Le Let’s T t’s Talk about R lk about Reaching aching Wider A Wider Audiences with our diences with our Re Research Re Results Sidney B. Westley East ‐ West Center
Elements of a communication Elements of a communication strategy strat gy Policy audience S.M.A.R.T. Coalition objective partners Cont Context Message Channels Messenger/s and formats Monitoring and evaluation
Suggest Suggested plan of action ed plan of action 1. What are your S.M.A.R.T. objectives? 2. Who is your policy audience? 3. What is your context—the current policy debate? 4. Who should be your coalition partners? 5. What is your persuasive message? 6. Who would be the best messenger(s)? 7. What should be your communication actions? 8. M&E: How will you measure success?
What are y What are your ur S.M.A S.M.A.R.T .R.T. . objectiv objectives? es?
Two types of objectiv o types of objectives es Communication objective(s) What do you want to do? These actions are outputs that you monitor Program objectives(s) What do you want the policymakers to do? These actions are outcomes that you evaluate
Are y Are your objectiv ur objectives… es… S pecific M easurable A chievable R elevant T ime-based Le Let’s writ t’s write do e down an objectiv wn an objective
Who is y Who is your policy ur policy audience? audience?
We’re talking about three types ’re talking about three types of audience of audience 1. Who can make the decisions you want? 2. Whose support would be helpful? 3. Who might block the decisions you want made?
They could be all sor The y could be all sorts of people s of people Government officials Elected representatives Journalists Leaders of nonprofit organizations Company executives Staff of donor organizations Even your own boss
For all these individuals… r all these individuals… How much do they know? What do they care about? What are their sources of information: How can you reach them?
Le Let’s look at their heads t’s look at their heads What is the policymakers’ level of knowledge about your issue? How much technical information can they handle?
Ne Next, le xt, let’s look at their hear t’s look at their hearts ts What are the key values and core concerns? Is there a “we” message? What beliefs, values, or concerns will you have to overcome? How might the policymakers themselves benefit from supporting your issue? Le Let’s describe some policymak t’s describe some policymaker ers
What is y What is your policy ur policy cont context? t?
You ha u have already f already filled out a illed out a policy cont policy context questionnaire t questionnaire This was designed to help you think about: What individuals and groups are involved in policymaking on your issue? Do these policymakers use research evidence as a basis for decision-making? Is your policy issue currently “on the agenda”?
Do y Do you need t u need to… Jump into an existing debate? Introduce a new issue that no one is thinking about? Counter the arguments of your opponents? “Reposition” your issue into a new discussion that you are more likely to win?
Who w Who would be y uld be your ur best coalition best coalition par partner ners? s?
Communication be Communication beyond “us” nd “us” and “them” and “them” Coalition Audience partners
We all bring some all bring something t thing to the the table table Who has access to policymakers? Who has convincing research results? Who can advocate for a policy change?
Make and maintain contacts Mak and maintain contacts from the fr om the beginning beginning Establish an advisory board that includes the policymakers themselves plus researchers, advocacy leaders, media, and others Better, more relevant research Better ownership of results Give your coalition partners an active role throughout the research process They present the research results They develop the policy response
Who do you need as coalition Who do y u need as coalition par partner ners? Government policy Business Advocacy makers community groups NTA UN research Media agencies team International Influential donors researchers
Who do y Who do you need as coalition u need as coalition par partner ners? Government policy Business Advocacy makers community groups What do they know? What do they care about? UN Media How will you reach them? agencies International Influential donors researchers
De Developing a loping a message: What do message: What do yo you h have to to s say?
The 25 : 4 : 1 formula The 25 : 4 : 1 f rmula 25-page scientific paper or report 4-page policy brief 1-page take-home message Problem ― solution ― action: Each 35 words
Before y Bef re you appr u approach oach a policy a policy audience… audience… You must be able to answer three questions: Why should they care? Importance of your research What should they do? Policy recommendation How much will it cost? The bottom line Your coalition can help with this ur coalition can help with this
Show the social and economic Sho the social and economic benefits of y benef ts of your research ur research We’re tired of problems with no solutions Along with benefits, give us a realistic estimate of political and financial costs Show us a human face Or better yet, let the human face do some of the talking Beneficiaries Policy champions
Clear messages, memorable Clear messages, memorable indicat indicators, sensitiv , sensitively framed ely framed Three message tests: Your mother, teenage children, breakfast cereal Memorable indicators: 1–3 numbers, simple graphics How do we “frame” our message? Serious problem…practical solution Fits well into political context Does not conflict with institutional pressures Consistent with ruling ideology
Writ ite a e a policy message policy message Identify an NTA or CWW research finding Describe the policy context for this finding Create a message based on your finding and a policy implication: 2–3 sentences, possibly a number
Exercise: The one-minut Ex ercise: The one-minute ele elevat ator speech or speech Who are you and why should this person listen to you? What is NTA or CWW? Why is NTA or CWW important to this person? Examples of some useful findings What do you want this person to do? How can this person get in touch with you?
Ho How do y w do you best u best deliv deliver y er your ur message? message?
WHO deliv WHO deliver ers the message is just s the message is just as impor as important as what y ant as what you sa u say Which messenger(s) are most likely to convince you policy audience of the importance of your findings and the need to take action?
Choose an ef Choose an effectiv ctive messenger e messenger You? Your boss? Collaborating organization? Policy champion? Third-party validator? Potential beneficiary?
Channels and f Channels and formats (r rmats (roughly oughly in order of impor in order of importance) ance) 1. Informal policy briefings 2. Mass media: Interviews, opinion pieces by experts, news articles 3. Policy briefs 4. Scientific papers or reports with related nontechnical summaries and policy recommendations 5. Formal presentations at meetings
Tips on timing Tips on timing New leaders want new ideas If it costs money, it must be presented at the right point in the budget cycle Use focusing events or help create your own Be ready (“lurking”) when the time is right Good communication links established Clear, compelling messages formulated
M&E: Ho M&E: How will y w will you u kno know if y if you are u are successful? successful?
Monitor y Monit r your outputs ur outputs Did you complete each activity that you planned and produce each written communication? On time? Within budget? What did you learn that will help you do better?
Ev Evaluat aluate the outcomes the outcomes Did knowledge, behavior, or policy change as a result of your activities?
M&E is acontinous M&E is acontinous pr process ocess Measurements of outputs and outcomes need to be: Defined Reviewed, and Possibly redefined Throughout the communication process
Key components of successful y components of successful policy communication policy communication 1. Set S.M.A.R.T. objectives 2. Think clearly about your policy audience 3. Join or start up a coalition that maintains continuous dialogue with policymakers and other key groups 4. Provide clear, simple messages with memorable indicators 5. Use credible messengers and a variety of channels and formats 6. Pay attention to timing 7. Monitor and evaluate your activities and learn how to do better
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