia, Kenya, Rwanda, South Sudan, Sudan, Tanzania and Uganda. In each member country there is an NBI office, the Focal Point, which coordinates and links transboundary NBI and national plans and activities. With the above structure in place, soon after it was formed in February 1999, the NBI launched its first basin-wide cooperative water resources Strategic Action Program consisting of:

• The Shared Vision Program (SVP)- a number of [soft] capacity and confidence building projects [canvassing water resources planning and management, power trade, environment, applied training, confidence building and stakeholder involvement, agriculture water, socioeconomic development] spread across the Basin to lay the foundation for basin-wide cooperation and build capacity for integrated water resources management all in a trans-boundary context.

• Two Subsidiary Action Programs (SAPs) aimed at delivering concrete investments/benefits ‘on the ground’ in the Eastern Nile and the Nile Equatorial Lakes sub-basins.

Both programs have delivered significant results to-date. The SVP has built hitherto unavailable water resources related basin-wide data, information and knowledge as well as regional and national capabilities and systems. The SAPs have identified and prepared cooperative investment projects worth


over USD 1 billion.

Since December 2008, NBI has been implementing a four-year (2008 - 2012) Institutional Strengthening Project (ISP), designed to strengthen NBI in readiness for the ultimate transition to the intended Nile River Basin Commission (NRBC) under the Cooperative Framework Agreement (CFA). The ISP enabled NBI to achieve a sound institutional foundation to deliver its core functions of facilitating basin wide cooperation, managing the water resources of the Nile in a sustainable manner and promoting water resources investment.

In a separate and parallel track distinct from the Strategic Action Program- ”the cooperation track” - The Nile-cOM has been facilitating negotiation over a Cooperative Framework Agreement (CFA) - “the negotiation track”- among NBI Member States in a bid to enable creation of a permanent institution, the River Nile Basin Commission, to replace the current transitional arrangements under the NBI.

The foregoing developments have had significant impact on NBI’s Communication and Stakeholder engagement efforts - and constitute the communication Problematique. On the one hand, the achievements of the SVPs and SAPs provide opportunity to highlight NBI’s success stories and achievements - and thus its relevance to the wellbeing of both the Nile and its basin wide inhabitants. On the other hand, keeping the “negotiation” and “cooperation” track separate have proved increasingly difficult, particularly since June 2010 after the CFA was concluded among six upstream countries. The latter development - the disagreements over the CFA - proved more “attention” and “headline” grabbing and overshadowed conversation among the media and stakeholders about the former i.e. discussion about managing and developing the common Nile Basin water resources cooperatively and sustainably and success stories. This communication-stakeholder engagement challenge is expected to persist into the 2012-2016 strategic planning period.

3. NBI COMMUNICATION AND STAKEHOLDER ENGAGEMENT: A BRIEF REVIEWEngaging stakeholders, keeping stakeholders informed and facilitating engagement through robust communication and participation has been given due emphasis as one of the building blocks of NBI from the very first days. An entire SVP Project, the ex-CBSI (Confidence Building and Stakeholder Involvement), was established to pursue this agenda. Significant achievements have been scored under CBSI in terms of engaging a wide array of stakeholders from across the basin. Various forums have been organized that provided space to stakeholders for dialogue and participation in and thus influence NBI activities and ultimately results. Forums targeting engagement of specific stakeholder groups such as women, parliamentarians, media, academia, civil society, NBI elders, ex-diplomats and lawyers have been organized. Though regrettably it has not been possible to sustain them. A range of communication products highlighting NBI achievements and advocating NB cooperation have been produced.

Whether these efforts resulted in robust support for NBI among stakeholders has been of paramount interest to NBI. A 2008 World Bank commissioned Qualitative Survey of NBI stakeholders in 8 countries provided mixed results, both pluses and minuses. On the minus side it was revealed that NBI has not succeeded in communicating its results widely and effectively; that NBI lacks visible authority and results on the ground to demonstrate effectiveness and that it is elitist and an ivory tower entity. On the plus side, NBI has been cited as honest broker, center of excellence for water knowledge, forum for deliberation among politicians, experts, countries and civil society , some 65% respondents are familiar with it. The Survey also highlighted the challenge of managing citizens’ expectations and perceptions.

A similar NBI commissioned web-based survey of 300 NBI stakeholders (including regional organizations,


development organizations, international NGOs, NBI Member State government departments, parliamentarians, media, civil society, universities) in 2012 revealed comparable findings, indicating lots of work remaining. Managing expectations, communicating results, increasing NBI visibility in Member States remain perennial tasks. Examination of Mid-term reviews of NBI projects, including the ISP, also intimate outstanding challenges pertaining to communicating results and engaging stakeholders effectively as well as managing expectations.

Given the shortage of time and resources to conduct one, the above findings, together with in-house NBI expert opinion, have been considered in lieu of a CBA (Communication Based Assessment) that would have provided a more targeted and precise understanding of the current status of stakeholder perceptions, expectations and challenges and firm baseline of indicators thereof. A CBA would have clearly identified the information needs/gaps of stakeholders, an evaluation of the institutional set up of communication structures and communication environment and best communication outlets in the Nile Basin, etc.

4. NBI 2012-2016 STRATEGIC PLAN: PROVIDING A FRAMEWORKFOR THE COMMUNICATION AND STAKEHOLDER ENGAGEMENT STRATEGYThe 2012-2016 NBI Strategic Plan identifies three core functions or program areas namely basin cooperation - to support and nurture cooperation amongst member countries and joint actions among member states; water resources management - to assess, safeguard and manage the water resources base; water resources development - to identify, prepare and facilitate trans-boundary investment projects. Within this parameter, the Plan strives to achieve the following strategic objectives:

• Raising level and degree of cooperation among NBI member countries• Intensifying effectiveness, impact and reputation of SAPs• Reinforcing and making National Focal Points (NFPs) more effective• Establishing and making operational a single architecture of NBI integrated knowledge management

system• Scaling up Member States commitment [to cooperation]• Streamlining Nile-SEC into a professional and highly focused Secretariat• Formulating and implementing an NBI financial sustainability plan

To achieve the foregoing, the Plan has identified strategic directions for each of the NBI centres to leverage their respective strengths and mandates. An accompanying budget for the period has been estimated.

5. THIS (2013-2016) NBI COMMUNICATION AND STAKEHOLDERENGAGEMENT STRATEGYThis Communication and Stakeholder Engagement Strategy is not a stand-alone document. It is part and parcel of the 2012-2016 NBI Strategic Plan, and is prepared to support its successful implementation. More specifically, this Strategy has the following features:

GoalThe goal of this Communication and Stakeholder Engagement Strategy is “To keep NBI stakeholders well informed, actively engaged and committed to Nile cooperation in support of the realization ofNBI’s 2012-2016 Strategic Plan”.


Objectivesa) To advocate for increased riparian governments’ commitment to Nile Basin cooperation and trans-

boundary non-governmental platforms for dialogue. [Indicator: a. Country contributions - i. Arrears cleared; ii. All MS pay contributions on time; iii MS

increase contributions as per Strategic Plan; b. at least five MOWR public accurate statements; c. Countries are open to track-two diplomacy]; d. At least 10 fora organized targeting key basin wide non-governmental stakeholders - private sector and civil society at national and regional level . Drawing from NBI knowledge products, five priority thematic/issue papers produced and disseminated for basin-wide discussion].

b) To increase national level awareness and knowledge of the benefits of cooperation for the sustainable management and development of the common Nile Basin water resources.

[Indicator: a. Survey respondents that identify NBI’s core activities, vision i.e. what NBI is about accurately from about 60% in 2012 to 90% in 2016).

c) To keep NBI staff/NFPs well informed and updated. [Indicator: >90% of NBI staff/NFPs able to provide accurate basic information about NBI].d) To build a positive image of NBI.

[Indicator : 70% of survey respondents mentioning at least one positive result or attribute of NBI].Formulation of the above Strategy objectives has been preceded with a rigorous identification and analysis of NBI stakeholders and problems - from the vantage of communication and stakeholder engagement - that impede their participation in and support to NBI.

The following Diagram outlines the analytical and work flow of the formulation of the Communication and Stakeholder Engagement Strategy. NBI 2013- 2016 Communication & Stakeholder Engagement Strategy Preparation Schematic

CBA

In lieu of ...

SWOT

ANALYSIS

2012-2016 NBI Strategic Plan

• Annual work plan and Budget

• M & E Plan (time line, baseline, targets, etc.)

Implementation

Planning

Analysis

Communication Stakeholders Challenges

2012-16 Communication & Sakehodler Engagement Strategy

Key Stakeholders Identified

Thematic Messages formulated

Communication Channels Identified

Expected Results defined

2013-16


6. NBI COMMUNICATION AND STAKEHOLDER ENGAGEMENT:PROBLEMS AND CHALLENGESNBI has had to grapple with challenges in its communication and stakeholder engagement undertaking. These challenges originate both from operational and structural causes, from internal and externalcauses, all of which this strategy intends to address.

Failure to clearly communicate what NBI is (and IS NOT) - CORPORATE Branding: A critical challenge is building and strengthening the NBI “corporate brand” which is essential to establishing the Institution’s reputation and identity. A strong brand will become the face of the Institution. In short, an organization needs to clearly define itself to the outside world in order to establish its identity and set the parameters of what is to be expected from it. If there is a void here, outsiders instead of the organization will define what the organization is, which, however may not necessarily and always be accurate. Sometimes outsider-definition might even be outright wrong and harmful. NBI is primarily about transboundary cooperation -- creating opportunities; creating enabling environments for cooperation and win-win outcomes among member countries; minimizing competitive and wasteful utilization of the common but finite Nile resources; seeking solutions to national problems through the transboundry window; managing the Nile resources for posterity i.e. sustainably. In short, NBI is for bringing to the fore the transboundary dimension, about which national plans are, by their very nature too limited and insufficient to address effectively. NBI is more about delivering long-term, trans-boundary benefits and supporting countries to delivering direct and immediate benefits, which is the responsibility of sovereign member governments of the NBI. This message has not been well communicated resulting in unrealistic expectations on the part of its stakeholders, particularly local communities.

Inadequate communication of Results: In over a decade of its existence NBI has delivered significant results. Through the SAPs it has facilitated water resources investment of over USD 1 billion. Through the SVPs it has enabled the building of a robust institutional architecture, enhanced riparian collective and national level technical capabilities in terms of scientifically informing decision making through robust generation of water resources data, information and knowledge. NBI has further restructured itself to deliver more results - both in terms of promoting trust and confidence and in terms of understanding and sustaining the Nile itself. These notwithstanding NBI has not made these achievements be widely known in the riparian countries and beyond. There is a lot of space to improve the communication of scientific and technical information in a way that is accessible to wider spectrum of stakeholders. Further, there is a need to enable NBI leaders, including Heads of NBI Centres (Nile-SEC, ENTRO, NELSAP-CU) and members of NBI governance active spokespersons of the institution and engage diverse media outlets boldly and proactively.

Inability to sustain Momentum and leverage gains: Some initial successes notwithstanding, NBI could have more effectively exploited and communicated achievements made under the SVPs and SAPs (program communication). For example, had NBI continued engaging stakeholders and networks of stakeholders that have been built under the CBSI, they would have possibly played a critical role in ameliorating and managing the fallout from the dispute around signing of the CFA by six upstream Member States in 2010. NBI could have succeeded in making its presence felt in member countries more strongly using these networks (corporate communication). NBI could also have drawn more attention to key challenges and created awareness about issues that threaten the long term sustain-ability of the Nile itself (advocacy communication) and finally it has lots of room to improve its own resiliency in terms of communication (internal communication). This strategy is envisaged to make up improvements in these domains.

CFA-related: The upstream-downstream disagreement surrounding the CFA negotiations has caused a


communication and stakeholder engagement challenge for NBI. Suffice to mention though that this problem has more to do with the design - mandate and structure - of the NBI itself and less with communication and stakeholder engagement performance per se.

Managing Expectations in an evolving, fluid environment: NBI processes, by their very nature of being transboundary requiring consultation and consensus among countries, are long-drawn, particularly when it comes to the identification, preparation and implementation of large scale cooperative investment projects and speedy delivery of tangible benefits on the ground to improve livelihoods. The “here and now” pressing demands of basin communities that wallow in endemic poverty and threatened livelihoods, on the one hand, and the “there and then” orientation of NBI, mandated besides delivering short-term benefits, to deal primarily with strategic intergenerational issues that determine the fate of the Nile River itself (e.g. ecosystem and river sustainability; basin wide scientific knowledge generation and building analytic capabilities; putting in place structures and building institutions for cooperative management and development; building regional confidence, trust and promoting peace, security; regional economic integration and transboundary investments, etc.), on the other, will inherently generate tension and sometimes what may even seem contradictory expectations among a range of stakeholders. This has made the management of stakeholder expectations challenging and complex, but not impossible. This Strategy regularly updated and revised, shall remain flexible, adaptive and open to improvement in order to mitigate the impacts of these “structural” variables.

National Presence: An added challenge here is ensuring adequate NBI presence at the National Level especially during this period when the NBI facilitated investment projects are nearing implementation by Member States. This strategy shall leverage to the utmost the fact that currently each Member State government has provided staff to ensure that the NBI can maintain a national level presence through the National NBI Offices. However, managing the consequences of a rapid rate of staff turnover in these National NBI offices requires constant monitoring and response.

Corporate branding: Building and strengthening the NBI “corporate brand” is another critical challenge. This brand is integral to establishing the Institution’s reputation and identity. A strong brand will become the face of the Institution.

This Communication and Stakeholder Engagement Strategy will address the above challenges during the next four years.

7. DEFINING COMMUNICATIONSStakeholders; Messages; Channels/Medium/Approaches; Expected Results7.1 Stakeholders: This Strategy identifies and prioritizes 11 categories of stakeholders, whose support is deemed critical to the successful implementation of the NBI 2012-2016 Strategic Plan. The characterization of the Stakeholders succinctly analyzes why the specific stakeholder matters most for the resolution of particular problems NBI grapples with.

7.2. Messages: If the objective of any communication exercise is to bring about desired change in the recipient audience or stakeholder, then a one-size fits all message will not help. It matters most to work out as to what kind of thematic messages need to be formulated to reach the stakeholder , calibrate and formulate the content accordingly (the specificities of the messages will need to be elaborated in annual plans to be able to respond to changes in the operating environment and the evolving information needs of stakeholders). This strategy has attempted to formulate “custom-made” thematic messages for each stakeholder identified as related to NBI Strategic Plan. (See Appendix 1)


Overall, the messages will focus on the following themes and topics, to be reformulated according to the needs of each NBI Centre, while staying on the key message/theme. By providing a common reference and vocabulary, the messages will reinforce the “One-NBI” image across Centres and countries.


7.3. Channels/Medium/Approaches: There is a wide range of communication media in the Nile Basin to choose from. They range from the most basic personalized, face-to-face type of communication medium [supported by audiovisual tools, including Power Point Presentations, promotional/visibility products, open day, exchange visits, exhibitions during relevant events, stakeholders’ forums ] to written communication which is slower but favors delivery of a clearer and more calibrated messages [press releases, Op-Eds, reaction statements, letters to the editor, newsletters, corporate reports, project profiles; brochures, posters, success stories, case studies, information bulletins, specific reports on various subjects etc.] to electronic -mail and web-based platforms/web-portals where project documents, knowledge products and disclosures can be availed to the broader public or select group of stakeholders, as needed [library, Nile-IS] ; to electronic and print media [newspapers, television, radio and video documentaries. What is most important will be to choose the most effective and efficient medium appropriate to the message and the stakeholders in question and the desired change in the stakeholder awareness/attitude. A combination of the various channels/medium/approaches will multiply the impact of NBI’s Communication efforts. It should be noted here that this part of the Strategy needs to be revised and re-evaluated annually to ensure continued relevance.

7.4 Expected Results/Desired Changes: Communication activities are undertaken for a purpose, to get a result. Communicating without a priori defining what we expect to get out of it will be an undirected, futile exercise and a waste of resources. We need to answer the question: why, after all, do we need to send messages and receive feedback (i.e. communicate) with stakeholder A, B, C, etc.? This Strategy outlines the expected results for each stakeholder in terms of desired change in awareness, knowledge, attitude and behaviour or practice of the specific stakeholder pertaining to NBI in particular and Nile issues in general. We illustrate this with the following example:

The starting point or the problem related to this particular stakeholder we are to address is defined as “less than desired level of cooperation among NBI member countries”; the objective then is to change this state of affairs into a better one by “advocating for increased riparian governments’ commitment to Nile Basin Cooperation” through a set of communication activities. The primary stakeholders whose support is critical to achieve the objective (or solve the given problem] are identified as: basin country Ministers of Water Resources (Nile-COM, Nile-TAC, Permanent Secretaries, National Focal Points) (SH1) + Energy, Environment, Finance, Agriculture and Foreign Affairs (SH2). This Communication Strategy thus aims to shift the orientation of the stakeholders from emphasizing “securitization and politicization of the management and development of the common Nile Basin water resources” toward viewing “the Nile as primarily a shared trans-boundary cooperative water resources management and development challenge/problem”. Effecting a shift from perceiving the Nile primarily as a “political-security problem” into “a resource management challenge” among ALL Ministers of member countries would indeed be a paradigm shift with huge, positive transformational implications for the entire Nile Basin. This is what this Communication Strategy strives to achieve. Similarly, messages toward changing the NBI from, by-and-large, development partner funded undertaking into primarily a riparian-owned institution would be transformational. Messages are crafted toward this end. Appendix 1 details Stakeholders, Messages, Channels, Expected Results, etc. for each category of stakeholder identified in the prior analyses.


8. PRINCIPLES GUIDING COMMUNICATION AND STAKEHOLDERENGAGEMENTCommunication and stakeholder engagement should adhere to timeless ethical and accuracy prin¬ciples in order to be effective. This Strategy therefore will adhere to the following:

9. MANAGING COMMUNICATION IN A CRISIS SITUATIONA crisis is a situation threatening or one which could threaten to harm people or property, seriously interrupt or impact one’s business or negatively impact on the image of an organization. A crisis is the ultimate unplanned activity and the ultimate test for managers. In a time of crisis, conventional management practices are inadequate. A crisis can take on many forms, including natural or man-made disasters, environmental damage, geographical conflict or criminal acts, to name a few. We live in a conflict/crisis prone part of the world and what makes an event a crisis is sudden focus of intense scrutiny. Being about a river basin, a crisis of one sort or another - floods, droughts, environmental disasters, etc, is bound to happen.

The first few hours of a crisis situation are crucial and the media will not wait. The key to success is preparation and planning.• Update Q&As, facts and figures and holding statements, and be sure everyone who needs them has

access.• Appoint spokespersons and make sure the media have their number.• Identify key messages• Coordinate with key people, senior staff at all 3 NBI centers and the legal advisor• Ensure partners know what NBI thinks - explain the situation to them quickly so they know NBI’s point

of view.• Never speculate and do not be afraid to say you do not know.• Make preparations for a news conference.• Do not get bogged down in operational details.


10. DEFINING STAKEHOLDER ENGAGEMENT10.1 Definition: Stakeholder engagement is a process of consultation to address shared problems by soliciting and inputting stakeholder contributions to arrive at sustainable decision outcomes. The process ensures that decisions are based on shared knowledge and experience of stakeholders, allows adequate space for stakeholders to influence the process and result of the decision making process.

10.2 Rationale: The following are the rationale for this Stakeholder Engagement Strategy:a. Diversity of NBI Stakeholders: NBI is a ten Member States institution. No wonder the decision making process is complex and involves reconciling a diversity of - not necessarily and always harmonious sectoral and water user interests and interested parties within and among countries. Even though NBI member countries have agreed on a Shared Vision of promoting socio-economic development (ensuring the food, water security of basin inhabitants and the elimination of abject poverty), sustaining the environment, etc. getting them to agree on prioritization of water use benefits and allocations, investments, requires extensive engagement and consultation of both powerful and powerless stakeholders within and across countries.

b. Integrated Water Resources Management: This NBI-adopted water resources management principle is widely accepted as the best approach to lead to sustainable and integrated management of the common Nile water resources, by reconciling conflicting water demands and uses among a wide array of stakeholders. These conflicts by and large reflect the tension among the three pillars; state-led, market-led and civil-society-led articulation and promotion of water resource management priorities and approaches. The lack of or undeveloped enabling conditions - both institutional and legal - in Nile Basin countries for effective bargaining among these sectors makes consultation all the more imperative. Without providing a consultation platform for stakeholders and interests from the private, public and civil society sectors, integrated and hence sustainable management that addresses the concerns of all is impossible.

c. Need for sustainable social development outcomes: Social development means addressing the challenges of endemic poverty, threatened livelihoods, social conflicts, social exclusion, gender inequality in an irreversible manner i.e. sustainably. The water sector is most where all these social inequalities converge and manifest themselves particularly in the water resources development sector. For far too long, the poor and marginalized, those who were supposed to be beneficiaries of water resources development (e.g. big dams), have instead been victims of such measures - internally displaced and dispossessed. Among others, one of the reasons for such negative outcomes has been that the needs and interests of the marginalized, the poor, women, the landless has hardly been a primary consideration in the decision making process and hardly influenced it. NBI projects and programs need to make sustainability of social development outcomes a priority. Principled and institutionalized stakeholder engagement (see Appendix 2-NBI Stakeholder Participation Framework and Appendix 3-NBI Stakeholder engagement guidelines) will ensure that all voices of NBI stakeholders - both primary and secondary - matter. Stakeholder engagement will ensure that there is early buy-in and public support and ownership of programs and projects and that there is adequate space for participation.

d. Need to ensure transparency and accountability: Good governance is the order of the day. Good governance ensures that NBI member countries adhere to international conventions and standards they are signatories to. Where there is stakeholder engagement and participation - there is transparency.Where there is transparency there will be fair collective and individual responsibility for the adverse consequences (be the- adverse social or environmental impacts) the decisions entail. This is one morereason why NBI has adopted stakeholder participation as a cardinal principle.


10.3 Goal: The goal of this stakeholder engagement strategy is to build informed stakeholder support base, ownership and provide adequate stakeholder participation space for the successful implementation of programs and projects of the NBI 2012-2016 Strategic Plan.

10.4 Stakeholders: Broadly there are two categories of NBI stakeholders: primary and secondary.Primary Stakeholders: These are stakeholders that will be directly affected by NBI projects. They are the main focus of the SAPs. These include local basin communities (Project Affected Persons, people whose livelihood for better or for worse will be impacted by water resources development projects -including resettlement). Primary stakeholders are project specific and their identification and planning their engagement constitutes the NBI project preparation process. Examples include in NEL, communities to be affected by the various projects including the Regional Rusumo Falls Hydro-electric Project, in Eastern Nile those affected by the Watershed, Flood Prevention and Early Warning, Irrigation development, Sudan-Ethiopia Interconnection Projects. There cannot be one-size-fits all, standardized stakeholder approach for engaging primary stakeholders (very specific social analysis need to inform the design of the involvement strategy including analysis of power structures and relationships, literacy, gender relationships, local norms and institutions, etc.). Though primary stakeholders are the main focus of the SAPs, project associated and relevant secondary stakeholders such as opinion makers, academicians, environmentalists, civil society groups, media, etc. including development partner or bilateral agencies pursuing particular agendas (e.g. aids prevention, environment, forestation, food security, etc.) are also critical. In the context of NBI SAP projects they focus on secondary stakeholders, particularly civil society - the Nile Discourse Forum and Nile Media Network - are crucial partners. Also relevant are important stakeholders who have been engaged in NBI activities for the past decade - individuals, members of parliament, chambers of commerce, ex-NBI/SAP staff.

Secondary Stakeholders: Though not directly impacted by project decisions, secondary stakeholders matter most when it comes to building support, particularly for high level (e.g. policy level, negotiations) decisions. The Nile-SEC-will primarily focus on engaging secondary stakeholders critical for fostering basin wide cooperation, for building trust and confidence. As such, international development partners, multilateral agencies (UN specialized agencies, World Bank, African Development Bank, African Union), NBI governance structure and member country main ministries (water, energy, foreign affairs, environment, agriculture, finance) and related stakeholders will be focused on. Also issue-based (e.g. environment, gender, youth, poverty, conservation) basin-based and international civil society groups will be critical partners. Stakeholders from the private sector are important partners, particularly when it comes to financing or co-financing (viz. public-private partnership) of water resources development projects (e.g. hydropower generation, transmission, commercial agriculture, water storage infrastructure, etc). While this strategy provides an overall framework, specific engagement of each one of these categories of secondary stakeholders will nevertheless need to be planned and implemented on case by case, issue by issue basis.

10.5 Guiding principles for stakeholders engagementThis strategy will be implemented on the basis of the following principles:


10.6. Stakeholder Engagement ProcessThe value addition stakeholder engagement brings forth in terms of better decision outcomes depends to a significant extent on how well the consultation process has been planned, organized and executed. Within the parameters of the NBI Stakeholder Participation Framework and the Guidelines (see appendices 2 and 3), the following steps will be followed in the planning and implementation of specific stakeholder engagement or consultation plans:

a. Defining the objective of the consultation: This is the why aspect which needs to be answered a priori. This means we need to be very clear about what NBI, as the organizer of the process, promises to the stakeholders, and what specific results are expected out of the consultation.

b. Identify and create a database of possible stakeholders: that might have a stake in the project or issue under consideration. Refine the process by characterizing and ranking them in terms of their relevance, interest, influence etc. Short list participants for invitation on that basis of the screening exercise. This addresses the who aspect (who will take part, who will organize).

c. Define the issues to be discussed: This is the crux of the consultation. Stakeholders have been invited and come to the meeting to learn (and influence) about what is going to happen, why it is happening, how it is going to affect them, to voice their fears, concerns, and contributions etc. Whether the consultation is about very specific Resettlement Action Plan or very broad deliberation on policy, the principles outlined in the above section need to be taken into consideration i.e. inclusiveness, transparency, integrity, etc. This addresses the what aspect. Also here it is important to clearly work out ahead of time and prepare the information requirements for the consultation.

d. Workout the communication and dissemination arrangements: Stakeholder consultation is in many ways about sharing accurate information - about providing information and receiving feedback and disseminating and reporting results. Here decision has to be made about the type of medium to be used- appropriate for the stakeholders - Forums, TV, radio, web-portals, written communication materials, etc. This aspect also includes a monitoring exercise - to follow and report what happened to or with the stakeholder inputs.

e. Arrange the appropriate venue and time: This is about logistics, how long and where the consultation is to take, including determining the required resources, human as well as financial - budgeting, identifying the right persons to organize the consultation. This takes care of the when and where aspect.

f. Decide on how the consultation is to happen : Who is going to do the facilitation? Does the consultation require expert persons and resources? Does the consultation require third party participation? How records are to be kept? How is the consultation to be documented? These and related questions need to be answered very concretely. This will take care of the how aspect of the consultation.

11. IMPLEMENTATION PLANNING OF THE COMMUNICATION AND STAKEHOLDER ENGAGEMENT STRATEGYThis four year NBI Communication and Stakeholder Engagement Strategy is meant to accompany and support the successful implementation of activities and realization of the goals and objectives of the 2012-2016 NBI Strategic Plan. As such, the Strategy will be implemented on annual basis, and will be translated into and reflected in the annual work plan and budget of each of the three centres.


The NBI Communication and Social Development Thematic Team, which represents the three NBI Centers, will be responsible for implementing the strategy.

At the SAPs level, communication will focus on program/project implementation i.e. on dissemination of project specific information and knowledge to relevant stakeholders; facilitating engagement and participation of project stakeholders; supporting social and environmental safeguards implementation such as Resettlement Action Plans (RAP), disclosures, inclusion and mainstreaming of social development viz. gender mainstreaming, poverty reduction; social inclusion and cohesion, conflict management -dispute resolution, etc.

At Nile-SEC level, the focus will be targeting appropriate stakeholders, but will not be limited to corporate communication and water resources management (policies, strategies, SOB reports). Engaging key stakeholders in NBI activities and processes will be a key vector for raising awareness.

In all three centers, though the extent of the focus might vary, all five dimensions of NBI communication - internal, external, corporate and programmatic/development and advocacy will be undertaken. Strong 3-center collaboration and coordination will mark the implementation efforts.

Partnerships: This strategy will leverage multiple resources and outlets to send NBI messages and reach relevant stakeholders and audiences. Nile Basin media in member countries (national television, radio, print media outlets) will be more extensively reached to disseminate particularly advocacy communication materials and project communication to affected communities. Nile-TAC members will play active roles as “NBI faces” in their respective countries and in revamping NBI Focal Points to play a lead role in stakeholder participation. Partner civil society such as the Nile Basin Discourse, Global Water Partnership along with issue based NGOs (that focus on environment, poverty, gender, etc.) will be linked with to strengthen the communication reach out. Private sector is a key stakeholder group to partake in future NBI interventions and a strong ally for influencing decision makers. Communication outlets of other intergovernmental organizations within the Nile Basin such as LVBC, East African Community, IGAD, AU, IRIN and UN Agencies will be utilised as needed.

NBI organized events such as Nile Basin Development Forum, National and Regional Nile Day Celebrations, Governance meetings will be utilized to launch new communication products whenever possible, in addition to print and electronic displays.

Monitoring and Evaluation: In the absence of a firm baseline of pertinent indicators it will be difficult to gauge effectiveness of NBI’s communication and stakeholder engagement work. This is the apparent weakness of this strategy, [owing to non CBA preceding the formulation] which needs to be remedied during the course of implementation. Hence conducting a CBA survey and revision of the indicators used is envisaged. However, M&E will be undertaken using the following tools:

• M&E questionnaire.• Stakeholder/partner feedback (Informal and formal).• Media monitoring, including Op-eds, letters to the editor.• Input received at public meetings (official feedback from evaluations and discussions during

meetings).• Web site hits.• Track questions phoned into office. Look for trends.• Attend community meetings whenever possible, not just to speak, but to listen as well.• Opinion Survey every two years.


12. LIMITATIONSOne of the requirements for the formulation of an effective Communication and Stakeholder Engagement Strategy normally is Communication Based Assessment (CBA) through which key stakeholders are identified; issues surrounding the NBI (including risks and opportunities and concerns) as perived by relevant stakeholders are assessed. Quantification of stakeholder knowledge, perceptions and attitudes would be in this case necessary to formulate the most appropriate strategy, and more important to establish a baseline for latter evaluation of the impact of the communication interventions to support NBI vision and programs. This would require conducting expensive basin-wide survey. Ideally, even more important, communication and information systems, institutions, capacities - the communication media and media environment - relevant for each stakeholder category, both basin-wide and nationally need to be assessed. This strategy has been formulated without benefiting and being informed by such prior activities and outputs. As a result, this strategy is most likely to exhibit shortcomings thereof. This said though, it is worth mentioning that the strategy was not formulated in the void.

First, the Strategy made use of the 2008 World Bank supported “Report of Finding from Opinion Research with Key Stakeholders”. Though undertaken in 2008, most of the issues highlighted and the stakeholder perceptions and communications challenges by and large remain valid. Second, a good number of those who took part in the strategy workshop are senior professionals (lead specialists and communication officers) brought forth from the NBI SVP ex-Confidence Building and Stakeholder Participation Project. As such over 5 years of experience and familiarity in the basin of these professionals has been useful input.

Third, water resources professionals working in the NBI three centers who hail from member countries and who took part in the strategy workshop informed the deliberation from an NBI water resources management and development perspective. All this has helped immensely in formulating the communication Problematique i.e. in identification of what constitute as priority action areas.

Going forward however, this limitation makes it imperative that the Strategy is constantly reviewed; surveys be conducted and that indicators are revised and few but more valid indicators are included.

13. APPENDICESAppendix 1: Table of stakeholders, messages, results and indicators Appendix 2: NBI Public Participation Framework Appendix 3: Stakeholder Engagement GuidelinesAppendix 4: List of NBI Center participants in NBI 2010-2016 Communication and Stakeholder Strategy workshop


NILE BASIN INITIATIVE

24 2013-2016 Communication and Stakeholder Engagement Strategy

Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H-

AKAB

) In

dica

tors

Base

line

Basi

n co

untr

y M

inis

ters

of

Wat

er R

esou

rc-

es (

Nile

-COM

, Ni

le-T

AC, P

er-

man

ent

Secr

e-ta

ries

, Nat

iona

l Fo

cal P

oint

s)

(SH1

) +

Ene

rgy,

En

viro

nmen

t,

agri

cult

ure,

Fi-

nanc

e, F

orei

gn

Affa

irs

(SH2

)

DS: D

owns

trea

mUS

: Ups

trea

m

D/S:

Sec

uriti

zatio

n an

d Po

litic

izat

ion

of

the

man

agem

ent a

nd

deve

lopm

ent o

f th

e co

mm

on N

ile B

asin

wat

er

reso

urce

s;

DS/U

S: In

adeq

uate

ow

ners

hip

of N

BI (o

ver

90%

con

tinue

d do

nor

depe

nden

cy fo

r fin

anci

al

and

tech

nica

l sup

port

);

DS/U

S: N

ot c

lear

ab

out ‘

Wha

t is

in it

for

me’

(WIF

M);

U/S:

Inad

equa

te m

obili

-za

tion

and

enga

gem

ent

of re

leva

nt s

take

hold

ers

Insu

ffic

ient

col

labo

ratio

n w

ith th

e pr

ivat

e se

ctor

an

d c

ivil

soci

ety .

D/S:

Nile

; pri

mar

ily a

tran

s-bo

unda

ry

coop

erat

ive

WRM

/WRD

pro

blem

;

NBI i

s no

t and

oug

ht n

ot re

mai

n/be

a

dono

r dr

iven

inst

itutio

n. C

ount

ries

nee

d to

ass

ume

mor

e fin

anci

al re

spon

sibi

lity

of N

BI;

Expe

dite

join

t WR

inve

stm

ents

und

er

SAPs

for

win

-win

nat

iona

l ben

efits

;

U/S:

Giv

e pr

omin

ence

to

Nile

wat

er

issu

es in

regu

lar

disc

ours

e;

U/S:

Acq

uire

/Con

vey

accu

rate

fact

s ab

out t

he N

ile;

Conv

ey a

ccur

ate

fact

s ab

out t

he N

ile

incl

udin

g ab

out b

enef

its o

f coo

pera

tion

for

vari

ous

cate

gori

es o

f sta

keho

lder

s ;

Invo

lve

and

harn

ess

the

cont

ribu

tions

of

civi

l soc

iety

and

pri

vate

sec

tor

tow

ards

st

reng

then

ing

Nile

Coo

pera

tion.

Foru

ms:

Nile

Day

, NBD

F, Ni

le-T

AC

& Ni

le-C

OM m

eetin

g, N

FP fo

rum

s (t

wic

e a

year

), Ni

le-S

EC W

RMD

annu

al b

rief

ing

roun

ds o

n SO

B,

stud

y to

urs;

Com

mun

icat

ion

prod

ucts

: Cor

-po

rate

repo

rt, n

ewsl

ette

rs, p

ress

re

leas

es, s

ucce

ss s

tori

es, w

eb-

port

al, i

nfor

mat

ion

bulle

tins,

case

st

udie

s vi

deo

docs

, Nile

-TAC

bri

ef-

ing

pack

, pol

icy

brie

fs, p

roje

cts

fact

shee

ts; I

ssue

bas

ed m

edia

ca

mpa

igns

;

D/S:

A s

hift

in p

oliti

-ca

l lea

ders

’ sta

tem

ents

em

phas

izin

g th

e sh

ared

re

spon

sibi

lity

in T

B co

op-

erat

ive

man

agem

ent a

nd

deve

lopm

ent o

f the

com

-m

on N

B w

ater

reso

urce

s;

DS/U

S: P

aym

ent o

f ar-

rear

s; ti

mel

y pa

ymen

t of,

incr

ease

d pa

ymen

t ann

ual

cont

ribu

tion;

US/D

S: C

oope

rativ

e TB

Nile

re

sour

ces

mng

t + d

evpt

fe

atur

ing

prom

inen

tly in

po

litic

al s

tate

men

ts;

COM

, TAC

, PSs

, NFP

s m

otiv

ated

to p

ortr

ay N

BI

natio

nally

;

Whe

re n

atio

nal l

evel

maj

or

unila

tera

l inv

estm

ents

ha

ppen

, use

NBI

to c

reat

e a

plat

form

for

info

sha

ring

an

d di

alog

ue;

Take

lead

role

in c

ham

pi-

onin

g NB

I in

othe

r se

ctor

m

inis

trie

s.

D/S:

At

leas

t 10

stat

emen

ts

incl

udin

g ; f

orum

s De

clar

atio

n/Re

solu

tion

;

D/S

& U/

S:

Incr

ease

d vi

sibi

lity

of

NBI n

atio

n-al

ly;

U/S:

At l

east

10

diff

eren

t st

atem

ents

in

10 e

ngag

e-m

ent f

orum

s.

(Pro

blem

): Le

ss th

an d

esire

d le

vel o

f coo

pera

tion

amon

g NB

I cou

ntri

es

Obje

ctiv

e 1:

To

advo

cate

for

incr

ease

d ri

pari

an g

over

nmen

ts’ c

omm

itm

ent

to N

ile B

asin

Coo

pera

tion

and

tra

ns-b

ound

ary

non-

gove

rnm

enta

l pla

tfor

ms

for

dial

ogue

Note

: AKA

B =

Awar

enes

s, K

now

ledg

e, A

ttitu

de, B

ehav

ior/

prac

tice,

SH1

= p

rimar

y st

akeh

olde

rs; S

H2 =

sec

onda

ry s

take

hold

ers

Appe

ndix

1: C

omm

unic

atio

n Ob

ject

ives

, Sta

keho

lder

s, M

essa

ges,

Cha

nnel

s, R

esul

ts



252013-2016 Communication and Stakeholder Engagement Strategy

Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H-

AKAB

) In

dica

tors

Base

line

Med

ia (

Nati

onal

, Re

gion

al, I

nter

-na

tion

al)

Awar

enes

s an

d kn

owle

dge

defic

it;

NBI n

ot p

ro-a

ctiv

ely

send

-in

g pe

riod

ic u

sabl

e an

d ac

cess

ible

bri

efs

abou

t NB

I;

No m

edia

wor

ksho

ps a

nd

few

iss

ue b

ased

pre

ss

brie

fings

org

aniz

ed;

Lack

of i

nnov

ativ

e m

edia

en

gage

men

t.

Med

ia is

an

impo

rtan

t NBI

sta

keho

lder

;

Prom

ote

NB w

ater

reso

urce

s as

cat

a-ly

sts

for

join

t inv

estm

ent a

nd r

egio

nal

inte

grat

ion;

NBI i

s th

e m

ain

sour

ce fo

r al

l inf

orm

a-tio

n pe

rtai

ning

to N

ile B

asin

Wat

er

Reso

urce

s.

Foru

ms:

med

ia e

ngag

emen

t for

a

e.g.

CC,

env

ironm

ent,

SOB,

DSS

/Ni

le s

cien

ce li

tera

cy; I

ssue

bas

ed

pres

s br

iefin

gs ;

Visi

ts to

pro

ject

s;

conf

eren

ces;

med

ia –

inte

rvie

ws.

Com

mun

icat

ion

prod

ucts

: Cor

-po

rate

repo

rt, n

ewsl

ette

rs, p

ress

re

leas

es, s

ucce

ss s

tori

es, w

eb-

port

al +

Soc

ial m

edia

, inf

orm

atio

n bu

lletin

s, c

ase

stud

ies

vide

o do

cs,

med

ia k

it, p

roje

cts

fact

shee

ts;

Issu

e ba

sed

med

ia c

ampa

igns

.

NB m

edia

pro

fess

iona

ls

valu

e an

d c

onta

ct N

BI

regu

larl

y fo

r in

form

atio

n an

d fa

ct c

heck

ing

Less

fact

ual

erro

rs in

me-

dia

repo

rts;

Freq

uenc

y of

[pos

itive

] m

edia

cov

er-

age

of N

ile

issu

es;

NBI r

ole

in

inve

stm

ent

proj

ects

m

entio

ned.

De

velo

pmen

t Pa

rtne

rsAn

xiet

y ab

out i

mpa

ct o

f th

e CF

A ne

gotia

tion

trac

k;

Conc

ern

abou

t del

iver

y of

tang

ible

ben

efits

to

basi

n in

habi

tant

s (p

over

ty

alle

viat

ion)

;

Sust

aini

ng p

erce

ptio

n of

fa

ir p

artn

er/h

ones

t bro

-ke

r to

all

(U/S

+ D

/S).

NBI i

s th

e ON

LY a

ll in

clus

ive

ripa

rian

pl

atfo

rm fo

r de

batin

g pa

st, p

rese

nt a

nd

futu

re N

ile B

asin

issu

es ,

incl

udin

g fo

r CC

ada

ptat

ion;

NBI d

eliv

ers

beyo

nd in

vest

men

t pro

j-ec

ts –

regi

onal

inte

grat

ion,

pea

ce a

nd

secu

rity

;

Sust

ain

supp

ort t

o an

d en

gage

men

t with

NB

I;

NBI i

s ho

me

to u

niqu

e ha

bita

ts o

f wor

ld

heri

tage

.

Foru

ms:

Con

sulta

tive

mee

tings

(e

.g. a

nnua

l SD)

; Nile

Day

; NBD

F.

Com

mun

icat

ion

prod

ucts

: W

eb

port

al; N

BI v

ideo

doc

s; C

orpo

-ra

te R

epor

t; Ni

le n

ews;

Suc

cess

st

orie

s; c

ase

stud

ies;

info

rmat

ion

bulle

tins;

Med

ia s

tori

es; P

ress

re

leas

es; I

ssue

bas

ed m

edia

ca

mpa

igns

.

Sust

aine

d lo

ng te

rm c

om-

mitm

ent t

o NB

coo

pera

-tio

n, a

s th

e on

ly o

ptio

n by

br

ingi

ng fa

ctua

l kno

wle

dge

to th

e de

bate

s (in

spi

te o

f te

mpo

rary

hur

dles

); A

shi

ft in

in a

ttitu

de

tow

ards

TB

coop

erat

ion

on

Nile

wat

ers;

Part

ners

do

not m

ake

stat

e-m

ents

/act

ions

that

can

be

cons

true

d as

par

tisan

;

Mor

e ap

prec

iatio

n of

hi

stor

ical

bac

kgro

und

of N

B co

oper

atio

n.

New

DPs

su

ppor

ting

NBI;

Cur

rent

DPs

co

ntin

ue s

up-

port

ing

NBI

(fin

anci

al +

te

chni

cal);

DPs

repo

rt

NBI a

chie

ve-

men

ts.




Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H-

AKAB

) In

dica

tors

Base

line

Mem

bers

of

Parl

iam

ent

Not w

ell i

nfor

med

abo

ut

the

Nile

and

unc

lear

ab

out ‘

WIF

M’;

Play

ing

less

er ro

le th

an

pote

ntia

l;

Inad

equa

te a

war

enes

s ab

out N

ile tr

ans-

boun

d-ar

y di

men

sion

.

The

Nile

is a

sha

red

tran

-bou

ndar

y W

ater

Res

ourc

e;

Nile

Bas

in L

egis

lato

rs a

re c

olle

ctiv

ely

repo

nsib

le fo

r th

e Ni

le;

Supp

ort b

ills/

legi

slat

ion

that

favo

r NB

co

oper

atio

n an

d jo

int i

nves

tmen

ts.

For

ums:

Nile

Day

; NBD

F; [R

eviv

e]

regi

onal

NB

parl

iam

enta

rian

s fo

rum

+ n

atio

nal r

elev

ant p

arlia

-m

enta

ry c

omm

ittee

s Co

nsul

ta-

tive

mee

tings

(e.g

. Rou

nd ta

ble)

; st

udy

tour

s.

Com

mun

icat

ion

prod

ucts

: MP

Targ

eted

acc

essi

ble

publ

icat

ions

; po

licy

brie

fs, W

eb p

orta

l; NB

I vi

deo

docs

; Cor

pora

te R

epor

t; Ni

le n

ews;

Suc

cess

sto

ries

; cas

e st

udie

s; in

form

atio

n bu

lletin

s;

Med

ia; P

ress

rele

ases

; Iss

ue

base

d m

edia

cam

paig

ns.

Part

ners

hips

Incr

ease

d su

ppor

t to

NBI i

n na

tiona

l par

liam

ents

No

. of b

ills/

legi

slat

ions

th

at fa

vor

NB

coop

erat

ion;

No. o

f Nile

re

late

d Pa

r-lia

men

tary

he

arin

gs;

No o

f in

form

atio

n pr

oduc

ts

sent

to M

Ps;

Freq

uenc

y of

NB

I int

erac

-tio

n in

MPs

di

scus

sion

s.

Opin

ion

lead

ers

(ex

-dip

lom

ats,

pa

rlia

men

tar-

ians

; HOS

s);

arti

stes

; tr

adit

iona

l +

relig

ious

lead

-er

s; b

usin

ess

peop

le; s

port

s pe

ople

Inad

equa

te in

form

atio

n ab

out N

BI a

nd th

e Ni

le

Basi

n.

You

are

an im

port

ant s

take

hold

er w

ith

expe

rtis

e to

mak

e a

+ve

diff

eren

ce in

NB

coo

pera

tion

Foru

ms:

Nile

Day

, NBD

F .

Com

mun

icat

ion

prod

ucts

: Cor

-po

rate

repo

rt, n

ewsl

ette

rs, p

ress

re

leas

es, s

ucce

ss s

tori

es, w

eb-

port

al +

Soc

ial m

edia

, inf

orm

atio

n bu

lletin

s, c

ase

stud

ies

vide

o do

cs,

med

ia k

it po

licy

brie

fs, p

roje

cts

fact

shee

ts; m

edia

sto

ries

; Iss

ue

base

d m

edia

cam

paig

ns.

Part

ners

hips

Impr

oved

Opi

nion

lead

ers

awar

enes

s an

d kn

owle

dge

abou

t NBI

and

the

Nile

Ba

sin;

Supp

ort t

o NB

coo

pera

tion

No. o

f opi

n-io

n le

ader

s ta

king

par

t in

nat

iona

l or

regi

onal

con

-su

ltatio

ns o

n NB

issu

es;

No. o

f opi

n-io

n le

ader

s’

stat

emen

ts/

actio

ns in

su

ppor

t of

NB c

oope

ra-

tion




Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H-

AKAB

) In

dica

tors

Base

line

Priv

ate

sec-

tor

(pow

er

utili

ties

, lar

ge

scal

e ir

riga

ted

com

mer

cial

fa

rmer

s/pl

anta

-ti

ons,

wat

er

user

s as

soci

a-ti

ons,

bev

erag

e co

mpa

nies

, ho

telie

rs)/

Cham

bers

of

Com

mer

ce,

tour

ist

com

pa-

nies

Inad

equa

te in

form

atio

n ab

out N

BI a

nd th

e Ni

le

Basi

n;

Insu

ffic

ient

info

rmat

ion

abou

t the

invo

lvem

ent

of th

e th

ree

pilla

rs (g

ov-

ernm

ent,

mar

ket,

civi

l so

ciet

y) w

hich

are

act

ors

of IW

RM

Priv

ate

sect

or is

a s

igni

fican

t Nile

wat

er

reso

urce

use

r an

d th

us s

houl

d be

the

torc

h be

arer

for

join

t inv

estm

ents

in th

e w

ater

reso

urce

s se

ctor

and

targ

eted

de

bate

s;

Priv

ate

sect

or h

as a

pro

min

ent r

ole

in

sust

aini

ng th

e Ni

le (

CC a

dapt

atio

n an

d re

silie

nce,

wat

er u

se e

ffic

ienc

y, in

vest

-m

ent i

n W

RD);

Incr

ease

col

labo

ratio

n w

ith g

over

nmen

t an

d ci

vil s

ocie

ty.

Foru

ms:

Nile

Day

, NBD

F; P

ublic

-Pr

ivat

e se

ctor

foru

ms;

NBI

par

-tic

ipat

ion

in ta

rget

ed P

S fo

rum

s.

Com

mun

icat

ion

prod

ucts

: Cor

-po

rate

repo

rt, n

ewsl

ette

rs, p

ress

re

leas

es, s

ucce

ss s

tori

es, w

eb-

port

al +

Soc

ial m

edia

, inf

orm

atio

n bu

lletin

s, c

ase

stud

ies

vide

o do

cs,

med

ia k

it po

licy

brie

fs, p

roje

cts

fact

shee

ts; m

edia

sto

ries

, Inv

est-

men

t opp

ortu

nity

pro

files

; Iss

ue

base

d m

edia

cam

paig

ns.

Part

ners

hips

Priv

ate

sect

or ta

kes

activ

e pa

rt in

, an

d su

ppor

ts N

BI

activ

ities

No. o

f pri

-va

te s

ecto

r in

stitu

tions

fin

anci

ally

su

ppor

ting

NB

I eve

nts

e.g.

Nile

Day

, NB

DF;

No. o

f in

stitu

tions

re

pres

entin

g th

e pr

ivat

e se

ctor

, tak

-in

g pa

rt in

NB

I eve

nts

Regi

onal

/mul

ti-

late

ral o

rgan

i-za

tion

s (A

MCO

W, L

VBC,

EA

C, IG

AD, A

U,

COM

ESA,

SDAC

, CP

EGEL

, ECA

, UN

EP, I

WM

I, UN

ESCO

-IHE,

Ti

ger

Net)

and

RB

Os –

Sen

egal

, M

ekon

g, O

ka-

vang

o, O

rang

e-Se

qu)

Inad

equa

tely

eng

aged

an

d le

vera

ged

to p

ro-

mot

e NB

coo

pera

tion.

Part

neri

ng w

ith N

BI e

nhan

ces

OUR

effo

rts

to im

prov

e th

e liv

es o

f bas

in

popu

latio

ns .

Foru

ms:

Nile

Day

, NBD

F; R

BO

exch

ange

vis

its; N

BI’s

par

ticip

a-tio

n in

regi

onal

mee

tings

.

Com

mun

icat

ion

prod

ucts

: Cor

-po

rate

repo

rt, n

ewsl

ette

rs, p

ress

re

leas

es, s

ucce

ss s

tori

es, w

eb-

port

al +

Soc

ial m

edia

, inf

orm

atio

n bu

lletin

s, c

ase

stud

ies

vide

o do

cs,

med

ia k

it po

licy

brie

fs, p

roje

cts

fact

shee

ts; m

edia

sto

ries

, Tar

-ge

ted

com

mun

icat

ion

mat

eria

ls;

Issu

e ba

sed

med

ia c

ampa

igns

.

Part

ners

hips

Regi

onal

Org

aniz

atio

ns e

n-ga

ging

NBI

mor

e fr

eque

ntly

an

d su

bsta

ntiv

ely

to s

up-

port

NB

coop

erat

ion

No. o

f co

nsul

tativ

e m

eetin

gs

with

NBI

;

No.

of e

nqui

-ri

es to

NBI

.




Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H-

AKAB

) In

dica

tors

Base

line

Acad

emia

and

Re

sear

ch in

sti-

tuti

ons

Not a

dequ

atel

y en

gagi

ng

in N

BI a

ctiv

ities

Part

neri

ng w

ith N

BI e

ngen

ders

win

-win

ou

tcom

es

Foru

ms:

NBD

F, Ni

le D

ay, w

ork-

shop

s.

Com

mun

icat

ion

prod

ucts

: Cor

-po

rate

repo

rt, n

ewsl

ette

rs, p

ress

re

leas

es, s

ucce

ss s

tori

es, w

eb-

port

al +

Soc

ial m

edia

, inf

orm

atio

n bu

lletin

s, c

ase

stud

ies

vide

o do

cs,

med

ia k

it po

licy

brie

fs, p

roje

cts

fact

shee

ts; m

edia

sto

ries

, Iss

ue

base

d m

edia

cam

paig

ns.

Inte

rnsh

ips.

Cons

ulta

ncie

s.

Part

ners

hips

.

Impr

oved

und

erst

andi

ng (s

ci-

entif

ic k

now

ledg

e) o

f NB;

Usa

ble

and

accu

rate

WR

re-

late

d in

form

atio

n av

aila

ble

for

NBI.

No. o

f int

ern-

ship

s at

NBI

;

No. o

f re

sear

ch

outp

uts

on

NB;

No.

of c

on-

sulta

ncie

s as

sign

ed to

NB

aca

dem

ia

and

rese

arch

in

stitu

tions

Loca

l gov

ern-

men

ts (

LG)

+ Lo

cal b

asin

co

mm

unit

ies

(incl

. wom

en,

yout

h , e

lder

s)

Inad

equa

tely

info

rmed

ab

out N

BI;

Inad

equa

tely

eng

aged

in

NBI

.

NBI i

s yo

ur p

artn

er in

impr

ovin

g yo

ur

livel

ihoo

ds (f

ood

secu

rity

, pow

er, p

or-

tabl

e +

irri

gatio

n w

ater

, env

ironm

ent)

Foru

ms:

NBI

pro

ject

are

a co

m-

mun

ity m

eetin

gs (s

take

hold

er

cons

ulta

tion

foru

ms

e.g.

for

RAPs

, co

mm

unity

mob

iliza

tion)

; Pig

gy

back

ing

loca

lly o

rgan

ized

maj

or

even

ts;

NBI i

nves

tmen

t pro

ject

s ac

-ce

pted

and

app

reci

ated

;

LG a

nd p

roje

ct b

asin

com

-m

uniti

es a

ctiv

ely

taki

ng

part

in N

BI o

rgan

ized

co

nsul

tatio

n fo

rum

s;

No. o

f NBI

in

vita

tions

to

LG

and

loca

l bas

in

com

mun

ities

m

eetin

gs;

No. o

f lo-

cal b

asin

co

mm

unity

pa

rtic

ipan

ts’

inpu

ts in

pr

ojec

t con

-su

ltatio

ns

Co

mm

unic

atio

n Pr

oduc

ts: P

ost-

ers

on L

G, c

hurc

h an

d m

osqu

e no

tice

boar

ds.




Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H-

AKAB

) In

dica

tors

Base

line

Civi

l soc

iety

(n

atio

nal,

regi

onal

NGO

s –

NBD,

NM

N,

NBCB

N; a

nd

inte

rnat

iona

l –

IRN)

Inad

equa

tely

info

rmed

ab

out N

BI;

Inad

equa

tely

eng

aged

in

NBI

;

Insu

ffic

ient

info

rmat

ion

abou

t the

invo

lvem

ent

of th

e th

ree

pilla

rs (g

ov-

erne

men

t, m

arke

t, ci

vil

soci

ety)

whi

ch a

re a

ctor

s of

IWRM

.

Part

neri

ng w

ith N

BI e

nhan

ces

OUR

effo

rts

to im

prov

e th

e liv

es o

f bas

in

popu

latio

ns (e

.g. p

over

ty a

llevi

atio

n,

gend

er e

qual

ity, y

outh

em

pow

erm

ent,

envi

ronm

ent p

rote

ctio

n, w

ater

and

sa

nita

tion,

etc

);

Impr

ove

colla

bora

tion

with

gov

ernm

ent

and

priv

ate

sect

or.

Foru

ms:

NBD

F, Ni

le D

ay, w

ork-

shop

s, ta

rget

ed c

ivil

soci

ety

foru

ms;

stu

dy to

urs.

Com

mun

icat

ion

prod

ucts

: Cor

-po

rate

repo

rt, n

ewsl

ette

rs, p

ress

re

leas

es, s

ucce

ss s

tori

es, w

eb-

port

al +

Soc

ial m

edia

, inf

orm

atio

n bu

lletin

s, c

ase

stud

ies

vide

o do

cs,

med

ia k

it po

licy

brie

fs, p

roje

cts

fact

shee

ts; m

edia

sto

ries

, Iss

ue

base

d m

edia

cam

paig

ns.

Part

ners

hips

.

Incr

ease

d aw

aren

ess

abou

t NB

I and

Nile

Bas

in is

sues

;

Incr

ease

d en

gage

men

t w

ith a

nd s

uppo

rt fo

r NB

I ac

tiviti

es.

No. o

f in

vita

tion

to

civi

l soc

iety

or

gani

zed

foru

ms;

No. o

f ci

vil s

ocie

ty

part

icip

a-tio

n in

NBI

or

gani

zed

foru

ms.




Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H-

AKAB

) In

dica

tors

Base

line

Basi

n co

untr

y M

inis

-te

rs o

f Wat

er R

esou

rc-

es (N

ile-C

OM, N

ile-T

AC,

Perm

anen

t Sec

reta

r-ie

s, N

atio

nal F

ocal

Po

ints

) (SH

1) +

Ene

rgy,

En

viro

nmen

t, Fi

nanc

e,

Fore

ign

Affa

irs (S

H2)

DS/U

S: D

raw

ing

at-

tent

ion

away

from

tr

ansb

ound

ary

focu

s;

US/D

S: L

ack

of c

lari

ty

abou

t nat

iona

l lev

el

bene

fits

deri

ved

from

Ni

le B

asin

coo

pera

tion;

US/D

S: In

adeq

uate

m

obili

zatio

n an

d en

gage

men

t of r

elev

ant

stak

ehol

ders

.

The

Nile

doe

s no

t beg

in

and

end

in y

our

coun

try-

w

hat h

appe

ns in

one

co

untr

y af

fect

s th

e ot

her.

NB c

oope

ratio

n is

a

mus

t fo

r ea

ch c

ount

ry

to d

eriv

e be

nefit

s w

ith-

out h

arm

ing

the

othe

r;

Give

pro

min

ence

to

Nile

is

sues

in y

our

disc

ours

e.

Foru

ms:

Nile

Day

, NBD

F, Ni

le-T

AC &

Nile

-COM

mee

ting,

NF

P fo

rum

s, N

ile-S

EC W

RMD

annu

al b

rief

ing

roun

ds o

n SO

B, s

tudy

tour

s.

Com

mun

icat

ion

prod

ucts

: Co

rpor

ate

repo

rt, n

ewsl

et-

ters

, pre

ss re

leas

es, s

ucce

ss

stor

ies,

web

port

al +

soc

ial

med

ia, i

nfor

mat

ion

bulle

tins,

ca

se s

tudi

es v

ideo

doc

s,

Nile

-TAC

bri

efin

g pa

ck, m

edia

st

orie

s, c

ase

stud

ies,

pol

icy

brie

fs; I

ssue

bas

ed m

edia

ca

mpa

igns

.

Bene

fits

of N

B co

oper

a-tio

n ex

pres

sed

in te

rms

of

natio

nal i

nter

est m

ore

freq

uent

ly a

nd c

ham

pion

ing

co

oper

atio

n;

Paym

ent o

f arr

ears

; tim

ely

paym

ent o

f cou

ntry

con

trib

u-tio

ns, p

lann

ed in

crea

men

t im

plem

ente

d;

Coop

erat

ive

TB N

ile re

sour

c-es

mng

t + d

evpt

feat

urin

g pr

omin

ently

in p

oliti

cal s

tate

-m

ents

;

COM

, TAC

, PSs

, NFP

s m

otiv

at-

ed to

por

tray

NBI

nat

iona

lly.

At l

east

10 s

tate

-m

ents

;

At le

ast 1

0 di

ffer

ent

stat

emen

ts in

10

enga

gem

ent f

orum

s;

Incr

ease

d vi

sibi

lity

of N

BI n

atio

nally

Med

ia (

Nati

onal

(SH1

)

Aw

aren

ess

and

know

ledg

e de

ficit

(NBI

not

pro

-ac

tive

ly s

endi

ng p

erio

dic

usab

le a

nd a

cces

sibl

e br

iefs

abo

ut N

BI);

(No

med

ia w

orks

hops

and

is

sue

base

d pr

ess

brie

f-in

gs o

rgan

ized

); (

Lack

of

inno

vati

ve m

edia

eng

age-

men

t)

NBI i

s re

ady

to s

uppo

rt th

e m

edia

with

info

rmat

ion

abou

t the

ben

efits

of N

ile

coop

erat

ion;

Natio

nal m

edia

has

a

resp

onsi

bilit

y to

info

rm

citiz

ens

on d

evel

opm

ents

of

NB

coop

erat

ion,

cha

l-le

nges

, and

opp

ortu

nitie

s.

Foru

ms:

Med

ia w

orks

hops

, pr

ess

brie

fing/

conf

eren

ces,

in

vita

tion

to N

BI e

vent

s (N

BDF,

Nile

Day

, Nile

-COM

), m

edia

in

terv

iew

s; Is

sue

base

d pr

ess

brie

fings

e.g

. CC,

env

ironm

ent,

SOB,

DSS

/Nile

sci

ence

lite

racy

; Vi

sits

to p

roje

cts

site

s.

Com

mun

icat

ion

prod

ucts

: Cor

-po

rate

repo

rt, n

ewsl

ette

rs, p

ress

re

leas

es, s

ucce

ss s

tori

es, w

eb-

port

al, i

ssue

pap

ers,

vid

eo d

ocs,

st

akeh

olde

r fo

rum

s pr

ocee

ding

s;

Issu

e ba

sed

med

ia c

ampa

igns

Natio

nal m

edia

pro

fess

iona

ls

valu

e an

d c

onta

ct N

BI re

gula

rly

for

info

rmat

ion

and

fact

che

ck-

ing.

At le

ast 1

0 Na

tiona

l m

edia

initi

ated

con

-ta

cts

to N

BI;

Freq

uenc

y of

[pos

itive

] m

edia

cov

erag

e on

th

e be

nefit

s of

Nile

co

oper

atio

n

(Pro

blem

): Lo

w n

atio

nal l

evel

aw

aren

ess

and

appr

ecia

tion

of b

enef

its o

f NB

coop

erat

ion

Obje

ctiv

e 2:

To

incr

ease

nat

iona

l lev

el a

war

enes

s an

d kn

owle

dge

of t

he b

enef

its

of c

oope

rati

on a

bout

the

man

agem

ent

and

deve

lopm

ent

of t

he c

omm

on N

ile

Basi

n w

ater

res

ourc

es

Note

: AKA

B =

Awar

enes

s, K

now

ledg

e, A

ttitu

de, B

ehav

ior/

prac

tice




Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H-

AKAB

) In

dica

tors

Base

line

Nati

onal

leve

l Dev

elop

-m

ent

Part

ners

: em

bas-

sies

, UN

agen

cies

, mul

ti-la

tera

l ban

ks (S

H2)

Inad

equa

te in

form

atio

n ab

out N

B/I [

not w

ell

reac

hed

out]

NBI b

ring

s ba

sin

coun

trie

s to

geth

er to

sus

tain

the

R.

Nile

for

post

erity

, pro

mot

e re

gion

al d

evel

opm

ent,

peac

e an

d se

curi

ty.

Foru

ms:

Invi

tatio

n to

NBI

Nat

ion-

al le

vel f

orum

s (N

ile D

ay, N

BDF)

; NB

I cou

rtes

y ca

lls to

em

bass

ies.

Com

mun

icat

ion

prod

ucts

: Co

rpor

ate

Repo

rt +

New

slet

ters

+

Succ

ess

stor

ies

+ th

emat

ic

repo

rts

+ ca

se s

tudi

es +

Pre

ss

rele

ases

; NBI

vid

eo d

ocs,

For

ums

repo

rts

and

proc

eedi

ngs

; med

ia

stor

ies;

info

rmat

ion

bulle

tins;

Is

sue

base

d m

edia

cam

paig

ns.

DPs

cons

ider

NBI

as

one

of th

e w

indo

ws

to s

uppo

rt b

asin

cou

n-tr

ies’

nat

iona

l wat

er re

sour

ce

prog

ram

s.

At le

ast 3

DPs

con

tact

NB

I to

chan

nel s

uppo

rt

to M

embe

r St

ates

;

DPs

refe

r to

NBI

ac

hiev

emen

ts in

thei

r co

mm

unic

atio

ns.

Nati

onal

Mem

bers

of

Parl

iam

ent

(SH1

)

Not w

ell i

nfor

med

abo

ut

the

Nile

and

unc

lear

ab

out ‘

WIF

M’;

Play

ing

less

er ro

le th

an

pote

ntia

l;

Inad

equa

te a

war

enes

s ab

out N

ile tr

ans-

boun

d-ar

y di

men

sion

.

Coop

erat

ion

on th

e Ni

le

is k

ey fo

r yo

ur c

ount

ry’s

de

velo

pmen

t and

inte

-gr

atio

n in

the

regi

on;

Natio

nal l

egis

lato

rs a

re

resp

onsi

ble

for

the

Nile

Supp

ort b

ills/

legi

slat

ion

that

favo

r NB

coo

pera

-tio

n.

Foru

ms:

Eng

agin

g re

leva

nt

parl

iam

enta

ry c

omm

ittee

s th

roug

h pe

riod

ic ro

und

tabl

e br

iefin

gs;

Stud

y to

urs,

Nile

Da

y, N

BDF.

Com

mun

icat

ion

prod

ucts

: ta

rget

ed u

ser

frie

ndly

pub

li-ca

tions

; Co

rpor

ate

Repo

rt +

Ne

wsl

ette

rs +

Suc

cess

sto

ries

+

them

atic

repo

rts

+ ca

se

stud

ies

+ Pr

ess

rele

ases

; NBI

vi

deo

docs

, For

ums

repo

rts

and

proc

eedi

ngs

; med

ia

stor

ies;

Issu

e ba

sed

med

ia

cam

paig

ns.

Expe

rt o

pini

on o

n Ni

le re

late

d pa

rlia

men

tary

hea

ring

s.

Part

ners

hips

.

Incr

ease

d su

ppor

t to

NBI i

n na

tiona

l par

liam

ents

.

No. o

f bill

s/le

gisl

a-tio

ns th

at fa

vor

NB

coop

erat

ion;

No. o

f Nile

rela

ted

parl

iam

enta

ry h

ear-

ings

.




Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H-

AKAB

) In

dica

tors

Base

line

Opin

ion

lead

ers

(ex

-dip

lom

ats,

par

liam

en-

tari

ans;

HOS

s);

artis

tes;

tr

aditi

onal

+ re

ligio

us

lead

ers;

bus

ines

s pe

ople

; spo

rts

peop

le

(SH1

)

Inad

equa

te in

form

atio

n ab

out N

BI a

nd th

e Ni

le

Basi

n.

You

are

an im

port

ant

stak

ehol

der

with

exp

er-

tise

to a

rtic

ulat

e na

-tio

nal b

enef

its a

ccru

ing

from

NB

coop

erat

ion.

Foru

ms:

Nat

iona

l Nile

Day

, Na

tiona

l NBD

F et

c.

Com

mun

icat

ion

prod

ucts

: Na

tiona

l pri

nt a

nd e

lect

roni

c m

edia

; NBI

vid

eo d

ocs;

NBI

re

port

s a

nd p

roce

edin

gs;

info

rmat

ion

bulle

tins,

suc

cess

st

orie

s; c

ase

stud

ies

; Iss

ue

base

d m

edia

cam

paig

ns.

Part

ners

hips

.

Impr

oved

Opi

nion

lead

ers

awar

enes

s an

d kn

owle

dge

abou

t NBI

nat

iona

l lev

el

bene

fits;

Supp

ort t

o NB

coo

pera

tion.

No. o

f opi

nion

le

ader

s ta

king

par

t in

nat

iona

l con

sula

-tio

ns o

n NB

issu

es;

No. o

f opi

nion

lead

-er

s’ s

tate

men

ts/

actio

ns h

ighl

ight

ing

natio

nal b

enef

its a

c-cr

uing

from

NBI

.

Pr

ivat

e se

ctor

(pow

er

utili

ties,

larg

e sc

ale

irri

-ga

ted

com

mer

cial

farm

-er

s/pl

anta

tions

, wat

er

user

s as

soci

atio

ns,

beve

rage

com

pani

es,

hote

liers

)/Ch

ambe

rs o

f Co

mm

erce

(SH1

)

Inad

equa

te in

form

atio

n ab

out N

BI

Priv

ate

sect

or is

a

sign

ifica

nt N

ile w

ater

re

sour

ce u

ser;

Priv

ate

sect

or h

as

a pr

omin

ent r

ole

in

sust

aini

ng th

e Ni

le (e

.g.

miti

gatin

g CC

impa

ct,

wat

er u

se e

ffic

ienc

y,

inve

stm

ent i

n W

RD).

Foru

ms:

Nile

Day

, NBD

Fs,

Publ

ic -P

riva

te P

artn

ersh

ip

foru

ms,

etc

.

Com

mun

icat

ion

prod

ucts

: Co

rpor

ate

Repo

rt +

New

slet

-te

rs +

Suc

cess

sto

ries

+ th

e-m

atic

repo

rts

+ is

sue

brie

fs

+ Pr

ess

rele

ases

; NBI

vid

eo

docs

; Tar

gete

d m

essa

ges;

In

vest

men

t opp

ortu

nity

pr

ofile

s; Is

sue

base

d m

edia

ca

mpa

igns

.

Part

ners

hips

Priv

ate

sect

or a

rtic

ulat

e an

d co

mm

unic

ate

bene

fits

accr

u-in

g fr

om N

BI c

oope

ratio

n

No. o

f pri

vate

se

ctor

inst

itutio

ns

finan

cial

ly in

volv

ed

in P

PPs

in re

latio

n to

NB

I inv

estm

ents

;

No. o

f ins

titut

ions

re

pres

entin

g th

e pr

i-va

te s

ecto

r, ta

king

pa

rt in

NBI

eve

nts;

No. o

f pri

vate

sec

tor

enqu

irie

s to

NBI

.




Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H-

AKAB

) In

dica

tors

Base

line

Acad

emia

and

Res

earc

h in

stitu

tions

(SH1

)No

t ade

quat

ely

enga

g-in

g in

NBI

act

iviti

esPa

rtne

ring

with

NBI

Na

tiona

l Foc

al P

oint

s en

gend

ers

win

-win

ou

tcom

es

Foru

ms:

NBD

F; N

ile D

ay; N

BI

pres

enta

tions

in n

atio

nal

conf

eren

ces.

Com

mun

icat

ion

prod

ucts

: Co

rpor

ate

Repo

rt +

New

s-le

tter

s +

Succ

ess

stor

ies

+ th

emat

ic re

port

s +

issu

e br

iefs

; NBI

vid

eo d

ocs;

Issu

e ba

sed

med

ia c

ampa

igns

;

Inte

rnsh

ips.

Cons

ulta

ncie

s.

Part

ners

hips

Impr

oved

und

erst

andi

ng

of N

BI a

nd b

enef

its o

f Nile

co

oper

atio

n;

Usab

le a

nd a

ccur

ate

WR

rela

ted

info

rmat

ion

avai

labl

e fo

r NB

I;

No. o

f int

erns

hips

at

NBI

;

No. o

f res

earc

h ou

tput

s on

NB;

No.

of c

onsu

ltanc

ies

assi

gned

to N

B ac

a-de

mia

and

rese

arch

in

stitu

tions

.

Loca

l gov

ernm

ents

(LG)

+

Loca

l bas

in c

omm

uni-

ties

(incl

. wom

en, y

outh

el

ders

), =

SH1

Inad

equa

tely

info

rmed

ab

out N

BI/C

ben

efits

;

Inad

equa

tely

eng

aged

in

NBI.

NBI i

s yo

ur p

artn

er in

im

prov

ing

your

live

lihoo

ds

(foo

d se

curi

ty, p

ower

, po

rtab

le +

irri

gatio

n w

ater

, en

viro

nmen

t).

Foru

ms:

NBI

pro

ject

are

a co

m-

mun

ity m

eetin

gs (s

take

hold

er

cons

ulta

tion

foru

ms

e.g.

for

Rese

ttle

men

t Act

ion

Plan

s RA

Ps,

com

mun

ity m

obili

zatio

n);P

iggy

ba

ckin

g lo

cally

org

aniz

ed m

ajor

ev

ents

.

Com

mun

icat

ion

prod

ucts

: No-

tices

on

LG, c

hurc

h an

d m

osqu

e no

tice

boar

ds.

Natio

nal M

edia

-Iss

ue b

ased

m

edia

cam

paig

ns.

Part

ners

hips

NBI i

nves

tmen

t pro

ject

s ac

cept

ed

and

appr

ecia

ted;

LG a

nd p

roje

ct b

asin

com

mun

i-tie

s ac

tivel

y ta

king

par

t in

NBI

orga

nize

d co

nsul

tatio

n fo

rum

s.

No. o

f NBI

invi

tatio

ns to

LG

and

loca

l bas

in c

om-

mun

ities

mee

tings

;

No. o

f loc

al b

asin

com

-m

unity

par

ticip

ants

’ in

puts

in p

roje

ct c

onsu

l-ta

tions

.




Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H-

AKAB

) In

dica

tors

Base

line

Nati

onal

Civ

il so

ciet

y

(SH1

)

Inad

equa

tely

info

rmed

ab

out N

BI a

nd a

chie

ve-

men

ts o

f Nile

coo

pera

tion;

Inad

equa

tely

eng

aged

in

NBI.

Part

neri

ng w

ith N

BI

enha

nces

OUR

eff

orts

to

impr

ove

the

lives

of b

asin

po

pula

tions

(e.g

. pov

erty

al

levi

atio

n, g

ende

r eq

ualit

y,

yout

h em

pow

erm

ent,

envi

-ro

nmen

t pro

tect

ion,

wat

er

and

sani

tatio

n, e

tc)

Foru

ms:

Nile

Day

, NBD

F, et

c.

Com

mun

icat

ion

prod

ucts

: Iss

ue

base

d ta

rget

ed c

omm

unic

atio

n pr

oduc

ts, W

eb p

orta

l, Co

rpor

ate

Repo

rt +

New

slet

ters

+ S

ucce

ss

stor

ies

+ th

emat

ic re

port

s +

issu

e br

iefs

+ P

ress

rele

ases

; NBI

vi

deo

docs

; Is

sue

base

d m

edia

ca

mpa

igns

.

Part

ners

hips

Incr

ease

d aw

aren

ess

abou

t NB

/I

issu

es;

Incr

ease

d en

gage

men

t w

ith a

nd

supp

ort t

o N

BI a

ctiv

ities

.

No. o

f inv

itatio

n to

ci

vil s

ocie

ty o

rgan

ized

fo

rum

s;

No. o

f civ

il so

ciet

y pa

rtic

ipat

ion

in N

BI

orga

nize

d fo

rum

s

NBI M

embe

r St

ates

M

issi

ons

Inad

equa

tely

info

rmed

ab

out

NBI a

nd a

chie

ve-

men

ts o

f Nile

coo

pera

-tio

n;

Giv

e pr

omin

ence

to

Nile

issu

es in

you

r di

scou

rse.

Foru

ms:

Nile

Day

, NBD

F, co

urte

sy c

all t

o m

issi

on o

f-fic

es b

y NB

I SM

T;

Com

mun

icat

ion

prod

ucts

: Is

sue

base

d ta

rget

ed c

om-

mun

icat

ion

prod

ucts

, Web

po

rtal

, Cor

pora

te R

epor

t +

New

slet

ters

+ S

ucce

ss s

tori

es

+ th

emat

ic re

port

s +

issu

e br

iefs

+ P

ress

rele

ases

; NBI

vi

deo

docs

; Is

sue

base

d m

edia

cam

paig

ns;

Part

ners

hips

Incr

ease

d en

gage

men

t w

ith

and

supp

ort t

o N

BI a

ctiv

ities

No. o

f men

tions

of

NBI i

n pu

blic

sta

te-

men

ts;

No. o

f inq

uiri

es

abou

t wat

er re

late

d is

sues

in th

e Ni

le

Basi

n




(Pro

blem

): NB

I im

age

thre

aten

ed d

ue to

free

zing

of p

artic

ipat

ion

by E

gypt

and

Sud

an; l

ong

gest

atio

n an

d in

dire

ctne

ss o

f ben

efits

of T

B co

oper

atio

n; lo

w

natio

nal l

evel

vis

ibili

ty, a

mon

g ot

hers

.

Obje

ctiv

e 3:

To

build

a p

osit

ive

imag

e of

NBI

Note

: AKA

B =

Awar

enes

s, K

now

ledg

e, A

ttitu

de, B

ehav

ior/

prac

tice

Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H- A

KAB)

In

dica

tors

Base

line

Min

istr

ies

of W

ater

Re

sour

ces,

Ene

rgy,

En

viro

nmen

t, ag

ricu

lture

, tr

ansp

ort

(SH1

)

Unm

et/u

ninf

orm

ed/u

nrea

listic

ex

pect

atio

ns;

Perc

eptio

n of

slo

w p

rogr

ess

in re

alis

ing

NBI o

bjec

tivie

s

By th

eir

natu

re, t

rans

-bo

unda

ry p

roce

sses

are

lo

ng d

raw

n;

NBI h

as d

elie

vere

d si

g-ni

fican

t res

ults

to M

embe

r St

ates

(ref

. to

bene

fits

of

coop

erat

ion)

;

NBI h

as re

habi

liate

d lo

ng s

talle

d pr

ojec

ts e

.g.

Rusu

mo;

NBI i

s ab

out f

acili

tatin

g co

oper

atio

n, p

rom

otin

g W

RM (u

nder

stan

ding

the

rive

r sy

stem

) and

WRD

(in

vest

men

t pro

ject

s)

and

not a

bout

neg

otia

t-in

g le

gal t

reat

ies

amon

g M

embe

r St

ates

;

NBI i

nves

tmen

t pro

ject

s m

eet i

nter

natio

nally

ac-

cept

ed s

tand

ards

;

NBI’s

man

date

is to

co

oper

ativ

ely

iden

tify

and

prep

are

inve

stm

ent p

roj-

ects

for

Mem

ber

Stat

es to

im

plem

ent.

Foru

ms:

Nile

Day

, NBD

F, Ni

le-T

AC &

Nile

-COM

mee

t-in

g, N

FP fo

rum

s, N

ile-S

EC

WRM

D an

nual

bri

efin

g ro

unds

on

SOB,

NBI

vis

its

to P

Ss.

Com

mun

icat

ion

prod

ucts

: Co

rpor

ate

repo

rt, n

ews-

lett

ers,

pre

ss re

leas

es,

succ

ess

stor

ies,

ben

efits

of

coo

pera

tion,

web

port

al,

issu

e pa

pers

, vid

eo d

ocs,

m

edia

(pri

nt &

ele

ctro

nic)

, pr

esen

tatio

ns d

urin

g fo

rum

s, s

tudy

tour

s .

Issu

e ba

sed

med

ia c

am-

paig

ns.

Part

ners

hips

Real

istic

exp

ecta

tions

from

NBI

(a

ppre

ciat

ion

of th

e co

mpl

exity

of

tran

sbou

ndar

y co

oper

ativ

e pr

o-ce

sses

invo

lvin

g 10

Mem

ber

Stat

es);

NBI r

esul

ts u

nder

stoo

d an

d ap

prec

i-at

ed b

ette

r;

Coop

erat

ive

TB N

ile w

ater

reso

urce

s m

ngt +

dev

pt fe

atur

ing

prom

inen

tly

in p

oliti

cal s

tate

men

ts in

rela

tion

to N

BI;

Nile

-COM

, Nile

-TAC

, PSs

, NFP

s m

oti-

vate

d to

pos

itive

ly p

ortr

ay N

BI;

NBI’s

role

not

con

fuse

d w

ith th

e le

gal t

rack

;

NBI’s

ach

ieve

men

ts in

faci

litat

ing

Nile

coo

pera

tion,

und

erst

andi

ng th

e ri

ver

syst

em a

nd p

repa

ring

inve

st-

men

t pro

ject

s gi

ven

cred

it.

Incr

ease

d vi

sibi

lity

of

NBI

(thr

ough

med

ia

repo

rts,

invi

tatio

ns a

nd

visi

ts to

web

por

tal;

At le

ast 1

0 di

ffer

ent

posi

tive

stat

emen

ts in

10

eng

agem

ent f

orum

s an

d m

eetin

gs, m

edia

re

port

s




Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H- A

KAB)

In

dica

tors

Base

line

Med

ia (N

atio

nal,

Re-

gion

al, I

nter

natio

nal)

(SH1

)

Awar

enes

s an

d kn

owl-

edge

def

icit

(NBI

not

pro

-ac

tivel

y se

ndin

g pe

riod

ic

usab

le a

nd a

cces

sibl

e br

iefs

abo

ut N

BI);

(No

med

ia w

orks

hops

and

is

sue

base

d pr

ess

brie

f-in

gs o

rgan

ized

); (L

ack

of

inno

vativ

e m

edia

eng

age-

men

t)

NBI c

onsi

ders

med

ia

as a

key

ally

in p

ro-

mot

ing

the

role

of N

BI

and

the

bene

fits

of

Nile

coo

pera

tion;

NBI i

s re

ady

to p

rovi

de

the

med

ia w

ith fa

ctua

l an

d u

p to

dat

e in

for-

mat

ion

abou

t NBI

and

th

e be

nefit

s of

Nile

co

oper

atio

n;

NBI i

nves

tmen

t pr

ojec

ts m

eet i

nter

-na

tiona

lly a

ccep

ted

stan

dard

s;

NBI i

s ab

out f

a-ci

litat

ing

coop

era-

tion,

pro

mot

ing

WRM

(u

nder

stan

ding

the

rive

r sy

stem

) and

WRD

(in

vest

men

t pro

j-ec

ts) a

nd n

ot a

bout

ne

gotia

ting

lega

l tre

a-tie

s am

ong

Mem

ber

Stat

es;

NBI’s

man

date

is to

co

oper

ativ

ely

iden

tify

and

prep

are

inve

st-

men

t pro

ject

s fo

r M

embe

r St

ates

to

impl

emen

t.

Foru

ms:

Med

ia w

ork-

shop

s, p

ress

bri

efin

g/co

nfer

ence

s, in

vita

tion

to N

BI e

vent

s (N

BDF,

Nile

Day

, Nile

-COM

); Vi

sits

to p

roje

cts

site

s;

Med

ia in

terv

iew

s; o

pin-

ion

edito

rial

s.

Com

mun

icat

ion

prod

-uc

ts: C

orpo

rate

repo

rt,

new

slet

ters

, pre

ss

rele

ases

, suc

cess

sto

-ri

es, w

ebpo

rtal

, iss

ue

pape

rs, v

ideo

doc

s, u

se

of h

igh

leve

l per

sona

li-tie

s Sp

orts

, per

form

ing

artis

tes.

Issu

e ba

sed

pres

s br

ief-

ings

e.g

. CC,

env

iron-

men

t, SO

B, D

SS/N

ile

scie

nce

liter

acy.

Med

ia p

rofe

ssio

nals

val

ue a

nd

cont

act N

BI re

gula

rly

for

info

r-m

atio

n an

d fa

ct c

heck

ing

At le

ast 1

0 m

edia

in

itiat

ed c

onta

cts

to N

BI a

nnua

ly;

At le

ast 1

0 [p

osi-

tive]

med

ia c

over

-ag

e on

the

role

of

NBI a

nd b

enef

its o

f Ni

le c

oope

ratio

n,

annu

ally

;

Use

of N

BI p

ress

re

leas

es (a

t lea

st

60%

use

).




Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H- A

KAB)

In

dica

tors

Base

line

Deve

lopm

ent

Part

-ne

rs: e

mba

ssie

s, U

N ag

enci

es, m

ulti-

late

ral

bank

s (S

H2)

Inad

equa

te in

form

atio

n ab

out N

B/I (

quat

ified

re-

sults

and

ben

efits

) [no

t w

ell r

each

ed o

ut]

NBI p

rovi

des

the

only

in

clus

ive

regi

onal

pl

atfo

rm fo

r di

alog

ue

by M

embe

r St

ates

;

NBI w

orks

with

re

leva

nt p

artn

ers

to

com

mun

icat

e an

d de

liver

ben

efits

to

Mem

ber

Stat

es a

nd

ripa

rian

citi

zens

;

NBI i

nsis

ts th

at

inve

stm

ent p

roje

cts

mee

t int

erna

tiona

lly

acce

pted

sta

ndar

ds;

NBI h

as d

elie

vere

d si

gnifi

cant

resu

lts to

M

embe

r St

ates

(ref

. to

bene

fits

of c

oope

ra-

tion)

;

NBI s

houl

d be

as-

sess

ed in

rela

tion

to it

s m

anda

te o

f fa

cilit

atin

g co

oper

a-tio

n, p

rom

otin

g W

RM

(und

erst

andi

ng th

e ri

ver

syst

em) a

nd W

RD

(inve

stm

ent p

roj-

ects

) and

not

abo

ut

nego

tiatin

g le

gal t

rea-

ties

amon

g M

embe

r St

ates

;

NBI’s

man

date

is to

co

oper

ativ

ely

iden

tify

and

prep

are

inve

st-

men

t pro

ject

s fo

r M

embe

r St

ates

to

impl

emen

t.

Foru

ms:

Invi

tatio

n to

NB

I eve

nts

and

foru

ms

(Nile

Day

, NBD

F, SD

); NB

I cou

rtes

y ca

lls to

em

bass

ies.

Com

mun

icat

ion

prod

-uc

ts: C

orpo

rate

Rep

ort

+ Ne

wsl

ette

rs +

Suc

cess

st

orie

s +

them

atic

re-

port

s +

targ

ette

d is

sue

brie

fs +

Pre

ss re

leas

es;

NBI v

ideo

doc

s, w

eb

port

al, m

edia

sto

ries

, ta

rget

ed u

pdat

es (m

id

year

).

Part

ners

hips

Incr

ease

d fin

anci

al a

nd te

chni

-ca

l sup

port

;

DPs

cham

pion

NBI

cau

se in

the

cour

se o

f the

ir w

ork;

New

DPs

com

e on

boa

rd.

DPs

cont

inue

thei

r su

ppor

t to

NBI

beyo

nd N

BTF;

DPs

refe

r to

the

role

and

ach

ieve

-m

ents

of N

BI in

th

eir

wor

k an

d co

mm

unic

atio

ns;

At le

ast o

ne n

ew

DP.




Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H- A

KAB)

In

dica

tors

Base

line

Mem

bers

of P

arlia

-m

ent

(SH1

)

Not w

ell i

nfor

med

abo

ut

the

Nile

and

unc

lear

ab

out ‘

WIF

M’;

CFA

not s

igne

d by

all

Mem

ber

Stat

es.

NBI i

s ab

out f

a-ci

litat

ing

coop

era-

tion,

pro

mot

ing

WRM

(u

nder

stan

ding

the

rive

r sy

stem

) and

WRD

(in

vest

men

t pro

j-ec

ts) a

nd n

ot a

bout

ne

gotia

ting

lega

l tre

a-tie

s am

ong

Mem

ber

Stat

es;

NBI h

as d

eliv

ered

si

gnifi

cant

resu

lts to

M

embe

r St

ates

(ref

. to

bene

fits

of c

oope

ra-

tion)

;

Supp

ort b

ills/

legi

sla-

tion

that

favo

r NB

co

oper

atio

n;

NBI’s

man

date

is to

co

oper

ativ

ely

iden

tify

and

prep

are

inve

st-

men

t pro

ject

s fo

r M

embe

r St

ates

to

impl

emen

t.

Foru

ms:

MPs

foru

m,

Nile

Day

, NBD

F, En

gag-

ing

rele

vant

nat

iona

l pa

rlia

men

tary

com

mit-

tees

thro

ugh

peri

odic

ro

und

tabl

e br

iefin

gs,

Stud

y to

urs.

Com

mun

icat

ion

prod

ucts

: Tar

gete

d us

er

frie

ndly

pub

licat

ions

, Co

rpor

ate

Repo

rt +

Ne

wsl

ette

rs +

Suc

cess

st

orie

s +

them

atic

re-

port

s +

targ

ette

d is

sue

brie

fs +

Pre

ss re

leas

es;

NBI v

ideo

doc

s, w

eb

port

al, S

ocia

l med

ia,

med

ia s

tori

es; I

ssue

ba

sed

med

ia c

ampa

igns

.

Expe

rt o

pini

on o

n Ni

le

rela

ted

parl

iam

enta

ry

hear

ings

.

Part

ners

hips

Bett

er u

nder

stan

ding

of t

he

role

of N

BI v

is a

vis

the

lega

l pr

oces

ses;

Incr

ease

d su

ppor

t to

NBI.

No. o

f MPs

who

un

ders

tand

the

role

of N

BI (a

t le

ast 5

0% o

f tho

se

invo

lved

in N

BI

rela

ted

activ

ities

);

No. o

f MPs

con

tact

-in

g NB

I for

exp

ert

info

rmat

ion.




Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H- A

KAB)

In

dica

tors

Base

line

Opin

ion

lead

ers

(ex

-dip

lom

ats,

par

lia-

men

tari

ans;

HOS

s);

artis

tes;

trad

ition

al

+ re

ligio

us le

ader

s;

busi

ness

peo

ple;

spo

rts

pers

onal

ities

(SH1

)

Inad

equa

te a

nd o

r di

s-to

rted

info

rmat

ion

abou

t NB

I and

the

Nile

Bas

in.

You

are

an im

port

ant

stak

ehol

der

with

ex

pert

ise

to a

rtic

ulat

e be

nefit

s ac

crui

ng fr

om

NB c

oope

ratio

n;

NBI’s

man

date

is to

co

oper

ativ

ely

iden

tify

and

prep

are

inve

st-

men

t pro

ject

s fo

r M

embe

r St

ates

to

impl

emen

t; NB

I has

del

iver

ed

sign

ifica

nt re

sults

to

Mem

ber

Stat

es (r

ef. t

o be

nefit

s of

coo

pera

-tio

n).

Foru

ms:

Nat

iona

l Nile

Da

y, N

BDF

, oth

er

natio

nal a

nd re

gion

al

foru

ms

etc.

Com

mun

icat

ion

prod

ucts

: med

ia; N

BI

vide

o do

cs;Ta

rget

ed

user

frie

ndly

pub

lica-

tions

, Cor

pora

te R

epor

t +

New

slet

ters

+ S

ucce

ss

stor

ies

+ th

emat

ic

repo

rts

+ ta

rget

ed is

sue

brie

fs +

Pre

ss re

leas

es;

web

por

tal,

Soci

al m

e-di

a, m

edia

sto

ries

; Iss

ue

base

d m

edia

cam

paig

ns.

Part

ners

hips

Impr

oved

Opi

nion

lead

ers

awar

enes

s an

d kn

owle

dge

abou

t NBI

(man

date

)and

ben

-ef

its o

f coo

pera

tion;

Supp

ort t

o NB

I and

NB

coop

-er

atio

n.

No. o

f opi

nion

le

ader

s ta

king

par

t in

con

sulta

tions

on

NB is

sues

;

No. o

f med

ia

repo

rts

on o

pini

on

lead

ers’

sta

te-

men

ts/a

ctio

ns

high

light

ing

bene

fits

accr

uing

fr

om N

BI.




Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H- A

KAB)

In

dica

tors

Base

line

Civi

l soc

iety

(nat

iona

l, re

gion

al a

nd in

tern

a-tio

nal)

Inad

equa

tely

info

rmed

an

d/or

mis

info

rmed

ab

out N

BI a

nd b

enef

its o

f co

oper

atio

n;

Inad

equa

tely

eng

aged

in

NBI

NBI i

s yo

ur p

artn

er in

im

prov

ing

livel

ihoo

ds

(foo

d se

curi

ty, p

ower

, po

rtab

le +

irri

gatio

n w

ater

, env

ironm

ent)

;

NBI’s

man

date

is to

co

oper

ativ

ely

iden

tify

and

prep

are

inve

st-

men

t pro

ject

s fo

r M

embe

r St

ates

to

impl

emen

t ;

NBI h

as d

elie

vere

d si

gnifi

cant

resu

lts to

M

embe

r St

ates

(ref

. to

bene

fits

of c

oope

ra-

tion)

;

NBI i

nsis

ts th

at

inve

stm

ent p

roje

cts

mee

t int

erna

tiona

lly

acce

pted

sta

ndar

d;

NBI i

s ab

out f

a-ci

litat

ing

coop

era-

tion,

pro

mot

ing

WRM

(u

nder

stan

ding

the

rive

r sy

stem

) and

WRD

(in

vest

men

t pro

j-ec

ts) a

nd n

ot a

bout

ne

gotia

ting

lega

l tre

a-tie

s am

ong

Mem

ber

Stat

es.

Foru

ms:

Nile

Day

, NBD

F, pa

rtne

rshi

ps e

tc.

Com

mun

icat

ion

prod

ucts

: med

ia; N

BI

vide

o do

cs;Ta

rget

ed

user

frie

ndly

pub

lica-

tions

, Cor

pora

te R

epor

t +

New

slet

ters

+ S

ucce

ss

stor

ies

+ th

emat

ic

repo

rts

+ ta

rget

ed is

sue

brie

fs +

Pre

ss re

leas

es;

web

por

tal,

Soci

al m

e-di

a, m

edia

sto

ries

; Iss

ue

base

d m

edia

cam

paig

ns.

Part

ners

hips

NBI i

nves

tmen

t pro

ject

s ac

-ce

pted

and

app

reci

ated

;

Role

of N

BI u

nder

stoo

d; Ci

vil S

ocie

ty s

uppo

rt a

nd c

re-

ate

awar

enes

s on

NBI

and

NB

coop

erat

ion

At le

ast t

hree

NBI

in

vita

tions

to c

ivil

soci

ety

orga

nise

d m

eetin

gs;

Posi

tive

med

ia

repo

rts

Posi

tive

Mes

sage

s ab

out N

BI o

n ci

vil

soci

ety

web

site

s

No. o

f civ

il so

ciet

y pa

rtic

ipat

ion

in N

BI

orga

nize

d fo

rum

s




Prob

lem

: Int

erna

l com

mun

icat

ion

func

tion

not o

pera

ting

optim

ally

with

in a

nd a

cros

s NB

I Cen

ters

Obje

ctiv

e 4:

To

keep

NBI

sta

ff a

nd N

FPs

wel

l inf

orm

ed a

nd u

pdat

ed

Note

: AKA

B =

Awar

enes

s, K

now

ledg

e, A

ttitu

de, B

ehav

ior/

prac

tice

Stak

ehol

der

(SH)

Why

SH

to p

robl

em?

Mes

sage

(s)

Chan

nel(s

)/Ap

proa

ches

Resu

lts

(cha

nge

in S

H- A

KAB)

In

dica

tors

Base

line

Seni

or M

anag

e-m

ent

Inad

equa

te a

nd a

t tim

es

untim

ely

shar

ing

of

info

rmat

ion

rega

rdin

g ke

y ‘m

ust k

now

’ dev

elop

men

ts

acro

ss N

BI c

ente

rs

We

are

‘One

NBI

’. It

is th

e re

spon

sibi

lity

of H

eads

of

NBI C

ente

rs to

ade

quat

ely

info

rm a

bout

and

pro

mot

e th

e w

ork

of a

ll Ce

nter

s;

It is

in th

e in

tere

st o

f Se-

nior

Man

agem

ent t

o tim

ely

shar

e in

form

atio

n ab

out

NBI a

ctiv

ities

and

resu

lts

with

NBI

sta

ff;

It is

in th

e in

tere

st o

f Se

nior

Man

agem

ent t

o pa

ckag

e an

d sh

are

NBI

gene

rate

d kn

owle

dge

with

NB

I sta

ff .

Atte

ndin

g ke

y m

eetin

gs, r

egul

ar

inte

ract

ion

thro

ugh

tele

phon

e, s

kype

, em

ail,

wri

tten

bri

efs.

Gene

ral s

taff

mee

tings

, Pro

gram

Tea

m

mee

tings

, dep

artm

enta

l mee

tings

, in

tran

et, n

ewsl

ette

r, em

ail,

Frid

ay T

ea,

‘Bro

wn

Bag’

lunc

h

Impr

oved

com

mun

icat

ion

amon

g Ce

nter

s;

Staf

f bet

ter

info

rmed

abo

ut N

BI

and

the

Nile

Bas

in

All S

enio

r M

anag

emen

t ab

le h

ave

up to

dat

e in

form

atio

n ab

out e

ach

Cent

er;

90 %

of N

BI s

taff

abl

e to

pro

vide

acc

urat

e

basi

c in

form

atio

n ab

out

NBI

Othe

r s

taff

In

adeq

uate

ly in

form

ed

abou

t NBI

act

iviti

es a

nd

resu

lts

You

have

a re

spon

sibi

lity

to

com

mun

ciat

e ba

sic

info

rmat

ion

abou

t NB

I ac

tiviti

es a

nd re

sults

;

It is

you

r re

spon

sibi

lity

to p

roac

tivel

y ac

quire

in

form

atio

n an

d kn

owle

dge

abou

t NB/

I act

iviti

es a

nd

resu

lts

Pers

onal

con

tact

s, N

BI c

omm

unic

atio

n an

d kn

owle

dge

prod

ucts

Gene

ral s

taff

mee

tings

, Pro

gram

Tea

m

mee

tings

, dep

artm

enta

l mee

tings

, in

tran

et, n

ewsl

ette

r, em

ail,

Frid

ay T

ea,

‘Bro

wn

Bag’

lunc

h

Mor

e st

aff a

ble

to p

rovi

de b

asic

in

form

atio

n ab

out N

BI a

nd th

e Ni

le B

asin

.

90%

of N

BI s

taff

abl

e to

pro

vide

acc

urat

e

basi

c in

form

atio

n ab

out

NBI

Nati

onal

Foc

al

Poin

ts(N

FPs)

Not a

dequ

atel

y in

form

ed

abou

t dev

elop

men

ts w

ithin

NB

I and

the

Nile

Bas

in.

You

have

a re

spon

sibi

lity

to

com

mun

icat

e ba

sic

info

rmat

ion

abou

t NB

I ac

tiviti

es a

nd re

sults

;

It is

you

r re

spon

sibi

lity

to p

roac

tivel

y ac

quire

in

form

atio

n an

d kn

owle

dge

abou

t NB/

I act

iviti

es a

nd

resu

lts.

Corp

orat

e re

port

, new

slet

ters

, pre

ss

rele

ases

, suc

cess

sto

ries

, web

port

al,

vide

o do

cs, i

nfor

mat

ion

bulle

tins,

fa

ctsh

eets

.

NFPs

bet

ter

info

rmed

abo

ut N

BI

and

the

Nile

Bas

in.

All N

FPs

able

to p

rovi

de

info

rmat

ion

abou

t NBI

an

d kn

owle

dge

abou

t th

e Ni

le B

asin

to n

a-tio

nal l

evel

sta

keho

lder

s




Appe

ndix

2: N

BI P

ublic

Par

tici

pati

on F

ram

ewor

k (A

dopt

ed fr

om IA

AP)

The

prin

cipl

es o

f sta

keho

lder

invo

lvem

ent a

nd p

ublic

con

sulta

tions

are

now

wid

ely

embr

aced

as

inte

gral

feat

ures

of I

nteg

rate

d W

ater

Res

ourc

e M

anag

emen

t (IW

RM).

Yet b

oth

are

appa

rent

ly u

nder

stoo

d an

d/or

app

lied

diff

eren

tly b

y th

e va

ried

act

ors

and

play

ers

in N

ile B

asin

cou

ntri

es. T

his

pose

s a

form

idab

le c

halle

nge

to N

BI

Team

s in

pur

suin

g st

rate

gies

for

initi

atio

n of

in-c

ount

ry s

take

hold

er in

volv

emen

t pro

cess

es, a

s in

pro

mot

ing

the

esta

blis

hmen

t of a

bas

in-w

ide

NBI P

ublic

Con

sulta

-tio

ns F

ram

ewor

k. C

onse

nsus

bui

ldin

g fo

r th

e NB

I Pub

lic C

onsu

ltatio

ns F

ram

ewor

k in

volv

es a

ser

ies

of d

ilige

nt c

onsu

ltatio

ns w

ith g

over

nmen

tal a

nd n

ongo

vern

men

tal

stak

ehol

ders

at v

ario

us le

vels

. NBI

has

alre

ady

cons

ulte

d w

ith N

ile-T

AC in

som

e co

untr

ies

on th

e co

ncep

t, ap

proa

ches

to, a

nd le

vels

of t

he p

ropo

sed

NBI P

ublic

Con

sul-

tatio

ns F

ram

ewor

k. V

aria

tions

see

m to

ste

m fr

om c

ount

ry-s

peci

fic in

stitu

tiona

l set

up, p

olic

ies,

and

pra

ctic

es (l

evel

of d

ecen

tral

izat

ion,

cap

acity

to fo

rmul

ate

and

impl

emen

t wat

er s

ecto

r re

form

s, e

tc.).

In N

BI a

ctiv

ities

the

follo

win

g fr

amew

ork

appl

ies

and

can

be a

dopt

ed b

y NB

cou

ntri

es a

s go

od p

ract

ice.

Info

rmCo

nsul

tIn

volv

eCo

llabo

rate

Empo

wer

Publ

ic p

arti

cipa

tion

goa

l

To p

rovi

de th

e st

akeh

olde

rs w

ith

bala

nced

and

obj

ectiv

e in

form

atio

n to

ass

ist t

hem

in u

nder

stan

ding

NB

I pro

gram

mes

, the

ir b

enef

its a

nd

limita

tions

.

To o

btai

n st

akeh

olde

rs’ f

eedb

ack

on a

naly

sis,

alte

rnat

ives

, and

/or

deci

sion

s

To w

ork

dire

ctly

with

the

stak

ehol

ders

th

roug

h-ou

t the

NBI

pro

cess

to e

nsur

e th

at s

take

hold

ers

issu

es a

nd c

once

rns

are

unde

rsto

od a

nd c

onsi

dere

d.

To p

artn

er w

ith th

e st

akeh

old-

ers

in e

ach

aspe

ct o

f NBI

de

cisi

on-m

akin

g pr

oces

s,

incl

udin

g th

e de

velo

pmen

t of

alte

rnat

ives

and

indi

catio

n of

th

e pr

efer

red

solu

tion

To p

lace

fina

l dec

isio

n m

akin

g in

the

hand

s of

the

stak

ehol

ders

.

Com

mit

men

ts

We

will

kee

p yo

u in

form

edW

e w

ill k

eep

you

info

rmed

, lis

ten

to

and

ackn

owle

dge

conc

erns

and

as-

pira

tions

, pro

vide

feed

back

on

how

pu

blic

inpu

t inf

luen

ced

the

deci

sion

We

will

wor

k w

ith y

ou to

ens

ure

that

you

rco

ncer

ns a

nd a

spira

tions

dire

ctly

re-

flect

ed in

the

alte

rnat

ives

dev

elop

ed a

nd

prov

ide

feed

back

on

how

the

publ

ic in

put

influ

ence

d th

e de

cisi

ons

We

will

look

to y

ou fo

r di

rect

ad

vice

and

inno

vatio

n in

fo

rmul

atin

g so

lutio

ns a

nd

inco

rpor

ate

your

adv

ice

and

reco

mm

enda

tions

into

the

deci

sion

s to

the

max

imum

ex

tent

pos

sibl

e

Will

impl

emen

t wha

t you

de

cide

.

Tool

s an

d Te

chni

ques

Publ

ic c

omm

ents

Focu

s gr

oups

Surv

eys

Publ

ic m

eetin

gs

Wor

ksho

psDe

liber

ate

polli

ngCi

tizen

Adv

isor

y Co

mm

ittee

sCo

nsen

sus-

build

ing

Part

icip

ator

y de

cisi

on-m

akin

g

Citiz

en ju

ries

Ballo

tsDe

lega

ted

deci

sion

s

Publ

ic c

omm

ents

Focu

s gr

oups

Surv

eys

Publ

ic m

eetin

gs




Appe

ndix

3: S

TAKE

HOLD

ER E

NGAG

EMEN

T GU

IDEL

INES

1.

EN

GAGE

MEN

T FR

EAM

EWOR

KSt

akeh

olde

r en

gage

men

t is

not

an

ad h

oc b

ut a

pla

nned

and

str

uctu

red

a pr

oces

s

Poss

ible

inte

rven

tions

Co

nsid

erat

ions

1.1 d

efin

e th

e co

ntex

t of p

artic

ipat

ion

Com

plet

e a

stak

ehol

der

map

ping

to d

eter

min

e th

e fa

ctor

s in

fluen

cing

sta

keho

lder

eng

agem

ent.

Fact

ors

to c

on-

side

r in

clud

e ec

onom

ic, s

ocia

l, cu

ltura

l, po

litic

al, i

nstit

utio

nal a

nd le

gal.

1.2 Id

entif

y an

d cl

assi

fy a

ll po

tent

ial s

take

hold

ers

Cond

uct a

sta

keho

lder

ana

lysi

s to

det

erm

ine

the

char

acte

rist

ics

to c

onsi

der

: int

eres

ts, r

esou

rces

, inf

luen

ces,

pe

rcep

tions

, rel

atio

nshi

ps a

nd p

ower

s

1.3 D

evel

op a

n en

gage

men

t str

ateg

yDe

fine

the

desi

re s

cale

s( lo

cal/

nat

iona

l/ in

tern

atio

nal)

and

scop

e ( p

olic

y/ p

rogr

am/

proj

ect)

and

form

of e

n-ga

gem

ent (

info

rmat

ion/

con

sulta

tion/

col

labo

ratio

n)

1.4 C

reat

e an

ena

blin

g en

viro

nmen

t De

velo

p an

impl

emen

tatio

n pl

an w

hich

sho

uld

dete

rmin

e th

e m

etho

ds a

nd a

ctiv

ities

sel

ecte

d, th

e re

spon

sibi

li-tie

s of

all

play

ers,

the

budg

et, t

he n

eces

sary

cap

acity

bui

ldin

g m

echa

nism

s an

d de

adlin

es fo

r ea

ch s

teps

.

2.

COM

MUN

ICAT

ION

AND

OUTR

EACH

St

akeh

olde

r en

gage

men

t in

volv

es r

elev

ant

info

rmat

ion

shar

ing

wit

h in

form

atio

n of

sta

keho

lder

s

Poss

ible

inte

rven

tions

Co

nsid

erat

ions

2.1

Sens

itize

the

broa

der

publ

ic

Initi

ate

med

ia c

ampa

ign

to p

rese

nt is

sues

at s

take

or

use

adve

rtis

emen

t to

brin

g pa

rtic

ular

pol

icie

s, p

rogr

ams

and

proj

ects

to th

e at

tent

ion

of p

ublic

2.2

Prov

ide

in-d

epth

ana

lysi

s on

impo

rtan

t iss

ues

Use

publ

icat

ion

as fa

ct s

heet

s, b

roch

ures

, new

slet

ters

, ar

ticle

s to

pro

vide

bac

kgro

und

and

tech

nica

l inf

orm

atio

n

2.3

Prov

ide

first

han

d ex

posu

re o

n NB

I act

iviti

es

Orga

nize

foru

ms

and

publ

ic e

vent

s ( e

xhib

ition

, fie

ld v

isits

, op

en-h

ouse

, etc

)

2.4

Reac

h ou

t to

mar

gina

lized

gro

ups,

(wom

en g

roup

s an

d yo

unge

r au

dien

ces

)Co

nvey

mes

sage

s th

roug

h ar

t and

ent

erta

inm

ent(

cont

ests

, film

s, c

once

rts,

FM

radi

o br

oadc

asts

) and

dev

elop

ed

ucat

iona

l mat

eria

ls (

post

ers,

sch

ool c

urri

culu

m, i

n sc

hool

act

iviti

es ,

etc

)

2.5

Deve

lop

upda

tes

and

web

spe

cific

info

rmat

ion

, vid

eos,

etc

on

NBI a

ctiv

ities

De

velo

p a

web

site

off

erin

g a

plat

form

for

dow

nloa

ding

and

upl

oadi

ng N

BI d

ocum

enta

tion,

pic

ture

s an

d ot

her

audi

o-vi

sual

mat

eria

ls)

3.

STAK

EHOL

DER

CONS

ULTA

TION

SIn

add

itio

n to

sha

ring

info

rmat

ion,

NBI

will

col

lect

sam

e fr

om s

take

hold

er t

o be

tter

und

erst

and

thei

r ne

eds

and

inte

rest

s.

Poss

ible

inte

rven

tions

Co

nsid

erat

ions

3.1O

btai

n co

ntex

tual

info

rmat

ion

Adm

inis

ter

surv

eys

and

ques

tionn

aire

s to

dra

w fr

om th

e st

akeh

olde

rs’ k

now

ledg

e an

d ex

peri

ence

of t

he e

nviro

n-m

ent

3.2

Obta

in v

iew

s an

d co

mm

ents

on

NBI a

ctiv

ities

Co

nduc

t int

ervi

ews

with

key

sta

keho

lder

s to

dra

w in

puts

on

part

icul

ar w

ater

man

agem

ent i

ssue

s

3.3

Gain

inpu

ts o

n pr

iori

ties

and

pref

eren

ces

Orga

nize

focu

s di

scus

s gr

oups

to e

xplo

re th

e st

akeh

olde

rs a

ttitu

des

on p

oten

tial o

ptio

ns

4.

COLL

ABOR

ATIO

N W

ITH

STAK

EHOL

DERS

Colla

bora

tion

impl

ies

that

sta

keho

lder

s co

ntri

bute

to d

ecis

ion

mak

ing

proc

esse

s

Poss

ible

inte

rven

tions

Co

nsid

erat

ions

4.

1 Ela

bora

te a

nd s

hare

dev

elop

men

t pla

ns

Set u

p ad

viso

ry g

roup

s an

d ta

sk fo

rces

to m

ap o

ut p

ossi

ble

solu

tions

on

prog

ram

mes

of a

ctio

ns

4.2

Form

aliz

e fr

amew

ork

for

enga

ging

sta

keho

lder

s Es

tabl

ish

at N

B ba

sin

leve

l per

man

ent s

take

hold

ers

foru

ms

to a

ddre

ss tr

ansb

ound

ary

issu

es a

s ne

cess

ary

4.3

Deve

lop

stak

ehol

ders

cap

aciti

esFo

rmul

ate

and

impl

emen

t cap

acity

bui

ldin

g pl

ans

to im

prov

e st

akeh

olde

rs’ a

cces

s to

kno

wle

dge,

ski

lls a

nd in

stitu

-tio

ns




NILE-SEC STAFFS

TEFERRA BEYENEExecutive DirectorNile Basin Initiative Secretariat P O Box 192 Entebbe, Uganda. Tel : +256 414 321 329/424Fax : +256-414 320 971Email: [email protected]

DOROTHY KAGGWAHead of Strategic Planning and ManagementNile Basin Initiative Secretariat P O Box 192 Entebbe, Uganda. Tel : +256 414 321 329/424Fax : +256-414 320 971Email: [email protected]

ABDULKARIM SEIDHead of Water Resources ManagementNile Basin Initiative Secretariat P O Box 192 Entebbe, Uganda. Tel : +256 414 321 329/424Fax : +256-414 320 971Email : [email protected]

JANE BAITWACommunication SpecialistNile Basin Initiative Secretariat P O Box 192 Entebbe, Uganda. Tel : +256 414 321 329/424Fax : +256-414 320 971Email: [email protected]

MOHSEN ALARABAWYBasin Management SpecialistNile Basin Initiative Secretariat P O Box 192 Entebbe, Uganda. Tel : +256 414 321 329/424Fax : +256-414 320 971Email: [email protected]

TOM WAAKOProjects OfficerNile Basin Initiative SecretariatP. O. Box 192Mpigi road, Plot no. 12Entebbe, Uganda.Tel: +256-41-321424Fax: +256-41-320971 E-mail: [email protected]

EMERITA MUGOREWICYEZAStakeholder Participation SpecialistNile Basin Initiative SecretariatP. O. Box 192Mpigi road, Plot no. 12Entebbe, Uganda.Tel: +256-41-321424Fax: +256-41-320971 E-mail: [email protected]

JULIET NAKASSAGALibrarianNile Basin Initiative SecretariatP. O. Box 192Mpigi road, Plot no. 12Entebbe, Uganda.Tel: +256-41-321424Fax: +256-41-320971 E-mail: [email protected]

BEATRICE ADONGAKULUBi-lingual SecretaryNile Basin Initiative SecretariatP. O. Box 192Mpigi Road, Plot no. 12Entebbe, Uganda.Tel : +256-41-321424 Fax : +256-41-320971E-mail: [email protected]

LIST OF PARTICIPANTSREVIEW AND UPDATE OF NBI COMMUNICATION AND STAKEHOLDER MANAGEMENT STRATEGY

WORKSHOPMAY 20 – 21, 2013 Nile-SEC, Entebbe

Appendix 4:




NELSAP STAFFS

PETER KANYI MAINASenior Economist /M&ENile Equatorial Lakes Subsidiary Action Program (NELSAP)Nile Basin InitiativeKigali City Tower4th and 5th floor.P. O. Box 6759Kigali.Rwanda. Tel : +250 03025528 +254 720948084Office Tel : +250 788307334Fax: +250 252580100Cell phone: +254-720-948084E-mail: [email protected]

MWIKALI WAMBUASocial Development OfficerNile Equatorial Lakes Subsidiary Action Program (NELSAP)Nile Basin InitiativeP. O. Box 6759Kigali.Rwanda. Tel: +250-782211390E-mail: [email protected]

WILLIAM KATETECommunications OfficerNile Equatorial Lakes Subsidiary Action Program (NELSAP)Nile Basin InitiativeKigali City Tower4th and 5th floor.P. O. Box 6759Kigali.Rwanda. Tel : +250 788494521E-mail: [email protected]


ENTRO STAFFS

SALAH SHAZALISenior Operations Officer/Head, Strategic PlanningEasten Nile Technical Regional Office (ENTRO)Eastern Nile Subsidiary Action Program (ENSAP)Nile Basin Initiative (NBI)Tel: +251 11 646 1130/32Fax: +251 11 645 94 07P.O. Box 27173-1000Addis Ababa, EthiopiaEmail: [email protected]

WUBALEM FEKADESocial Development OfficerENTRO, Nile Basin InitiativeDessie Road, In Front of Arrarat Hotel, P.O. Box 27173-1000 Addis Ababa, EthiopiaTel: +251 - 11 646 1130/32Fax: +251 - 11 645 9407E-mail@ [email protected]

NBI NATIONAL DESK OFFICER UGANDA GWP

TUMWEBAZE WYCLIFFE MR. Senior Water OfficerMinistry of Water and EnvironmentP.O Box 19Entebbe. Uganda.Tel: +256 772438630E-mail: [email protected]@yahoo.com

WILLY MUGENZIRegional Communications OfficerGWP Eastern AfricaNile Basin Initiative SecretariatP. O. Box 192Mpigi road, Plot no. 12Entebbe, Uganda.Tel: +256 779 499908E-mail: [email protected]

GIZ CONSULTANT

WARREN NYAMUGASIRAIndepenent ConsultantP. O. Box 2868Nyamugasira close, Bunga hill lane BungaKampalaUganda.Tel: +256 756 109311E-mail: [email protected]

TEFERRA BEYENEDOROTHY KAGGWAABDULKARIM SEIDJANE BAITWAMOHSEN ALARABAWYTOM WAAKOEMERITA MUGOREWICYEZAJULIET NAKASSAGABEATRICE ADONGAKULUPETER KANYI MAINAMWIKALI WAMBUAWILLIAM KATETESALAH SHAZALIWUBALEM FEKADETUMWEBAZE WYCLIFFE MR. WILLY MUGENZISTEFFEN SCHWÖRERWARREN NYAMUGASIRA

Steffen SchwörerGIZ Technical AdvisorP.O. Box 10346KampalaUgandaTel: +256 414 268658Cell phone: +256 775 349635Fax: +256 414 268653E-mail: [email protected]


The NBI Communication and Stakeholder Engagement Strategy is available online at http://nileis.nilebasin.org© The Nile Basin InitiativeISBN: 978-9970-444-05-2For more information contact:The Nile Basin Initiative SecretariatPlot 12 Mpigi Road,P.O. Box 192, Entebbe, UgandaTel: +256 414 321424/321329; +256 417 705000Fax: +256 414 320971Email: [email protected]://www.nilebasin.org/

© Pictures: NBI (top and bottom right, back cover) GIZ/Steffen Schwörer (front cover, middle right)

communication and stakeholder engagement strategy and... · 2019-05-24 · nbi communication and...

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