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Development Communicatio
n
External Affairs Vice PresidencyThe World Bank
From CAS to Project LoanFrom ESW to Actual
Reforms
Development is about:
which needs to be sustainable and accepted by societies and people
Change Social transformation
Increased democratization of the development process
Demand for transparency
A holistic approach: economic, social, political, institutional, cultural and environmental issues to be considered
Demand for increased people’s participation in decision making
The New Development Process
The Process Demands
Listening
Public Awareness and Understanding
Consensus
Partnership
Social Ownership
Soundtechnical &
financialpolicy
(Project, ESW)
DesiredOutcomeImplementation
Ownership
Input from political economy, social, cultural context
Things Didn’t Go Right in the Past,
OED Reports… “Throughout the implementation of the Structural
Adjustment Program in Lao PDR, the government was hindered by a lack of consensus among groups, some of whom found the market-oriented reforms culturally alien.” - Performance Audit Report: “Lao PDR: SAC I & SAC II”, 1995
“The OED study finds that though the Bank’s policy advice was sound, little privatization had taken place by 1992. One of the major obstacles has been distrust of the benefits of the privatization measures on the part of the population.” - “Industrial Sector Reorientation in East Africa”, 1994
OED Also Reports… “Poland’s Economic Transformation Program has shown
that building up and maintaining political support for reforms is essential to the success of any economic transformation program. Although the Polish economic team had a clear vision, it did not succeed in sharing that vision with the public at large. Mass demonstrations and widening divisions within the coalition led to erosion of parliamentary support and eventual change in government, making further enactment of reforms difficult.” - Performance Audit Report: “Poland: Structural Adjustment Loan”, 1995
“In terms of Bank assistance, the recommendations are: Making better use of ESW. More resources need to be allocated to dissemination and constituency building.” - “Kingdom of Morocco Country Assistance Review”, 1997
Assessing Aid findings
Projects that sought beneficiaries’
involvement achieved 68% success,
those which didn’t, achieved 10%
success
Compelling case studies that suggest
stimulating public debate leads to
reform and better performance
20%
30%
40%
50%
60%
70%
80%
90%
No Economic Reform
Understanding by Leadership
Public Understanding% of Respondents Rating Impediment as Serious Obstacle to Economic Reforms Recently*
No Sense of Crisis
Social & Poverty Considerations
Weak Institutional
Capacity
Lack of Cohesive Reform Team
No Economic Reform
Understanding by Population
Corruption & Vested Financial
Interests
Short-Term Political Factors
All Respondents Public Sector Respondents
*Survey of senior public service and civil society representatives from 63 developing/emerging economiesKaufmann, D., Listening to Stakeholders on Development Challenges and WB Instruments in their Countries, 1996
Constraint Causes EffectsLack of consensus Lack of information Weak government commitment
Lack of political will Slow process
Ideological beliefs Reluctance to sell profitable enterprises Vested interests
Political uncertainty Historical setting Tardiness Democratization Investor uncertainty Forthcoming elections
Inadequate Weak institutional and Lack of transparencymanagement human resources capacity Distrust of valuation methodscapacity Lack of commitment Poor design and preparation
Fragmentation Incomplete transactions
Legal constraints Old legislation Insufficient authority given to Lack of commitment agency Weak judicial system Slow process
Lack of ownership Institutional jealousies and Lack of consensusof the program government interference
Lack of involvement of Perception of program as driven indigenous private sector by external agencies
Donor driven Tardiness
*Oliver Campbell White and Anita Bhatia, The World Bank, 1998
Top Five Constraints on Privatization in Africa*
The New Political Battleground
“For opponent of Privatization, who believe that access to clean water is a human right, The Cochabamba
Water War became an event of surpassing interests. There are many signs that other poor communities, especially in Third World cities, may start refusing to accept deals that put a foreign corporation’s hand on
the neighborhood pump or household tap. Water actions may turn out to test the limits of the global
privatization gold rush.”The New Yorker, April 8th, 2002
Local concerns become immediately global
Strategic Communication or Communication for Behavior
Change
“the development of programs designed to influence the voluntary behavior of target audiences to achieve management objectives.”
A Process in Need of Professional Expertise
“Aguas del Tunari seemed to have given little thought to how its plans would be received in Cochabamba. The
International Water executives who were actually doing the work in the city were engineers, not
marketers, and being newly arrived abroad, they were not attuned to the problems or passions of the
Bolivian Public. Geoffrey Thorpe, the company's manager, simply said that if people didn’t pay their
water bills their water would be turned off.”
The New Yorker, April 8th, 2002
Projects/Initiatives Should be Assessed from a
Communication Perspective
Pre-approval Approval Post-approval
Communication Continuum
DevComm is a Management Tool that Deals with Five Key
Decisions:1) Audience: Clustered according to position/interest
2) Behavior and attitude: Change in behavior and attitude
needed
3) Messages: Appropriate for different segments of
audience
4) Channels: Effective and with appropriate capacity
5) Evaluation: Success/failure of communication strategy
The Process of Strategic Communication
Communication Research/Assessment
Communication Design and Implementation
Monitoring and Evaluation
3 STAGES/PHASES:
The Process of Strategic Communication
Main Functions: Dialogue among Stakeholders and Situation Analysis
Main Tools: Audit, Opinion Polls, Surveys, PRCA, etc.
Main Outcome: Consensus on Objectives
STAGE/PHASE : Communication Research/Assessment
STAGE/PHASE : Communication Design and Implementation
Main Functions: Design Strategy to Achieve Change
Main Tools: Related Approaches and Media Products
Main Outcome: Intended Change Achieved
The Process of Strategic Communication
STAGE/PHASE: Monitoring and Evaluation
Main Functions: Indicators for Formative and
Summative Evaluation
Main Tools: Baselines, Surveys, Polls, PME, etc.
Main Outcomes: Process on Right Track, Proof of
Change Achieved
The Process of Strategic Communication
Development Communications Helps
In Guatemala, workers supported privatization when they were approached innovatively and strategically through their wives with share-options and benefits circumventing opposing union leaders.
Adam Smith Institute, 2001
Development Communication Helps
Reform Program in Cote d’Ivoire Succeeded with Planned Communication to:
Build consensus for reforms Look into political, cultural and social
dimensions along with economic issues Share experience from other developing
countries.OED Report, 2000
Development Communications Helps
In Cape Verde, Privatization Program Succeeded as Strategic Communications Focused on:
“Political commitment and support to privatization”
“Ownership building and stakeholder participation”
Labor retrenchment through consultation and “Communication campaigns to build public
support and ensure transparency.”OED Report, 1998
Summary Notes
Analyze and incorporate in the planning stage the socio-political context of the reform
Define the scope of the public debate Actively listen to stakeholders and engage in an
ongoing dialogue Manage expectations Make use of communication specialists Build political and social consensus Promote local ownership
“The path to true invincibility lies in victory
without battle and strength through understanding”
Sun Tzu
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