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FEDERAL REPUBLIC OF NIGERIA

CROSS RIVER STATE GOVERNMENT

CROSS RIVER STATE WATER BOARD LIMITED

SECOND NATIONAL URBAN WATER SECTOR REFORM PROJECT(Cr 4086 UNI)

DEVELOPED BY

DIVINE MARKETING CONSULTCALABAR NIGERIA

AUGUST 2010

COMMUNICATION STRATEGY

TABLE OF CONTENTS

Executive Summary

Chapter One: An Overview of CRSWBL and 2nd National Urban Water Sector Reform Project

Chapter two: History of the Development of the Public Communications Programme Strategy

Chapter Three: Objectives of the Public Communications Programme

Chapter Four: Target Population of the Public Communications Programme

Chapter Five: Communications Strategies

Conclusion

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EXECUTIVE SUMMARY

Communications is a very important element for the success of any project. The project

communications plan facilitates the sharing of objectives, strategies and actions among actors and

partners. It facilitates information creation, sensitization, mobilization and advocacy.

The development of this Public Communication Plan and Strategies was built on internationally

acceptable framework. The basic components of the framework are the Review the current

communications and Media efforts and the products in CRSWBL, Stakeholders’ /Customers’

Perception Survey and desk reviews of key corporate documents of both Cross Rivers state Water

Board Limited and other related organizations commissioned by Cross River State Water Board

Limited (CRSWBL) and conducted by this Consultant.

The Cross River State Water Board limited (CRSWBL) aims by this to establish long-term partnering

relationship with its customers and stakeholders in discharge of its statutory function of providing

portable water to the citizens of state.

The strategy identifies the following activities as veritable media for CRSWBL to achieve her objective

of positive behavioral change in her customers and stakeholders toward her products and services:

Increase in internal communication between management and employees through in-house

memo, workshops seminars, operating manuals, newsletters and bulletin.

Leverage the demonstration and motion effect of television to bring about positive

behavioural change in residents of Calabar towards CRSWBL public water supply.

Use the penetrating effect of Radio to convince domestics, commercial, and industrial

customers of CRSWBL for increased patronage.

Penetration of community structures with water information to bring about idea change and

positive attitude concerning water delivery services of CRSWBL by organizing Town hall

meetings

Personality interviews carried on the print media with Experts in water science, medicine and

social activist for advocacy to generate support for the global campaign for right to good

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portable water and to dissemination information that will support brand association and

customer affiliation (water quality issues, health issues and CRSWBL effort to attain

international standard).

Production and distribution of promotional materials like calendars, brochures, other

corporate gifts to elicit repeat business and prompt payment thereby producing brand loyal

customers.

Media relation to ensure that the media people use ongoing company news to develop and

maintain awareness among audience and educate them on the organization’s effort on

improvement on service delivery. This will be achieved by restructuring the public Relations

Unit to make news ready.

Organise one media tours and parley for gate keepers to appreciate the operational

environment of CRSWBL and news gathering (media kit)

There will be a media briefing and press conference with the CEO as the arrow head on the

current reform programmes and corporate direction of CRSWBL

Use of Outdoor advertising medium(Billboards )

Use of road show (caravans, rallies, etc).

Obtain feedback by organizing citizen participatory workshop for Civil Society Organizations

and Facilitators

Obtain feedback by organizing CPS customer survey

Obtain feedback by organizing CRSWBL and CPS parley

The strategy goes on to recommend a test run of the strategies enunciated here for a minimum of

three months before full scale implementation.

Dr. Bassey Benjamin EsuLead Consultant

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Section oneCROSS RIVER STATE WATER BOARD LIMITED AND

THE SECOND NATIONAL URBAN WATER SECTOR REFORM PROJECT (CR. 4086 UNI)

1.1 BACKGROUND: The present Cross River State was created in 1987 when the former Cross River

State was split into Akwa Ibom and Cross River States both located in the south - south geopolitical

zone of Nigeria. The state has a population figure of about 2,000,000 people as at the 1991 census

figures spread across the 18 local government areas. For a costal state like Cross River, water is

everywhere in abundance but portable water is scare, costly and requires a lot of planning and high

capital investment to reach the citizens. In Cross River State, as is in most economies of the world,

water is one of the public utilities provided by government for her citizens.

1.2 THE WATER SECTOR IN CROSS RIVER STATE: The Ministry of Works is responsible for policy and

supervisory roles in the state as it relates to water resources. It has several departments one of which

is the Water Resources Department. This department carries out several functions among which is

the oversight function of parastatals like the Cross river State Water Board Limited (CRSWBL), the

Rural Water and Sanitation Agency, State Electricity agency and Monitoring and evaluation of

development projects including those that are water related.

1.3 CROSS RIVER STATE WATER BOARD LIMITED COMPANY: The Cross River State Water Board Ltd

was incorporated in August 1998 following the reconstitution of the Water Division of the then

Ministry of Works and Housing through the severally amended Edict No. 13 of 1975. The company

had before its incorporation, operated to a considerable degree as a government parastatal, suffering

from undue control and interference and inadequate funding by government thus reducing its ability

to deliver appropriately the water need of the citizens of the State. The Company having transited

from a parastatal to a limited liability company developed a new organizational structure that has the

Board of Directors headed by the Board Chairman at the apex which ensures that the aims and

objectives of the organization as stated in the establishing Memorandum and Articles of Association

are achieved. There is also the management team, comprising the Managing Director/Chief Executive

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Officer and head of its five (5) departments which ensures the implementation of Board’s policies and

is responsible for the day to day operations of the Company

1.4 SECOND NATIONAL URBAN WATER SECTOR REFORM PROJECT The Federal Government of

Nigeria (FGN) received a credit facility of USD 200 million from the International Development

Association (IDA) for the implementation of a Second National Urban Water Sector Reform Project

(2nd Urban Water) in Lagos and Cross River States.

1.4.1 Objectives: The development objectives of the Second National Urban Water Sector Reform

Project are:

To improve the reliability and financial viability of selected urban water supply schemes and

covers the towns of Calabar, Ikom, Ogoja and Obudu.

To increase the amount and the coverage of potable water delivery to end users in above

mentioned towns.

To improve the financial sustainability of the utility i.e. CRSWBL.

1.4.2 Project Component Description: The project comprises the following four components:

a) Rehabilitation and Network Expansion: On the basis of the water system infrastructure

deficiencies and operational challenges of the CRSWBL, the proposed project would improve the

current physical state of the water system infrastructure in Cross River State and enable the CRSWBL

operate a viable water utility that is able to meet the increasing water supply needs of the current

and future population. The project will finance the completion of the network densification in Calabar

South and some new satellites developments (Calabar Metropolitan Area) started under an African

Development Bank (AfDB) financed project. Under the IDA projects, an estimated 200km of pipeline

will be financed. This will bring the cumulative pipeline length in Calabar to 500km.

b) Public-Private Partnership Development: This component considers the possibility of funding part

of the private operator’s operational costs and provides funds for the independent technical and

financial auditors that will certify the utility and private operator’s performance.

c) Service Sustainability & Project Management: This component will finance some basic technical

assistance and planning for the utility. This component also includes subsidies for electricity;

chemicals and diesel fuel to be used in Cross River until the customer base reach the point that the

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Utility operations can be self-financing. This component also contains support to the Water Board to

design and implement efficient consumer outreach. A costumer feed-back system will be

implemented under the Project in Cross River State by selected consumer organizations to:

Promote citizens´ participation in the project; in particular defend the interests of customers

through continuous costumer feed-back on service, performance and future improvements.

Build long-term service-oriented relations between the customers and CRSWBL.

Ensure that CRSWBL has appropriate knowledge on consumers’ needs and priorities, improve

performance, transparence and adapt to changing customer preferences.

Build knowledge and capacity of consumers and their representatives in key water provision

issues.

d) Institutional Development & Policy Reform: This component will provide for experts to advise and

assist the utilities on technical, commercial and management issues. It will provide for regulatory

framework studies, strategy development in Cross River State and provides for utility staff training.

1.5 STRENGTHENING OF COMMUNICATIONS AND PUBLIC AWARENESS: As part of the component on

Service Sustainability & Project Management, CRSWBL will develop and implement a Public

Communication Program (PCP) to support the implementation of the project.

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CHAPTER TWO

HISTORY OF THE DEVELOPMENT OF THE PUBLIC COMMUNICATIONS PROGRAMME STRATEGY

2.1 General

The development of this document evolved through two stages namely:

1. Review the current communications and Media efforts and the products in CRSWBL

2. Conduct of qualitative and quantitative public perception survey

2.2 Review the current communications and media efforts and the products in CRSWBL

This review was conducted by the Communications Advisor in March 2010. The evaluation was aimed

at reviewing the current status of the Public Relations Unit set-up and the existing Public

Communication Efforts, examining the products and assessing the relevance of these products to the

current situation in CRSWBL. The assignment took two days to complete and involved interviews with

the following Officers of the Company:

The Managing Director

General Manager Operations Division (ORTECH Nigeria Limited)

Director Customer Service

The Chief Public Relations Officer

Head Of Admin/Personnel Department

Staff of the Public Relations Unit

Acting Operations Manager (ORTECH Nigeria Limited)

Officers of the Project Implementation Unit

Staff of the Customer Services Unit

Staff of the IT unit

The review exercise looked into Physical communications Infrastructure, Communications

programmes, The Public Relations Unit and the Customer care unit (Operations Division).

2.2.1 Physical communications Infrastructure

The following Physical communications Infrastructures were in place efficient and functioning well:

Intercom system

Internet system ( website: www.crswbl.com)

Satellite TV equipment (DSTV)

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http://www.crswbl.com/

Mobile sets (Official and Personal)

Handheld radios by Operatives

General Notice Board

Telephone landline and Facsimile (Fax) Line (in the MD’s office but not functional

because the Provider Nitel is not functioning very well in Calabar)

However, the following Physical communications Infrastructures were not available

SERVICOM Complaint box and Customers’ Compliant box

In – House Journal (Existed as “Water News” but stopped production about 1995

Admin Department is in the process of producing a SERVICOM Directory to give the

company’s corporate information including customer care numbers, history of the

company, mission and vision statements, purpose of the charter, partners, services,

stations, organogram, and obligation to customers and vice versa and a summary of

the memorandum and Article of Association.

2.2.2Communications programmes

In terms of communications Programmes, the following were observed:

Intermittent staff meetings are held as deemed necessary.

Regular end of year staff parties accompanied sometime by rewards to excelling staff.

The Public Relations unit has been involved in a number of awareness and

sensitization programmes through the print and electronic media aimed at increasing

the level of public awareness and knowledge of the project and sustainable water

provision. These media activities included news broadcast, spot announcements,

news analysis, Features, Radio talk shows (CRBC AM Experience talk show), Posters,

handbills, etc.

There is no Communication Policy and strategy framework for CRSWBL to implement

public communications programmes.

2.2.3 Public Relations Unit This Unit at present has three (3) personnel: CPRO, PR Assistant and an office

Secretary.

The unit produces regular work plan for enlightenment programmes which in most

cases are not implemented due to lack of funds.

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The Unit undertakes occasional media adverts like goodwill, congratulatory and

felicitation messages to political office holders, Staff Obituaries, etc.

The unit at present is not actively involved in the company’s web site updates.

Very little staff capacity building like study tour of Lagos State water Board

programme.

Unit personnel lack technical competence in multimedia production

There is a functional Departmental operations vehicle; a Peugeot saloon car.

2.2.4 Customer Care Desk/Reception (Operations Division)

The Cross Rivers State Water Board Limited in 2004 engaged Messrs Ortech Nigeria Limited under a

facilities Management contract (Public Private Partnership (PPP) Module for a renewable three year

contract. Under the agreement CRSWBL collapsed the otherwise Engineering and commercial

Departments to the Operations Division headed by an expatriate General Manager (Ortech Staff).

While the Corporate Office has Accounts and Production Units, the Operations Division has the

responsibility for the production and distribution of water and revenue generation. We also

reviewed the Customer Care Unit:

The unit presently has only three staff resulting in the unit being shutdown sometimes

during break periods.

Customers either complain to Customer Care Unit staff or directly to the Director of

Customer service.

Personnel of the unit are generally unfriendly and display a high level of arrogance in

dealing with the public. The standard “Customer is King” Philosophy is completely

nonexistent.

The unit’s office is dirty and generally unorganized.

The furniture is not customer friendly and sometime due to power failure the air-

conditioning is not functioning very well.

Complaints are made either in person or phone in into GSM handsets.

There is a complaints register and staff claim that complaints are responded to

immediately but the general attitude here does not support such claim.

The unit does not appear to have a policy framework to accommodate lapses on their

part in favour of the public. For instance there is a policy of “No meter no water” even

when it is evident that prospective customers have applied and paid for meters and

are on wait list.9

There appear to be lacking a system of getting the public informed when there is going

to be major operations like laying of fresh mains, major repair, etc. This results in

people who are within pipeline right of finding the contractors working in their

property or even demolishing some part without proper notice.

2.3 RECOMMENDATIONS: The review exercise came up with the following recommendations:

1. The company’s enquiries Reception desk and the Customer Care Unit require urgent and

radical overhaul to better serve the public and meet the dynamics of profit oriented service

and presentation of a good corporate image.

2. Current staff be retrained and reoriented or replaced with persons with more pleasant

disposition and confirmed positive communications skill.

3. Management should consider increasing the number of staff of the unit and may be making it

a mixture of male and female.

4. It will also increase productivity if break time roster is drawn for this unit so as to check

incidences of the unit being sometimes shutdown. This will also greatly reduce the work load

on the Director of Customer services that most times have to deal directly with customer

complaints.

5. Refurnishing the Customer Care Unit with more comfortable visitors’ seats and a technical

solution found to the issue of air-conditioning such that the unit will both offer a more

welcoming environment to customers as well as project good public image.

6. It is hereby suggested that plans for major operations like laying of fresh mains, major repair

work, etc. should be made known to the PR unit so that pre-information could be given to

those affected by the pipeline right of way.

7. There is need for a central visiting lounge where all visitors are received by staff members

such that only management staff could receive visitors in their offices.

8. It is recommended that in addition to making the landline and fax line in the MD’s office

functional, more landlines from other telecoms providers other than Nitel should be acquired

to boost internal and external communications.

9. There is urgent need for a staff complaint box to be supervised by a nominated senior staff.

10. There is need for “open day” where members of the public and staff can interact, share ideas

and challenges.

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11. Number of Staff and management interaction meetings could be increased from being held

once in a year to quarterly or bi-annually.

12. No effort should be spared by the administration department in timely completion of the

production of the SERVICOM directory.

13. There is urgent need to develop a communications Policy and Strategy document to guide

internal and external communications

14. The PR Unit should organize a quarterly or bi-annually a radio/TV live phone-in-programme

to be hosted by the MD or his designated Representative. In the programme, the MD should

give a rundown of the company’s activities within the period under review specifying

achievement, challenges and the co-operation expected for the public. Customers will be

expected to phone-in and ask questions, make suggestion or even criticize. The co-operation

of the commercial banks receiving the company’s funds should be sought to co-sponsor such

media programme as part of their corporate social responsibility.

15. The PR Unit should actively participate in company’s website update.

16. The PR Unit it is advised should have the responsibility for all media efforts, including adverts

for bids.

17. The PR Unit should develop enlightenment programme, campaigns and road shows. They

should seek sponsorship from organisation doing business with CRSWBL. The types, sequence

and structure of these programme would of course be reviewed when the perception survey

assignment is completed.

18. There is need for a staff canteen with sections Junior and senior personnel.

2.3 The conduct of Qualitative and Quantitative public Perception Survey.

The perception survey was intended to evaluate customers’ knowledge of water issues, customer

attitudes toward public water supply system and the water sector utility firm, the Cross River State

Water Board Limited. Three research designs were adopted to enhance data collection namely: Focus

Group Discussions, In-depth Interviews and Quantitative Surveys.

The survey reveals that:

1. The residents are cognizant of the ongoing water scheme and have high expectation of the project.

2. Customers and Stakeholders are somewhat dissatisfied with the performance of the project in the

following areas:

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a) Limited distribution of main pipes to enable prospective customers to connect to their

homes

b) Failure of CRSWBL in delivery some of the water attributes to consumers; tasteless water,

clean water, regular water supply, etc

c) Poor attitude of staff toward customers

3.) Lack of sustainability plan for the Calabar Water Project.

4) Difficult bills payment system

5) Poor and inadequate public and market communication

6) Community willingness to partner with government in water governance in Calabar

The following recommendations were made to improve customers’ satisfaction and ensure market

viability and sustainability:

1. Increase customers’ access to the product by ensuring intensive distribution of the main

pipes to all nooks and crannies of Calabar

2. Improve CRSWBL performance on meeting customers’ expectation of water attributes

3. Improvement on the service quality of public water supply by CRSWBL

4. Improvement on CRSWBL communication with target market. The suggested media types

are: Community mobilization, establishment of a community reference group to assist

with liaison between the authority and the community, establishment of service clubs in

the community, establishment of water information centre in the community,

complementary media; television, radio, flyers, etc.

5. Establishment of effective bills payment system by CRSWBL

6. Establishment of sustainability principles in water governance

7. Promotion of Private Sector Participation

CHAPTER THREE

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OBJECTIVES OF THE PUBLIC COMMUNICATION STRATEGY

3.1 THE BASIS OF COMMUNICATION OBJECTIVES

Communication objectives are important component of Public Communication Plan. The Perception

Survey is the starting point of the communication objectives formulation. The essential linkages

between stakeholder concerns and communication messages underscore the importance of the

study. The following findings inherent among Calabar inhabitants provided the ammunition to

deliver the appropriate objectives.

3.2 COMMUNICATION OBJECTIVES FOR CROSS RIVER WATER BOARD

From the above findings, the customers’ and stakeholders concerns were identified and isolated. The

communication objectives were formulated to address these concerns.

The Overall Objective: To achieve positive behavioral change in our employees, customers and

stakeholders toward our products and services.

Specific Objectives

To increase the percentage of customers in Calabar who associate specific features

benefits or advantages with public water supply.

To increase the number of consumers who prefer public water supply.

To achieve decrease in the percentage of consumers who are non-users of public

water supply in Calabar.

To increase the percentage of customers and other stakeholders who carried out

positive word of mouth advertising in favour of public water supply.

To increase the percentage of customers who are willing to pay water bills as at when

due.

To increase the number of brand loyal customers of CRSWBL in Calabar.

To improve the number of consumers with positive perception of CRSWBL Water

Quality.

To increase awareness of stakeholder on the reform process on-going in CRSWBL.

To increase positive work attitude in CRSWBL employees.

CHAPTER FOUR

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TARGET POPULATION OF THE PUBLIC COMMUNICATIONS PROGRAMME

The target markets for the Cross River State Water Board Limited Public Communication Strategy and

Plan was conceptualized using the principles of market segmentation.

(a) Geographically : The target market geo-politically consists of Calabar Municipality and Calabar

South Local Government.

(b) Demographically: From the result of the perception survey, the target markets for the Public

Communication Plan consist of:

Young adults males and females (21 to 50 years of age).

Educated residents with a minimum of secondary education

Few uneducated but powerful residents and land lords.

Residents working in the private sectors with higher disposal income, but with very

tight schedules.

Residents working in the private sectors with lower disposal income, but with very

tight schedules.

Residents working in the public sector with lower disposal income, but often very

prudent in their expenditure.

Top public and civil servants with high disposal income and influence in

community development.

(c) Based on behaviour of customers and Stakeholders : The target market consist of :

Industrial users of CRSWBL water

Households of CRSWBL water

Commercials of CRSWBL water

Current users of CRSWBL water

Non users of CRSWBL water

Heavy users of CRSWBL water

Moderate users of CRSWBL water

Low users of CRSWBL water

CHAPTER FIVE

COMMUNICATION STRATEGY

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5.1 DEVELOPING BRAND DRIVERS AND POSITION FOR CRSWBL

To gain a sustainable competitive advantage in the water supply industry, Cross River State Water

Board Limited (CRSWBL) must position itself in the market by presenting messages that revolve

around its universal sell proposition (USP). Three ways of doing this is by reference to product

feature/benefits, target markets and competition.

CRSWBL offers:

Safe

Affordable,

Available

Good Portable Water

CRSWBL exist to meet the water needs of residents of Calabar Town. It offers safe water at low cost

and provides convenience of usage and accessibility to its numerous customers. It has a well trained

management and technical team that drive the Public Private Participation philosophy of the firm

with a focus on meeting the internationally acceptable portable water standard.

Our customers are healthier physically and psychological, beautiful and happier people. We are the

pacesetters in water supply. Your dependability on our water supply service makes us try harder and

makes us the best.

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5.2 COMMUNICATION STRATEGY FORMULATION: The communication strategy translates the specific objectives into concrete and targeted actions

COMMUNICATION OBJECTIVE 1: To increase awareness of stakeholder on the reform process on-going. AUDIENCE BEHAVIOUR/CONCERN TAKE AWAY CHANNELS EVALUATION

MESSAGE DATA1.Water Board:ManagementWater worksHeads of unitsArea managers

Law makers

Public Servants

PPP Operator

Civil Society

Customers

1.Low level of information about law and policy process 2.low level of awareness of PPP operators activities3. The PPP does not operate with human face4) Lack of synergy in management of information about PPP operator1.Lack of adequate overreach to the legislature

2.Inadequate funding

Fear of exploitation by PPP operator

Fear of exploitation by PPP Operators

Legal and Regulatory Structure required for PPP participation and continued partnership with development partners

PPP breaks new grounds in service delivery and sustainability drive

The Rationale for Sector ReformDraft Law soon to be presented

Civil society buy-in in the pipeline

Legal and Regulatory framework will protect consumers

1.Increase of customer profile since PPP2.Increase in water production3. Increase in revenue generation astronomically

1.In house memo for all staff2.Workshops3.Seminars4.operating manuals5.newsletters/bulletinFacility tour for Lawmakers, CSO partners etc

Brochure on PPPTwo TV episodes of the Magazine program dedicated to PPP1.Advocacy of policy makers/ lawmakers/traditional leaders2

2.Media programs on PPP

1.No of Staff informed about water policy and law issues2.No of employees’ satisfied with PPP operator

No of Lawmakers with knowledge of water issues and the reform imperatives

1.No of CSO involved in Board/Civil society collaboration 2.Increase willingness and participation of private sector in water governance

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COMMUNICATION OBJECTIVE 2: To increase positive work attitude in CRSWBL employees. AUDIENCE BEHAVIOUR/CONCERN TAKE AWAY CHANNELS EVALUATION

MESSAGE DATA1.Water Board:ManagementWater worksHeads of unitsArea managers

2. Policy makers

1.Low moral among staff 2.Absence of operating manual3.Lack of maintenance culture4.Poor attitude to customers5. limited distribution of network6.Low performance in service delivery

1.Inadequate legislative support2.Inadequate funding

1.A satisfied employee produces a satisfied customer2.Watewr is life3.increase your proficiency and add value4.Justify your pay by giving your best

5.CRSWBL has the reach6.We have what it takes to deliver

1.invest in water, safe your citizens from water borne diseases2.Support the global campaign for the right to good portable water

1.Report of low moral by CRSWBL staff2.Report of absence of operating and procedure manuals3.Report of burst pipes Report of failure to response to complaints of faults promptly4. Report of unprofessional attitude by field staff5.Report of efficiency leading to poor product and service quality6. Report of communities that have not been reached with main pipes.

1.Report of absence of regulatory frame2.Report of lack of funds for project expansion

1.In house memo for all staff2.Workshops3.Seminars4.operating manuals and service codes5.newsletters/bulletin6.Posters on customer charter and the new paradigm shift in the CRSWBL offices

1.Advocacy of policy makers/ lawmakers/traditional leaders

1.No of customers with positive impression of CRSWB service delivery

2.Evaluate employees’ satisfaction

3.No of service code and operating manual provided by management

1.The volume of capital and recurrent expenditure a allocated to water supply in the budget proposal

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COMMUNICATION OBJECTIVE 3: to increase the percentage of customers in Calabar who associate specific features, benefits or advantages with public water supply.

AUDIENCE BEHAVIOUR/CONCERN TAKE AWAY CHANNELS EVALUATIONMESSAGE DATA

1.Domestic Customers2.Commercial Customers3.Industrial Customers

1.low rating of water attributes and service quality2.Low rating of relational factors

1. we stand tall on international best practice of Urban water management 2.We are striving to be the best water utility company in Nigeria3.You are the reason for our existence

1.Report of customers rating of product/service features and benefits2.Report of poor customer relationship managementReport of the Benchmarking exercise among some Nigerian water provider and within Africa

1.Radio2.Televsion(water summit Radio/T television Programme)

3.Newspaper4.Promotional programmes5.Community consultation

1.Evaluation of customers’ perception of product and service feature and benefits2.No of customers who can identify one good CRSBL service delivery attribute

COMMUNICATION OBJECTIVE 4: To increase the number of consumers who prefer public water supply. AUDIENCE BEHAVIOUR/

CONCERNTAKE AWAY CHANNELS EVALUATION

MESSAGE DATA1.Domestic Customers2.Commercial Customers3.Industrial Customers

1.Most residents depend on private boreholes2.Most residents are non-users of CRSWBL water

1.We are the most prefer option of water source2.We care for your health3. You are what you drink

Low customer base in Calabar

1.Radio2.Television(water summit Radio/TV Programme)3.Newspaper4.Community consultation5.Participation in international, national and local water days celebration Sponsorship

Assessment of customers’ preference and usage of CRSWBL water

COMMUNICATION OBJECTIVE 5: To achieve decrease in the percentage of consumers who are non-users of public water supply in Calabar. AUDIENCE BEHAVIOUR/CONCERN TAKE AWAY CHANNELS EVALUATION

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1.Low customer base2.Limited distribution network of main pipers

1.Join the league of healthy families by using our water2. Trust in us for your water needs at all times3.Use our water and say bye-bye to water borne disease

1.Report of underutilization of production capacity of plant2. Report of small market share

1. Radio2.Television3.Promotional Programmes4.Newspapers5.Community Consultation

1 Assessment of new users of our waterNew connections in areas where water supply had always existed

COMMUNICATION OBJECTIVE 6: To increase the percentage of customers and other stakeholders who carried out positive word of mouth advertising for CRSWBL

AUDIENCE BEHAVIOUR/CONCERN

TAKE AWAY CHANNELS EVALUATION

MESSAGE DATA1.Domestic Customers2.Commercial Customers3.Industrial CustomersPublic ServantCommunity leaders

1.Poor rating of product/service attributes 2. Negative perception of the organization by some residents

1.Experience the safety of our water and pass-on the message2. Since it is good for you, it would be good for your friend, so why not tell the story. CRSWBL produces at WHO standards. Reform will improve performance, projects will improve service extension

1.Report of negative word of month by some current users

1.Radio (Magazine, Hype)2.Television (Magazine) 3.Community Consultation ( Community capacity enhancement/community conversation )WorkshopCommunity Consultation

1 No of customers who are engaged in positive word of mouth advertising

COMMUNICATION OBJECTIVE 7: To increase the level of customers’ satisfaction of CRSWBL target markets in Calabar. AUDIENCE BEHAVIOUR/CONCERN TAKE AWAY CHANNELS EVALUATION

MESSAGE DATA1.Domestic Customers 1.Some customers are 1.Water supply 1.Information on the 1.Radio 1.No of

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2.Commercial Customers3.Industrial Customers

dissatisfied with our services2.poor performance in service delivery

situation2.Report our leaks repair your leaks3.Your satisfaction is paramount, call for complaints and enquiries

new corporate philosophy2. Information on the expected impact of the on-going extension projects

2.Television3.Community consultation

customers who are satisfied with CRSWBL service delivery

COMMUNICATION OBJECTIVE 8: To increase the percentage of customers who are willing to pay water bills as at when due.AUDIENCE BEHAVIOUR/CONCERN TAKE AWAY CHANNELS EVALUATION


1.Unwillingness of some customers to pay bills2.illegal connection3.Complaint of distance to payment points and problem of long queues in receiving banks4. sharp practices by field staff

1. Portable water costs money, pay our bills so that we can serve you better.2.Alernative water supply may be dangerous to your health, so pay your bills promptly and stay connected3. Pay your bills in designated approved banks nearest to you.

1.Cost of chemicals used in treating portable water is expensive 2.Reported cases of complaint of unwillingness by some customers to pay bills

1.Radio (jingles2. TV ( Commercials, documentary etc)2.Community Consultation (Theatre for Development)3.Promotional incentives

1.Monitor increase in number of customers paying billings promptly

2.No of illegal connection

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COMMUNICATION OBJECTIVE 9: To increase the number of brand loyal customers of CRSWBL in Calabar.

AUDIENCE BEHAVIOUR/CONCERN

TAKE AWAY CHANNELS EVALUATION


1. Switching of some customers from CRSWBL water to private boreholes

1.Alternative water supply may be dangerous to your health2. We operate by the rules3. We care for your health4. We are the most preferred option for household water supply

1.Report of customers who said they will not continue with CRSWBL2.Report of customers who have been disconnected

1.Radio2.Television* Enter Education TV/Radio Drama Series)3.Promotional incentives4.Community consultation

1.Assessment of the number of customers who continued in business with CRSWBL

Communication Objective 10: To improve the number of consumers with positive perception of CRSWBL Water Quality .AUDIENCE BEHAVIOUR

/CONCERNTAKE AWAY CHANNELS EVALUATION


1. Consumers will rather drink table water and use CRSWBL water for other usesCRSWBL Water is sometimes saltyCRSWBL comes with brownish color,

1.Our treatment process by who standard 2. Salty water was as a result of intrusion incidence nip on the bud, quality assured always3. Brownish water isolated and local problem. Clean water s produced at the water works4. We are the most preferred option for household water supply

1.Water sample result2.Health report from health institutions showing that no medical issues resulted from the perceived water quality problem3. External Agency report on the water quality

1.Radio2.Television; -*Documentary Enter Education TV/Radio Drama Series)3.Promotional incentivesCommunity consultation4. fliers

1.Assessment of the number of customers who drink CRSWBL directly

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5.3 LOGICAL FRAMEWORK FOR DIAGNOSIS OF CONCERNS

Stakeholder Topic Concern Strategic OptionsMessage Channels etc

Consumers Consumers’ knowledge of Water Issues

Consumer are knowledgeable Reinforce and introduce more technical information, to address some misconception

Electronic mass media (TV/Radio) and Brochure

Awareness of Attributes of Good Portable Water

Consumers are aware of attributes of good water

Physical attributes alone will not suffice; our treatment process is to WHO standard.

Electronic mass media (TV/Radio) and Brochure

Awareness of Water Facilities

Main lines have not reached their homes. Participants preferred the pre-paid meters because of the accuracy in billing, but frowned at the rigor of securing one

amplify information on the on-going extension program,

Electronic mass media (TV/Radio) and Brochure on Water production facilities and Facility tour for CSO partners

Service Perception of Public Water Supply-CRSWBL

Quality of ServiceCalabar South rated the service quality of CRSWBL very low, while those in Calabar Municipality rated the services a little above average (taste, purity, colour, safety, odour, regularity, etc.).According to them prompt payment of bills is predicated on improved and satisfactory service delivery by CRSWBLWater QualitySaltiness in Water

In Calabar South water will soon flow when the extension work is completed , (building realistic expectation)

It is obvious that those communities without water supply have biased positions against the Board.

Build expectations towards the commissioning of the projects

Elucidate the expected impact and would be beneficiaries

Electronic mass media. TV/Radio (Magazine Episode dedicated to the on-going projects) Institutional Visits

Staff Relationship with Customers

The attitudes of Staff of CRSWBL toward customer was rated very low

Staff to be trained customer relationship management (CRM)

Internal communication workshop

22

in Calabar South, while in Calabar Municipality it was rated a little above average. Participants expect professionalism in the conduct of business

Customer Satisfaction with CRSBLW Service Delivery

The water tariff is high.Research showed that prospective and actual consumers appreciate the economic value of water and are willing to pay for services consumed (i.e. but not willing to pay for services not consumed or bad services).Staff reading meters sometimes inflated billsLong process of payment of bills (spend long hours at the bank)High charge for installation. Some also complained of the time it takes CRSWBL to move a customer from the initial convention meter to prepay even after paying the cost for such installation.

Cost component of water production be publicized to justify tariff

Comparative analysis of monthly budget of water to other utilities e.g phone, power

Meter reading procedures should be communicated

TV DocumentaryRadio Hype (5”)TV commercials (your water costs)

TV DocumentaryRadio Hype, TV Commercials 60” (Your Water costs)

Communication with Target Markets/Public

There is obvious inadequacy in the quantity and quality of CRSWBL communication with customers and other stakeholders.Participants showed more interest in the following communication channels: community consultation, customer education through mass media such as television, radio and the use of telephone. The public communication machinery of CRSWBL was perceived to be uncoordinated and inefficient

Communicate the Communication Strategy first to StaffPreference for Consensus building eventsCollaborate with the CSO platformMessage: Customer satisfaction is our objective

Internal Communication

Consensus Building

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Financial Viability and Reliability

According to them prompt payment of bills is predicated on improved and satisfactory service delivery by CRSWBL

Promotional messages on the need to pay bills promptly and justification for sustainability

Radio JingleTV commercialDocumentaryMagazine program

Public Private Partnership (PPP)

Low level of awareness about PPP PPP score card will suffice:Increase in production, connection etc

All media channels

Staff Staff knowledge Reform Issues

Staff do not seems to understand the paradigm shift

In house buy-in workshop to commence immediately. Where are we coming from; Where are we; where are we going

Workshop literatureBrochuresPosters


Inadequate communication of water attributes with the target markets

Design, development and production of collaterals to convey water quality issues

Brochures

Awareness of Water Facilities

underutilization of the water production capacity, High fixed cost

PIU to communicate the existing extension program its milestones and expected outcomes and impact


Staff Perception Consumer behavior

CRSWBL perceived that customers do not appreciate the economic value of water and therefore are not willing to pay bills promptly

Correct the misconception; customers are willing to pay, if they get quality services and if payment process is less cumbersome


Staff Relationship with Customers

Staff of CRSWBL perceive t non-payment of bills, illegal reconnection, etc affects performance

Eternal Vigilance of staff is also required Poster on Customer Charter, pasted in office environment

Internal Communication on Service delivery issues

CRSWBL Staff (Even Management) not in sync with operations of PPP ContractorCRSWBL does not champion the reform process

The reform is about us, doing things differently in a more customer friendly and businesslike manner. Reform will bring capacity buildingReform has increased our performance indication

WorkshopBrochures


Staff of CRSWBL viewed the concept of PPP has necessary, but appear to be uncomfortable with the way the

PPP will improve productivity. PPP is not retrenchmentPPP is not sale of Government Property

WorkshopParley with LabourObtain Labour input in

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PPP is been implemented in CRSWBL as it concerns staff placement, remuneration and posting.Lack transparency in the processJob insecurity

PPP recognizes performance the proposed Law

Corporate Philosophy and Plan

Non existence of a publicized corporate philosophy and plan

Our vision, Mission, Core Values and Strategies.

WorkshopBrochuresFliers

Community Based Leaders

Business LeadersWomen LeadersFaith Based Leaders

knowledge of Water Issues

Excellent knowledge of water issues Your Water: How is it made? Consensus Building meetings in collaboration with CSO partnersProject Site and Water production Center Tours Media: TV/Newspapers


Knowledge of attributes of water Attributes of Safe WaterNot all colorless water are safe, insist on

the treated CRSWBL Water

Consensus Building meetings in collaboration

with CSO partnersProject Site and Water production Center Tours

Media: TV/NewspapersAwareness of Water Facilities

Aware of inadequacy of distribution network and little or no knowledge about the on-going projects and expected impact

Consensus Building meetings in collaboration with CSO partnersProject Site and Water production Center Tours Media: TV/Newspapers


Service Perception of Public Water Supply-CRSWBL

Low service perception especially in Calabar south

On-going projects, Your water will soon flow, we are almost there


Staff Relationship perception

Distrust CRSWBL staff are accused of several

We are repositioning our staff Consensus Building meetings in collaboration

25

activities inimical to customer satisfaction

with CSO partnersProject Site and Water production Center Tours Media: TV/Newspapers

Satisfaction with CRSBLW Service Delivery

Complaints about response time complaints about irregularities



Community Relations “CRSWBL should have Liaison Officers in the community whom we should hold responsible and lay our complaints to and should provide community complaint centre.


Perception about the role of Government

There is a suspicion that borehole owners colluded with governmentGovernment inability to complete projects. Administrative bureaucracy

Consensus Building meetings in collaboration with CSO partnersProject Site and Water production Center Tours. Media: TV/Newspapers

Communication with Target Markets/Public Financial Viability and Reliability

CRSWBL has not sold itself enough to the public



Little information on PPP options Consensus Building meetings in collaboration with CSO partnersProject Site and Water production Center Tours Media: TV/Newspapers

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5.4 SPECIFIC COMMUNICATION STRATEGIES AND TACTICS

STRATEGY 1: Internal communication will increase management and employees’ knowledge of

operational environment, procedures and processes to enhance service quality, firm’s image and

customers’ satisfaction.

CRSWBL will use in-house memo, workshops seminars, operating manuals, newsletters and

bulletin to increase employees’ knowledge on the reform process on-going so as to increase

their effectiveness and efficiency and increase in quality service delivery.

CRSWBL will use in-house memo, workshops, seminars, operating manuals, newsletters and

bulletin to bring about a positive work attitude in our employees thereby increasing their

productivity.’

CRSWBL will use workshops, seminars, and newsletters to education stakeholders

(legislators, public servants, PPP operators, civil society and customers, etc.) on reform

process of the State Urban Sector Water Reform Project and PPP options. This will buy-in the

support needed to grow long term partnering relationship with the market.

STRATEGY 2: Leverage the demonstration and motion effect of television to bring about positive

behavioural change in residents of Calabar towards CRSWBL public water supply.

CRSWBL will use television commercials to appeal to both the educated and affluent water

consumers and the less educated and less affluent consumers to promptly pay their water

bills, repair their leaks or report our leaks. The copy should use psychological appeals and

slice of death.

CRSWBL will use TV commercials to convince the affluent that rely on boreholes that they

should get connected because of the health implication of depending on untreated

boreholes. The copy execution will be slice of life

TV commercials will be used to convince non users that they pay less and spend less time

and effort for our water when compare to the use of private boreholes. The copy

presentation should be informational.

TV magazine programmes to be produced in English and three major local dialects (Efik,

Ejagham and Bekwarra) will be used to educate health conscious consumers on the water

production process of public water supply as done in CRSWBL.

TV personality talk will be used to target the high class citizens. Experts in the field of water

(Water engineers, biochemist, medical doctors, etc.) will be used for the TV discussion which 27

will focus on good drinking water. This will produce symbolic association between the

product and the personality in the minds of the prospective and actual customers.

TV documentary on a classical success public water scheme will also be used to increase

consumers’ knowledge of best practices in water management and thereby stimulate public

in Public Participation in water governance (PPP).

TV news announcement will be used to inform customers and stakeholders of policy

changes, crisis situation, etc.

There will be public enlightenment on water issues and CRSWBL through television drama

series.

STRATEGY 3: Radio will be use to convince domestics, commercial, and industrial customers of

CRSWBL that we are striving to meet international best practice in urban water supply and the best

water utility in Nigeria. This will cause customers to associate with our current effort to deliver

quality water to residents of Calabar.

Radio jingles will be used to disseminate information on CRSWBL concern to be the leader in

quality water delivery in English and three local dialects (Efik, Ejagham and Bekwarra). The

tone of the message will be informational (newsy).

Radio jingles will be used to appeal to non –users of CRSWBL water supply to connect on to

water lines. They will be made to see the cost effectiveness of using CRSWBL water and

health benefits that one enjoys for using CRSWBL water. This will increase prospects’

preference for our water

Radio Jingles will be use to publicize the products features and benefits of CRSWBL water,

leading to positive word of mouth.

Jingles and hypes will be used to convince customers to willingly pay bills by appealing to

them to see the danger of not paying promptly.

CRSWBL will use sponsor radio programmes such as soccer as to increase its brand

association among youths in English, for the local dialects, special programmes where these

dialects are used will be preferred

Public service announcement (PSA) will be used to inform the market on issues of major

importance such as change in product policy, distribution policy (water connection process),

price policy, crisis, etc. This will be done in English and the three local dialects.

28

News coverage will be used to reach to elites and affluent members of the society to elicit

positive attitude toward CRSWBL service, highlighting CRSWBL concern for quality water

delivery, health benefits for using our water and convenience.

Radio news coverage will be used to educate customers on tips on best approaches to

enhance customer satisfaction water delivery through consumer education

There will be public enlightenment on water issues and CRSWBL through radio drama series

STRATEGY 4: Penetration of community structures with water information to bring about idea

change and positive attitude concerning water delivery services of CRSWBL, thereby breeding long

term partnering relationship and sustainability in water management

Town hall meeting will be held in each political ward of Calabar South and Calabar

Municipality to discuss water supply issues

There will be community capacity enhancement and community conversation programmes

Information about water supply and CRSWBL will be disseminated at community level by

organizing spots of community theatre (theatre for development)

Consensus building meetings will be held with each of these groups : Civic Society

Organisations, Residents/Neighbour Associations, Trade unions, Labour Unions , and

Legislators

Engage members of key stakeholders’ groups (policy makers , law makers, labour, Trade

unions, etc.) in guided facility tour of Water production plant of CRSWBL

STRATEGY 5: Personality interviews will be carried out on the print media to dissemination

information that will support brand association and customer affiliation (water quality issues, health

issues and CRSWBL effort to attain international standard). Experts in water science, medicine and

social activist will do advocacy to generate support for the global campaign for right to good

portable water

Public service announcement (PSA) via print media will be used to target very busy

professional and business executives on issues of major importance such as change in

product policy, price policy, crisis, etc. This will be done only in English.

Corporate adverts on print media targeted at groups such as politicians, senior civil and

public servants, labour and trade unions and civic society organizations to produce a positive

image for CRSWBL

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STRATEGY 6: Promotional incentives will be use to generate long term and effective patronage of

our services by customers

Promotional product materials (calendars, brochures, other corporate gifts) will be used to

elicit repeat business and prompt payment of water bills thereby producing brand loyal

customers. Each of this items must carry the corporate identity of CRSWBL; logo, colour, etc.

The promotional incentives should carry the same campaign theme and messages.

STRATEGY 7: Media relation to ensure that the media people uses ongoing company news to

develop and maintain awareness among audience and educate them on the organization’s effort on

improvement on service delivery. This will be achieved by restructuring the public Relations Unit to

make news ready.

Organise media tours and parley for gate keepers to appreciate the operational environment

of CRSWBL and news gathering (media kit).

There will be a media briefing and press conference with the CEO as the arrow head on the

current reform programmes and corporate direction of CRSWBL

STRATEGY 8: Outdoor advertising will be used to remind transit consumers of CRSWBL customers’

orientation philosophy

Your choice of water matters

To be health conscious in their choices of water supply

Inform residents on the need to pay water bills promptly

Remind residents on CRSWBL promise to give the best- affordable, regular and safe

water

STRATEGY 9: A citizen participatory system (CPS) will be established. This interactive programme

will be used to generate feedbacks on the firm’s quality improvement programmes and track the

effectiveness of the communication plan. The activities include obtaining feedback by

organizing citizen participatory workshop for Civil Society Organizations and Facilitators, CPS

customer survey and by organizing CRSWBL and CPS parley.

REFERENCE

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1. National Urban Water Sector Reform Project (NUWSRP) (2010). Final Report of Water Supply

and Sanitation Communication Performance Indicators Workshop

2. Wells, W., Moriarty, S. & Burnett, J. (2007). Advertising: Principles & Practice (7th Edtion).

New Delhi: Prentice-Hall of India

3. Young, T. L. (2001). The handbook of Project Management, Kogen Page

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