ministry of finance - tanzania

iMkukuta II Communication Strategy

THE UNITED REPUBLIC OF TANZANIA

MKUKUTA II COMMUNICATION STRATEGY

MINISTRY OF FINANCEJune 2011

iiiMkukuta II Communication Strategy

UNITED REPUBLIC OF TANZANIA


MINISTRY OF FINANCE

June, 2011

iv Mkukuta II Communication Strategy

vMkukuta II Communication Strategy

TABLE OF CONTENTS

LIST OF TABLES viLIST OF FGURES viEXECUTIVE SUMMARY vii

1 INTRODUCTION AND BACKGROUND 11.1 Introduction 11.2 Rationale for Designing MKUKUTA II Communication Strategy 11.3 The Role of Communication in MKUKUTA II 3

1.4 Principles and Approaches to MKUKUTA II CommunicationStrategy 3

2 COMMUNICATION PROCESS FOR REACHING MKUKUTA II AUDIENCE 5

2.1 Introduction 52.2. Describing MKUKUTA II Audiences 62.2.1 Audience segmentation 62.2.2 Involving audiences through Messages, Channels, and Networks 62.2.2.1 Urban and Rural Communities 72.2.2.2 Media 72.2.2.3 Local Government Authorities (LGAs) 82.2.2.4 Civil Society Organizations (CSOs) 82.2.2.5 Private Sector Organizations (PSO) 92.2.2.6 Academia 92.2.2.7 Government (Ministries, Departments, and Agencies (MDAs) 92.2.2.8 Politicians 102.2.2.9 Development Partners (DPs) 103 STRATEGIC COMMUNICATION BASED-OUTCOME PLAN 113.1 Introduction 113.2 Operationalizing Outcomes 113.2.1 Creating Awareness 113.2.2 Communication Capacity Development 123.2.3 Stakeholders’ Participation and Commitment 124 IMPLEMENTATION MONITORING AND EVALUATION 144.1 Introduction 144.2 Implementation Arrangements 144.3 Timing and Sequencing 144.4 Costing the Strategy 154.5 Monitoring and Evaluation 15

APPENDIXES 171 Analysis of Ways to Reach the MKUKUTA II Audiences 172 List of Media Tanzania: Coverage and Message Tone 253 Strategic Communication Matrix 28

vi Mkukuta II Communication Strategy

TABLE

Table 1 MKUKUTA II Communication Strategy Audience Categorisation 7

LIST OF FIGURES

Figure I: Two-way Communication for MKUKUTA II Implementation 7

APPENDIXES

Appendix 1 16

Appendix 2 17

Appendix 3 25

Appendix 4 28

viiMkukuta II Communication Strategy

One of the fundamental purposes of MKUKUTA II Communication Strategy is to create a nationwide and participatory-oriented process at all levels of society to promote a high degree of ownership among the stakeholders, including rural and urban communities.

This spirit of inclusion and involvement is the blueprint for the MKUKUTA II Communication Strategy. The Strategy’s Drafting Team begun by conducting various consultation meetings, involving different stakeholders such as Private Sector Organisations (PSOs), Academia, Civil Society Organisations (CSOs), Ministries, Departments, Agencies (MDAs) and Development Partners (DPs) to build a solid foundation for future participation in implementing and making the strategy a reality. Furthermore, MKUKUTA I implementation reports, national consultations reports, dialogue proceedings which included largely representatives from various stakeholders, including Local Government Authorities (LGAs), were reviewed. In these reviews, strengths and weaknesses from the experience of communicating MKUKUTA I were identified. As well some underlying principles used to establish successful information campaigns for growth and poverty reduction, especially from other African countries, were adopted to avoid reinventing the wheel.

The purpose of the strategy is to trigger stakeholders’ and beneficiaries’ involvement and secure their commitments by sharing knowledge and information on MKUKUTA II goals, outcomes and challenges. By

engaging in a dialogue and creating ownership of the strategy, the various actors will have a better understanding of their roles, responsibilities and contributions toward MKUKUTA II implementation, monitoring and evaluation success. It must be emphasised that the strategic communication goes beyond mere information dissemination. It proposes options to create multi-level two-way information flows to help build a consensus among communities, grassroots stakeholders, and policy-making stakeholders about the national development agenda that may ultimately shape the formation or amendment of policies,

The strategy proposes various internal and external interventions to facilitate stakeholders and beneficiaries’ active participation and immediate feedback. Internal interventions include those directed at influencing behaviours and attitudes, while external aspects comprise print and broadcast media, social media, as well as interpersonal, face-to-face and group communications. Importantly, recognising that the core targeted group for MKUKUTA II to succeed must be the mass of rural and urban dwellers, a core element of the strategy is to enable their views to be considered, and their interest will be stimulated to know more about how they can participate in economic growth and poverty reduction initiatives in their respective communities.

Executive Summary

1Mkukuta II Communication Strategy

INTRODUCTION AND BACKGROUND

1.1. Introduction MKUKUTA II communication strategy is a major tool for raising awareness, sensitising and educating various stakeholders and beneficiaries of MKUKUTA II to increase their knowledge, commitment and participation roles and responsibilities in implementation, monitoring and evaluation processes. To achieve this, the strategy is to develop networks between grassroots stakeholders, policy stakeholders and rural and urban communities and to .foster sharing of MKUKUTA II implementation successes and challenges among all stakeholders and beneficiaries and stimulate debate on issues concerning policies and trends. This chapter highlights roles, rationale, principles and approach of MKUKUTA II communication strategy.

1.2. Rationale for Designing MKUKUTA II Com-munication Strategy An extensive review was done on various documents and reports, such as MKUKUTA Annual Implementation Reports (MAIR), Poverty and Human Development Reports (PHDR), Views of the People Report, MKUKUTA I Review Studies, and reports of MKUKUTA Poverty Policy Weeks and the Annual National Policy Dialogue events. The review revealed that despite efforts in disseminating information to the public and initiating debate at national level, there were limited successes and shortcomings in overall audiences’ and key actors’ knowledge on MKUKUTA goals and implementation outcomes. Past communication was largely successful in informing national processes, particularly Public Expenditure Review (PER) and General Budget Support (GBS), about MKUKUTA implementation through Poverty Policy Week and later through MKUKUTA/PER/GBS/Annual Policy Dialogue. This success was largely confined to higher-level stakeholders.

The review noted less involvement in implementation, monitoring and evaluation

processes, and debating MKUKUTA I among the lower-level stakeholders such as Local Government Authorities, grassroots communities, and amongst members of the communities. This was attributed to the absence of dialogue across the spectrum of stakeholders and inadequate packaging and dissemination of information. For the majority of the population MKUKUTA I was something that was being done for or to them; they had little or no real connection to the initiatives. Nor did they feel they could engage in any way that would make a difference to their lives. Arguably those with the most to gain as potential beneficiaries felt cut-off and inconsequential to the entire process as the emphasis was on dissemination of information (talking) with no provision for true engagement on the part of the intended beneficiaries (by listening and hearing what they had to say). This is a classic failure of top-down communications strategies. MKUKUTA II we have the opportunity to do something quite different.

While the majority of these stakeholders were at least aware of policies and MKUKUTA I processes, there were inadequate communication interventions to enhance understanding of policy implications and roles on implementing, monitoring and evaluation. As a result, there was infrequent participation in implementation, monitoring, and evaluation as well as less political will and commitment to advocate for MKUKUTA I implementation.

Another issue was little understanding and confusion concerning the relationship between MKUKUTA I and major national processes, core reforms and programs and in terms of how they differ from each other and their links and synergies with MKUKUTA I. For example, the CSOs and LGAs were unable to relate MKUKUTA I implementation, monitoring, and evaluation with national processes such as National Budget, Public Expenditure Review (PER)/Medium Term Expenditure Review Framework (MTEF), Joint Assistance Strategy for Tanzania (JAST) and General Budget Support

CHAPTER 1

2 Mkukuta II Communication Strategy

(GBS). Ordinary people could not link MKUKUTA and programs such as Tanzania Social Action Fund (TASAF) and MKURABITA, which were implemented in their respective areas. They claimed that they did not see any of MKUKUTA projects being implemented while they acknowledged the work done by TASAF and MKURABITA in their communities. TASAF and MKURABITA were among the programs implementing MKUKUTA. A participatory communication process that engaged all stakeholders, heard concerns early on and responded quickly and appropriately could have helped prevent or at least minimise such confusion and helped ensure MKUKUTA was adequately presented and well understood by potential beneficiaries.

As far as inadequate packaging and disseminating MKUKUTA is concerned, the language and messages used in various reports were difficult for grassroots actors to understand and explain to ordinary people. Many people were partially reached with unclear messages on MKUKUTA, which they failed to relate and apply to their daily initiatives of participating in the growing economy and poverty reduction, as well as talk about it among their family and community members. Policy stakeholders, politicians and public servants in general had less knowledge on the relationship between their inter-sectoral work and MKUKUTA I; hence they made little effort to champion MKUKUTA to the lower level of the government. Also, due to the inappropriate choice of channels and dissemination of generic messages, and lack of segmentation of audience, the majority of people, especially those living in rural areas were meagrely reached and motivated to apply some of the components in MKUKUTA I to improve their life and increase income. The issues identified clearly result from the imposition of a top-down communications thrust that made little or no provision for bottom up participation and engagement. The perception that framed this communications strategy appears to have been to “sell” MKUKUTA – almost as a product that

would benefit people – when what was required was a process through which all stakehold ers engaged engaged so they felt they were part of shaping something that would, in the end, directly benefit them and their families – e.g. improve their economic situation, their access to health services, provide better education for their children, solve problems in their work situation, etc.

As a result the communications related to MKUKUTA I arguably raised expectations but were ineffective when it came to response and action from intended beneficiaries of the initiative. Certainly there was inadequate marketing; branding, awareness raising and sensitising, but most seriously there was a failure to put in place adequate mechanisms to promote and facilitate response from and dialogue amongst stakeholders to ensure communication activities went beyond information dissemination. In addition, defined and systematic communication within the government sectors and private sectors as well as reporting, sharing, and feedback were minimal in all levels of MKUKUTA implementation, monitoring, and evaluation. The media had limited access to or lacked interest in informing the public with investigative information regarding MKUKUTA outcomes. Weakness in monitoring and evaluation of communication strategy in terms of channels, audience retention and recall of messages as well as costs led policy-makers to be unable to take corrective action to improve the communication during the MKUKUTA I implementation. All of these areas must be addressed in MKUKUTA II if the desired transformational change is to be achieved. These lessons learned from the experience of MKUKUTA II showed that MKUKUTA II must adopt a new approach in which stakeholders at all levels will become actively involved and made aware of how they can participate in MKUKUTA II initiatives that will benefit them. The role of intensive and ongoing strategic communication programs is vital to the success of MKUKUTA II.


1. 3. The Role of Communication in MKUKUTA IIThe National Strategy for Growth and Reduction of Poverty II (NSGRP II), popularly known by its Kiswahili acronym as MKUKUTA II,built on its predecessor MKUKUTA I (2005/6-2009/10), will be implemented between 2010/11 and 2014/15. It focuses on sustainable economic growth, improvement of life of the people in Tanzania as well as good governance and accountability. Specifically, it lays emphasises on:

a. Involving the grassroots communities to promote development from bottom up;

b. Focused and sharper prioritised interventions;c. Strengthening evidence-based planning and

resource allocation;d. Aligning strategic plans of Ministry,

Departments, Agencies (MDAs) and Local Government Authority (LGAs);

e. Scaling up the role and participation of the private sector in prioritised areas of growth and poverty reduction;

f. Improving human resources capacity, in terms of skills, knowledge, and efficiency;

g. Fostering changes in mind-set toward hard work, patriotism, and self-reliance;

h. Mainstreaming cross cutting issues in MDAs and LGAs processes;

i. Enhancing implementation, monitoring and evaluation, reporting systems, and public financial management at all levels of society.

Given the magnitude of poverty reduction and economic growth initiatives, the strategy considers each individual in the country to be an active agent in fighting poverty in his/her respective sectors, businesses, communities, villages, and families. The vital roles of communication within the context of the proposed participatory approach include: a. Creating awareness of MKUKUTA II and

explaining the underlying principles through

community level participatory communications methods that enable those at the bottom of the socio-economic pyramid to have their voices heard and know that their input is being respected as equal stakeholders;

b. Enhancing the development of communication capacity among all stakeholders – from the bottom to the top.;

c. Increasing participation, commitment and momentum at all levels in the implementation, monitoring and evaluation of MKUKUTA II.

1.4. Principles and Approaches to MKUKUTA II Communication StrategyCommunication is an integral part of development and not simply an ad-hoc activity for marketing or dishing out information to the public. One of the most essential parts in the process of building effective communication is to build consensus among key stakeholders – including ordinary people who comprise the bulk of potential beneficiaries – through information sharing and dialogue. The benchmarks below serve as guiding principles to promote participatory communication for development in Tanzania from the design to implementation, monitoring, and evaluation of this strategy.

a. Securing national ownership. Multi-level, two-way information sharing is critical to create ownership, interaction, participation, commitment, and understanding to champion MKUKUTA II amongst all shareholders from the top policy makers to the grassroots.

b. Right to information. The strategy recognises that everyone has the right to public information. Thus the government and private sectors must remove unnecessary communication blockages for reporting, sharing, and feedback amongst all stakeholders. Accessible mechanisms must be identified to facilitate the building of capacity


for both field and policy stakeholders to communicate with the lager public.

c. Accountability and transparency are mandatory. Throughout the implementation of MKUKUTA II there must be clear and precise communication between the Government and other stakeholders. Sharing of information encourages participation and accountability. Besides current dialogue forums such as Annual Policy Dialogue and MKUKUTA Monitoring System reports, increased face-to-face meetings with communities will be initiated in order to create immediate feedback and mutual consensus regarding government business as well as levels of MKUKUTA achievements and its implications in human life improvement and sustainable economic growth for all. This will be augmented and supported by regular radio and television programming that explains why good governance is important and how every citizen can be a part of making it work.

d. Participatory implementation, monitoring and evaluation. Improving stakeholders’ motivation and ownership of MKUKUTA is a key aspect of the strategy. The strategy is designed to include stakeholders in the public and private sector in the implementation, tracking and monitoring process and require them to reflect upon their experiences. This type of feedback from audiences should enable the strategy to go beyond distribution of reports. It should not only focus on whether people know or understand MKUKUTA II but also provide opportunities for ordinary

stakeholders to contribute to shaping policy and implementation of MKUKUTA II-related initiatives to achieve the goals of growing the economy in ways that reduce poverty. Throughout the implementaiton of MKUKUTA II grassroots actors should be encouraged not only to tell their success stories but also explain the challenges they face, thus providing clear signals in a timely fashion to decision makers and enabling them to make necessary adjustments in order to bring about the desired results and impact.

e. Communication Mix. The complementary mix of mass media and interpersonal communication will be important to the success of the communication strategy. It means that a two-step approach would be used to encourage the members of urban and rural communities, which are actively engaged in taking part in implementing MKUKUTA II, to communicate the campaign to their social networks. The advantage of this approach is that it increases sphere of influence to a larger audience, which could’t be reached otherwise During the strategy implementation, research will be necessary to explore how information flows among key stakeholders and among unorganised communities in order to identify the best means to reach different audiences and spark nationwide discussions about what it means to create and sustain national development. Experimentation should also be encouraged especially with respect to utilisation of new media.


COMMUNICATION PROCESS FOR REACHING MKUKUTA II AUDIENCE

2.1. IntroductionThe purpose of this chapter is to show how the stakeholders are reached with the MKUKUTA messages through various channels in order to increase awareness, make input into the process and take and receive action. The concepts are visually represented in Figure I: Two-way Communication for MKUKUTA II Implementation. In this process, it is assumed that the audience will gain increased knowledge and understanding, participate in public debate, take ownership of all levels of MKUKUTA II process, and express

their views in relation to outcomes and impact in the national economy and people’s lives. It also assumes that decision and policy-makers will listen to the inputs from all stakeholders and be prepared to make appropriate adjustments when it is seen that this will be in the best interests of all stakeholders – particularly the potential beneficiaries at the bottom of the socio-economic pyramid. It identifies and describes each audience with their interests, advantages and networks that would be capitalized on to bring about effective communication. It is important to note that the audience for this communication strategy varies; hence the messages and channels to reach them also vary from one group to another.

CHAPTER II

Figure I: Two-way Communication for MKUKUTA II ImplementationFigure I: Two-way Tra�c for MKUKUTA II Communication Strategy

SENDERGovernment incollaborationwith keyStakeholders(MDA, DPs, CSOs, LGAs, Academia,PSOs, Politicians)

CHANNELSMedia,Government andStakeholders’ networks

RECEIVER Government Sectors Stakeholders(DPs, CSOs, LGAs,Academia, PSOs,Politicians)General People

FEEDBACK:Public’s viewsand stories;Stakeholdersrespond to input fromcommunity level

MESSAGEDi�erent types of audience-focusedmessages

MKUKUTA IICommunication

Strategy


2.2. Describing participants in MKUKUTA II process

2.2.1 Participant segmentation The communication process for the formation and implementation of MKUKUTA II involves different levels of stakeholders with diverse interests and roles. For example, literacy levels, social-economic status, attitudinal and cultural factors have different layers across the stakeholders whether they are government officials, politicians, private sector, academia, Development Partners, multilateral agencies, Civil Society Organizations, Local Government Authorities or the wider public. There are also intra-group differences. For example, in the government there is a Ministry that is charged with coordination, monitoring and evaluation of MKUKUTA II while other ministries are involved with implementation and policy issues related to MKUKUTA II. Stakeholders who depend on coastal resources may have different needs and responses than those who make their living from the resources of the highlands.

Table 1 below summarizes five segments of MKUKUTA II participants. The segmentation was determined based on interest and roles with regard to MKUKUTA II implementation, monitoring, and evaluation and with regard to expected outcomes. These interests are not

mutually exclusive but cut across the audiences for MKUKUTA II communication to take place. Audience segmentation is vital for designing stakeholder-focused and channel-specific messages in order for all stakeholders to engage fully in the process to implement MKUKUTA II.

2.2.2. Involving audiences through Messages, Channels, and NetworksAudience analysis was based on beneficiaries’ and stakeholders’ views gathered from various consultations throughout MKUKUTA I implementation. Based on this information the strategy has identified nine different participating or stakeholder units for MKUKUTA communication strategy, including media, rural and urban communities, Local Government Authorities, Civil Societies Organizations, Private Sector Organizations, Academia, Government (Ministries, Department and Agencies) and Development Partners. Although some of communication channels and messages apply across categories, the presentation, design and development strategy may be different from one group to another. Audience analysis includes audiences in terms of needs, opportunities, messages, channels, and networks, as it is presented in Appendix 1: Analysis of Ways to Reach the MKUKUTA II Audiences.

S/N TYPE OF AUDIENCE REASON FOR KNOWLEDGE ON MKUKUTA II

1 Media Transmit the MKUKUTA II messages to and from the larger audience

2• MDAs (Ministries, Departments, Agencies)• Regional Secretaries• Civil Servants

Establish effective policies and track implementation

3 • Development Partners (DPs)• Private Sector Organizations (PSOs) Contribute to national capacity development

4• Civil Society Organizations (NGOs, FOBs, Trade Unions),• Local Government Authorities (LGAs)• Members of Parliaments and Political Parties

Influence opinions and initiate change in the general public

5 • Academia (academic and research institutions and student body) Form a solid think-tank group for national development

6• Urban and rural Communities (households, women, youth, elderly,

people with disabilities, informal sector (peasants, pastoralists, and small business enterprises)

Implement MKUKUTA II in their respective communities to improve their lives and build national development from down-up.

Table 1: MKUKUTA II Communication Strategy Audience Categorisation


2.2.2.1. Urban and Rural CommunitiesUrban and rural communities include individuals living in the households, women, youth, elderly, people with disabilities, and those who work in the informal sector such as peasants, pastoralists, fishermen, and small business holders. Some of these individuals have their own associations such as women’s village community banks, youth coalitions, people with disabilities associations, SACCOS, etc. Grassroots communities require information be in simple language that easily translates the purpose and benefits of MKUKUTA II into the context of daily life. Literacy can be a factor. It is vital that people recognize MKUKUTA II opportunities available at their disposal and be able to participate in implementing MKUKUTA in their respective areas. It is also important that they be able to speak “up the ladder” to those devising policies and implementing initiatives to help shape what opportunities are and how they are implemented. Providing simple, concrete examples of activities and outcomes is essential in facilitating understanding of MKUKUTA and its capacity to solve problems. Here the role of peer-to-peer information exchange would be extremely useful. The information intended for these stakeholders should challenge and inspire people to participate in MKUKUTA II in order to transform the economy in their communities.

Communication may be engage people at the grassroots level in many ways. Media play a critical role. In interpersonal communication, local authorities, civil society, community and religious leaders are the best means to engage these communities through family and social networks and face-face-meetings. In these face-face- interactions leaders from all levels including advocacy groups, faith-based organizations, community-based organizations, local and regional authorities should address community grassroots concerns, enhance communal social capital, mobilize communities to take action, and seek and act upon their opinions regarding government leadership, utilization of public funds, service delivery, and life improvement. Other

ways to communicate include simple brochures, flyers and posters to stimulate debate; with print literacy must always be considered, and if may often be preferable to present content in graphic form.Traditional and entertainment media such as folk music and drama can also be effective in reinforcing core messages. Storyboards and testimonials may serve as means for role models to encourage grassroots communities’ self-initiatives toward economic growth and life improvement.

2.2.2.2. Media Media participants in the context of this strategy refers to media professionals, practitioners and firms that are entrusted with the duty to inform and educate the public. The purpose of communicating with this group is to encourage them to improve coverage of poverty reduction programs and to amplify their role of creating an agenda for poverty reduction. Many Media firms have begun localizing their operations to reach zonal areas. Appendix 2 sums up available media in Tanzania and their coverage and message tone. The Media need free access to information in both public and private sectors and knowledge on current policies, programs, national process, and MKUKUTA II in order to be able to efficiently perform their watchdog and journalistic roles. The Media have experience in disseminating information to large audiences and the ability to integrate different roles of stakeholders in bringing MKUKUTA into reality. They should also be encouraged to provide forums for discussion of the issues, to make it possible for voices of stakeholders who otherwise have only limited access to communications technologies to be heard. In the strategy, the media are portrayed as active and important partners in national development.

Members of the Media can be reached and engaged through MKUKUTA II capacity development workshops and seminars. These events focus specifically on media roles, functions and background on MKUKUTA II implementation, monitoring, and evaluation. Also, providing briefings on a regular basis through news releases,


press conferences as well as simple contextual information programs, strategic plan, policies, processes and change around MKUKUTA II. Another means of reaching the media is through educational seminars regarding issues facing rural communities along with social, economic, and development trends. The core message to this group should recognize the media as responsible and professional institutions to inform communities help accelerate national development and seek feedback from the broader public.

2.2.2.3. Local Government Authorities (LGAs)LGAs are composed of District Councils, Municipal, City, Town and Township councils, as well as division, ward, and village governments. LGAs have the ability to reach communities at the grassroots across the country. They therefore need to have simple, reliable, accurate and timely information on MKUKUTA implementation and outcome with specific examples drawn from their respective areas. It is important to see tangible examples on how MKUKUTA increased economic development and improved life of people from villages to district levels. Since most programs and projects are implemented at the LGA level, it is critical to illuminate government plans, programs and projects in relation to MKUKUTA II in simple terms for LGAs to help mobilize grassroots’ stakeholders.

Communication messages to LGAs must contain linkage information between MKUKUTA II activities and budget, with fast-and-gradual changes that should be expected at all levels of local authorities. It must emphasize that LGAs are mobilizers of development at grassroots levels. There are several channels that could be used to effectively reach LGAs. Capacity building workshops to educate and identify roles, responsibilities and accountability regarding taking MKUKUTA II to the communities may be used. Planning and feedback sessions at lower levels of LAGs may increase participation of various local level groups in MKUKUTA monitoring and evaluation. LAGs networks and systems are

also possible communication means to channel MKUKUTA II messages to the grassroots. In addition to information from the media, print materials, such as MKUKUTA II popular version, brochures, flyers, newsletters and reports on new developments, should be disseminated frequently to LGAs. Storyboard and testimonials would help leaders of LGAs see the impact of their efforts and motivate them to do more.

2.2.2.4. Civil Society Organizations (CSOs)CSOs in Tanzania include Non-Governmental Organizations (NGOs), Community Based Organizations (CBOs), Trade Unions (TU), Faith Based Organizations and others. CSOs are influential groups with the ability to reach different segments of the population and mobilize groups of people to take action, advocate for social, political, and economic change, and also liaise between the general population and the poor rural and urban communities. Thus CSOs need appropriate information on MKUKUTA II and related plans, policies, processes, programs, and projects to enhance their role of mobilizing people for economic, social, and economic development. They need to have relevant information in the correct tone and language on performance indicators and budget execution locally and nationally in order to increase knowledge and ownership in national development planning process. Because many CSOs have public trust, they are able to maintain momentum for MKUKUTA II at the community level.

Speaking engagements are one of the ways to reach and engage CSOs and stimulate the debate on MKUKUTA II among the public. For example, key CSOs leaders, locally and nationally, could be invited to the local, regional, and zonal radio and televisions stations or speak at ward and village meetings on how the community can benefit from MKUKUTA II. The message to the CSOs should harness support and encourage them to engage others in their network in dialogue and advocacy activities at all levels of MKUKUTA II implementation, monitoring and evaluation.


Print media such as MKUKUTA II popular version, brochures, flyers, newsletters, and reports on new developments should be disseminated frequently to CSOs to reinforce and supplement information they receive from the media.

2.2.2.5 Private Sector Organizations (PSO)The PSOs have access to a large segment of the population such as employees, service users, customers, and investors. Often the PSOs have their own networks such as unions, clubs, media (radio programs, pre-paid advertisement, print promotion distribution, magazines, journals, etc. Some PSOs have set apart social responsibility funds to address social and environmental issues.

The PSOs require information on MKUKUTA priorities, goals, implementation arrangements, clear roles and explicit opportunities in order to take part in policy formulation, planning and implementation of MKUKUTA II. In the messages, PSOs should be portrayed as important partners in spearheading the national economy and reducing poverty. The messages also need to encourage PSOs to communicate MKUKUTA II through their networks and media outlets. To ensure participation, the PSOs should be reached through capacity building workshops to learn about MKUKUTA implementation processes, available opportunities and their responsibilities. PSOs should also be encouraged to participate in the feedback processes of MKUKUTA II whereby the impact of activities and efforts in economic growth and poverty reduction will be recorded, acknowledged and shared to the larger public. PSOs should access, on regular basis, the information on MKUKUTA II through MKUKUTA II brochures, flyers, newsletters, and reports on new developments to reinforce their knowledge.

2.2.2.6. Academia Academia includes institutions of higher learning, research institutions, colleges, secondary schools, and primary schools. Academia have networks

such as professional bodies, student bodies and media outlets (professional journals, magazines and newsletters). Academia networks go beyond national boundaries and include international affiliations. Academia has the potential to disseminate MKUKUTA II in their networks and media outlets. They are able to produce ‘body of evidences’ through researches that could add value to the communication process, deepening voice and redefining policies on poverty reduction and economic growth initiatives in Tanzania. Academia can be reached through workshops, press conferences, and awareness seminars on MKUKUTA II capacity development. Higher-level academia would have access to MKUKUTA II information through regular MKUKUTA Monitoring System publications, while lower levels would use brochures, flyers, and newsletters to communicate information to their networks using social media outlets. The messages should invite the academia to share their knowledge and experience in order to enhance MKUKUTA II initiatives.

2.2.2.7. Government (Ministries, Departments, and Agencies (MDAs)Government has a large network, which includes Ministries, Departments, Agencies, and Regional Secretariats. It has a system of communication through Information, Education and Communication units of each ministry, as well as websites and newsletters. The government is more familiar with MKUKUTA II goals, indicators, processes, programs and policies in the macro-economic sense compared to any other audience. However, the component parts need information on MKUKUTA II synergism across sectors and they require a clear definition of roles. The communication strategy aims at encouraging MDAs to make relevant information within the central government readily available in order to easily communicate to other MKUKUTA II key players. The message to the MDAs should be to portray the government as a major partner with an important role of information sharing


and implementing participatory processes that are critical for MKUKUTA II success. The most effective channels to reach the MDAs are through workshops, seminars, consultations, and meetings. Interpersonal interactions among the MDAs will be supplemented by reports, the MKUKUTA II popular version, websites and emails. The messages should define clearly MDAs’ roles in implementation, monitoring and evaluation as well as encourage them to communicate MKUKUTA II throughout their networks and media outlets.

2.2.2.8. PoliticiansPoliticians play an important role in implementing MKUKUTA II because their opinions are widely broadcast and people are likely to listen to them. In this strategy, politicians include Member of Parliaments who are lawmakers and political parties who play a watchdog role for political gain and public interests. The network for this audience includes political parties that are spread in urban and rural areas; special groups (youth and women) within the party, party followers or supporters and communication outlets, for example, mass media, political rallies, and meetings. The politicians need to know the link between MKUKUTA II and other processes, programs, budget execution, accountability of government leaders, and what MKUKUTA II means in the life of people living in their constituencies. The goal in communicating with this audience is to demonstrate the benefit of political commitment and accountability on MKUKUTA. The messages should depict MKUKUTA as an important link in transforming the lives of poor communities and the national economy at large. The messages will appeal to politicians and encourage active participation in MKUKUTA II processes and commitment to communicate first in their network and second to the urban and rural communities. Different means of communication should be used to communicate with the politicians. Direct Consultations with local and national politicians may help to obtain their buy-in, input and feedback. Another possibility is to utilize capacity development workshops to train the politicians on their roles in implementing,

monitoring, evaluating, and communicating MKUKUTA II economic, social, and environment issues. Storyboards on MKUKUTA outcomes in their respective constituencies should be compiled and published to acknowledge efforts. Also, print materials such as abridged reports, brochures, flyers, and newsletters as well as emails, should supplement information from mass media.

2.2.2.9. Development Partners (DPs)Development Partners (DPs)’s networks include diplomats, multilateral agencies with programs in the country and media outlets such as websites, newsletters, magazines and reports. These networks have solid connections globally as well as nationally. DPs have experience implementing and understanding strategic plans for growth and poverty reduction within the country and in other countries abroad. They are well informed on economic and social trends globally and nationally. Given their background, DPs need information on how the policies and programs in the country are harmonized to achieve MKUKUTA goals. They need information on processes such budget execution, implementation plan, outcomes, and inclusion of different national stakeholders. The goal is to encourage them to participate in MKUKUTA II implementation, monitoring, and evaluation and to use their own networks to communicate MKUKUTA II widely. The messages should be academic and candid, demonstrating successes and challenges each year of MKUKUTA implementation so that the DPs have a chance to participate shaping the adjustment needed to achieve MKUKUTA expected outcomes. DPs should be made to feel that their responsibility for MKUKUTA II capacity development is for both government sectors and the wider public. Consultations through working groups and national dialogue should enable DPs to discuss face-to-face issues with government and other stakeholders. Print materials such as reports and storyboards should supplement information from the mass media.


STRATEGIC COMMUNICATION BASED-OUTCOME PLAN

3.1. IntroductionThe purpose of MKUKUTA II communication strategy is to broaden public participation and debate in order to create a high degree of partnership and ownership among all stakeholders,. This outcome-based approach is broken down into 4 outcomes:

1. dialogue creation and communication outcomes

2. informational outcomes, 3. motivational outcomes.4. monitoring and evaluation outcomes.

Three of the four outcomes are discussed in this chapter, the fourth – monitoring and evaluation – is discussed in Chapter Four.

Engagement through dialogue will determine how successful MKUKUTA will be with the majority of citizens – especially those at the lower end of the socil-economic scale. New approaches must be found to build trust and demonstrate that they can be primary beneficiaries of MKUKUTA initiatives. Critical to this strategy must be listening and responding appropriately to their issues and concerns. Genuine dialogue thus becomes of paramount importance. Dialogue is also two-way and will directly facilitate implementation of the remaining 3 outcomes amongst and through the networks of all stakeholders: information presentation, motivation to engage and act and monitoring and evaluation.

Informational outcomes refer to the creation of awareness and dissemination of information regarding MKUKUTA. Information and awareness will help stakeholders to understand and apply MKUKUTA linkages and processes.

The motivational outcome intends to increase stakeholders’ commitment to MKUKUTA

demonstrated by measurable changes and actions, such as active participation in MKUKUTA II processes and examples of communities actually applying and relating MKUKUTA II to their daily lives.

The verifiable indicators and process for outputs and outcomes are outlined in Appendix 3: Strategic Communication Matrix. The following sections briefly discuss the operational process of the first three outcomes. .

3.2. Operationalizing Outcomes

3.2.1 Building opportunities and mechanisms for engagement and interaction and Creating AwarenessGeneral awareness creation should directly engage all stakeholders through creating mechanisms to ensure that all can be heard as well as be informed. It will be important to develop stakeholder-oriented programming that facilitates feedback while presenting information; types of activities will include presentations by entertainment groups, awareness campaign workshops, and development of programming in radio and television media. Opportunities should also be supported to find new ways to exploit the tools of social media.

Stakeholder-oriented information output will include writing, translation, testing, designing, and dissemination of all messages in accordance with interests and needs of MKUKUTA II stakeholders and grassroots population. Entertainment groups may conduct general awareness-building concerts on ‘fighting poverty’ from national to grassroots levels. Awareness campaign seminars may seek to create debate and spread knowledge on MKUKUTA II to grassroots communities, field stakeholders and policy-making stakeholders. A priority in each case should be to make provision for stakeholder participation that is not perceived as only tokenism but builds trust and generates broad public discussion. In order to ensure that

CHAPTER 3


the media fully participate, it will be important to develop seminars and workshops to explain fully the strategy and how it is hoped it will work, including new roles media outlets can play in the nation’s development. Emphasis must be placed on the social, economic and cultural benefits that will accrue to stakeholders – especially those who are normally marginalized and benefit least from development. Care must be taken to de-politicize the entire project and to stress the importance of fostering dialogue and listening to the voices of all stakeholders – from bottom to top. The media must be provided information through press conferences, briefings, seminars, and workshops in order to have the necessary information to share nationwide on both the content of MKUKUTA II and, perhaps even more important, about the process of implementing the initiative.

3.2.2 Community Capacity DevelopmentThe aim is to increase capacity amongst stakeholders, especially rural and urban populations, by building a multi-level flow of information. More specifically, the first step will be to design and implement the broad communications loop (as shown in Figure 1) to serve all MKUKUTA II stakeholders. As the flow of communications builds stakeholders will help disseminate information about MKUKUTA through their networks. Examples of activities within the process include, but will not be limited to: • enhancement of communication within the

MDAs by assessing their communication capacity, outsourcing, and training techniques in order to help mobilize open and frequent flow of information.

• utilizing extended networks; this is a sizable task that will involve training stakeholders in how to use them to encourage discussion around issues as may be brought to the fore under MKUKUTA II initiatives. Scope should also be allowed for experimentation in using networks to promote broad citizen participation not just as receivers of information but as an integral part of the feed-back required to modify policies of their implementation to

better respond to community needs.• Furthermore, creative initiatives will be sought

to ensure that stakeholders have MKUKUTA information readily available. For example ways could be tried to help mobilize students to participate in ‘fight poverty contests’ at all educational levels; wherever possible socially excluded groups should be included.

• Research institutions will be encouraged to develop nationwide media analysis and conduct MKUKUTA audience surveys to enhance communication for development in Tanzania;

• communication capacity building training and workshops will be developed to help develop communications cpacity to educate stakeholders on MKUKUTA II principles, processes, and outcomes, social mobilization approach, and principles of journalism.

3.2.3 Stakeholders’ Participation and CommitmentThe goal is to create debate among policy-making stakeholders and grassroots communities in order to increase accountability, and transparency in communicating, implementing, monitoring, and evaluating MKUKUTA II through participation and commitment. This can be done in many ways, such as: • conducting collaborative consultations through

meetings and forums where stakeholders discuss outcomes and learn the importance of working together to achieve the expected goals of

MKUKUTA II.

• Encouraging leaders of LGAs and CSOs to mobilize local communities to participate in implementing MKUKUTA II.

• Using media with considerable nationwide coverage in innovative ways to broaden the discussion countrywide.

• collecting case studies and photos from the grassroots that will be organized and designed into storyboards and presented through radio, television and available on video for use by


community workers to illustrate MKUKUTA II successes at village, ward, district council, regional, and national levels.

• Involvement of grassroots communities. From the outset of the outreach process, pilot projects will be developed for selected representative communities, districts, and regions. Community animators will work in different communities and houses to participate in communicating and implementing MKUKUTA. Broadcast media (in particular radio) will be used to foster peer-to-peer exchanges on MKUKUTA initiatives and implementation issues. As MKUKUTA

II progresses with support from experienced institutions, government village centers would become hubs to disseminate MKUKUTA II with community activities and events, and will become increasingly important in collecting feedback from rural and urban populations.

• Throughout implementation of MKUKUTA the media with considerable local, regional, and zonal coverage will provide important support through creative programming to stimulate debate at the grassroots level and facilitate understanding of the broad national as well as local implementation of the initiative.


IMPLEMENTATION MONITORING AND EVALUATION

4.1. IntroductionImplementation monitoring and evaluation will be critical for the success of the MKUKUTA II communication strategy. This section highlights implementation arrangements, timing and sequences, cost, monitoring, and evaluation.

4.2. Implementation Arrangements The effectiveness of the plan outlined in Chapter III will require high levels of involvement of Public and Private Sectors . Implementation is divided into three sub components based on the communication activities in regard to :

• Stakeholders at government level, in particular, central ministries, the parliament, development partners and;

• Civil Societies Organisations such as CBO, FBOs, CSOs) including local government and the private sector organisations at grassroots level;

• Research and evaluation.

Poverty Eradication Division in the Ministry of Finance throughout the strategy would coordinate the implementation based on specific terms of reference spelled out in the MKUKUTA Monitoring Master Plan II.

4.3. Timing and SequencingFigure 2 below shows the general timeframe for various major activities during MKUKUTA Communication Strategy life Circle. For the first two years, tools be used and where necessary created to promote dialogue and all-inclusive involvement, create awareness and raise commitments among all stakeholders . In the third and forth years, fewer or different tools may

be used to sustain the commitment and reinforce the action.

Each year, a working calendar will detail a schedule of activities together with activity tracking mechanisms to increase accountability and plan ahead of time. Short or long-term goals should determine the sequencing of activities. For example, activities primarily aimed at initiating broad stakeholder participation and awareness creation should appear at the beginning of the campaign to kick-start the process in as short a time as possible, while other activities will commence later to provide longer term sustainable objectives.

Message exposure and frequency are criteria for sequencing. The sequencing of activities should ensure that information is circulated widely and frequently so that MKUKUTA stakeholders are able to participate in the national dialogue in different ways that are responsive to their circumstances.

MKUKUTA II should be promoted each time government sectors or agents launch new projects or celebrate the achievement of existing projects in the country. This will help maintain the momentum and portray MKUKUTA II as a movement to improve every aspect of human life in Tanzania, not just a one-off program or document. implementation should begin with the policy-making stakeholders and move quickly to engage media and field stakeholders so that the grassroots communities are mobilized at early stages of MKUKUTA II implementation. This may require intensive workshops and seminars with those who will provide communications services, such as media. Scheduling major campaigns for MKUKUTA II would be determined by the best time for the stakeholders, especially when involving the grassroots. For example, during the cultivating and harvesting time fewer opportunities to engage farmers; but this time may be appropriate for work in fishing areas Hence, timing of some activities will vary from one region to another. In the last

CHAPTER 4


quarter of each implementation year, the activities should be geared to provide ample opportunities for stakeholders to respond and register their recommendations and views. 4.4. Costing the Strategy

The budget for MKUKUTA II communication strategy includes the following components:

• Training and capacity building programs;

• Coordination and outsourcing costs;

• Assessment of communication capacity development among stakeholders;

• Awareness conferences, workshops, meetings, and seminars;

• TV and radio programming, including participatory engagement of stakeholders, dissemination of information, feedback, etc.;

• Developing specific messages for campaign translation, adaptation, printing, and dissemination;

• Monitoring and collecting feedback;

• national surveys on assessment of MKUKUTA audiences and beneficiaries as well as media;

• Production and distribution costs (print, radio, television, online, etc).

4.5. Monitoring and Evaluation

Monitoring and evaluation (M&E) is a critical and indispensable function of the communication strategy. The benchmarks for the evaluation are

interlinked to the broad MKUKUTA II goals for and within which this communication strategy was created. The evaluation tracks success in three outcomes: a) adoption of MKUKUTA II initiatives by all stakeholders; b) stakeholders participation and commitment to communicating MKUKUTA II to their networks and to the general public; and c) noticeable changes and actions, measuring stakeholders’ participation in MKUKUTA II processes and how the overall citizenry, which are the intended beneficiaries, applied and related MKUKUTA II to their daily lives. The MKUKUTA II communication strategy is an outcome-based strategy, hence it’s monitoring and evaluation should include: stakeholder and beneficiary awareness, attitudes, and actions as well as cost effectiveness.

The Communication Strategic Matrix in Appendix 3 (table 2) demonstrates various indicators that will measure the effectiveness of each outcome. In the beginning of the implementation process, the identified team will work with the MKUKUTA Secretariat to design the mechanism for communication monitoring and evaluation in which feedback is collected. A participatory monitoring and evaluation approach will be used to involve all groups for whom the communication strategy is intended in order to make it possible for stakeholders to reflect upon their own experiences. For example, validation workshops, national and regional consultations, and surveys on public views should be organized to stimulate debate and gather opions, comments, views, and suggestions among key stakeholders and the general public, inlcuding the most vulnurable groups. The feedback will supply the outcome reports with evidence-based information necessary for policy makers to make smart and timely decisions regarding the effective use of resources available or make changes to the methodology in order to maximize the effect of the MKUKUTA II outlined outcomes.


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Appendix 2: Analysis of Ways to Reach the MKUKUTA II Audiences

Stakeholders Networks Opportunities Goals/Messages Channels Rural and Urban Communities

• Households

• Special groups (women, youth, el-derly, and people with disabilities) and their associa-tions

• Informal sectors (peasants, pastoralists, small businesses holders)

• Leaders from all levels, namely advocacy groups, faith-based organizations, community-based organizations, local and regional authorities have access to grassroots communities.

• Social events and activities are used to disseminate MKUKUTA II

• To inspiring them to participate in

MKUKUTA II pro-cesses

• Simple message

with concrete applicable examples;

• LGAs and CSOs leaders’ face-to-face meetings with the communities

• How-to and outcome brochures, flyers, posters;

• Traditional and entertainment media (folk music, drama, folk music,)

• Storyboard and testimonials

Media • Media owners, professional and practitioners;

• Some media firms have established zonal or regional media;

• Have ability to perform watchdog and journalist roles;

• To recognize and encourage them on the role of creating a public agenda on poverty reduction;

• To motivate them to link COSs, PSOs and government on MKUKUTA II goals and processes;

• Capacity development workshops;

• Briefs and press conferences;

• Educational seminars;

• Contextual information (strategic plan, brochures and reports)

APPENDIx 2



• Households







• Simple message






Local Govern-ment Authorities (LGAs)

• District Councils, Municipal, City, Town and Township councils, as well as division, ward, and village governments

• Access and influence at grassroots communities;

• To show MKUKUTA II activities, budget, and fast-gradual changes;

• To encourage them to involve grassroots in MKUKUTA II processes and collect feedback from the general public

• Timely, accurate, simple messages which are relevant to their respective areas;

• Information and capacity building workshops;

• Printed materials (flyers, outcome, brochures newsletters, popular version, posters);

• Testimonials and storyboards;

• News from media



• Households







• Simple message






Civil Society Organizations (CSOs)

• Non-Governmental Organizations (NGOs), Community Based Organizations (CBOs), Trade Unions (TU), Faith Based Organizations and others;

• Capable and cred-ible to reach differ-ent segments of the populations;

• Perform a liaison role between the government and general public

• To recognize them as partners to mobilize the community to participate in the MKUKUTA debate;

• knowledge on community development, trends in economic and political governance to be able to educate the public;

• Appropriate and relevant information on MKUKUTA II and related programs and polices;budget, performance indicators, transparency and accountability in order to advocate for MKUKUTA II

• Simple and rel-evant message

• Print media (popular version, brochures, flyers, newsletters, and reports);

• Information from the media;





• Households







• Simple message






Private Sector Organizations (PSOs)

• Employees, servicer users, customers, and investors

• Some have set social responsibility funds;

• Able to communicate MKUKUTA II through their networks such as Unions, clubs, media (radio programs, pre-paid advertisement, print promotion distribution, magazines, journals

• Explicit information so that they can take part in MKUKUTA processes and policy formulation;

• Recognize their roles and contributions in spearheading na-tional economy;

• Print Materials (popular version, brochures, flyers, newsletters);

• Information from the media;





• Households







• Simple message






Academia • Institutions of higher learn-ing, research institutions, col-leges, secondary schools, and primary schools

• Ability to communi-cate MKUKUTA II through their net-works such as professional bod-ies, student bodies and media outlets (professional jour-nals, magazines and newsletters)both nationally and internationally;

• Able to produce a body of evidences

• I nviting messages to share their knowl-edge and experi-ence in order to enhance MKUKUTA II initiatives.

• Workshops, press conferences, and awareness seminars on MKUKUTA II capacity development;

• Information from Media;

• Contextual information (strategic plan, brochures and reports)



• Households







• Simple message






Government (MInistries, Departments, and Agencies (MDAs)

• Ministries, Departments, Agencies, and Regional Secretariats

• Able to channel MKUKUTA II through Information, Education and Communication units of each ministry as well as Websites and newsletters;

• Access to MKUKUTA II goals, indicators, processes, programs and policy in the macro-economic information

• Encouraging MDAs to make relevant information within the central government readily available in order to easily com-municate to other key players;

• To portray the government as key partners in national development;

• Information with specific roles and Sectotral linkages on MKUKUTA II

• Workshops, consultations, and Interpersonal meet-ings;

• Contextual informa-tion (strategic plan, brochures and reports);

• Websites and emails;

• Information from media;

• Testimonials and storyboards



• Households







• Simple message






Politicians • Member of

Parliaments, and political parties;

• Have influence to public locally and nationally;

• Able to communicate with their networks such as youth and women) within their parties, party followers or supporters as well as communication outlets (media, political rallies, and meetings)

• To educate them on their roles as well as MKUKUTA links, outcomes, budgets, processes;

• To acknowledge the importance of political commitment and appeal to them to champion MKUKUTA II to their constituencies;

• To show concrete examples of MKUKUTA goals and outcomes related to their constituencies

• Workshops, consultations, and Interpersonal meetings;

• Contextual information (strategic plan, brochures and reports);



• Testimonials and storyboards



• Households







• Simple message






Development Partners (DPs)

• Diplomats, multilateral agencies with programs in the country

• Able to communicate to their networks nationally and internationally through media outlets (as websites, newsletters, magazines and reports);

• Knowledge and experiences on Poverty Reduction from other countries;

• Provide information on processes such budget execution, implementation plan, outcomes, and inclusion of different national stakeholders to increase their interests and participation

• Encourage to perform their supporting roles toward sustainability of the programs

• Workshops, consultations, and Interpersonal meetings; breifings

• Contextual information (strategic plan, brochures and reports);



• estimonials and storyboards


Appendix 3: List of Media Tanzania: Coverage and Message Tone

Types of Media Coverage Type of Message

ITV, DSM Nationwide Entertainment, news, Sports, educational programming, Talk Show, Drama (local and International)

TBC1, DSM Nationwide Entertainment, news, Sports educational programming, Talk Show, Drama (local and International

STAR TV, MWANZA, DSM Nationwide Entertainment, news, Sports educational programming, Talk Show, Drama (local and International)

Channel Ten Television, DSMNationwide

Entertainment, news, Sports educational programming, Talk Show, Drama (local and International)

East Africa(C5), DSM East African Countries via satellite

Entertainment News, Sports educational programming, Talk Show, Drama (local and International)

Iringa Iringa and adjacent regions Entertainment, news, Sports educational programming,, Local Drama

Mbeya Mbeya and adjacent regions

Entertainment, news, Sports educational programming,, Local Drama

Songea Songea and adjacent regions

Entertainment, news, Sports educational programming,, Local Drama

Abood Morogoro and adjacent regions

Entertainment, news, Sports, educational programming,, Local Drama

Mbozi Mbozi District Entertainment, news, Sports, educational programming,, Local Drama

Iramba Iramba District Entertainment, news, Sports, educational programming,, Local Drama

Masasi Masasi District Entertainment, news, Sports, educational programming,, Local Drama

C.G. Tabora and adjacent regions

Entertainment, news, Sports, educational programming,, Local Drama

Rungwe Rungwe District Entertainment, news, Sports, educational programming, Local Drama

Tunduru Tunduru District

Entertainment, news, Sports, educational programming, Local Drama

Njombe

Njombe District Entertainment, news, Sports, educational programming, Local Drama

Sumbawanga Rukwa and adjacent regions Entertainment, news, Sport, educational programming, Local Drama

SUA Morogoro Entertainment, news, Sports, educational programming, Local Drama

Tanga Tanga and adjacent regions Entertainment, news, Sports, educational programming, Local Drama

APPENDIx 3



Radio FREE AFRICA MWANZAAM/FM Nationwide News, Sports, Women and Children and Entertainment,

commercial

East AfricaAM/FM Nationwide Entertainment, Education, News, Sports, commercial

Radio Kwizera (NGARA) FM Regional Level Peace and conflict resolution, environmental degradation, health, sexual- and gender-based violence, entertainment

Sauti ya Injili (MOSHI) FM Regional Level Religious, Entertainment, Educational programs, News

Chemchemi (Sumbawanga) FM District Level Religious, Entertainment, Educational programs

Abood FM (Morogoro) District Level Entertainment, Education, News, Sports

Faraja FM (Morogoro) District Level Religious, Entert, Educationalprograms

Victoria FM (Musoma) District Level Entertainment, Education, News, Information

Sibuka FM (Maswa) District Level Entertainment, Education, News, Sports

Country FM (Iringa) District Level Entertainment, Education, News, Sports.

C.G. FM (Tabora) District Level Entertainment, Education, News, Sports.

Kili FM (Moshi) District Level Entertainment, Education, News, Sports Commercial

Ebony FM (Iringa) District Level Youth entertainment, Educational, Information, News, Sports and commercial programmes

Voice of Tabora (FM) District Level Youth entertainment, Educational, Information, News, Sports and commercials

Ukweli FM (Morogoror) Community Level Entertainment, music, educational, religious

Orkonerei FM (arusha) Community Level Entertainment, music, educational, religious and local news programmes

Sengerema FM (Sengerema) Community Level Entertainment, music, educational, local news, information

Nuru FM (Iringa) Community Level Sports, Entertainment, Information, Educational Programs

KITULO FM (Makete) Community Level Sports, Entertainment, Information, Educational Progm.

Pangani FM (Pangani) Community Level Sports, Entertainment, Information, Educational Programs

Mwokozi FM (Masasi) Community Level Religious, Entertainment, Educational programs

Uzima FM (Radio) Community Level Religious, Entertainment, Educational programs

Kyela FM (Kyela) Community Level Entertainment, Information, Educational Programs

Loliondo FM (Loliondo) Community Level Entertainment, music, educational, and local news pro-

grammes



Business Times, DSM Mostly in urban areas News,Entertainment, Information,Business and Commercials

The Citizen, DSM, NAIROBI Mostly in urban areas latest breaking news and articles on politics, business, sports,entertainment, education, health, jobs

Daily News, DSM Mostly in Urban areas politics, economy, education, training, people, society, religions, international, sports, jobs, weather, classifieds

The Guardian, DSM Mostly in Urban areas local, sports, business, and entertainment news and opin-ion

Raia Mwema, DSM Nationwide articles about general news, features, sports, and leisure

Tanzania Daima, DSM Nationwide News,p0litical articles, Information, Business and Com-mercials

Arusha Raha, ARUSHA Arushanational, finance, economy, arts, state, society, business, entertainment, law, sports, politics, employment, personals, real estate

Arusha Times, ARUSHA Arusha News, Entertainment, Information, Business and Commercials,

Majira, ARUSHA Nationwide News, Entertainment, Information, Business and Commercials,

The Express, DSM Urban areas News, Entertainment, Information, Business and Commercials,

Habari Leo, DSM Nationwidenational, finance, economy, arts, state, society, business, entertainment, law, sports, politics, employment, personals, real estate and Commercials,

Mwananchi, DSM Nationwide news, culture, records, economy, international, multimedia, politics, social, company, sports

Nipa she, DSM Nationwide news, culture, records, economy, international, multimedia, politics, social, company, sports

Mlimani TV Dar, Pwani, Tanga, Morogoro, and Zanzibar Info-entertainment & info-education

Mlimani Radio Dar, Pwani, Tanga, Morogoro, and Zanzibar Info-entertainment & info-education


Appendi 4: Strategic Communication Matrix

A. Logical Framework Matrix for MKUKUTA II Communication Strategy

Summary of Objectives Objectively Verifiable Indicators Means of Verification Assumptions

Purpose: to broaden public participation and debate seeking to create a high degree of partnership and ownership among MKUKUTA II various stakeholders and general public

Outcome 1:Awareness on MKUKUTA II Linkages and Processes among the stakeholders created

Number of awareness campaign

Annual Reports

Stakeholders to fund the strategic plan;

Level of participation and acceptance of the players

A number of printing materials

A number of press conferences

Number of networks

Number of radio and TV programs

Fight against poverty concert in place

Outcome 2:Communication capacity development among the stakeholders and communities enhanced

A number of training workshops for stakeholders at all levels

Annual Reports

Level of participation and acceptance of the players;

Stakeholders to fund the strategic plan

Communication system among the stakeholders in place

Contests for the school students illustra-tion of poverty in place

Number of opinion formers

MKUKUTA II audience research analy-sis enhanced

Outcome 3:Participation, commitment and momentum in the implementation, monitoring and evaluation of MKUKUTA II of Stakeholders increased

Number of consultations meeting with policy national, region, district levels

Annual Reports

Level of participation and acceptance of the players


Number of evaluation reports

Number of meetings with opinion formers at grassroots level

Outcome 4: Evidence Based decision making enhanced through Monitoring and Evaluation

Number of groups involved

Annual Reports

level of participation and acceptance of the players;


Number of people trained

Number of M&E reports

Number of workshop conducted

APPENDIx 4


B. Interlocking Log Frame: Outputs

Outcomes OutputsObjectively Veriviable Indicators

Means of Verifica-tion

Outcome 1:Awareness on MKUKUTA II Linkages and Processes among the stakeholders created

Audience-oriented MKUKUTA II information kit in place Number of print materials

Annual Reports Participation of Media constructively created

1. Number of media involved

2. Type issue covered3. Number of press conference

Awareness-campaign seminars to stakehold-ers at all levels conducted Number of awareness workshops

Entertainment group established 1. Number of performance 2. Number of people attended

Outcome 2:Communication capacity development among the stakeholders and communities enhanced

Communication Information Education Units within MDAs, CSOs, PSOs enhanced

1. Number of Sectoral Communication officers trained

2. Capacity Development assessment reports

Annual Reports Stakeholders’ Networks reached Number of networks participated

A nationwide detailed analysis of MKUKUTA audience and media conducted Number of reports

MKUKUTA II communication Capacity building workshop arranged

Number of of groups participatedNumber of seminars

Outcome 3:Participation, partnership, commitment and momentum in the implementation, monitoring and evaluation of MKUKUTA II of Stakeholders increased

Impact/evaluation consultation meetings across the stakeholders conducted

1. Number of meetings2. Number of participants

Annual Reports

Opinion formers at grassroots established Number of opinion formers

Concrete cases studies on MKUKUTA II impact to individuals collected Number of cases studies

Grassroots community mobilised A number of feedback meetings

Outcome 4: Evidence Based decision making enhanced through Monitoring and Evaluation

Communication M&E mechanism developed 1. Number of groups involved 2. Number of people trained

Annual Reports Validation workshops Conducted 1. Number of M&E reports

2. Number of workshop conducted


C. Activities

OUTCOME OUTPUT ACTIVITY

Outcome 1:Awareness on MKU-KUTA II Linkages and Processes among the stakeholders created

Audience-oriented MKUKUTA II information kit in place

Writing and translation of messages for both print materials (brochures, posters, training materials on MKUKUTA principles and outcome)

Testing audience’s reception and adaptation

Designing and packaging, printing, and distribution of materials

Entertainment group established

Plan and implement concert on ‘fight poverty’ at district, region, and nation levels

Disseminate the entertaining message presented in concert through TV and radio

Awareness-campaign seminars to stakeholders at all levels conducted

Arrange workshops and meetings awareness to all stakeholders

Set up debate meeting in the rural areas through grassroots stakehold-ers (CSOs and LGAs) networks

Participation of Media constructively created

Set regular meetings with media for briefings and press conference

Workshops for journalists on their roles responsibilities on MKUKUTA II

Awareness seminars with journalists on MKUKUKUTA outcomes

Outcome 2:Communica-tion capacity development among the stakeholders and com-munities enhanced

Internal Communication links within MDAs enhanced

Identify team of consultants who will work with the sectors

Determine Capacity Development needed for communicating MKU-KUTA within Central Government

Train and mobilize IECU Officers

Develop MKUKUTA specific campaign within the sectors in collaboration IECU officers

Stakeholders’ Networks reached

Make message and materials available

Organize dissemination seminars to encourage stakeholders communi-cate MKUKUTA II to their networks

Organize contest from primary to University levels

Involving regularly the representatives of the socially excluded on all aspect of MKUKUTA II

A nationwide detailed analysis of MKUKUTA audience and media conducted

Selecting a leading Institution to organize the process

Work wit the leading institution to design mechanism

Discuss the report with stakeholders at policy-making levels

MKUKUTA II communication Capacity building workshop arranged

Principles and roles of journalism in regard with national development seminars among MDA, DP, COS, and PSOs

Organize workshop on roles, participation and principles on MKUKUTA II to all stakeholders

Training on “Community participation: tools and methodologies” for the social mobilisation groups


OUTCOME OUTPUT ACTIVITY

Outcome 3:Participation, commitment and momen-tum in the implementa-tion, moni-toring and evaluation of MKUKUTA II of Stakehold-ers increased

Consultation meetings across the stakeholders conducted

Organize meetings to discuss MKUKUTA II process and results at all levels of MKUKUTA II

Organize dialogue forum among the stakeholders to increase mutual understanding and a spirit of working together

Involve local level of the Government to bring MKUKUTA II process and results into community

Broaden the discussion through TV and radio that have a considerable nationwide coverage

Concrete cases studies on MKUKUTA II impact to individuals collected

Identify the team to collect information for storyboards

Collect and disseminate stakeholder’s storyboards in different form

Gathering images for information bank of photos and movies

Grassroots community mobilized

Identify regions and communities as a starting point for communication with grassroots communities and households

Identify and develop an institution that would community mobilizations

Identify and mobilise pinion formers to engage the community grass-roots into debate

Make village government office a center for implementing, monitoring, evaluating, and disseminating MKUKUTA II

Incorporate MKUKUTA II with community activities, events, and net-works

Broaden the discussion through TV and radio that a considerable local, regional, zonal coverage

Outcome 4: Evidence Based deci-sion making enhanced through Monitoring and Evalua-tion

Communication M&E mechanism developed

Identify team of consultants to establish mechanism to obtain feedback from stakeholder

Validation workshops conducted

Establish focus group across the stakeholders seeking feedback par-ticaipatory debate on national initative to reduce poverty and grow economy

32 Mkukuta II Communication Strategy32Mkukuta II Communication Strategy


MINISTRY OF FINANCEFebruary 2011


ministry of finance - tanzania

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