DAY ONE AM SEATING PLAN Table #1 Table #3 Raabya Amijad (Pak)

“COMMUNICATION FOR CHANGE” UN RETREAT DAY 1
Kievits Kroon Country Estate 3 May 2007

DAY ONE AM SEATING PLAN Table #1 Table #3 Raabya Amijad (Pak)
Sari Bjornholm (CV) Caroline Den Dulk (Viet) Eshila Maravanyika (Tanz) Frederik Matthys (RW) Luis Zaqueu (Moz) Corinne Perthuis (ILO) Cassandra Waldon (UNDP) Thierry Delvigne-Jean (Moz) Tahiro Gouro (CV) Eldisa Lloshi (Alb) Silvia da Rin Pagnetto (Uru) Theresa Smout (Tanz) Nguyen Thi Ngoc Van (Viet) Nick Parsons (FAO) Peter Smerdon (WFP) Table #2 Michael Coleman (Viet) Nora Kushti (Alb) Cyriaque Ngoboka (RW) Peter Reeh (Moz) Zarak Saleem Jan (Pak) Esteban Zunin (Uru) Nora Godwin (UNICEF) Manoel de A. e S. (DPI)

INTRODUCTION & OBJECTIVES
Introductory remarks Three objectives: To develop a shared understanding of communication challenges and opportunities associated with ‘One UN’ implementation Including best practices sharing To assist pilot countries in strategic communications planning Identification of audiences, messages and channels for effective external and internal communication on the “One UN” pilots To strengthen participants’ ability to use communication as an effective tool for implementing UN reform Hands-on training component Kick-off Your name and role “Two truths and a lie” The one most important thing you want to get out of this retreat

MAP OF TODAY 5 4 Coffee Break ~4:15 3 Lunch ~13:15 2 Coffee Break
18:00 5 Concrete steps and activities in 2007 (and beyond) 4 Sharing communication experiences Coffee Break ~4:15 3 Strategic communication tools Lunch ~13:15 2 Approaching change from communication perspective Coffee Break ~11:30 1 Opening discussion on opportunities and challenges Ensure agreement on objectives 8:45

PREVIEW: PLAN FOR TOMORROW & SATURDAY
5 Focal point networking session 4 ~17:00 Wrap-up, support needs, next steps 3 Role-plays, refinement of comm plans Lunch ~13:15 2 Working groups: developing comm plans Coffee Break 1 Internal & external stakeholders and views Friday Saturday Introduction, review of objectives & format Hands-on communication training 8:30

SPIRIT OF THIS RETREAT: KEEP AN OPEN MIND, BE CREATIVE
SPIRIT OF THIS RETREAT: KEEP AN OPEN MIND, BE CREATIVE! Even After Knowing The Facts You Can Still See Things Differently Both horizontal lines are the same length “You don’t see the world as it is, you see it as you are” – Kant Source: "The forgotten half of change", L. de Brabandere, Pages 56-59

THINKING CREATIVELY CAN BE ABOUT SEEING WHAT LIES IN FRONT OF OUR EYES
Task This is a picture taken from a book published in Africa a long time ago Can you tell in what environment the characters are? Is the family inside or outside of the building? One could argue about this for ever. To no avail, for there is no building. The woman in the background is carrying a box on her head. But we don’t see the picture such as it is, we see it such as we are, residents of a country where it seems obvious that a family has some kind of housing. Again, we don’t see the picture as it is, we see it as we are Source: “Perception and Creativity", L. de Brabandere, May 2006

THE UN, THE REFORM AGENDA AND COMMUNICATIONS
Rubric: Facilitator to present ideas as needed to spark discussion Identify a spokesperson for each table Each table to discuss current status (~15min) Spokesperson raises three key questions/issues for table, followed by discussion (~10min each) Question guide: Why are we here? – What are the key communications opportunities and challenges relating to ‘One UN’? Is it all clear – what needs clarification? Our vision – how do we imagine the end result of the change process (relating to communication)?

BACKGROUND: RATIONALE FOR ‘ONE UN’
Problems Diagnosis Solution Unrealized synergies fragmented plans & programmes Blurred accountability & responsibility RC role, relationship to UNCT & RDT Complex, un-adaptive interfaces to customers (governments) to donors Unnecessary cost duplicated activities & support Opaque economics UNCT funding and outputs Diluted and ill-defined UN value proposition ‘One UN’ – retaining diversity while delivering as one One Leader One Programme One Office One Budgetary framework

HLP RECOMMENDATIONS REFLECT CHANGING WORLD AND ACCELERATE ONGOING REFORM AGENDA
2000 Millennium Summit – creation of MDGs Paris Declaration on Aid Effectiveness 2005 World Summit – assessment of MDG progress Major Events / UN Reform Reports HLP on systems coherence report Creation of UNDG TCPR (JO request initially made) ECOSOC recommendations 1997 2001 2004 2005 2006 Reform initiatives Implementation of CCA and UNDAF processes Common services pilot, leading to strategy ( ) Common country programming process launched First JO launched: Cape Verde Eight ‘One UN’ Pilots

HQ INTERVIEWS GAVE INSIGHTS ON PROBLEM DIAGNOSIS, SUCCESS STORIES AND IMPLEMENTATION BARRIERS Highlights of What We Heard From UN Stakeholders Key problems of status quo in programming, operations, branding and interfacing Limited joint programming (“Reality is integrated...we disaggregate it”) Inefficient back office (“We look foolish to recipients and donors by duplicating operational activities”) Distinct brands but lack of unity (“UN spends a lot of money on flags, not on product”) High interfacing transaction costs (“Small countries just can’t cope with so many agencies”) Success stories driven by joint programming, common services and attention to government needs Cross-cutting issues like HIV / AIDS drive programming coordination (“Issues, not agencies, drive cooperation”) Significant cost savings found in back office (e.g., common mailroom services) Governments drive JO forward when they feel their needs are addressed and views considered Implementation barriers include issues of fiscal authority, agency visibility, RC role and legal status “Common budget framework” vs. unified budget Fears for visibility drive some opposition (“UNDP is now the only brand seen”) RC role must be neutral, and capable of providing technical leadership Legal issues resulted in the “support agency model”, with significant HR concerns At stake could be the relevance of the UN: “If the UN is not attractive enough, we [the donors] can give our money to other players” Source: Interviews

KEY CONSIDERATIONS FOR ALL PILOTS
Need to move forward swiftly but carefully – “rush slowly” Shared appetite for pilots to move as swiftly as possible (and all are at different starting points) Enabled by agency permission to experiment beyond existing practices (systems, processes, etc) At the same time, careful planning (implementation, communications) will help avoid missteps Need to ensure clear and frequent communication Resolve as much uncertainty as possible about plans going forward – ensure UN country staff, agency HQ, RDTs and others are aligned Provide transparency and formal consultative discussions to involve government in implementation Desire for as much inclusivity as possible (while “rushing slowly”) Need to build appropriate governance Process remains as locally-driven as possible, now with defined channel for receiving support and guidance from HQ (and clear role for RDTs) Need appropriate “freedoms” and authority e.g. Freedom to define communications messaging locally within country teams, or among the communications focal points

SOME KEY QUESTIONS FOR ALL PILOTS
How to decide what priorities go into “strategic core” section of “One Programme”? How to synthesize key elements of existing country planning documents? “UNDAF-down” approach vs “joint programmes-up” approach? How to meaningfully institutionalize elements of “One Leader”? How to scope and build out the required RCO functions? How to engage the entire staff at country level? How to establish the right “freedoms” for country teams? How to develop effective partnerships with each other, with government & donors? How to CHANGE?! What does it mean for pilot communications?

SESSION I: COMMUNICATIONS AS KEY TO SUCCESSFUL CHANGE MANAGEMENT
“Mobilize the organization” 2 Engage senior leaders Align stakeholder beliefs & behavior Recognize & manage the emotional journey Gauge readiness. willingness, ability “Create change agenda” Create burning platform Build compelling vision Translate vision into manageable change initiatives 1 “Sustain change” Monitor and refine change management capabilities Start to close identified capability gaps Identify and propagate best practices 5 “Hardwire change” 3 Align organization design Align HR processes and performance management, IT & finance systems Provide governance, project management Design roadmaps to deliver results Rigorous monitoring, progress tracking Conduct capacity assessments “Manage for results” 4 “Communicate continuously and intensively” 6 Create and execute internal & external communications plans, aligning stakeholders Define and communicate minimum acceptable standards and principles Establish knowledge-sharing mechanisms Source: BCG case experience, Sirkin, Keenan & Jackson, “The Hard Side of Change Management” (HBR 2005) and Ostroff, “change Management in Government” (HBR 2006)

WHAT IS CHANGE MANAGEMENT?
Change Management (CM) is providing structured support as an organization implements an initiative or a program of well planned initiatives along a set pathway, to realize its vision and thereby fundamentally improve its performance As the UN looks to implement the One UN reform initiative: It will require structured support through coordination along the various One UN dimensions, as well as liaising with HQ and monitoring and evaluating the changes and results It will progress along a pathway of capturing key lessons learned from a set of pilot countries, driven through country-specific actions and changes, which can then be shared with all other member countries It will move towards the vision of operating as one cohesive unit, both programmatically and operationally, at the country level and transcending all agency mandates and boundaries It will fundamentally improve the ability of the UN to effectively serve the needs of its beneficiaries through the optimal use of its resources and capabilities

ANOTHER WAY OF THINKING ABOUT CHANGE: THERE ARE TWO TYPES, STARTING WITH ‘REALITY’
Changing REALITY Is called INNOVATION Requires action The process is continuous Its impact should be measured Takes a long time Delivers something new to the system Is a challenge for a team Project management is required The fuel is practical ideas and useful suggestions Changing Reality Change Time But retroactive feedback protects the system and helps it keep its balance, “the more something changes, the more it becomes the same” Please compare this slide with following one Source: "The forgotten half of change", L. de Brabandere, Pages 9,14

SECOND TYPE OF CHANGE: CHANGE IN PERCEPTION (A JOB FOR COMMUNICATIONS TEAMS!)
Changing PERCEPTION Is called CREATIVITY Requires thinking The process is discontinuous Its impact cannot be measured Takes an instant Envisions a new system Is a challenge for an individual Brainstorming is required The fuel is questions, surprises, strange and incomplete ideas Changing Perception Time Change For this change in perception to happen at least one of the system’s rules – a hypothesis, a judgment or a stereotype – has to be broken Source: "The forgotten half of change", L. de Brabandere, Pages 9,14

BOTH TYPES OF CHANGE ARE NEEDED TO CREATE IMPACT
Changing Reality Changing Perception Examples Creating ‘One UN’ Making people see themselves as part of a new and different entity Harrmonizing business processes, common M&E, developing strong TWGs and joint programmes Company going global Opening new branches and stores around the world People seeing other country offices as being part of the same company Even in a personal level in order to create real impact you need to change both... Learning to be punctual Using an appointment book, waking up earlier, scheduling time between meetings Seeing punctuality as more efficient Learning French Taking private lessons Falling in love with a French girlfriend!!! If you want to change, you need to change twice: not only the reality of the situation but also the perception of this reality Source: "The forgotten half of change", L. de Brabandere, Pages 7-8

Two processes with different characteristics
TO CHANGE IS TO CHANGE TWICE: PERCEPTION AND REALITY A Change in Perception is Required for a New Strategic Vision to Emerge Two Types Of Change Tools For Change Change in Perception 1 New Strategic Vision Change Creativity Time Change Old Strategic Vision New Strategic Vision Old Strategic Vision Time Change in Reality 2 Change Innovation Time Two processes with different characteristics Source: "The forgotten half of change“, L. de Brabandere

THE NEW STRATEGIC VISION REPRESENTS THE CHANGE IN PERCEPTION AND ALLOWS FURTHER CHANGES IN REALITY
1 2 3 4 5 6 7 8 9 10 11 12 World that changes Perception Imagination Judgment Reality Change Time New ideas New good idea There is an idea, an original concept Action takes place, aimed at changing things Reality changes continually as is there is a tremor, a failure or a change in location Doubt, anxiety and some external events challenge current perception Strategic vision is exhausted and no longer helping to keep things moving Moment to look closer at the signals Energy and opportunity for change may come from outside Creative leap takes place starting with imagination, great number of ideas (use of astonishment, questioning and creative techniques) Judgment decides the next new good idea Period of calm, even with few necessary corrections New strategic vision (new good idea) History never stops Source: "The forgotten half of change”, L. de Brabandere

PARADIGM SHIFT EXAMPLE: BIC
Consumer Needs Change Ideas New Vision: “We Can Produce Disposable” Megatrends Lighters Razors Influence Reality Old Vision: “Our Business Is Writing” Perception Consumer Needs Pens Time

PARADIGM SHIFT EXAMPLE: GOOGLE
IT Trends Change Ideas New Vision: “We Should Know Everything” Megatrends Google Earth Influence Reality Old Vision: “Let’s Make The Best Search Engine” Perception IT Trends Google Google Desktop Time

...addressed by project management Risks to changing reality...
CHANGE IN REALITY NEEDS TO BE PROTECTED FROM RISKS BY RIGOROUS PROJECT MANAGEMENT ...addressed by project management Coordinate senior-level engagement to create buy-in Identify and engage opinion leaders within the UNCT Ensure clarity on governance of project management (scope, deliverables) Risks to changing reality... Lack of Buy-in 1 Change Steer towards key milestones using tracking systems Manage issue resolution process Clarify what is needed, from who, and when Unclear deliverables 3 2 No up-front planning Allocate sufficient time to set up tracking systems Identify and lock down key metrics, milestones, interdependencies, etc. Dedicate personnel to tracking Time

...and addressed by communications
CHANGES IN PERCEPTION ARE PROMOTED AND DEFENDED BY INTENSIVE COMMUNICATION ...under threat... ...and addressed by communications Lack of internal buy-in to new vision “My agency remains my top priority” Consistent messaging and support for ‘One UN’ sought from agency HQ Regular and frequent communications Changing Perception... Change Emotions cloud perceptions “I can’t buy in: what’s happening with my job?” Regular communication, even when nothing is certain Build trust through consistent messaging Lack of external recognition “We don’t understand ‘One UN’ – you still seem the same” Appropriate media channel for external sources Regular and frequent communications Consistent messaging Time Need for a communications plan, addressing threats with defined stakeholders, media, message and frequency

COFFEE BREAK

CHANGING PERCEPTION IS A DIFFICULT TASK Our Brain is Designed to Think in a Certain Way
Changing perception becomes difficult because: Although the world has been changing, the human brain has remained the same The human brain is “hard wired” to think in a certain way (“laws of perception”) Perception is linked and influenced by culture Brain creates patterns for us IDEA Although you see a rectangle, one doesn’t exist Your brain prefers to see a square, but there is no square And there is no white bar!!! Our brain looks for patterns under each condition and tries to “finish the history”, this behavior is ruled by the laws of perception Source: "The forgotten half of change", L. de Brabandere, Pages 7-8

OPTICAL ILLUSIONS TEACH US ALSO THAT OUR WAY OF SEEING THE WORLD IS GOVERNED BY STRANGE LAWS
Can you see the grey dots at the intersections?... ...but if you try to focus on one grey dot it will disappear It is not so obvious... But the circles in the centers are of the same size Source: "The forgotten half of change", L. de Brabandere, Pages 50, 51

BEWARE THE WAY YOU SEE THE WORLD
Seeing vs. Perceiving Our perception deforms things, foreshortens and fogs our view, leads us into errors Just need to buy a car model X to start seeing more and more of them on the roads Seeing vs. Believing One’s convictions get caught up in the story too, we believe what we see, but sometimes we see what we believe When you believe someone is good you “see” his/her goodness Seeing vs. Knowing What we have experienced or learned in the past forms the “axes” of our system of seeing or analyzing things in the future Seeing vs. Hoping We see and we believe much more easily what we want to be true The sales of economic newspapers go up when the stock exchange does well “You don’t see the world as it is, you see it as you are” – the same is true of audiences for your communications! Source: "The forgotten half of change", L. de Brabandere, Pages 56-59

DRIVING TO A NEW IDEA IS ABOUT FINDING A NEW FORM Communicating One Detail Can Change the Perception of the Whole What is this? The beginning of a map, a maze, the letter “H”? Once the “H” is seen, it is difficult to return to “simply 3 unconnected lines” By adding an additional line (change in form) the idea of the “H” is destroyed... ...but the idea of the maze moves forward As with the “H” image, once you see or have an idea, there is something irreversible about it Source: "The forgotten half of change", L. de Brabandere, Pages 49, 50

UNDER THE PRESENCE OF AMBIGUITY SOME SITUATIONS CAN BE PERCEIVED AND INTERPRETED IN MORE THAN ONE WAY What Do You See? There are obviously two ways of seeing this image: as a cup or as two faces!

AN EXERCISE: WHAT DO YOU SEE? A Collection Of Black Smudges?
Stop for a while and give yourself a second opportunity... try to construct a coherent whole, but this process is complicated because you don’t know what you are looking for Source: "The forgotten half of change", L. de Brabandere, Pages 51, 52

AGAIN, ALL OF A SUDDEN AN IMAGE APPEARS
A Cowboy on Horseback Facing to the Left? Six analogies between construction of images and ideas: You will never see them if you don’t believe they exist They are difficult to find It’s easier in a group They have an irreversible trait to them They appear all of a sudden Both, the new image and new idea are made up of elements that are not in themselves new 1 2 3 4 5 6 Finding patterns and coherency is a good way of thinking, BUT this brain’s persistence can inhibit our ability to find new ideas... Source: "The forgotten half of change", L. de Brabandere, Pages 51, 52

KEY TAKEAWAYS OF THIS SECTION
Perception is governed by laws Some of them are “hardware” (optical illusions) but most of them “software” (how we have become programmed) You don’t see the world as it is, you see it as you are Ambiguity can make us perceive the same thing in different ways We tend to think using forms: stereotypes, patterns and paradigms Bad decisions are not necessarily due to lack of information, but often to the way our mind works

SESSION I CONTINUED: SUCCESSFULLY HANDLING COMMUNICATION IN CHANGE EFFORTS
Feedback loops Start with the "Desired Outcome" Get to know your audience Develop communication strategy Ensure effective execution Measure and follow up

START FROM THE "DESIRED OUTCOME" You always communicate for a purpose, not for the sake of communicating Today's situation "Desired outcome" What new ways of working, thinking, behaving do we want to see implemented? When? By who? Where do we stand today? What can we build on? What needs to change? How to build communication to support reaching the desired outcome?

GET TO KNOW YOUR AUDIENCE
Good preliminary audience analysis allows you to... Use available resources in the most effective way Don't attempt to do everything Be proactive where it counts Focus time and energy Differentiate type and intensity of intervention over time, i.e. who’s first, needed later, etc. Prioritize efforts Design quick wins and long-term approach

STRATEGIC COMMUNICATIONS PLANNING
Approach Impact on One UN Programme at Country Level 1 Develop communication plan Ensure clear senior ownership of content and prepare for their role in communication Define audiences Assess communicational needs (media, frequency, message) for each audience Make detailed communication plan process sequence, timeline and accountabilities Align with internal communications department and external agencies Execute communication plan Rigorous execution of communication plan Align communication initiatives with the 'central’ HQ communication plan Monitor results Observe and measure employee perception Safeguard correct information flows Entire UN organization, across agencies, becomes committed and shares goals Employees and all relevant stakeholders (i.e. government, NGO’s) involved and appropriately targeted with key messages Clear agreement on tasks and responsibilities within UN communications team Well informed staff, leading to shared vision, and commitment to change UNCT leadership aware of 'change morale' amongst staff 2 3

FIRST STEP: IDENTIFICATION OF RELEVANT STAKEHOLDERS AND CONCERNS
Potential concerns? UNCT & UN staff in-country Host governments Donors Wider UN system ... Job security, process complexity Weakening the UN Evidence of progress Perceptions of UN reform ... Other stakeholder groups as well, subsets of the ones above, etc

Existing media to be leveraged where appropriate
APPROPRIATE MEDIA CHANNEL FOR EACH GROUP DETERMINED BY CONSIDERATION OF FORMALITY AND REACH Formal Presentations Letter to staff Benefits of One UN UK US Every month ? By field office or HQ? For children For HQ For UNCT For gov. Media Discussions (one to one or group) Voice messages / Conference calls Com toolkit Key messages Objectives Rationale Key staff concerns to address Informal One to One One to Many Reach Existing media to be leveraged where appropriate

IDENTIFICATION OF AVAILABLE MEDIA
Examples of top-down communications Examples of interactive communications Formal memo updates / announcements Bulletin board announcements s Newsletter articles (share success stories) Management presentations Department meetings Staff meetings Formal training sessions (large / small groups) New processes, forms, schedules Internet FAQs Small group / department discussions Focus groups One-on-ones with vocal resistors Telephone briefings / surveys Pilot group feedback sessions What’s working / not working Web surveys / pulse checks Good for questions about attitudes and motivations, impact of change Anonymous question / suggestion box Team-building / trust-building activities Which ones are at your disposal? Goal should be to use wide range of media as appropriate, but with consistent message

DEFINE COMMUNICATION FREQUENCY AND MEDIA CHANNEL FOR EACH STAKEHOLDER GROUP
Agency HQ ... ... Regional Leadership ... ... HQ etc DGO, CEB, SG ... ... Senior Management ... ... All pilot staff ... ... Pilot Country Key Opinion Leaders ... ... Staff At Risk ... ...

PROFILE CURRENT COMMUNICATIONS TO IDENTIFY GAPS
Example: Internal UN Stakeholders What conclusions can we draw? Formal Mgmt Reports UN retreats All staff bulletin Need increase in informal, one-to-one support being generated Need additional sources for informal and widespread distribution of information (Intranet site) Need more targeted one-to-one, formal communications to bolster buy-in across the system ... News Letters Extranet site Media Intranet site Informal One to One One to Many Reach Audience Senior management All staff

DEVELOP RELEVANT MESSAGES PER TARGET GROUP
Key questions to ask: What do I want my audience to know/feel/do/remember ? What does my audience know about the topic ? What do they need/want to know ? What are my audience's concerns, fears, hopes related to the topic ? What "trading" possibilities do I have ? what does the audience need/want that we can offer ? How do they like to get information? How do we get feedback from them? ... Common ways to fail... Communicate “management” values, not employee values Use “management” language, not employee language Ignore implications in day-to-day actions Present in stiff, easy to ignore manner

TEMPLATE FOR PILOT COMMUNICATIONS STRATEGIES
Audience Comms plan Perception Objective Key message Channel Owner / Spoke-people Action Timing / Location Supporting material Measure-ment Remarks Govern-ment Key opinion leaders (UNCT) All Pilot staff Donors

CHECKLIST: COMMUNICATIONS PLAN SHOULD ANSWER ALL THESE QUESTIONS
Do we know what the preferred communication approach and tools are? Do we know what has already been communicated about the project (internally and externally) and how things were received? Is top management aware of the necessity and impact of communication? Are they ready to invest time and effort in communication? *** Do we have a clear idea of who the various target groups/stakeholders are, what they know, how they feel, what they expect? Do we know what our goals are for each group? Is there an overall communication plan for the duration of the change effort? Are the immediate short-term steps fully detailed, agreed upon and prepared (dates, sequence, for whom, what, by whom, end-products, follow-up, ...)? Do we have the tools/processes in place to measure the effects of the communication (feed-back loop) and ensure corrective actions are taken? Are the external and internal communication approach/messages coherent and coordinated?

COLLECT FEEDBACK And act on it !
Ways to collect feedback Formal Surveys (written, web-based, telephone, ...) Written evaluations/comments Performance reviews; 360 feedback Pulse checks Feedback collected during meetings or gatherings Field visits One-to-one interviews Focus groups Eating in employee restaurants and understanding “word on the street” / rumours Informal

KEY SUCCESS FACTORS FOR INTENSIVE COMMUNICATIONS
Process success factors Content success factors Make sure to involve top management in the communication process Acknowledge past projects, efforts, successes 1 6 Make sure to involve HR in the process to validate approach with them (staff associations, etc.) 2 Put yourself in the shoes of the receiver: how would you react to the message? 7 Anticipate and measure: Communication is about 'action/reaction' Keep in mind that people's first question is: what's in it for me? 3 8 Make sure your communication is followed up by action: make it real to build trust Link project with other initiatives in the organization: How does it all fit and make sense? 4 9 Listen ! And allow for interaction and two-way communication Make messages as concrete as possible 5 10 Remember, you can never communicate enough...

SOME FINAL THOUGHTS: DON'T FALL PREY TO COMMUNICATION MYTHS
The following myths are very prevalent and they are absolutely wrong. If you find yourself thinking these things, an alarm bell needs to go off! We want to wait until we are ready with all the answers before we communicate We aren't communicating because we haven't said anything yet The only people we need to be concerned about are the ones who are participating now We don't need to communicate because there is nothing new We've addressed this before so it's done They know what we know; all they're interested in is the results It's someone else's job to communicate It may have taken us months to figure this out, but you can get it in one presentation/article/conversation

DAY ONE PM SEATING PLAN Table #1 Table #3 Sari Bjornholm (CV)
Cyriaque Ngoboka (RW) Caroline Den Dulk (Viet) Eshila Maravanyika (Tanz) Silvia da Rin Pagnetto (Uru) Luis Zaqueu (Moz) Cassandra Waldon (UNDP) Nick Parsons (FAO) Thierry Delvigne-Jean (Moz) Tahiro Gouro (CV) Eldisa Lloshi (Alb) Zarak Saleem Jan (Pak) Theresa Smout (Tanz) Michael Coleman (Viet) Manoel de A. e S. (DPI) Peter Smerdon (WFP) Dawn Minott (RDT) Table #2 Raabya Amijad (Pak) Nora Kushti (Alb) Peter Reeh (Moz) Nguyen Thi Ngoc Van (Viet) Esteban Zunin (Uru) Frederik Matthys (RW) Nora Godwin (UNICEF) Corinne Perthuis (ILO)

SESSION II: SHARING EXPERIENCES AND BEST PRACTICES
Rubric: Discuss best practices for coordinating communication – share examples from some pilots, input from resource people Break into groups and identify a new spokesperson for each table Each table to discuss themes and best practices, building on all the discussion to date Discuss what elements are local vs all pilots vs global Discuss identified support needs, to be noted for discussion Come up with creative new ideas to add (?!) Propose some concrete steps for 2007 and beyond Spokesperson raises key issues for table, followed by discussion Discuss best practices for coordinating communications at country level and more broadly Understand what it would take to achieve end-state vision identified earlier Discussions and flip-chart output on all of the topics (here and previous) will be summarized for discussion tomorrow morning

STOP YAWNING, AND GO PLAY OUTSIDE...
See you at 7:30pm for drinks / dinner!

“COMMUNICATION FOR CHANGE” UN RETREAT DAY 2
Kievitz Kroon Country Estate 4 May 2007

DAY TWO SEATING PLAN Table #1 Table #3 Eshila Maravanyika (Tanz)
Frederik Matthys (RW) Cyriaque Ngoboka (RW) Nguyen Thi Ngoc Van (Viet) Luis Zaqueu (Moz) Esteban Zunin (Uru) Ashik Ganapathy (RDT) Cassandra Waldon (UNDP) Corinne Perthuis (ILO) Michael Coleman (Viet) Tahiro Gouro (CV) Zarak Saleem Jan (Pak) Nora Kushti (Alb) Peter Reeh (Moz) Theresa Smout (Tanz) Manoel de A. e S. (DPI) Nick Parsons (FAO) Table #2 Raabya Amijad (Pak) Sari Bjornholm (CV) Thierry Delvigne-Jean (Moz) Caroline Den Dulk (Viet) Eldisa Lloshi (Alb) Silvia da Rin Pagnetto (Uru) Nora Godwin (UNICEF) Peter Smerdon (WFP) Dawn Minott (RDT)

INTRODUCTION & RECAP OF OBJECTIVES
Introductory remarks Three objectives: To develop a shared understanding of communication challenges and opportunities associated with ‘One UN’ implementation Including best practices sharing To assist pilot countries in strategic communications planning Identification of audiences, messages and channels for effective external and internal communication on the “One UN” pilots To strengthen participants’ ability to use communication as an effective tool for implementing UN reform Hands-on training component

RECAP: YESTERDAY... 5 4 Coffee Break ~4:15 3 Lunch ~13:15 2 Coffee
18:00 5 Concrete steps and activities in 2007 (and beyond) 4 Sharing communication experiences Coffee Break ~4:15 3 Strategic communication tools Lunch ~13:15 2 Approaching change from communication perspective Coffee Break ~11:30 1 Opening discussion on opportunities and challenges Ensure agreement on objectives 8:45

PLAN FOR TODAY & TOMORROW
5 Focal point networking session 4 ~16:30 Wrap-up, support needs, next steps 3 Role-plays, refinement of comm plans Lunch ~13:15 2 Working groups: developing comm plans Coffee Break 1 Internal & external stakeholders and views Today Tomorrow Introduction, review of objectives & format Hands-on communication training 8:30

REMEMBER: ‘CHANGING TWICE’ (OR EVEN JUST ONCE) WILL RESULT IN AN EMOTIONAL JOURNEY
Note: This curve reflects the 'classic' situation if change is well managed. In other situations the curve may evolve dramatically differently Source: The Change Monster, by Jeanie Duck (Used with permission)

EACH EMOTIONAL PHASE OF CHANGE EXHIBITS
PREDICTABLE TRAPS AND UNIQUE MANAGEMENT CHALLENGES Phase Traps Management Challenges Phase One: Stagnation Phase Two: Preparation Phase Three: Implementation Phase Four: Determination Phase Five: Fruition Organization assumes it’s safe Feels no serious threat or compelling opportunity Knows change is needed but is unsure what to do Lacks confidence in self and management Rush to the answer and jump into action Fail to clarify scope, constituencies, robust plan Fail to balance broad vision with detailed plan Fail to appreciate the complexity of communications Core group gets too far ahead Assume readiness and understanding Early wins generate unrealistic expectations Take easy actions, leave long, hard ones unaddressed Results slower than expected Enthusiasm wanes; burnout occurs Gloom and doom scenarios and blaming proliferate Don’t celebrate or share rewards/recognition Fail to reflect and harvest lessons learned Allow accomplishments to become sacred cows Allow Fruition to fade into Stagnation Create a healthy dissatisfaction with the status quo Generate appetite for change Build required capabilities skills, beliefs, behaviors Unite the leaders; prepare to be tested Develop credible action plan strategy, plan to generate energy, enthusiasm robust communications plan Manage expectations and experience Address beliefs and behaviors directly; reinforce what’s desired Keep focus and clear accountability Validate the vision Stay in touch and stay flexible Leaders drive action, make any necessary trade-offs Address morale issues to increase motivation Broadly share praise and rewards Leverage learning to build change capability Prepare for next cycle Recruit new blood and new perspectives Do we really have to change? Will this plan work? What’s in it for me? Will mgmt make the hard decisions? Can we stay here? Source: The Change Monster, by Jeanie Duck (Used with permission)

KEY DISCUSSION TOPICS FROM YESTERDAY
Local issues vs pan-pilot issues vs global issues What can we do ourselves? On what issues do we need guidance? Role and structure of communication mechanisms UNCG / regional bodies / global bodies Inclusivity vs focus Relates to ‘One Programme’, NRAs, but also joint communication “Consensus slows us down, but without it we get flak” Communicating the results vs communicating the process Depends on the desired outcome, audience, medium, etc Ensuring “senior” ownership How to best use limited resources How can we effectively prioritize (while lobbying for increased budget)?

KEY COMMUNICATION CHALLENGES AND OPPORTUNITIES IDENTIFIED ARE INTERTWINED
Multiple brands and voices need to be coordinated Avoid “one size fits all” Involving the government, donors, staff Finding right Incentives for collaboration, as all agencies want/need to see themselves in the product Using UNCG can be unwieldy in some countries Communication of results / impact, rather than process of change Using the brand diversity as a positive thing, leveraging agency expertise in various ways (to also avoid new structures) Share best practices commonly Bring people together early through communication Opportunity to expand / think outside the box Make UNCGs effective, use for increasingly more and more Take the chance to address perceptions of UN as inefficient, or extension of government; make value clear

OTHER MAJOR COMMUNICATION-RELATED THEMES IDENTIFIED
Lessons learned and other ideas Implementation can be slowed by uncertainties about how different HQ players view reform Job security (UN staff) Little clarity to date on pilot evaluation criteria Frustrations at perceived (and sometimes real) exclusion can magnify otherwise small issues Messaging from different sources can appear inconsistent or uncoordinated (region, HQ, DGO, etc...) Details matter – “little things” can affect perception in big ways Need for open and unambiguous top-down support for the ‘One UN’ reform agenda Ensure clear vision for end result, which maintains needed visibility Improve transparency and trust by frequent contact (even when the answer isn’t yet known) Identify and reach out to key opinion leaders Full transparency about the process and status of discussions Ensure consistent messages (Regions, UNCT, HQ) Necessity for constant and early communication With all agencies incl. non-resident Pilots should drive their own messages, and other UN stakeholders should follow this lead (?) Central messages re: ‘One UN’ should be agreed by inter-agency working groups (?) Be aware of common perception of RCO = UNDP = (at least until firewall instituted...probably after too) e.g. domains being adjusted; should be UNDP if UNDP, UN if RC / RCO

SOME SPECIFIC IDEAS, OPEN QUESTIONS AND SUPPORT NEEDS
Ideas for specific communication elements / best practices Q&As with different stakeholders in mind – room for corporate support Recorded RC interviews Maximize face to face communications (e.g. townhalls) UNCT websites – room for best practice sharing Leverage agency / other pilot experiences regarding corporate identity / logo joint press releases can be agonizing but confidence building and help with culture changes Open Questions: What is ideal structure for UNCG? Role of RCO? Role of DPI/UNIC? Who makes what decisions and what are accountabilities? What is done at country level and what at region/HQ? Need to understand roles / time breakdown, with clear ToR. Goal is to have sustainable structure, not just goodwill based. Can we build on global mechanisms for agencies to discuss communication? Support needs Use 8 for 1 more, sharing country-specific materials that could be leveraged Possible training for UNCGs DGO – develop and share understanding of views of donors Need for consistent global response / strategy, and mechanism to endorse it

SESSION I: VIEWS FROM INTERNAL AND EXTERNAL STAKEHOLDER GROUPS
Brief thoughts (to follow) on internal and external communications perspectives Question guide for group: Is it all clear – what needs clarification? What does it mean – your observations on implications? What are the similarities between concerns of internal and external stakeholders? What are the differences?

INTERNAL STAKEHOLDERS Examples of Major Internal UN Concerns
Fears for employment and agency identity “Will I be viewed as a traitor by my agency if I participate?” “Will my agency still be able to perform its mandated functions?” “Does ‘One Office’ mean I will lose my job?” “Are we cutting down on agencies?” Uncertainty regarding support from the UN system “What does my agency really think about this reform?” “How do we solve key technical issues at country level?” Anxiety over the effort involved in the reform “How much is expected of me in this process?” “How do we ensure that we don’t neglect our programmes during this process?” Uncertainty regarding the rationale and process for ‘One UN’ reform “Is this really going to work?” “Can we still fundraise? Can we still do our own activities?” “Why are we starting at country level, not HQ? We need guidance!”

EXTERNAL STAKEHOLDERS Substantive Issues to Address in Communications Plans
Governments Donors Articulation of key benefits Key concerns Process clarity needed Cost savings Reduced transaction costs Improved service to national needs (efficiency, efficacy, coordination) Impact on national staff Reinvestment of cost savings in programme budget “Is this a donor-driven agenda with the ultimate goal of trimming UN operations?” Extent of government ownership Expected timeline, project mgmt responsibility Holding UNCT accountable for delivering change Extent of UNCT freedom to personalize ‘One UN’ Improved and strategic programme prioritization Reduced transaction costs for donors and governments Ability of reformed UN to absorb increasing aid flows Extent of, and rules governing, pooled funding Absolution from fears of ‘donor agenda’ “Are we once again wasting ODA on internal reform processes rather than development results?” Relationship of ‘One UN’ to high-level panel Extent of UNCT freedom to personalize ‘One UN’

COFFEE BREAK

SESSION II: DEVELOPING COMMUNICATIONS PLANS
Rubric: 3 working groups (by table, but using rooms upstairs as needed): Internal (focused on overall change issues – audiences could include regions / staff / etc) External (focused on change issues for key government and donor stakeholders) External (focused on change issues for key media, public, civil society stakeholders) Develop elements for communications plan targeting either internal or external stakeholders and their concerns Focus on key messages and themes, and segmentation of messages; touch upon media and frequencies as needed, responsibilities Different countries already have communication plans to some degree; let’s build upon them using the combined expertise in the room When we reconvene together, we’ll put these plans to the test...

TEMPLATE FOR PILOT COMMUNICATIONS STRATEGIES
Audience Comms plan Perception Objective Key message Channel Owner / Spoke-people Action Timing / Location Supporting material Measure-ment Remarks Govern-ment Key opinion leaders (UNCT) All Pilot staff Donors

SESSION III: TESTING THE COMMUNICATIONS PLANS
Rubric: Each group presents its plan ‘Audience’ (other two groups) role-plays the target stakeholder groups (e.g. donors, government, etc), reacting and constructively critiquing the plan that has been presented Are there any gaps? Does anything not make sense? Are any concerns left unattended? What are implementation issues? What are priorities – which elements are absolutely critical? Open discussion on how to refine the plans, captured by rapporteurs

SESSION IV: DISCUSSION OF SUPPORT NEEDS
Rubric: Presentation of the ‘parking lot’ of support needs Presentation of DGO support offering Discussion Any additional needs / barriers to plan implementation? Any that are no longer so important? Which are the priority needs? Wrap-up of communications planning & support needs discussions Next steps

WHAT DID WE WANT TO GET OUT OF THIS RETREAT? From Thursday Morning
Understand where we stand and where we are going Lessons learned by other countries on communications Meet / network with other focal points / pilot countries Learn how other pilots are doing Share ideas and listen to issues Use experiences and best practices to overcome challenges Learn more tools for communication Understand the different roles required as part of “Delivering as One” Understand perceptions of the UN in country Therapeutic value of knowing we’re not alone Clearer picture of where we’re heading See how One UN can strengthen overall communication plans and principles Learn what’s expected of us and how we can share vision Develop an approach that can work widely Understand clear next steps and follow up to this meeting Speak frankly without politics about what works and what doesn’t Deal with implementation as well as strategy Understand what the support needs are, and from whom Compete together, not against each other

CLOSING QUESTIONS Looking back in ten years what will make you feel most proud? Least proud? What are the greatest challenges that you believe the team will face in achieving your most proud outcome? Closing remarks

DAY ONE AM SEATING PLAN Table #1 Table #3 Raabya Amijad (Pak)

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