Basic Steps for Preparation and Implementation

A sector which is listening and learning as well as giving information and teaching is a sector that is essentially flexible. However, when new methods of work are being adopted, it is also important to have a structured approach which will prevent the sector from floundering. Experience has taught others who have set out on this road that there are some basic steps which almost always need to be undertaken to prepare, plan and implement a communication strategy for the sector.

These basic steps can be divided into five basic phases, each of which contains some key activities. Written down, this process may appear to be one linear event with a starting and finishing point. In operation, these divisions become blurred and steps and stages need continually to be repeated. The overall pattern is that the sector is constantly evaluating and re-evaluating what it is doing, and how it is doing it, so that messages and impact are constantly improving. The five basic phases in the development of a communication strategy can be categorised as:

Analysis
Planning and programming
Message development
Implementation, monitoring pretesting and revision and assessment
Evaluation

Analysis

Situation analysis, the first step to effective communication, includes reviewing:

what policies and programmes exist
which problem you want to solve; which behaviour patterns you are trying to influence, based on existing knowledge, attitudes and practices
what constraints need to be tackled
which agencies can assist your communication programme
which media and communication resources are available

Situation analysis will help you and the various target groups to decide in dialogue which messages are most important, and what are the current knowledge, attitudes and practices of the target audience. For example, if you are to launch an initiative on sanitation, you should know what people already believe are the causes of diarrhoea, and what they know about latrines.

Situation analysis will tell you whether your target audience gets its information about water and sanitation issues from TV shows, other family members, or respected elders in the community. It will tell you whether the audience has been approached in the past over a projected behaviour change and the outcome of that approach. It will tell you whether an allied sector has recently distributed a message that will support or conflict with the one you were intending to give.

This analysis should be carried out using a mix of quantitative and qualitative methods such as questionnaires, focus group discussions and direct observations by field investigators.

Planning and programming

This stage should result in an overall strategy and plan that defines the following components:

objectives (specific, realistic, prioritised and measurable)
audience segmentation
media selection, multiple and coordinated for impact and timing
interpersonal reinforcement, by community workers, religious leaders and other influential groups work schedule, including monitoring check points
budget, with line items for personnel, materials development, pretesting and revision, production, field worker training, equipment, travel and evaluation
management plan, indicating specific responsibilities for major tasks.

You will use the information from the situation analysis to:

Define, in clear and simple terms, what behaviour is being promoted. The aims should address the needs and concerns of the intended audience.
Decide to which audience the messages are directed. They will vary according to the target group - whether villages, field workers, politicians or engineers. Segmentation of audiences and their communication needs is essential. Without understanding differences among various segments, or sub-segments, it is difficult to design effective messages that call for change. While themes remain essentially the same, the fine-tuning of message content, the choice of media mix, and design and packaging of messages will vary.
Determine whether the desired behaviour change requires new skills or knowledge.

In selecting the most appropriate channels of communication and media you will need to identify those that are most effective in reaching and influencing the target audience. Campaigns should combine interpersonal and multi-media channels that reinforce and mutually support one another. Campaigns usually have a limited duration, need repetition and are most effective when supplemented by continuous IEC efforts that can be sustained over a long period of time, as part of regular WSS project planning and design.

Message development, pretesting and revision

Message development should be based on the analysis and design conducted in the first two stages. The steps to be followed are:

develop message concepts (preliminary illustrations, words, phrases and theme lines or slogans
pretest concepts with groups or representatives of intended audience, especially pictures and other visual materials, which are easily misunderstood
create complete messages and materials (e.g. radio programmes, posters, drama/puppet shows)
pretest messages and materials for comprehension, recall, strong and weak points, personal relevance, with representatives of the intended audience before final production
re-test existing materials before reproducing

WSS messages should address the needs and concerns of the intended audience and should be appropriate to their level of knowledge and awareness. They should be:

simple and easily understandable
culturally and socially appropriate
technically correct
brief
relevant
practical
positive

Pretesting materials is an important step before production and will save cost and time by determining whether the target audience:

understand the messages
can see and verbalise the meaning of pictures or audiovisual material easily and quickly
can understand a story from a sequence
find the pictures or visuals culturally acceptable

Audio-visual materials should be entertaining as well as informative. Images and speakers should be given locally appropriate names, dress and local dialects. Programme staff at all levels must be flexible and ready to make unanticipated changes as a result of testing.

Implementation, monitoring and assessment

These three processes overlap so that lessons learned can quickly be translated into improvements in the programme. Implementation is usually the most costly stage of a communication programme. Steps include:

produce final messages and materials based on pretest results
schedule and integrate distribution through appropriate channels to maximise impact
train those who will be using materials, as necessary
circulate implementation schedules and reports widely to harness alliance building

The IEC programme should be synchronised with other water and sanitation services.

Monitoring steps include:

monitor volume of materials production;
monitor distribution in media and through personal communication;
monitor the work plan;
monitor and strengthen relationships with other agencies;
make necessary revisions.

Assessment steps include:

measure and track audience awareness, comprehension, recall and practice using affordable research techniques to obtain
rapid feedback;
analyse results in terms of specific objectives;
make necessary revisions in project design.
Monitoring and assessment should be seen as essential ingredients for improving effectiveness, not as tests of staff performance.

Evaluation

This stage entails both the analysis of overall impact and application of analysis for planning future activities. Steps are:

review and analyse information gathered in each stage of the process
analyse project impact on the proposed audiences, the sponsoring organizations and others involved
identify significant changes in the national environment
evaluate skills acquired by local personnel
estimate resources of future support and funding
redesign continuing communication activities
recycle assessment data into new programme design

Evaluation and monitoring may overlap. You will want to monitor whether a new behaviour is being carried out. You may also want to evaluate whether the new behaviour has changed the outcomes that were your initial concern. For example, if people are not using a new clean water supply, you will need to address the lack of knowledge or the concern that has made the supply unattractive. If the target audience has switched to the new clean supply but this has not made any difference to diarrhoeal rates, you will need to review your approach to the initial problem and consider for example whether appropriate hygiene messages have been prepared and delivered.

Once target audiences and populations are motivated and mobilised to react, it is important to ensure continuous communication supplemented by extension efforts to sustain interest. Seminars and training on communication and inter-personal skills help to improve outreach and passing on of information to wider networks.

IEC campaigns rely heavily on audience research, continuous feedback, monitoring and evaluation and the redesign of messages on the basis of the feedback. This means that skilled communication specialists must be involved at all stages of project planning, implementation and follow-up.

The communication process is a continuous one. Operations research at all stages helps shape the direction it will take. Significant changes in attitude and behaviour take time and repeated effort. This process is cyclical, adjusting to the changing needs of audiences and building systematically on past experience.