understanding audiences and the appetite for evidence

15
AERC POLICY BRIEF WORKSHOP Understanding Audiences and the Appetite for Evidence 2015

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Page 1: Understanding audiences and the appetite for evidence

AERC POLICY BRIEF WORKSHOP

Understanding Audiences and the Appetite for Evidence2015

Page 2: Understanding audiences and the appetite for evidence

UNDERSTANDING AUDIENCES

1. Why is it important?

2. What are the implications?

3. What does it mean we do differently?

Page 3: Understanding audiences and the appetite for evidence

WHY IS IT IMPORTANT TO UNDERSTAND YOUR TARGET AUDIENCE?

• Different people have different needs.

• To communicate effectively you need to understand what your audience needs.

Page 4: Understanding audiences and the appetite for evidence
Page 5: Understanding audiences and the appetite for evidence

WHO, WHAT, WHY & HOW?

• Who are you talking to?

• What are their concerns?

• Why should they be interested ?

• How can you capture their attention?

Page 6: Understanding audiences and the appetite for evidence

YOUR STAKEHOLDER MIND MAP

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ACTIVITY

• Using a mind map, draw out a your key stakeholders• Spend some time thinking about stakeholders you don't usually think

about? • e.g. media, private business, third sector (NGO's, think tanks etc.), networks

etc.

• Where you can be specific i.e. include names, departments etc.

Page 8: Understanding audiences and the appetite for evidence

ALIGNMENT, INFLUENCE & INTEREST MATRIX (AIIM)

Page 9: Understanding audiences and the appetite for evidence

WHY USE AIIM?

• Discover if your stakeholders’ interests are aligned with yours• Map interest and alignment in relation to actors• Decide on actions you can take

Page 10: Understanding audiences and the appetite for evidence

ALIGNMENT

• Do they agree with our approach?• Do they agree with our assumptions?• Do they want to do the same things that we think need to be done?• Are they thinking what we are thinking?

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INTEREST

• Are they committing time and money to the issue?• Do they want something to happen (whether it is for or against

what you propose)?• Are they going to events on the subject?• Are they publicly speaking about the issue?

Page 12: Understanding audiences and the appetite for evidence
Page 13: Understanding audiences and the appetite for evidence

USING AIIM1. Draw your Alignment,

Interest and Influence Matrix

2. Map stakeholders according to their interest and alignment 3. Consider the position of actors in relation to others.

Page 14: Understanding audiences and the appetite for evidence

Target Audience (A) Level of influence and (B) interest (High, medium and low)

Influence explained Opportunities to engage

Civil Society team, DFID A = MediumB= Medium

Funder with high profile

Post research case studies on DFID website, attend DFID funded conference on Women’s role in Civil Society, July 2014.

Sam Marques, Women’s rights Argentina (WRA) (Think tank)

A = HighB = High

Regularly invited to consult government

Open to dialogue with research bodies and spoke to Sam Marques about project collaboration.

Enrique Suarez, Department of Women’s affairs

A = HighB = Low

Key decision maker A member of the advisory board for the programme with high level of interest in study. Aim to hold quarterly research briefs with Mr Suarez

School of Civil Society, University of Buenos Aries

A = MediumB = Low

Leading academic institution, a number of senior researchers have policy role

Present findings annually during School seminar series

Clara Sebatal (Editor), Women’s Affairs Magazine

A = Low/Medium (but potentially high)B = Low

Popular issue-based Women’s magazine

Speak to editor about submitting a feature about the research programme

Project title: Improving the role of Women in civil society in Argentina (funded by DFID)

Page 15: Understanding audiences and the appetite for evidence

ACTIVITYWork in 3’s to:1. Identify one project you will focus on2. Complete the AIIM matrix for this project3. Think about the following questions in your groups:

• How can I raise the level of awareness and interest among key stakeholders• How can I help raise the capacity of those with high interest but low influence? (e.g. encourage

co-operation between those with high interest but low influence)• How will you put this into practice when you return to your organisation