1. ASAL STAKEHOLDER FORUM (ASF) PROPOSED COMMUNICATION STRATEGY September 2013

2. › This document explains the approach to the segmentation and management of ASF’s key stakeholders. › It is designed to provoke discussion and is not a prescriptive document › The recommendations, observations and approaches identified in this document have been produced as the result of inquiry and research into best communication practices relating to social change processes

3. › A Communication Strategy is a plan for communicating information related to a specific issue, event, situation, or audience. It serves as the blueprint for communicating with the public, colleagues and other stakeholders › Communication strategies differ depending on the functions of the organisation – eg. Advocacy, social mobilization, behaviour change communication - finding which communication components are suitable to achieve the organisational objectives › The recommendations, observations and approaches identified in this document have been produced as the result of inquiry and research into best communication practices relating to social change processes

4. › Communication Objectives › Target Audience › Tools and channels › Implementation plan › Monitoring and Evaluation

5.  Informal network of organisations and institutions working in the ASALs  ASF has no legal status  Relies on financing and support from members and donors  Currently in the process of recruiting members

6. Its functions are: 1. Networking and Coordination – information sharing and learning 2. Joint Action – Collective voice and influence 3. Advocacy and Resource Mobilization for ASALs – to those with power, influence and resources 4. Accountability – Using agreed standards and best practice in building of consensus on ASAL development issues Its priorities relate to building and strengthening the network and ASF institutional structures.

7.  Organisations involved in ASAL development - ASF, public sector-government ministries and provincial administration, private sector, Community based groups and organizations, faith based organisations, international and national NGOs, UN agencies, research institutions, universities, among others. ASAL Secretariat is also included.  Donors and development partners that provide support to these organisations.  ASAL citizens and the institutions which represent them, including community-based organisations, producer groups, and other networks.

8. Internal Audience  Members of the National and County Steering Committees  Chair, Vice-Chair, Secretary and Treasurer of the Committees  ASF Members  ASAL Secretariat  ASF National Coordinator External Audience  County Governors, Senators and Members of Parliament  Government Ministries, Departments and Authorities, including the Directorate of Arid and Semi Arid Lands, the NDMA, and other parts of government  Local and International NGOs working in ASAL counties  Community Based Organisations working in ASAL counties  Research and academic institutions  Faith based organisations  Producer groups in ASALs  Private sector organizations working in ASALs  Development partners  Local and international media

9. Internal Audience  Members of the National and County Steering Committees  Chair, Vice-Chair, Secretary and Treasurer of the Committees  ASF Members  ASAL Secretariat  ASF National Coordinator

10. Key messages should centre on changing attitudes on ASALs by emphasizing the following:  The ASALs are rich in potential and opportunity with significant resources  Pastoralism is a legitimate livelihood source for the communities that should be nurtured and exploited  There is hope and confidence in the future of ASAL areas characterised by peaceful co-existence among ASAL communities  All stakeholders must work together to develop ASAL area  ASF members are committed to ensuring coordinated approach to ASAL development

11. Task 2: What is the unique selling point of the ASF? ASF’s unique elements are:  broad range of stakeholders working in the ASALs that it serves consisting of: › research › academia › non-profit organisations › scientists › private sector › communities › policy makers  its membership structure This collects not only science, but also indigenous knowledge, technical expertise and first-hand experience. The membership structure enables ASF to speak objectively for stakeholders across the ASALs while promoting dialogue and collective action.

12. Broad objectives of ASF communication strategy are to:  Assist the ASF in communicating effectively with organisations involved in ASAL development – such as public sector, private sector, international and national NGOs, UN agencies and research institutions; donors; ASAL citizens and the institutions that represent them, including community-based organisations, producer groups, and other networks. Key principles of the strategy are:  Information and knowledge products disseminated by ASF should be easily and widely accessible to all stakeholders.  Every opportunity to interact with stakeholders should be exploited.  There should be effective feedback channels accessible to all stakeholders  Constant review of communications strategies is required to cater for all types of stakeholders

13. Key Communication Strategies 1. Facilitate networking, dialogue and consensus building 2. Strengthen the capacity of ASF members and other stakeholders to meaningfully participate in and influence policy processes 3. Develop and implement a public relations program to increase ASF’s profile, reputation and membership

14. 1. Facilitate networking, dialogue and consensus building - interaction and sharing of ideas; to ensure strong collaborative partnerships and continuous dialogue among various interest groups that champion and coordinate development in the ASALs to ensure there is consensus on how to address ASAL challenges and exploit opportunities in national policy, programming and resource allocation - Facilitation of networking among development professionals and technical specialists to enable them develop relevant methods and tools to guide in formulation of possible strategic options Methods : Formation of working groups at county level; workshops and informal meetings, online fora, social media

15. 2. Strengthen the capacity of ASF members and other stakeholders to meaningfully participate in and influence policy processes - The ASAL people’s lack of access to reliable information is disempowering and undermines their capacity to make decisions and defend their own interests, and this leaves them vulnerable to deliberate manipulation. Capacity building is one way of raising awareness of weak groups; socializes knowledge and information; strengthens those who are less influencing or excluding actors and gives them ability to become conscious of their basic rights and to overcome the causes of exclusion. Promotion of knowledge sharing and learning to be done through platforms like ASF website and online database, publications, meetings/workshops, and other channels. It will be critical a knowledge sharing platform that fulfils the needs and interests of stakeholders shared Establishing public participation mechanisms to engage citizens and other stakeholders to augment their voice in county and national policy processes. Here open forums will be useful.

16. 3. Develop and implement a public relations program to increase ASF’s profile, reputation and membership - This strategy involves promoting ASF through talks, posters, and exhibits at major events and publicity through sending press releases and statements to the mass media like newspaper, television and radio. It also involves raising awareness of ASF through social media like Facebook, Twitter and blogs To create a positive image of the ASF activities will include:  Organizing and participating in a wide range of public relations activities – including celebration of ASF achievements  Sharing and celebrating ASF successes  Developing appropriate promotional materials such as media placements, advertorials and media kits that inform and promote a positive image of ASF  Use of websites, blogs and social media tools (with promotional content) to raise ASF awareness – development and updating

17. Internal audience  ASF internal audience consists primarily of the ASF national and county steering committees and the membership. The main tools and channels for internal communications are:  Email  Online database  Face to face meetings  Postal mail  Workshops  National forum

18. External audience  ASF external audience consists primarily of the County Governors, Senators and Members of Parliament, ministry officials, CBOs and NGOs working in ASAL counties, producer groups, private sector organisations, development partners, faith based organisations, media and research and academic institutions. The main communication channels include:  ASF website  Social media  Print materials  Public relations (PR) activities and advertising/paid editorial  Conferences and workshops

19. Steering Committees, ASF membership p and ASF Secretariat have a key role in its implementation. Role of ASF Secretariat:  Implementing the PR activities  Ensuring the ASF members’ communication maintains a consistent programme message  Establishing ongoing contact and maintaining a healthy relationship with members and other identified stakeholders  Documenting feedback perceptions, issues and requirements  Identification and management of stakeholder issues  Membership registration; updating the register of stakeholders, grouping them according to their interests  Organising stakeholder workshops - to discuss the ASF progress and build capacities

20. Role of Steering Committees  The National and County Steering Committees to take ownership of the communication strategy and processes and guide or instruct the implementation accordingly. Role of ASF Membership The ASF membership has a role in:  Sharing of experiences  Providing information and data  Dissemination of information and skills to communities  Popularization of the Forum and recruitment of new members  Mobilization of resources  Transfer of capacity and technology (infusing science and technology in development work)  Scanning the policy environment to seize the opportunities of engagement in ASALs