working together for peace, poverty reduction
and human rights in Cambodia
UN COMMUNICATIONS & ADVOCACY STRATEGY
2008 - 2010
Developed by the United Nations Communications Group (UNCG)
on behalf of the United Nations Country Team in Cambodia (UNCT)
September 2008
PREAMBLE
The United Nations in Cambodia is represented by 23 agencies, funds and
programmes, each with its own mandate and specialized field of expertise. The
United Nations Resident Coordinator System convenes this multidisciplinary
presence of the UN, by harnessing the comparative advantage of each agency to
deliver genuine development results for Cambodia.
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The role of the UN is to support Cambodia to meet its Millennium Development
Goal (MDG) targets and other internationally agreed development goals. The United
Nations does this through capacity development, technical assistance, policy advice,
programming support, and coordination with government, national authorities,
donors, civil society, the media, non-governmental organizations and local
communities. Underlying the work of the United Nations in Cambodia are the values
enshrined within the UN Charter and Universal Declaration of Human Rights.
In partnership with the Royal Government, and the people of Cambodia, the
United Nations is working to ensure that all Cambodians, especially the most
vulnerable, are alleviated from poverty and injustice.
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EXECUTIVE SUMMARY
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Excellence in communications is about matching the right message, with the right
audience, in the right way. Communicating is a two-way process and to be successful,
communications activities must be audience-centered and responsive to feedback.
Strategic Communications is a management approach whereby communications
becomes a tool for an organization to reach its current or future goals. By adopting
a strategic framework across the UN system, communications and advocacy can
directly support the UN Country Team to implement its UN reform agenda and
accomplish its mandate.
Communications should be not be perceived as a supplementary add-on but as
an essential and value adding component of all UN development work. Why?
Because, greater visibility of our programmes can help us meet our development
objectives and mobilize future resources. Favourable public opinion and a trusted
public image (who we are, what we do and why we do it), can strengthen our
relationships with stakeholders and help mitigate risk. Understanding our target
audiences, documenting our experiences, and establishing inter-agency networks
builds UN cohesion and improves the overall effectiveness of UN operations at
the country-level.
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In the past, joint UN communications activities have tended to be ad hoc and
fragmented. But in a competitive and noisy development landscape, with many
voices competing for media time and donor funding, and with 23 separate
agencies, funds and programmes all working under the one UN banner in
Cambodia, it is critical that we manage our communications well.
UN Youth Advisory Panel Poster
UN Youth
th Advisory Panel Folder
As a credible, neutral, and truly global inter-governmental organization, the UN
System in Cambodia is in a privileged position to communicate. The UN Country
Team has a long-standing history and proven record of accomplishment in
Cambodia. Our unique partnership with government and our lead coordination
role within the donor community puts us at the forefront of development
issues. Our diverse range of agencies gives us expert knowledge in virtually
every field of social and economic endeavor. Above all, when we speak as UN,
we speak on behalf of the world, and audiences are willing to listen.
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PURPOSE OF THE UN JOINT
COMMUNICATIONS & ADVOCACY
STRATEGY 2008-2010
Global Handwashing Day
Why does the UN need to communicate?
Visibility - people need to understand who we are, what we do and why we do it
Credibility - we represent all the people of the world
Transparency - public accountability to our donors and stakeholders
Advocacy
Fund Raising - resource mobilization
Public education
Ensuring accurate information on relevant issues
Promoting values, protocols and standards
Risk management – if we have good media relations then if something bad
happens we already have a solid reputation and are in a better position to
respond.
International Women’s Day
With these factors in mind, the UN Country Team elected to develop a joint UN
Communications and Advocacy Strategy 2008-2010 (to follow the same period
as the United Nations Development Assistance Framework — UNDAF). The UN
Communications and Advocacy Strategy 2008-2010 is a comprehensive plan
designed to integrate the UN Country Team’s overall vision, combined goals,
and shared advocacy into a cohesive whole.
The strategy has been developed through a strategic planning process with the
UN Communications Group and is directly linked to the UN Country Team’s
thematic and programmatic priorities for the same period (including the UN
Learning Strategy and UN Youth Advisory Panel). It will define the direction for
joint communications for the next three years, including the allocation of human
and financial capital.
International Women’s Day logo
The UN Communications and Advocacy Strategy is not intended to replace any
one agency’s communications activities or individual brand identity, nor does
it seek to duplicate existing communications work. Instead, its purpose is to
identify strategic ways that excellence in joint communications can help the UN
Country Team in Cambodia to reach its collective vision.
This strategic communications approach marks a shift towards smarter, more
coordinated, and more sophisticated joint communications, which capitalize on
existing internal resources, maximize opportunities for shared advocacy and
promote a coherent and consistent image of the UN Country Team in Cambodia.
United Nations Style Guide
The strategy aims to:
Coordinate advocacy on key messages, national activities and International Days
Ensure consistent brand identity for the United Nations in Cambodia
Build a stronger corporate reputation for the United Nations in Cambodia
(mitigating risk)
Strengthen inter-agency cooperation in the field of communications
Formalize channels for inter-agency information sharing
Achieve positive media coverage which shows how UN programmes are
delivering results
Support resource mobilization for joint UN frameworks/programmes
Avian Influenza
Influenza mass media campaign
Establish mechanisms for results based monitoring and evaluation of joint
communications
Develop effective top down, bottom up and peer-to-peer transfer of ideas, messages and information.
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STRATEGIC PLANNING METHODOLOGY
Steps taken to produce the strategy:
SWOT
Analysis
Research
Surveys &
Interviews
with Key
Stakeholders
Strategic
Planning
Session
Draft
Strategy for
Review
by UN Country
Team
UN Country
Team
Messaging
Session
Final review
by UN
Country Team
& UNCG
Implementation
of Strategy
via annual work
plan
Annual
Review
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COMMUNICATIONS CONTEXT
UN Communications in Cambodia
What did not work well in the past?
Agency communications and advocacy activities occurred in isolation
Agencies did not regard other UN agencies as ‘partners’ and were reluctant to share information
There was some misunderstanding over the definition of ‘joint communications’
There was a history of ‘no comment’ to the media from some agencies on sensitive issues
External communications work was more reactive than proactive
Poor communications planning undermined opportunities to strengthen the work of the UN in Cambodia
What is working now?
The UN Communications Group is functioning and communication channels are flowing
UN Agencies have had very creative and highly successful communications campaigns
Greater cohesion is strengthening communications across the UN Family
There is a willingness from communications focal points and support from management to work together
National Media Context:
The professional capacity of journalists is low, but slowly improving
Local journalists are poorly paid (often expecting payment)
There is a high turnover of staff in international news agencies
A Press Council was established in 2007
The role of the United Nations in Cambodia, the RC system and the UN Country Team is unclear and inconsistently reported
Development issues are regarded as newsworthy and are well-covered
The ECCC (Khmer Rouge Tribunal) is the most reported national and international news item in Cambodia (this looks set to
continue 2008-2010)
Development Context
Cultural sensitivities, cross-cultural issues, political sensitivities and national regulations
Media consumption varies greatly between urban vs. rural populations
Television and radio have bigger audiences than print media
Internet use is concentrated among the urban, educated elite
English is a second language
The media is closely linked to political parties (with only a few exceptions)
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SITUATION ANALYSIS UN JOINT COMMUNICATIONS
Strengths:
Weaknesses:
Independent expertise. Credibility. Long-standing
presence in Cambodia. Speak with authority. Neutral
Position. Partnership with government (unique).
Resources/materials/messaging from HQ
Fragmented messaging. Inability to take too strong
a stance on topical issues. Strength of individual agency
brand identity. Communications under-prioritized in the
UN. No clarity on spokesperson. Internal communication
channels not always flowing. Limited budgets, time and
personnel for communications activities.
Summary: When we combine our resources, we already
have considerable communications strength within our
UN Family.
Summary: We need coordination to help us to
Communicate as One.
Opportunities:
Threats:
Together we have enormous capacity. We can take a more
structured approach to capitalize on the resources at
hand. We have HQ level of authority for strong messaging “the UN Speaks for the United Nations of the World”.
Electronic media can be better utilized to tell our story.
There is close cooperation between the UNCG and UNCT.
We have an extended outreach network through partners
(especially useful in provincial areas).
We are linked to global UN- for both the good and the bad.
It is very difficult to contact us. If we do not know ourselves,
how can we sell ourselves to others? Inconsistent branding
and messaging weakens brand strength and credibility.
Not responding to the media or saying ‘no comment’
assumes the worst and creates negative perception in the
public sphere. There is competition among agencies for
same media coverage. There is a perceived lack of
transparency, facelessness, inefficiency, and irrelevance.
Media less interested in UN success stories.
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STRATEGY- S.M.A.R.T OBJECTIVES
STRATEGIC OBJECTIVE 1. To create an institutional culture for “Communicating
as One” by enhancing the UNs ability to communicate with one voice effectively
Universal Declaration of Human Rights
1.1 Professional and coordinated approach to all communications activities
1.2 Strong brand identity that explains: Who we are, what we do, and why we do it
1.3 Promotion of UN coordination mechanisms operating at the country level
STRATEGIC OBJECTIVE 2. To build organizational capacity for the UN
to communicate in a proactive and timely manner.
2.1 Updated UN information management systems
2.2 Increased communication expertise across the UN in Cambodia
2.3 Two-way communication with audiences including pre-testing,
participation and feedback
HIV/AIDS messaging for UN staff
STRATEGIC OBJECTIVE 3. To strengthen and project the organization’s point
of view on important development issues affecting Cambodia.
3.1 Coordinated common position on key issues
3.2 UN Resident Coordinator empowered to speak on behalf of the UN
Country Team
3.3 Professional engagement with the local, regional and international media
STRATEGIC OBJECTIVE 4. To advocate messages of common concern to the UN
Country Team and positively influence core audiences in line with UN Country
Team programmatic goals
4.1 UN Common Advocacy Points and outreach
4.2 Innovative joint communications activities and mass-media campaigns
4.3 Media coverage which gets UN experts, programmes and
messages into the story
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Advocacy
and
Outreach
Strengthen UN Positioning
Build Organizational Capacity
Create a Culture for
“Communication as One”
COMMUNICATION VALUES, APPROACH, AND TOOLS
External Communications
The United Nations in Cambodia is committed to being
proactive, transparent and open in all our communications activities. It is in our interest to work with the media
quickly and honestly and to operate coherently according
to our joint communications strategy. We should not only
react to events but also, where appropriate, project the
UN Country Team’s point of view on important development issues in Cambodia. We must balance this approach
within our need to maintain diplomatic processes. As a
general principle, each agency spokesperson is authorized
to speak in their area of competency and responsibility,
providing facts rather than opinions or comments. On
sensitive issues, the UN Country Team, coordinated by
the Office of the UN Resident Coordinator, should be
consulted before making comment to the media. This
acknowledges that the United Nations in Cambodia is
intrinsically linked to both positive and negative
perceptions of the UN globally and in country.
Value: “We the United Nations in Cambodia will adopt
a proactive approach to media relations. Our
communications work will be transparent, innovative
and participatory. We will endeavor to show our key
audiences that the UN is a relevant, results-based and
effective multi-lateral organization.
Internal Communications
For United Nations programmes to operate most
effectively we must share information with one another
freely. The United Nations in Cambodia benefits from
keeping staff well informed and from enabling exchange
and discussion within and between agencies. It is the
responsibility of all staff members, and not only
communications focal points, to keep their colleagues
in other agencies informed of relevant missions, reports,
technical expertise, news, events and developments.
Value: “We the United Nations in Cambodia will share
information freely, seek out opportunities to network with
our colleagues and contribute to UN information sharing
in order to foster a culture of trust and collaboration”
Minimum Standards and Principles
The UN Communications Group Cambodia (UNCGCambodia) will serve the UN Country Team and implement
the joint UN Communications and Advocacy Strategy.
External communications
The UN will never give a ‘no comment’ response to
media enquiries
Media enquiries will be managed by the Communications focal point and/or the Head of Agency
Comments and messages will be cleared by the Head
of Agency and UN Resident Coordinator (if applicable)
before release
Internal communications
The time for responding to internal emails and phone
calls should be no longer than 48 hours
If emails are not working, UN staff will pick up the phone
Intranet focal points will agency information fully
updated on the UN Intranet
UN Communications Group Focal Points will circulate
joint materials to all staff
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TARGET AUDIENCES
Strategic communications should build relationships with the most
important stakeholders (audiences). To be effective, our joint
communications must reflect our understanding of and empathy for our
target audiences. Knowing our primary audiences well will enable us to use
our available resources in the most efficient way and help us to be proactive,
focused and effective.
UN press conference
Primary audiences are those audiences who are critical, essential to the
communications objective. Secondary audiences are those audiences who
influence primary audiences. The Media is not a primary audience it is
a medium. The General Public is not a primary audience.
Who are our key audiences, what can they do to help achieve our
objectives? What motivates them to take action? What are their concerns?
Who influences them? Whom do they influence? How do we get feedback
from them?
For each communications activity a list of target audiences will be made
ranking them in order of importance. The allocation of time and human
resources will be made accordingly. Before undertaking joint communications,
work target audiences will be researched to find out; What do they currently
know? What are their opinions? How do they retrieve information? How do
they behave? Ensuring that all materials are produced in Khmer will be
an essential part of joint communications. Within each target audience we
will recognize that there are different segments of that audience such as
‘youth’ there may be adolescents, school students, university students,
workers, mothers, fathers, voters non voters, educated, non-educated,
urban, rural.
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UN staff orientation
MAIN MESSAGE STATEMENTS
The UN Country Team (UNCT) will select two key advocacyy
points and four priority themes for continuous
advocacy and outreach by all agencies throughout
the year. Common messaging development
will become part of UNCT annual work planning.
Advocacy points
The advocacy points will be based on UNCT assessment
of the current development climate and identification
of key areas where a united UN voice will lead to action.
Each member of the UNCT will use these key advocacy
points in all their public outreach. A mass-media campaign
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will accompany each message, focusing on behaviour
change communication and policy change communication.
The implementation strategy will be developed by
the UNCG-Cambodia with final approval from the UNCT.
UN Common Advocacy points
Priority themes
The UN Country Team will use the Department of Public Information’s (DPI) communications priorities and
annual country work planning to select key themes for
the year. This will inform which international days and
events will be celebrated jointly.
IMPLEMENTATION
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MONITORING
AND EVALUATION
The UN Communications & Advocacy Strategy 2008-2010
is implemented through an annual work plan, which is
endorsed by the UNCT. The UNCG-Cambodia will review
the work plan at the end of each year to evaluate its
progress against the strategic objectives. The UNCGCambodia shares responsibility for the implementation
of the work plan and accepts tasks based on the
comparative advantage of their agency. The work plan
is managed and coordinated by the Office of the UN
Resident Coordinator.
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Communication updates will be made weekly to the
UN Resident Coordinator, monthly to the UNCT,
quarterly to UNIS (Bangkok) and annually to the UN
Communications Group at HQ and the Department of
Public Information at HQ.
Process to measure impacts of
Communication Strategy
Each planned activity will undergo an evaluation using
a standard reporting template managed by the Office of
the UN Resident Coordinator. The evaluation will focus not
only the measurable outcomes of joint communications
activities, but on the outcomes of those activities on
target audiences. An annual report will be prepared to
evaluate performance and to ensure that corrective
action to meet outstanding communication needs in
included in the UNCG-Cambodia work planning cycle for
the coming year.
BUDGET
Resources
Reporting Structure
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The budget for joint communications is primarily funded
through the UN coordination budget, which comprises
both an annual allocation from HQ (through UNDGO)
and cost share contributions from UN agencies operating
in Cambodia.
APPENDICES
1. TOR UN Communications Group – Cambodia
2. UNCG Annual Work plan
3. UN Common Advocacy Points
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