narrative report - west africa civil society institute … rbc training(june 11-13 2014... ·...
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NARRATIVE REPORT
WACSI TRAINING CENTRE
JUNE 11-13 2014
Results Based Communication skills and strategies (June 11-13 2014) 1
TABLE OF CONTENTS
INTRODUCTION
Training Objectives………………………………………………………………………………………………………….Pg 2
Training Methodology ……………………………………………………………………………………………………..Pg 3
Opening Remarks …………………………………………………………………………………………………………...Pg 4
TRAINING SESSIONS
Day 1
Overview of Communication……………………………………………………………………………………………..pg 5
Categories of Communication……………………………………………………………………………………………pg 7
Baseline Communication for CSOs…………………………………………………………………………………..pg 12
Day 2
Effective Writing ………………………………………………………………………………………………….….pg 13
Information Gathering ……………………………………………………………………………………..……………pg 14
CSOs and social media……………………………………………………………………………………………………pg 16
Day 3
Monitoring and evaluating your Organisation’s Communication Approach
Communication Lab for CSO…………………………………………………………………………………………pg 26
Communication Strategy Development………………………………………………………………………….…pg 29
CONCLUSION…………………………………………………………………………………………….pg 30
Appendix 1.0: List of participants …………………………………………………………………………………….pg 31
Appendix 2.0: Training Agenda……………………………………………………………………………………….pg 33
1.0 Introduction
The West Africa Civil Society Institute (WACSI) has since 2007 implemented capacity building
programmes that bring different civil society organisations (CSOs) within the region. This is
effective through its three-pronged approach; Training and Capacity Building, Policy Advocacy and
Engagement and Research and Documentation.
The 3-day training course organised from 11-13 June, 2014 on Results–Based communication Skills
and Strategies Training for Non-Profits is part of the WACSI-driven courses, often referred to as in-
house initiatives aiming at imparting key communications staff with innovative, robust and
poignant skills that will enable them to effectively lead all communications processes in their
organisations.
The course which organised at the WACSI Training Centre. It attracted 25 participants from various
civil society organisations from Sierra Leone, Ghana, Nigeria, Togo, Benin, Niger and South Sudan.
It is worth noting that the institute registered its first participant from an East African country in
the person of Simon Bhan Chuol who came from South Sudan.
This report documents the proceeding of the training, taking into consideration the course delivery,
the level of engagement of participants, experience sharing sessions and the extent to which all this
contributed to reinforcing participants knowledge and skills in the subject matter.
Training Objectives
The course was designed to enhance and equip participants with skills and knowledge to effectively
manage all internal and external communications within a non–profit organisational setting.
Specifically the course was designed to;
Provide CSOs with the required competencies to build and run robust communication systems
Equip participants with robust skills to develop key organisational messages
Empower participants to effectively utilise social media tools to enhance their visibility and build
brand recognition; and
Empower beneficiaries to be strategic brand ambassadors of their organisations by mastering the
necessary techniques to win public confidence.
Results Based Communication skills and strategies (June 11-13 2014) 3
Training Methodology
The methodology adopted for the training include presentations, open discussions, brainstorming,
as well as experience sharing among others. The training was facilitated by Jimm Chick Fomunjong,
Communications and Information Assistant of WACSI Emmanuel Bensah Jr, host (Africa in Focus
program) Radio XYZ and David Issaka of the Catholic Secretariat of Ghana provided insights on
media engagement and social media engagement respectively.
Opening Remarks
Charles Vandyck, Capacity Building Officer WACSI
In a brief presentation, Charles Vandyck introduced WACSI as a capacity building hub for civil
society in West Africa He stated that WACSI is a regional organisation which focuses on capacity
building, policy advocacy and research for CSOs. Its core objectives are to strengthen institutional
and operational capacity of CSOs by designing and facilitating needs-based training courses, policy
engagement initiatives and improving knowledge management for CSOs. He added over the years
training programs have been developed for civil societies in providing institutional support
through information, coaching and mentoring. He continued by saying WACSI envisages the
sustainability of CSOs by engaging policy makers and civil society, through issues related to
organisational effectiveness, and management. To achieve this, he mentioned that WACSI designs
courses to address problematic areas in institutional governance. He identified communication as
one of the challenges facing civil societies, the incapability of Civil Societies in telling their own
stories.
He went further to introduce the trainer, Jimm Chick Fomunjong who served as the lead facilitator
during the 3-day training course.
Introduction of the Facilitator and participants
Jimm Chick Fomunjong introduced himself as the Communication and Information Assistant at
WACSI. In bid to kick-start the training, participants were asked the following questions;
Who are you;
Where you work; and
What are you passionate about?
The participants introduced themselves their organisations and interests. The facilitator remarked
on the lively nature of the group stating experience sharing will be an important component of the
training.
Ground rules
The trainer asked for ground rules, to enable a conducive learning environment during the training.
Below is a summary of the key decisions that came out of the agreement between the facilitator and
participants.
Mobile phones on silent mode;
Speak audibly;
Respect each other’s views;
Learning should be interactive;
Be active after lunch (no thinking with eyes closed) ;
Moderate use of laptops; and
Food must be good.
Participants’ Expectations
Participants were invited to write down three expectations from the course. Key expectations shared
by participant are outlined below:
Learn and acquire knowledge on results-based communication especially tools, techniques,
strategies to ensure efficiency in our job delivery;
Socialise through proper networking;
Ensure communication skills through the lens of a results-based approach for organisation growth;
Acquire requisite skills in designing, implementing and reviewing an effective media and
communication strategy;
Learn media engagement strategies for change;
How to communicate with NGOs and other stakeholders effectively;
Write very interesting stories and blogs of the work or success stories to get the attention of readers;
and
Deeper understanding of community based communication strategy.
Results Based Communication skills and strategies (June 11-13 2014) 5
Session 1: Overview of Communication
The Facilitator began the session by asking what communication means to individuals and
organisations. A Participant said communication is the fibre of life, and it’s the basis of our
existence. The facilitator corroborated this stating the audience will interpret the functionality of an
organisation based on how well it is positioned on the media. He continued by saying as an
organization emphasis should be on the communication needs of stakeholders.
Definition of Communication
The trainer said in communication it is important to ensure the other party (message recipient)
understands the message. For a result-oriented communicator there should be feedback. He
emphasised that it is important for CSOs to identify their audience and know which communication
tool will be effective.
Simply defined communication is the process by which individuals share information, ideas and
attitudes. He stressed on the word share which he said is different from send which is more of a
one way process.
The facilitator said it is essential for the sender of a piece of information to use language that can be
understood by all stakeholders to enable them appreciate the relevance or irrelevance of the project.
Results oriented communication must have a feed -back.
A participant who works as a radio presenter said they have a project that sensitises the community
on ongoing projects. It aims at promoting community ownership for these projects. .Feedback
received has been in the form of telephone calls during radio programme.
The facilitator commented that it is important to understand the communication need(s) of
stakeholders. It is important for CSOs to map out the relevant communication tools that would
effectively drive the message across to ensure feedback. The facilitator mentioned that CSOs need
to monitor the communication process; and if there is no feedback, ask questions like: am I getting
it right? This forms the monitoring and evaluation aspect of communication.
Categories of Communication
Two categories of communication Identified:
- Internal communication
- External Communication
Pascal Kudiabor from SEND Ghana said internal communication to them is limited to the board
members and staff, while Nathalie Bienfait from the Belgian Technical Corporation (BTC) added
that communication is interdepartmental at levels of programme units. Nathalie explained that
communication can be at an intra-level. This is communication that takes place among the BTC
staff on the global stage.
Mohammed Narudeen from IBIS Ghana stated that external communication involves partners,
government and taxpayers in Denmark. Communication tools used by IBIS are newsletters, reports
and events such as staff retreats.
Emmauel Kye-Eeboh from Kalabash Ghana said they work with foreign partners and community
partners. A communication tool used by the organisation is drama and sketches to convey messages
to their stakeholders. For the foreign partners Kalabash Ghana uses videos and documentaries to
convey the need for intervention and the impact of their work.
Vicentia Adjima from APED-Togo explained that formerly, they aired radio programmes in French
and local languages, but realised programmes in the local language was more appreciated, whilst
this was improved they stopped airing programmes in French language.
The trainer added that each communication tool has an audience. It is important to identify and
leverage on the effective communication tool. He continued project reports, annual reports,
newsletters, articles, radio programmes are important yet organisations should follow up for
feedback, to ensure its effectiveness.
The facilitator said communication strategies of CSOs should strategically serve as the
“information bridge” between the organisation and its targeted audience and stakeholders.
Results Based Communication skills and strategies (June 11-13 2014) 7
Activity
One
Open Discussion
The following questions were posed to the participants;
1 What do we need to consider when communicating;
2 Who should CSOs communicate with; and
3 How do CSOs communicate with its stakeholders?
Reflections from participants were captured as follows;
- Relevance of information;
- Clarity of message to the audience/recipients;
- Objective for communicating;
- Match content with audience; and
- Consider communication tool.
The facilitator added that communicating for CSOs is different from public relations, which is more
of making your organisation to stand out.
Key Considerations in Communication
Who are we: Clear understanding of an organisation will be linked to clarity of the message its
goals, mission, this must be understood by all staff of the organization.
Message: Important to focus on the message, essential to consciously communicate goal, mission,
strategy, projects, challenges and achievements.
Daniel Asante from Compassion International added they organised a workshop with stakeholders
to discuss ways to improve the projects and how it can be done. They drafted a work plan based on
contributions made by stakeholders.
The trainer stated the use of jargons in communicating is very misleading .FYIA (For your
immediate action) is a jargon used in WACSI but will not be applicable for external stakeholders.
Another consideration is respecting timeline and be consistent in using the communication tools.
Communication Tools
Internal communication tools help in the dissemination of programme decisions from top to bottom
and vice versa. Some of these tools include:
Memos Staff Meetings/Minutes;
Departmental Meetings ;
Notice Board;
suggestion boxes;
Newsletters(electronic/print);
staff Retreat;
Telephones;
Internet (email);and
Programme /Activity Reports.
External tools on the other hand enable organisations to send messages to the receivers who are
outside the organisation. These include:
Publications ;
Fact Sheets/Brochures;
Newsletters; and
Annual Reports.
The facilitator added it is important to know what people think about the communication strategic
tool. As an example, he urged participants to find a means to provoke feedback to know the
relevance of the tool you are using.
Session Two: Baseline Communication for CSOs
Activity 2: Audience vs Tools
For each organisation represented in our groups;
Identify all the sub-groups within your audience
List specific tools you would use to communicate specific messages to respective sub-groups
The contributions are represented in the table below:
Results Based Communication skills and strategies (June 11-13 2014) 9
Group One Compassion
International,
Ghana
Objective: Release children from poverty
Message: Children are God`s gift Lets protect them
What compassion Does
- Fundraising
- Identify children in need of support
- Audience: children home visits, pictures
- Churches: networking, conferences, word of mouth, advocacy
Donors: musical ,concerts, reports statistics ,internet ,network
Group
Two
Oxfam Ghana Objective: A Ghana with improved quality of life
Empower citizens in the extractives
Support to farmers to improve livelihood
Projects implemented: ELCAP Grow campaign
Working with others to overcome poverty and suffering
Primary Audience
communities, CSOs, CBOs, farmers association
Secondary audience:
Traditional leaders;
NGOs ;
media ;
financial institutions;
Regional and international colleagues; and
Donors.
Tertiary audiences:
Government agencies; and
Ministries: Agriculture and social welfare.
Tools for communication
Primary audience
community reflection;
meetings;
local radios;
drama;
workshops; and
Practical demonstrations.
Secondary Audience: media social print,
Newsletters;
annual reports;
brochures;
video documentary;
policy briefs and manifestos;
stickers; and
Seminars.
Tertiary audience
Proposals ;
Press releases;
Correspondences; and
Lobby.
Results Based Communication skills and strategies (June 11-13 2014) 11
Group
Three
DCI sierra Leone What?
Protect children in the criminal justice system
Objective
Advance the welfare and rights of children in Sierra Leone in both law and practice.
Message
Children must be treated fairly when in conflict with the law. Let the girls be girls and not mothers
Audience
Children criminal justice institute parents, policy makers, media community leaders, interest groups
How to reach audience
Workshops;
Policy briefs;
Op-editorials;
Press conference;
Meetings; and
Promotional materials like flyers, stickers, wrist bands,
tee-shirts.
Group
Four
SEND Ghana Objective
Advocacy and livelihood support
Research on issues that need to be addressed by gov`t
Other organizations ask and fund those research
Present a proposal to engage discussion and dialogue
Promote god governance and gender equity In west
Africa
Transparency and accountability to improve
management of public resources
Audience
People –community meeting/radio
Stakeholders-policy makers
Communication Tool
After the group exercise, the facilitator said three (3) points should be noted:
1 Relationship: Nurture relationship with your stakeholders;
2 Engaging: with other organisations; and
3 Categorising: Know who to prioritize so to facilitate the communication process.
The trainer concluded day one (1) of the training by emphasizing that better communication
tools lead to better results.
DAY TWO
Session three
Effective Writing
A mass audience includes young people, old, rich, poor, middle income, urban dwellers and farmers.
Each group has different loyalties, memberships and lifestyles. Their differences give each of them
different news interests.
- Who are the different groups of people within your target audience?
- What are some of their information needs?
The facilitator added that writing is centered on an event. These events may have impacted on many
people. Describe unusual or exceptional situation concerning well known or prominent people.
A participant added the unusual concept most be contextualised. It is important to know the interest
and preferences of the audience. And which communication tool will be proper in conveying this
message.
The trainer commented that they are six (6) areas CSOs can write on:
- How the organisation was created/founded;
Direct communication send a letter to gov`t officials
responsible of the study to ask for funding( lobbying)
Partners/The Hit –HIPC case
Success story
Publish reports
Results Based Communication skills and strategies (June 11-13 2014) 13
- Organisational goal( challenge you are seek to tackle);
- Your impact stories ;
- Your people;
- Celebrate your staff. The human resource department can feature a staff on the staff of the year
column;
- Organisational strength ;and
- Future Projects.
Discussion on Video Projection
In writing identify your audience. What is the new thing you are bringing out .Your audience should
not ask questions like… so what? … And yes but? The write-up should be captivating and writers
should seek for novelty on issues.
THE FIVE Ws and H
The use of the five Ws and H is to make reporters, writers and editors think about these differences
as they go about their work.
W- WHO
W-WHAT
W-WHEN
W-WHERE
W- WHY
H-HOW
The facilitator noted that it is difficult to map out an audience when writing but it is not about filling
the blank sheet; but, the mind of the audience. He added that words should be punchy and precise.
Writing Style
The trainer said the inverted pyramid style of writing is essential in capturing a good write-up. This
is use by journalists, who generally begin with the conclusion and progressively get more detailed.
The facilitator stated that in writing, participants should consider the following:
- Who are you writing for;
- Introduction has to grab attention (first five words are critical); and
- Title needs to be interesting or grab attention.
A participant commented that it was difficult adopting one writing style. She added, it was
important to draw a line between the various writing styles for example (radio, blogs, newsletters,
annual reports) each of these meet different needs.
The trainer corroborated this by highlighting the following as a guide to producing an excellent
piece;
Write a headline and a sub-headline (What can attract the reader and give him/her a clear idea of
what he/she is going to read about in your text?)
Outline your story.
What must be included to answer the main points of who, what, when, where, why and how?
What can be left out?
Start where your readers are. Decide how you can make your story relevant to them.
Activity four
Media Engagement
conclusion
Supporting Information
other technical detailes
Results Based Communication skills and strategies (June 11-13 2014) 15
Debate Topic: The media has the responsibility to promote CSOs
There were six (6) debaters three of whom supported this opinion while three others countered this
view. They following arguments were captured during the dabate:
Those in farvour of the mortion that the media has the responsibility to promote CSOs presented
their case as follows:
- The media is another arm of civil society organisations and should highlight the strengths
of CSOs in promoting development.
- The media and CSOS should work as partners in enhancing democratic Values and Civic
Practices
- The Media can capitalise on projects carried by CSOs by encouraging and fostering public
Participation in development matters and a Culture of Lawfulness
The debaters against this motion argued that:
- The “fruits” borne by civil society should speak for its self hence the media does not need
to promote the visibility of CSOs
- The media can cover any news item for the sake of financial benefits, there is a danger of
CSOs becoming too much on the news more or less like “celebrity organisations”.
-
The Moderator concluded the debate by highlighting the way forward on how CSOs and media can
collaborate. He identified the media landscape in Ghana as segmented in four major parts:
- People use media to enrich themselves;
- Media as political platform;
- Media has a tool to inform educate in promoting accountability and good governance; and
- Tool to enrich individuals get into politics.
Way forward
The role of social media is very important as this allows for marriage between CSOs and media
working together. There is a great difference in how media tools/ instruments have been used. The
media is way ahead CSOs in use of social media. CSOs can leverage on this in the following ways:
- Information and press officers should be readily involved in regular CSOs meetings, always get
media practitioners to be part of the meeting;
- Train CSOs in media engagement;
- Hire CSO experts with media background; and
- Coopting media practitioners to bring influence to bear on development debates.
Session Five: CSOs and social media
A quick survey was done by the facilitator to find out the various social media platforms that
participants in their various organisations are aware of. Responses included Facebook, LinkedIn,
twitter, Google, YouTube, weibo, instagram, two among others. A Belgian participant wanted to
know whether there was an institution that existed in West Africa that collates statistics on the
number of people who use various social media platforms. A participant replied that there was one
platform called alexa.com which has that information.
Why pay attention to social media?
The trainer said it was important to engage on Facebook because all Facebook users have an average
of 183 friends/fans/followers on Facebook. Hence when CSOs engage on this platform there is
possibility of benefitting from an increase engagement with a broader audience.
A participant recommended that it was not only important to know who is on Facebook but to
understand what Facebook users are interested in because most get involved on social media for
varied reasons.
The facilitator gave some tips by encouraging participants to send individual thank you messages
when engaging on Facebook. He added the importance for organisations to strategically use this
platform.
How are Non - profits using social media
Before engaging consider the following:
- Your targeted audience;
- What content will be develop;
- Which tool will be used ;
- Be creative in content development;
- Image is powerful it must be sensational, emotional;
- Always respond to criticisms, and thank them for feedback ;and
- Keep the conversations going.
Results Based Communication skills and strategies (June 11-13 2014) 17
David Yiridong Issaka, a guest resource person from the National Catholic Secretariat shared the
organization`s Success story on using Facebook as a platform to engage with stakeholders. Before
last year`s Communications training they had 100 followers on Facebook six months after, there
was an increased to 5000 followers. This platform is very engaging .The organisation includes
Facebook link on annual reports .Share complimentary cards and encourage people to like its pages.
Traditional media are invited for events.
Participant asked how small organisations with small staff strength can get involved in social media.
If they have to handle LinkedIn, Facebook, Twitter.
The Guest Resource person remarked it is easier to engage with people. And Social media does not
need an infrastructure, can go operational with a computer/phone and internet. He concluded by
saying the ground rule is keep the page updated share and like other pages, and in absence of
content, organisations mission statement should be posted.
Day Three
Session Six
Monitoring and evaluating your organisations Communication approach
Activity
Participants were asked to draw three communication tools, which can be identified by various
members of the group. The Facilitator remarked that organisations usually seek to use complicated
communication tools. He went on to say a flyer or leaflet can be used in place of an annual reports.
Key Components of a Communication Strategy includes:
Introduction (who we are);
Communication objective;
Message (what do we want to communicate);
Target audience/stakeholders (who do we communicate with?);
Communication tools;
Timelessness (when do we communicate);and
Communication outcome (How do we measure progress).
An intervention from one of the coordinators highlighted the causes of feed-back failure in
communication. She went on to say interpersonal communication should be taken seriously. How
organisations portray themselves to their stakeholders. Some reasons for this were:
Mode of communication;
Psyche of receiver; and
Content of message.
It is important to highlight on staff members such as receptionist, security guards as they convey
the organisations message to the public. Luca Putterman from BTC Benin added communication in
rural communities could be perceived indifferent ways. She gave the example of the image their
vehicles and drivers give communicates superiority in the communities thereby hampers feedback
in the communication process.
Participants noted that as stakeholders involved in content development, audience most say
positive things about you .Some reasons why organisations have failed is because they have not
involved the community in the development process. For example: In building water catchment ask
them where it be sited? This consultative communication process facilitates the success of the
project. Questions such as, what development needs do they want, education, health or sanitation?
After the project it is important to get feed-back, on the project. Sometimes politicians undermine
this process and accounts for failures in most developmental projects. CSOs should learn from this
and capitalise on their access to the communities.
Dean Conteh from Sierra Leone said his organization holds “social audits “once a week, to assess
interaction amongst staff this helps in solving interpersonal conflicts and builds team spirit within
the organisation.
Session Seven Communication Strategy Development Laboratory
I Communication SWOC for your CSO
Results Based Communication skills and strategies (June 11-13 2014) 19
The trainer presented a formula for communication to the participants. CW + SO = CO(s).This
was interpreted as Challenges and Weaknesses + Strength and Opportunities enables the
organisation to achieve its Communication Objectives.
Translate these into
feasible tasks
Strengths Weaknesses
Opportunities How do I use these strengths to
take advantage of these
opportunities?
How do I overcome these weaknesses that
prevent A from taking advantage of these
opportunities?
Challenges How do I use my strengths to
reduce the likelihood and impact
of these challenges?
How do I address the weaknesses to
overcome existing challenges?
Activity
The participants were asked to develop a communication strategy for the following organisations:
- Belgian Development Agency
- Compassion International
- Oxfam Ghana
- APED Togo
Exercise
Lab I
- Identify your organisations’ (A) Strengths, Weaknesses, Opportunities and Challenges
- How would A use its strengths to take advantage of identified opportunities? (Most recommended)
- What should A, do to overcome the weaknesses that prevent it from taking advantage of existing
opportunities?
- How would A, use its strengths to reduce the likelihood and impact of identified challenges?
Lab II: Who we are?
- Who is A? What is A all about?
- Why does A communicate?
- What is A’s message?
Lab III
Internal
- List A’s internal stakeholders. What is the organisation's relationship with these stakeholders?
External
- List A’s external stakeholders. What is the organisation’s relationship with these stakeholders?
Lab III: Stakeholders
Internal
- List A’s internal stakeholders. What is the organisation's relationship with these stakeholders?
External
- List A’s external stakeholders. What is the organisation’s relationship with these stakeholders?
Lab IV: Tools and Timelines
Internal
- Which tools does A use to communicate with identified internal stakeholders.
- When does this happen?
- External
Results Based Communication skills and strategies (June 11-13 2014) 21
- Which tools does A use to communicate with identified external stakeholders.
- When does this happen?
Lab V: Monitoring & Evaluation
How should A monitor its communication with;
A: Its internal stakeholders
B: Its external stakeholders
How should A use the findings and their analysis? Responses per group were captured as follows:
APED - Togo
APED- Togo is a non- profit apolitical and secular organization that seeks
to promote the participation of all in management of the country for the
well-being of every citizen through education development, human rights
and solidarity.
Why Communicate?
To promote civic education in order to create a balanced development
among the government, private sector and civil society.
Message: A peaceful world free of ignorance and all forms of injustice
Stakeholders
Internal:
The General Assembly
The board of Directors
The executive directorate
The general auditors
External Stakeholders
1. CBOs (community based-organisation)
NGOs, young people and women, financial partners and donors media.
2. A robust relationship with the media and other stakeholders. However,
there exists competition among other CSOs
In view of APED`S progress so far
Tools
Weekly staff meeting;
Annual retreat;
Semester board meetings;
Smart sessions,
Emails website;
bimonthly newsletter;
Facebook page;
Email;
media;and
Phone.
How to monitor
Internal stakeholders;
Attendance keeping;
Assessment;
Internal discussion;
Follow-up on recommendation;
External Stakeholders;
Feedback from listeners;
Calls;and
Emails.
How to use the finding/analysis
Share with stakeholders; and
Assign responsibilities.
Strengths
Strong Partnerships with media;
Regular newsletter to stakeholder;
Active website as forum for engagement with youth since 2010;
Varying communication strategy targeting specific audiences; and
Use of local language in our work.
Weakness
Insufficient personnel to cover other areas of high demand; and
Lack of follow-up and monitoring.
Opportunities
Increased interest of other areas or communities;
Results Based Communication skills and strategies (June 11-13 2014) 23
Willingness of radio stations to work with us in the whole country;
and
Funding gap.
How to use strength to take advantage of opportunities?
Use of radio stations for nationwide coverage;
Overcoming weakness by taking advantage of opportunities;
Recruiting more willing volunteers;
Identify other means of funding;
Using our strengths to reduce the likelihood and impact of
challenges;
Bank on the popularity of the programme to solicit sponsorship;
Review programme content and process accordingly; and
Improve on/change some tool.
Compassion
International
Compassion International is a child focused organisation that is church
based. A non -governmental Christian based organisation that advocates
for children to release them from poverty and enable them to become
responsible and fulfilled Christian adults.
To help sensitise church leaders about the plight of children in their leaders
about the plight of children in their leaders about the plight of children in
their We believe that every child is a valuable creation of God.
Strengths:
- Good communication within personnel;
- Presence of communication department;
- Good communication strategy;
- Steady funding for communication; and
- Good technology for communication.
Challenges
Poor communication with other stakeholder;
Poor communication with partner;
Not using social media;
Communication with people in rural areas;
Technological infrastructure in rural areas; and
Literacy level of some rural partners.
Lab II
Communication department can develop content for social media
to reach government to donor and other stake- holders;
Establishment of communication system in rural areas to improve
community .Social media can be use between donor/sponsor; and
Social media can be used to improve communication between
partners and compassion international
Lab III
Internal stakeholders
Internal;
Staff employees-Human resource;
Beneficiaries (sponsored children); and
Church Partners (they implement projects/objectives.
External
Donor/sponsors:(provide the sponsorship)
Government organization/agencies(give technical support
security, legal services)
Other CSOs: strategic alliance to provide technical support
and services
Lab IV: Tools-Timelines
Internal
Email-daily;
Internal social media-daily;
Reports/memos-daily ,monthly ,quarterly ,yearly;
Seminars/workshops-periodical; and
Phone calls-Daily.
External
Reports-Quarterly/yearly;
Meetings-periodicals;
Emails-Periodicals;
Emails-Periodicals; and
Phone-Periodicals.
Lab V:Monitoring Evaluation
Results Based Communication skills and strategies (June 11-13 2014) 25
Internal stakeholders
Communication can be monitored by IT unit to ensure emails are
responded to on time
Unit head monitors the report.
External Stakeholders
Emails can be monitored to remind people`s respond to mails;
Reports are monitored by departmental managers and the
CEO;
After monitoring, the findings can be used for trainings,
feedback to staff, workshop, to inform the organization on
where there are gaps;
Set-up communication technology in rural communities and
appoint specialists to man them to help the local churches in
effective communication; and
Use of adult literacy program for beneficiaries
(parent/caregivers).
Belgian Technical
Cooperation
Benin (BTC)
Belgian Development Agency use resource and expertise to fight climate
change, poverty and promote Accountability.
Goal: building a fair world
Lab II
Capitalise on experiences and share with stakeholders;
Working with local partners;
Enable project co-coordinators to understand need for
communication; and
Organise staff retreat highlight need for communication in every
report.
Lab III
Internal/national Team/implement projects
Design evaluate and provide capacity building
Assist project team
Headquarters/design the strategies and systems
- Approve communication tools and materials
Project Teams/implement on the field
- Receive capacity building
External population and government of Belgium/accountability
build capacity
Population and government and partner countries/Beneficiaries
Strategic partners
Recipients of capacity building
Donor/provide funding
Lab IV
Internal
Reports-regular;
Intra net-regular;
Newsletter(internal and national)-weekly;
Meetings-regular;
Emails-regular; and
Team building day-yearly.
External
Website;
Stickers ;
Posters;
Calendars;
short documentaries, policy briefs ;
monthly magazine;
Quarterly magazine;
Brochures; and
Trainings.
Lab VI
Internal Tools
Survey-every 2 years; and
Country and global –every year report.
External
- None
Results Based Communication skills and strategies (June 11-13 2014) 27
OXFAM
Who are we?
Oxfam is a world-wide development organisation that mobilises the
power of people against poverty to find practical, innovative ways to lift
themselves out of poverty and thrive so that the voices of the poor
influence the local and global decisions that affect them.
- We communicate to empower, transform, increase visibility, show results
and attract funding
- overcoming poverty and injustices
Internal Stakeholders
Farmers,
Regional Colleagues,
Small holder farmers.
External Stakeholders
District Assemblies,
FBOs, CSOs, INGO,
Media,
Donor organisations,
Regional Coordinating Councils,
Government departments and agencies,
Parliamentarians and Traditional rulers.
Strength
Global visibility;
Global networking with other Oxfam affiliates;
Credible information or evidenced based research;
Communication persons to steer the affairs of communication;
Effective collaboration with civil society groups;
Well-structured organisation ;and
Capacity building for partners.
Weakness
limited number of staff on projects;
Short contract of staff;
Limitation of Oxfam to be forefront campaigners;
Untimely delivery of changed stories from partners; and
Oxfam bureaucracy.
Opportunities
Oxfam to leverage on media pluralism;
Strong CSO presence for Oxfam to work with; and
Oxfam’s potential to attract funds for partners.
Challenges
Inadequate funding;
Policy constraints;
Competition for delivery from partners;
Low commitment for swift response for staff; and
Poor documentation.
B. Oxfam using its strengths to take advantage of identified
opportunities
C. Overcoming weaknesses to take advantage of opportunities
Fundraising to retain staff ;and
Engaging partners for longer.
D. using strength to overcome challenges
Using global visibility and networking to seek for funding to
address weakness;
Through capacity building and monitoring or supervision; and
Data management system to be put in place.
Conclusion
The 3-day training was geared at enhancing the capability of staff to convey their organisation`s
messages and build strong brand recognition.
The training was comprehensive, engaging and interactive. Participants had the opportunity to
share their experience and engage each other and the facilitators through discussions and group
work. It sought to help participating organisations to better understand the varied communication
Results Based Communication skills and strategies (June 11-13 2014) 29
tools and equip them with requisite knowledge and skills to tell their stories to diverse audiences.
Some recommendations from participants were captured as follows:
- Sessions on development communications can be incorporated ;and
- More facilitators/trainers could be invited.
On behalf of WACSI, the Executive Director, Nana Asantewa Afadzinu issued the closing remarks.
She noted one of the challenges faced by CSOs was in telling their story. And this course was
designed to mitigate this huddle. The Executive Director added it was important for participants to
implement skills acquired during the training in their respective organisations. Nana Asantewa
Afadzinu thanked participants for making themselves available to attend the training and actively
participate during the course.
At the end, participants were awarded certificate of participation to crown the proceedings of the 3-
day Results Based Communication Skills and Strategies Training for Non-Profits.
The training ended on Friday June 13 with a group picture.
LIST OF PARTICPANTS
Results-Based Communication Training for Non-profits
Venue: WACSI Training Centre, Accra, Ghana
Date: June 11–13, 2014
Countries Name of
Participants
Organisations Phone numbers Email Addresses
Benin Rosine Kededji Social Watch Benin +22996140465 [email protected]
Benin Luca Putterman Belgian Development Agency 22967399870 [email protected]
Benin Van Den Poel Marieke Belgian Development Agency 22 99 6332969 marieke.vandenpoel@btcctb.
org
Benin Sybille Godin Belgian Development Agency 22966398629 [email protected]
Ghana Mohammed Nurudeen
Salifu
IBIS (Ghana) 020-8377494 [email protected]
m
Ghana Josephine Yuora
Terkpeng
ProNet North/Oxfam Ghana 206765139 [email protected]
Ghana Issahaku Adam ProNet North 242782389 [email protected]
Ghana Pascal Kelvin Kudiabor Compassion International
Ghana
0244704058 [email protected]
Ghana Daniel Asante Compassion International
Ghana
020 264 2516 [email protected]
Results Based Communication skills and strategies (June 11-13 2014) 1
Ghana Richwell Kesewaa
Ofosu
Compassion International
Ghana
050 132 5000 [email protected]
Ghana Edward Nyamekye Compassion International
Ghana
020 264 2512 [email protected]
Ghana Naana Nkansah
Agyekum
Oxfam Ghana 266556807 [email protected]
Ghana Lillian Mwintom
Kuutiero
Oxfam Ghana 0208366156 [email protected] and
Ghana Moses Assani Tampuri Oxfam Ghana 0208435878 [email protected]
Ghana Ben Amaana Oxfam Ghana
Ghana Augustine Liebo Oxfam Ghana/NANDIRDEP 0208941546/0240506278
Ghana Pascal Kelvin Kudiabor SEND-GHANA 244704058 [email protected]
Ghana Emmanuel Kye-Eeboh Kalabash Ghana 208042151 [email protected]
m
Kenya/Sou
th Sudan
Simon Bhan Chuol UNKEA 254704643227 [email protected]
Niger Nathalie Bienfait Belgian Development Agency (00227) 96 72 54 41 [email protected]
Nigeria Adamson Ohiagweni Center for Integrated Health
Programs
2348035284313 [email protected]
Nigeria Ezinne Nzerem Slum to school +2348099448450
Sierra
Loene
Alieu Deen-Conter Sierra Leone Teachers Union
Sierra
Loene
Henry Orlando Joseph Defence for Children
International
00 232 - 78 - 755 - 831/ 00
232 - 33 - 722 - 605
Togo Djigbodi Akou Vicentia
Adjima
APED- Togo 2891433488 [email protected]
Togo Seth Kluvia APED Togo +222890841412 [email protected]
Togo Ayessan Yao WACSI 278807929 [email protected]
Results Based Communication skills and strategies (June 11-13 2014) 3
Results-Based Communication Training for Non-profits
Venue: WACSI Training Centre, Accra, Ghana
Date: June 11–13, 2014
Training Agenda
Day/Time
Wednesday 11 June
Thursday 12 June
Friday 13 June
8:30 – 9:00
Arrival of Participants / Registration
Recap of Day One
Monitoring and Evaluating your
Organisation’s Communication
Approach
9:00-10:30
Introduction of Participants
Targeted and Effective Writing
Communications strategy
development
Overview of communication
10:30-10:45 Coffee Break
10:45-12:00
Activity 1: Baseline Communication for
CSOs
Information Gathering
Communications strategy
development (Lab 1,2, 3 & 4)
Website Management
12:00-13:00 Lunch break
13:00-14:45
Key Considerations in Communication
Media Engagement
Group Presentations (Groups 1 & 2)
14:45-15:00 Coffee Break
15:00-16:30
Communication Tools for Non-profits
Introduction to Social Media
Group Presentations (Groups 3 & 4)
Communication Strategy Framework
Award of
certificates
Photographs