PARTNERSHIP COMMUNICATIONS STRATEGY SECOND INVESTORS GROUP, St Albans, United Kingdom, 17-18 February 2016 Purpose of Strategy Set overall objectives and vision Analyze the current state of communications Provide a recommended strategic
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PARTNERSHIP COMMUNICATIONS STRATEGY SECOND INVESTORS GROUP, St Albans, United Kingdom, 17-18 February 2016<br>
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Purpose of Strategy Set overall objectives and vision
Analyze the current state of communications
Provide a recommended strategic framework for both internal and external communications
Provide recommendations to the Secretariat about management of the strategy 2<br>
03
Objectives and Vision Clearly define purpose, goals and objectives so there is a common understanding
Enable partners to be champions for full mobilization of support, including resource mobilization
Emphasize the learning by doing approach with timely sharing of results
Priority should be enabling country led partnership, implementation, and results 3<br>
04
Overview of Current Communications Significant demands for information from a number of different stakeholders
Some information demands stem from lack of awareness/agreement on GFF design, roles and responsibilities; need to recognize that and then address (e.g. Task Teams)
Given demand, must prioritize communications efforts 4<br>
05
Overview of Current Communications Top line communication issues:
Lack of clarity on GFF basics – need short, useable materials
Value added for GFF – making the case
Country level information on process, procedures, and progress
Alignment with SDGs, EWEC, and other events and campaigns
Continue internal World Bank communications to build understanding and support
More timely and frequent communications with stakeholders
Need to personalize GFF to be compelling and not overly technical 5<br>
06
Three Strategic Directions Clear, strong messaging of GFF vision and objectives
Robust information flow for stakeholders – to inform, engage and build support within GFF partnership
Amplify GFF messaging and results to external audiences to broaden support at country level and among potential funders 6<br>
07
Clear, strong messaging of GFF vision and objectives Short, useable materials that promote common understanding
Advocacy materials to showcase support, including high level political support
Active story telling from different perspectives to underscore real change
Content will shift from process to results and lessons learned
Proactive media outreach
Social media toolkit
Tie into existing networks, events, campaigns 7<br>
08
Robust information flow for internal stakeholders Facilitate engagement and increase level of support to create internal GFF champions
Prioritize country level communication
Country Level participants
Includes guidelines for technical documents, sharing of lessons learned, provide country based communications resource, toolkits for country level engagement
IG and Trust Fund Committee
Includes basic GFF materials, governance documents, sharing of draft documents, information re country activity, updates via newsletters, emails and conference calls
World Bank and Partner Organization Staff
Includes continued outreach and timely information to staff at all relevant levels, particularly at country level, operational guidance for GFF, outreach and communication to networks and on-going communications among senior leadership 8<br>
09
Amplify GFF messaging to broaden support Primary targets are country level and new stakeholders
Efforts include:
External website which includes country pages, key documents, contact info, results, M&E, media posts, knowledge hub, partners
Strategic use of external events, platforms and related campaigns (including EWEC, UNF, PMNCH, FP2020 & other organizations that share RMNCH goals)
Digital media, including social media, infographics, videos, and blogs that drive traffic to website
Stories that humanize the GFF, provide useful stories related to GFF financing, and spotlight innovations
Materials tailored to current and future supporters of GFF value add 9<br>
10
Partnership Contributions to Communications Successful strategy will rely on working with the partnership and their networks, platforms, campaigns, and events
Need core messages, then utilize our partners and their networks
Share an advocacy calendar that captures strategic events for GFF participation, consultation
Partners can contribute to the joint messaging and other communications tools. 10<br>
11
Management of Strategy Recommendations to Secretariat for management of strategy
Secretariat as voice for partnership
Ensuring capacity to meet demand
Priority areas for communications
Planning ahead for new material, e.g., results 11<br>
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Recommendation It is recommended that the Investors Group approve the Communications Strategy for the GFF and requests the Secretariat to implement the recommendations. 12<br>
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Next Steps Workplan is under development but deliverables for 2016 include:
Clear messaging and communication tools (e.g. GFF 101 Master slide deck)
New GFF website as main repository of all information
Regular Chair’s Updates and newsletters
Monthly Country Update webinar
High Level Advocacy report on GFF vision
Annual Report
2-5 Country stories for Op-eds, blogs and articles
Social media outreach strategy
Advocacy plan with partners for key visibility moments 13<br>
