Table of contents
Contents
1.0 Executive summary 2
2.0 Context 2
3.0 The communication strategy 3
3.1 The vision 3
3.2 Strategic objectives 4
3.3 The Strategy 4
3.4 Priority audiences 4
4.0 Tools and Channels of Communication 5
4.1 External communication 5
4.2 Internal communication 6
4.3 Definition of key messages 7
4.4 Messengers 7
5.0 Coordination and management 7
6.0 Monitoring and evaluation 8
7.0 Budget 8
1.0 Executive summary
2.0 Context
The Regional United Nations Development Group (R-UNDG) and UN Country Teams’ (UNCTs) Great Lakes Regional Strategic Framework 2016-2017 (Strategic Framework) outlines the United Nation’s development approach to the implementation of the Peace, Security and Cooperation (PSC) Framework for the Democratic Republic of Congo (DRC) and the region, signed in 2013.
The Strategic Framework represents the culmination of a process launched by the UN Secretary General during his joint mission with the World Bank President to the Great Lakes in 2013. The UN Resident Coordinators (RCs) in the Great Lakes Region (GLR) and the R-UNDG representatives came together in Kigali, Rwanda, in May 2014 to discuss the appropriate response by UNCTs to the development challenges in the GLR and launched the process for the preparation of the joint Strategic Framework. In March 2015, R-UNDG and UNCTs technical representatives together developed the regional projects in Nairobi and agreed that, while continuing with the initiative in the whole region, the approach should initially focus on the core area of conflict in the Eastern border zone of the DRC with Uganda, Rwanda, Burundi and Tanzania.
The Special Envoy of the UN Secretary General (SESG) for the Great Lakes and the Region, Ambassador Said Djinnit, and the Chair of the R-UNDG, Mr. Abdoulaye Mar Dieye, convened the Regional Organisations, R-UNDG and the RCs in Nairobi in December 2015 and validated the Strategic Framework – as it had passed the test of relevance, resilience and implementability.
On 21st March 2016, the UN Secretary General formally approved and launched the Strategic Framework at the Security Council (SC) Open Debate on the maintenance of International Peace and Security: Prevention and Resolution of conflicts in the Great Lakes Region calling ‘on the Security Council, the States of the Great Lakes region and the donor community to endorse the Strategic Framework and extend their full support to its implementation’. The SC Resolution 2277 (2016), unanimously adopted on 30th March 2016, specifically refers to the Strategic Framework on its operative paragraph 6 by urging ‘the donor community to provide the necessary support to help its implementation’.
At the quarterly R-UNDG for Eastern and Southern Africa (ESA) in Dakar, in April 2016, the Implementation Plan and the Resources and Results Framework were approved and Pillar leads were officially nominated by Regional Directors in July 2016. A GLR cross-border fund is being set up to ensure strategic and coordinated financing as well as harmonized financial and programmatic monitoring and reporting.
The Strategic Framework is a reference document for the UN’s regional development action in the GLR which lies on the three foundations of the framework:
· the key findings of a regional conflict analysis;
· a regional socio-economic analysis;
· The Secretary General’s Special Envoy’s Road Map for the Great Lakes for the period 2015 – 2017.
The theory of change underpinning the Strategic Framework identifies the rationale for the six pillars of intervention:
· Pillar One - Sustainable land and natural resources management;
· Pillar Two - Economic integration, cross-border trade, food and nutrition security;
· Pillar Three – Mobility;
· Pillar Four - Youth and adolescents;
· Pillar Five - Gender and Sexual and Gender–based Violence;
· Pillar Six - Justice and conflict prevention.
Under each of the pillars of the Strategic Framework clear articulation is made in implementation between:
· Activities to be undertaken by UN Country Teams within their UNDAFs that have a regional implication;
· Issues that are cross border, involve the interaction of two or more country teams, which need to agree on what needs to be done;
· Initiatives that are sub-regional that will require regional organization and resource mobilization justified on a case by case basis where it adds value.
3.0 The communication strategy
3.1 The vision
To use communication to help achieve a full and effective implementation of the Strategic Framework, and to contribute to forging a culture of sustainable peace and bringing positive and durable change to the GLR.
3.2 Strategic objectives
· To support the R-UNDG and UNCTs of the GLR in the full and effective cooperation and implementation of the Strategic Framework;
· To create awareness and better understanding of the Strategic Framework and the objectives/results under each Pillar;
· To galvanize support around the implementation of the Strategic Framework.
3.3 The Strategy
The proposed strategy is two-pronged, incorporating both aspects of external and internal communications.
Externally, the communication strategy will ensure support from the donor community and partners to the objectives of the Strategic Framework and that the major results of the Strategic Framework are properly disseminated to the outside world (global, regional and local audiences) via the different media. Such an approach should bring more visibility to the actions of R-UNDG and UNCTs in the GLR to support sustainable and durable peace in the region.
Internally, the communication strategy will seek to develop an information sharing system whereby news pertaining to the region are regularly collected, compiled, analysed (qualitatively and quantitatively) and shared among the staff in the Office of the Special Envoy.
3.4 Priority audiences
Given the regional scope of the Strategic Framework, the communication strategy will seek to reach out to audiences not only at the country level, but also at the regional level -- more specifically the Great Lakes Region --, and at the international level. UN missions (political and peacekeeping missions), and UN agencies are also a prime target given the support that they can provide to the effective implementation of the Strategic Framework.
At regional level
· Regional Economic Communities (RECs): are partners influencing policies in the region by lobbying and advocacy in the countries of the Great Lakes. Their support is crucial in the development of policies that response to the priority areas and stimulate discussions around the advocacy issues.
· AU
· ICGLR
· Team of Special Envoys and Special Representatives for the region
At national level
· GLR Governments: As the primary UN Partner, host of the Country Teams and stakeholder ultimately responsible for delivering on overall national development priorities, the CTs Governments is a key primary audience.
· Media: there is need to establish a mutually beneficial relationship with the media to disseminate information to advance the UN Development agenda and enhance the media potential as a strong advocacy tool and its ability to play an active role on the development agenda.
· Civil society organizations with focus on women and youth’s associations and private sector
· NGOs
At international level
· Donor community: key for resource mobilisation and technical assistance for the implementation of the strategy. It is therefore necessary to enhance their support through on-going consistent consultation and partnerships.
· Foreign media and UN accredited media
· EU members through their diplomatic representations
· Academic institutions
· Think-tanks
· International NGOs
Within the UN System
· UNCT is a priority audience for the Great Lakes Strategy. The UNCTs will seek to have common messages on issues to be delivered by the members of the UNCTs.
· UN missions (political and peacekeeping missions) in the Great Lakes region
· UN Media
4.0 Tools and Channels of Communication
The communication strategy will be developed around standard joint communication products and a common established visual identity.
4.1 External communication
Public Website
Social Media (Facebook and Twitter) through OSESG GL and other partners’ pages
Social media is a dynamic way of communicating, which enables direct and real-time interactivity both with UN and external audiences. All postings on social media will be cleared by the top management of the R-UNDG. All major activities (upcoming or on-going) will be featured on the Facebook page as well as the Twitter account along with photos.
Press Releases
Issue press releases for all major activities and events related to the Strategic Framework.
Press Conferences, Interviews and media Field Trips
Cooperation with the Office of the Special Envoy of the Secretary-General for the Great Lakes (OSESG-GL)
Cooperation with Pillar leads and their events
Interaction with academic institutions, research institutes and think-tanks
Also, resource mobilization and external relations interrelate in many ways. The need for resource mobilization calls for more intense external relations for the R-UNDG. This would include, inter alia:
Meetings with selected regional based Ambassadors;
Special donor outreach events;
Other initiatives may include:
Organizing a Great Lakes Regional Strategic Framework donor outreach event in Brussels, Belgium, possibly in November 2016;
Public Information documents and materials
Factsheets on the key results of the implementation of the Strategic Framework
· Posters of each Pillar
Outreach materials
4.2 Internal communication
Information materials for UN partners
A number of visuals consisting mainly of print materials such as fact sheets, banners, status summary, PPT etc., will be produced with the intention to inform the UN partners in the region. Press releases and newswires on the activities around the Strategic Framework, and other main events in the region will be systematically shared with these partners.
Media Monitoring
A media monitoring capturing and analysing the latest news events in the Great Lakes region will be conducted regularly and shared among the staff in the Office of the Special Envoy as well as with MONUSCO, DPA, the Department of Public Information (DPI), and other UN entities.
Internal meetings
Knowledge Products
4.3 Definition of key messages
Agency-specific messages around each Pillar will need to be agreed, and be consistent with agreed common messages and positions. Consistent and coherent messaging is a shared responsibility among all Pillar leads and will support the image of the UN agencies within the GLR as a group of separate but coordinated agencies.
In essence, the strategy will be articulated around shared messages of which examples are shown below – these key messages and their audiences need to be agreed:
Strategic Objectives / Internal messages / External messagesTo support the R-UNDG and UNCTs of the GLR in the full and effective cooperation and implementation of the Strategic Framework
To create awareness and better understanding of the Strategic Framework and the objectives/results under each Pillar / ONE United Nations in the GLR
Cross-cutting issues
To galvanize support around the implementation of the Strategic Framework
Specific messages shall be identified for each audience to maximize impact based on an audience segmentation.
4.4 Messengers
· UN Special Envoy of the Secretary General for the Great Lakes;
· R-UNDG Directors;
· Strategic frameworks co-champions;
· Pillar leads.
5.0 Coordination and management
A Communication Group (CG) shall be established to enhance the agencies efforts by pooling communication resources and expertise, coordinating public information, advocacy and media campaigns and promoting coherent messaging. The CG will serve as a forum to support the effective implementation of the Strategic Framework. Roles and responsibilities need to be defined to ensure mutual accountability and resolution of differences for common messaging of the various UN agencies involved in the implementation of the Strategic Framework. The coordination and management structure will also ensure the sharing of timely information among Pillar leads.
The CG shall be established by pooling of inter-agency human resources on communication or creating an active e-network of communication focal points across Pillars. Recognizing the uneven communication capacities within agencies, it is important that the communication coordination mechanism is light and flexible. Participation shall be open to communication focal points of all Pillar leads. Since not all Pillar leads may have dedicated communication specialists, focal point may be appointed by Pillar leads as appropriated. It is recommended that a CG member chair the group to ensure that communication issues are adequately addressed.
The CG is accountable to the R-UNDG through the co-champions and will report to it on activities. Review and reporting mechanisms? The coordination of communication will be funded through XXX budget. The CG will work closely with the Strategic Framework administrative mechanism to help ensure that communication supports programme delivery.
The CG responsibilities may include:
- support the R-UNDG and UNCTs of the GLR in the full and effective implementation of the Strategic Framework;
- facilitate identification of key advocacy messages and develop an information kit and/or joint calendar of advocacy events or special occasions and/or appropriate tools;
- create awareness and better understanding of the Strategic Framework and the objectives/results under each Pillar;
- galvanize support around the implementation of the Strategic Framework;
6.0 Monitoring and evaluation
The communication strategy will complement the Great Lakes Strategy Pillars joint implementation plan. Monitoring will be conducted on an ongoing basis, based on targets, timelines and outputs defined in the Pillar Work plans. Ongoing reporting will comprise a part of the monthly UNCTs meetings. The evaluation and follow-up mechanisms may be defined by the communication coordination group. Evaluation will measure the effectiveness and efficiency of communication activities.
Monitoring tools include:
· The work plan
· The budget
Evaluation will measure the effectiveness and efficiency of communication activities. The evaluation would result in both qualitative and quantitative findings, revealing changes in knowledge, attitude, and information and communication habits and preferences.
7.0 Budget
The indicative resources required to carry out the Communication Strategy is estimated as……………
This represents …% of the total budget of the Great Lakes Strategy Joint Implementation Plan.
Year / Amount in USD2016
2017
REFERENCES
OSESG Communication Strategy
Guide to Communicating as ONE
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