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Developing a Communications Framework: World Vision Tanzania Pilot

A. Overall Timeline

November 17 Prep and team meeting ahead of Kick Off EventNovember 18 Kick Off EventNovember 18 Validation/editing of Goal and Outcomes by NDNovember 19 Results of Kick Off Event with ND input and “Outcomes

and Activity Matrix” shared with participants and department managers

November 19 Initial two internal stakeholder meetings and debriefNovember 20-Dec. 3 Continuation of internal stakeholder meetingsDecember 5 Absolute deadline for submission of “Outcomes and Activity Matrix”December 12 Collated Matrix shared with SMT as preread for January SMT meetingJanuary 12, 2015 Discussion at SMT meeting re Matrix and M&E plan [held

late due to Christmas holidays and absence of ND in December]

January 19 Finalized Matrix with additional contributions from SMTJanuary 26 Finalized complete Communications Framework

document presented to SMT for validation

B. Agenda of the Kick Off Event: suggest 3-4 hours instead of 2 hours as done at WVT

C. Participants

Tim Andrews, National DirectorFrida Chalimo, Child Protection Julius Fanuel, Associate Dir. OperationsDevocatus Kamara, Deputy National DirectorStanlake Kaziboni, Prog. Development Dir. (Dar)Amithay Kuhanda, Livelihoods DirectorMary Lema, Associate Dir. OperationsYosh Kasilima, Operations DirectorMercy Kimaro, Donor LiaisonBernard Makene, Nutrition Specialist (Dar)Axel Malekia, P&C DirectorEsther Mongi, Advocacy Manager (Dar)

Adda Ngoya, Sr. Communications OfficerDr. Peter Nyela, Health Specialist (Dar)Michael Pandisha, Communications OfficerJoseph Raphael, Risk-Based ManagementLena Renju, Communications ManagerJohnson Robinson, Sr. Sponsorship OfficerLeslie Stephen, Sr. Communications OfficerRenalda Swai, DM&ENengarivo Teveli, Innovations Zelote Loilang’akali, Cluster Team Leader (Same)

Absent:Simon Mlay, Associate Exec. to the NDMichael Manase, Associate Dir. Finance

Clemence Joseph, Sr. Operations Officer

Developing a National Office Communications Framework of 7

World Vision Tanzania Pilot

James Mathenge, Innovations DirectorMoses Owuoth, Finance DirectorGriffin Zakayo, Quality Assurance Director

Mzee Ndukai, HEA CoordinatorEmmanuel Isaya, Christian Commitment Manager

D. What is Communications? PowerPoint presentation to better understand what communications is across World Vision

[What is Communications WVT adapted.pptx]

E. “Why a Communications Framework? Why now?” Shared imperative given by ND, changing reality of resources, need to demonstrate impact and develop an evidence base. Also clear links to NO Strategy, as strategic outcomes can be addressed through communications framework activities.

F. Existing Stakeholders and Activities: To be further completed by colleagues post-event through email and meetings

G. Existing Resources and Gaps, as captured by attendees, that need to be leveraged/addressed in the communications framework

Resources: EXTERNAL RELATIONSHIPS RO USAID DFID SOs (All) Government (Local & Central) FCI, Compassion, Tear Fund,

Chalmers, Samaritan, Kilimo Market

UN Agencies VFI ESRI Churches Consultants (Masika, D.Newby) GAFCO Universities

Resources: DIGITAL Our people Monkey Survey Intranet (WV Central) Wvi.org/Tanzania (Stories &

Photos/Videos/Important document.

Single Step Stepwise / Sharefile PST – Team room Webex Skype

Resources: PRINT PRODUCTS News letters WVT Strategy Sector Profiles Available documentation on success

stories

IEC Materials APR’s & Christmas Cards News letters Story Maps GIS Maps



Resources: HUMAN Communication team (Arusha & Dar

based) Passionate staff at ADP & Cluster

level

Advocacy team at HO Liaison Officer Learning Communications team

Resources: OTHER Farm Radio (Farming services to farmers) Mobile Health (Commcare) Each staff has a mobile phone

Gap/Obstacle: BUDGET FOR… Budget for documentation (ADP’s +

Clusters) Documentation skills (Success stories

from field) Budget for taking videos

(videography)

Budget for supporting Communication team to collect or document best practices

Budget to hire Communication staffs at least at block level

Hiring consultant To document stories & video

quarterly (professionals)

Gap/Obstacles: CAPACITY / COMPETENCY Improper use of Lotus, Mails Less support of publication

development of ADP Invisibility Media Inadequate communications

trainings to staff

Lack of awareness on server use Writing of success stories Simple means of developing

Advocacy message Summarizing information Low buying of new innovative ideas

Gap/Obstacle: EXTERNAL RELATIONSHIPS Ministry of Industry and Trade Ministry of Gender and Development Constant communication between

SMT with UN Agencies, Embassies, partners.

Members of parliament

All Government Ministries (those supporting our Ministry)

Others (partners) are business minded / oriented

Policies (Government)

Gap/Obstacle: CHANNELS (METHODS) High cost of Print and Audial Media Integration of issues to be communicated

Gap/Obstacle: INTERNAL PROCESSES/CULTURE Ignorance on the levels of

communication (e.g. escalation) Unautomated processes (e.g.

recruitment)

Reliance on emails alone Too much reliance on verbal

communication Low collaboration

Gap/Obstacle: OTHERS Staff split between two offices Absence of documentation, unit

within the office Inadequate documentation skills

Researchers – To document all reports, Impact stories for WVT office

Evaluation reports for WVT Possible Negative Publicity from

aggrieved staffs / suppliers.



H. Developing a Goal: First reviewed a suggested goal, drafted by facilitator based on national strategy, and then participants offered potential goals, for ND review

[Strategic Goal Drafting.pptx]

Draft Goals Submitted by Participants:

Draft Goal #1: To position WVT as an empowering partner and credible voice for holistic transformation in child well-being, especially for the most vulnerable children, through increased visibility among key stakeholders, and influence at the community and national levels

Draft Goal #2: To raise the profile of WVT as a partner for change for transformation in child well-being and community development through strategic relationships.

Draft Goal #3: To build an environment for WVT to act as a partner for change for transformation in child well-being through mobilisation of public and private support.

Draft Goal #4: To position WVT as an empowering, accountable, and trusted partner for sustainable change for children through strategic relationships, increase visibility, and influence at community and national levels.

Draft Goal #5: To position WVT as an agile, trusted partner that empowers families and communities to achieve child well-being aspirations through influence and mobilisation of resources and action.



I. Framework Outcomes: Based on participant input, clusters of outcomes revolved around the following themes, for ND review. Participants each wrote up to 5 outcomes that they thought would be game changers for the national office. Sticky notes were then clustered by theme as indicated below.

Outcome 1: Documentation Increased capacity and production of documentation to support engagement

and visibility initiatives

Outcome 2: Visibility Increased visibility at national level of Tanzania Build reputation as a child-focused organisation Use documentation to build visibility

Outcome 3: Local-level relations Increased visibility and communication at the local/ADP level with partners

and community Ability of ADP staff to effectively communicate

Outcome 4: Staff Capacity Increased communications capacity among managers for management

communications Increased capacity of staff to effectively communicate Staff knowledge and skills to manage communications messages and

products

Outcome 5: Knowledge Management and Information Sharing Improved knowledge management and information sharing by staff and to

external stakeholders [linked to documentation above]

Outcome 6: National-level relations with government and partners Improved relationships and representation with national level government and

partners

Note: ND added an outcome related to strengthening relationships and networks to mobilise public and private support, see “FINAL Results of Comms Framework Kick Off” below



Post-Kick Off Event Process

1. Validation/editing of goal and outcomes by ND immediately following the meeting. ND validation of goal and outcomes is critical to do as soon after the event as possible. All following steps are contingent upon it.

2. Sharing with participants the results of event and final decisions by ND and the Outcome and Activity Matrix that will inform the one-on-one meetings.

3. Schedule one-on-one meetings with Manager-level/department heads for completion of Outcome and Activity matrix. Meetings should be scheduled starting 2 days after the event to allow time for participants to absorb and reflect.

Recommend maximum of three meetings in a day to allow for capture and follow up.

Set hard deadline for completion of the Matrix (approx. 2 weeks after kick off) Recommend to managers that they meet with their teams to complete the

Matrix, so that it will comprehensively capture existing activities and plans.

4. Department Managers submit Matrix, collated by Communications team.

5. At SMT meeting approximately one month after Kick Off event:a. What do you think of the responses in the matrix? Where are the gaps?

Where do we need to scale up? How do we do that?b. How do we hold ourselves accountable to these outcomes? How frequently

and through which mechanisms do we monitor and evaluate results?

6. Address gaps and opportunities in Outcome and Activities Matrix. SMT need to take responsibility, particularly where there are gaps, within a distinguished timeframe to build out sections that fall under their leadership.

E.g. Outcome 4 on Knowledge Management has hardly any activity contributions by department heads. SMT member responsible for knowledge management must go back to team(s) and discuss required activities to be added to the Matrix. Feedback provided within two weeks of SMT meeting.

7. Production of the Communications Framework Document

Suggested outline of the Communications Framework as follows:A. GoalB. Alignment to NO StrategyC. OutcomesD. Outcomes and Activities Matrix



E. Internal StakeholdersF. External Stakeholders and AudiencesG. Monitoring and Evaluation of FrameworkH. Appendices (e.g. NO Strategy, Results of Kick Off Event)

8. Validation of Communications Framework by SMT to take place at an SMT meeting approximately two weeks after gap discussion at SMT meeting.

9. Communications Team Business Partners: Each member of the Communications Team to have an internal business partner with whom the develop joint plans for achievement of Framework activities and outcomes

Lessons Learned through WV Tanzania Process

Kick Off Event: Two hours is not quite sufficient, but still produced substantial results through

sticking closely to the timeline Consider if staff need to join remotely: send PowerPoints ahead and allow for

sharing through Skype for goal and outcomes as well as other sharing and questions

Participation by the ND (at least at the outset of the event) is absolutely necessary for success



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