KOMKES- P-PROSES.pdf

8/10/2019 KOMKES- P-PROSES.pdf

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Steps in StrategicCommunication

HEALTH COMMUNICATIONP A R T N E R S H I P

The new

P-Process


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THE HEALTH COMMUNICATIONPARTNERSHIP

The Health Communication Partnership (HCP)links five leading institutions together toaccomplish its goal of strengthening public healthin the developing world through strategiccommunication programs. HCP and its partnerswork to create an environment that encouragesindividuals, families, and communities to actpositively for their health and to access andadvocate quality services.

This integrated approach to improvinghealth is based on growing evidence thatstrategic health communication can influencebehavior. In addition to the five main partners,HCP works with many Southern-basedpartners worldwide as well as globalprogramming partners, especially from thecorporate, education, and faith-based sectors.For a complete list of HCP partners, seewww.hcpartnership.org.

Supported by the U.S. Agency forInternational Development (USAID),HCP includes Johns Hopkins BloombergSchool of Public Health/Center forCommunication Programs, the Academy forEducational Development, Save the Children,The International HIV/AIDS Alliance, andTulane Universitys School of Public Health andTropical Medicine

December 2003


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THE P-PROCESSSTEPS IN STRATEGICCOMMUNICATION

Evaluation &Replanning

Step 1 ANALYSIS

Step 2 STRATEGIC DESIGN

Step 3 DEVELOPMENT & TESTING

Step 4 IMPLEMENTATION & MONITORING

Step 5 EVALUATION & REPLANNING


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Communicating strategically requiresa clearly defined strategy with specificgoals established in advance. The

P-Process is a framework designed to guidecommunication professionals as they developstrategic communication programs. This step-by-steproad map leads communication professionals from aloosely defined concept about changing behavior to astrategic and participatory program with a measurable

impact on the intended audience.The P-Process is used to develop communication

programs addressing a wide range of topics such asencouraging safer sexual behavior to prevent HIVtransmission, promoting child survival, reducingmaternal mortality, increasing contraceptiveprevalence, preventing infectious diseases, orpromoting environmental health.

The Health Communication Partnership (HCP)addresses family planning, maternal health, childsurvival, HIV/AIDS, and other infectious diseases

such as malaria and tuberculosis. HCPs programs aredesigned to initiate positive change across three broaddomains: within social-political environments, inhealth service delivery systems, and amongcommunities and individuals. The P-Process is key todesigning successful communication strategies tostrengthen public health worldwide.

Used successfully around the world to designhealth communication programs since 1982, theoriginal P-Process has now been revised to reflectbetter both the goals of HCP and the overall

evolution in the field of strategic communication inthe past decade.

Major changes include the following:

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STRATEGIC

COMMUNICATION


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Participation and Capacity StrengtheningThese two concepts appear throughout this revisionbecause they are considered essential to buildingstrong partnerships and coalitions from the internationaland national level to the local and community level.Both concepts are also crucial to increase thesustainability of program efforts and outcomes.

Expanded Analysis

Although the first step remains analysis, this revisedP-Process divides Step One into a situation analysisand a communication and audience analysis.

Emphasis on Community and ProcessesIn Step Three, this revised P-Process underscores theneed for participatory processes and the facilitationof group action to address health issues.

Implementation and MonitoringStep Four of the P is larger to indicate the relativesignificance of this step in any program.

Management and FeedbackThe original P-Process linked management toimplementation and monitoring in Step Four. In thisrevised version, management is no longer exclusivelypresented as part of the fourth step because it iscentral to and inferred in all steps of thecommunication programming process.

Return to Analysis or Strategic DesignThe original P-Process completed the circle of the Pby bringing Step Fiveimpact evaluationback tothe design stage. This revision allows communicationprofessionals to use impact evaluation results to return

to either the design stage, if expanding or revisingexisting programs, or to the analysis stage, ifdeveloping new programs.

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AND THE P-PROCESS


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Analysis is the first step in developingeffective communication programs, but

this step does not need to be long and detailed if theprogram is built upon well-documented pastexperiences. Program staff need to understand theproblem, the people, their culture, existing policiesand programs, active organizations, and availablecommunication channels. Usually much of thesituation analysis is available from demographic,

epidemiological, sociological, and economic studiesand accessing such data will speed up the steps below.

SITUATIONANALYSISConduct a situation analysis resulting in an in-depthdescription of the major health and developmentproblems being addressed:

Determine severity and causes of problemsReview existing health and demographic data,survey results, study findings, and any other

information available on the problem.Identify factors inhibiting or facilitatingdesired changes

Consider the basic social, cultural, and economicchallenges facing the people the program wouldlike to reach.

Develop a problem statementDevelop a clear statement that sums up theproblems to be addressed.

Carry out formative researchListen to understand the audiences needs and

priorities. Conduct baseline research, bothquantitative and qualitative, to establish thecurrent status and accurately measure theprograms progress and final impact.

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STEP 1

ANALYSIS5

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AUDIENCE/COMMUNICATIONANALYSISFrom the overall situation analysis, carry out adetailed audience and communication analysis.

Conduct a participation analysisAt the national and international level, identifypartners and allies to help initiate policy changeand strengthen communication interventions. Atthe community level, segment the primary,secondary, and tertiary audiences. Identify fieldworkers/change agents.

Carry out a social and behavioral analysisAssess knowledge, attitudes, skills, and behaviorsof participants at the individual level using datafrom formative research and additional in-depthstudies, if required. Identify social networks,socio-cultural norms, collective efficacy, andcommunity dynamics (including leadershippatterns) at the community level.

Assess communication and training needs

Analyze audiences media access and use; thecapacity strengthening needs of local media,traditional media, NGOs, and communicationagencies; the organizational capacity of partnersand allies; and other resource needs. Determinethe availability of communication materials andskills development needed for interpersonalcommunication and counseling.

In many cases programs will be built on existinginitiatives and the process of analysis need not be

long and arduous if program staff access allavailable resources and listen to all participants.

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ANALYSIS (continued)


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Every communication program or projectneeds a strategic design. Follow these steps:

Establish communication objectivesSet objectives that are Specific, Measurable,

Appropriate, Realistic, and Time-bound(SMART). Select key audience segments andquantify the changes in knowledge, attitudes,skills, behaviors, policies, or process changes

expected within a specific time.Develop program approaches & positioning

Select a behavior change model upon which tobase the program. Explicitly state the assumptionsunderlying the basic strategy and approach.Explain why and how the program is expected tochange health behavior. Position the programclearly to benefit the audience.

Determine channelsConsider a coordinated, multimedia approach fora synergistic impact. Where possible, achieve scale

by including mass media tied to communitymobilization and interpersonal communicationamong family, friends, community, social networks,and service providers.

Draw up an implementation planDevelop a work schedule with regularbenchmarks to monitor progress. Prepare aline-item budget. Complete a management plan,including partners roles and responsibilities.Make sure all involved know what is expected.

Develop a monitoring and evaluation plan

Identify indicators and data sources to monitorprogram implementation as well as audiencereaction to it. Select the study design to measureprocess outcomes and assess impact.

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STRATEGIC

DESIGN

STEP 2

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Developing concepts, materials, messages,stories, and participatory processes

combines science and art. These not only must beguided by the analysis and strategic design in StepsOne and Two, but also must be creative to evokeemotion that motivates audiences.

DevelopThis step may involve the development of

guidelines, tools, toolkits, possibly includingfacilitation manuals for group interaction ortraining manuals for counseling, job aids forservice providers, an interactive Internet process,TV or radio scripts, educational comic books, orany number of other interventions. Involve keystakeholders managers, field workers, andmembers of the audience in design workshopsto ensure that the end products meet their needs.

TestTest concept with stakeholders and

representatives of the audiences to be reached.Follow concept testing with in-depth pretestingof materials, messages, and processes withprimary, secondary, and tertiary audiences.Feed back results to partners and allies toensure maximum ownership and use.

ReviseMake changes based on pretest results formessages, stories, or participatory processes thatare not understood correctly, not remembered, orare not socially or culturally acceptable.

RetestRetest materials to ensure revisions are done welland make final adjustments before replication,printing, or final productions.

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DEVELOPMENT

& TESTING

STEP 3

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Implementation emphasizes maximumparticipation, flexibility, and training.

Monitoring involves tracking outputs to be sure thatall activities take place as planned and potentialproblems are promptly addressed.

Produce and disseminateDevelop and implement a dissemination planthat may include local government, NGOs, the

private sector, as appropriate, and the media formaximum coverage.

Train trainers and field workersPlan for training at all levels. Begin with trainingof trainers (TOT). Provide continuingopportunities for more training. Concentrate onbuilding institutional capacity and teamwork aswell as individual skills.

Mobilize key participantsShare information, results, and credit withpartners, allies, and communities. Keep everyone

involved motivated towards the strategic goal.Manage and monitor program

Check program outputs to ensure quality andconsistency, while maximizing participation.Track existing service statistics and conductspecial studies using surveys, focus groups,observation, and other techniques to measureoutputs as well as audience reaction.

Adjust program based on monitoringUse data from monitoring to make mid-coursecorrections or adjustments in activities,

materials, and procedures and to finetuneprogram components.

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IMPLEMENTATION

& MONITORING

STEP 4

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Evaluation measures how well a programachieves its objectives. It can explain why

a program is effective (or not), including the effects ofdifferent activities on different audiences. Soundprogram evaluation stimulates program improvementsand redesign, guides cost-effective future fundingallocations, and supports advocacy and fundraising.

Measure outcomes and assess impact

Many evaluations measure outcomes todetermine if the desired change has occurred inknowledge, attitudes, or behavior among theintended audience, or in a given policy relevantto the program. More rigorous study designsassess impact, which links the change in outcometo one or more intervention activities.

Disseminate resultsIt is important that everyone involved be awareof the programs impact, whether it is positiveor not. Share impact results widely withpartners, allies, key stakeholders, the media, andfunding agencies.

Determine future needsResults demonstrate where follow-up is neededand where program activities can be extended.

Revise/redesign programA good evaluation will show if the programis weak and where it needs revision in designprocesses, materials, or overall strategies andactivities. Alternatively, and sometimessimultaneously, it will show what works and howto replicate positive impact. Program staff mayhave to return to the analysis stage if the situationchanges markedly or if new causes are found forproblems being addressed.

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EVALUATION

& REPLANNING

STEP 5

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PARTICIPATIONA strong communication program should fully engagemultiple stakeholders at the national, district, andcommunity level.

CAPACITYSTRENGTHENINGA successful plan always considers ways to buildcapacity at the institutional and community level.

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PARTICIPATION &

CAPACITYSTRENGTHENING

Throughout the process, keep in mind . . .


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Remember that . . .

Monitoring and feedback are essentialelements of good management.

Well-managed and facilitated strategiccommunication programs can have ameasurable impact.

A well-managed program tracks outputs toensure quality and timely delivery throughout theprogram period.

Program effectiveness and sustainability areenhanced by involving stakeholderswhenever possible.

Involving stakeholders ensures that programs

match their needs, and it builds their capacity todesign and manage their own healthcommunication program in the future.


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THEORIGINALP-PROCESSThe Johns Hopkins Bloomberg School of PublicHealth/Center for Communication Programs (CCP)and its partners in the USAID-supported PopulationCommunication Services (PCS) project developed theP-Process in 1982 as a tool for planning strategic,evidence-based communication programs. Twodecades later, the P-Process continues to influence thedevelopment, implementation, monitoring, andevaluation of numerous communication strategies,projects, and programs as well as communicationmaterials and tools for mass and community-basedmedia, interpersonal communication and counseling(IPC/C), and training and capacity strengthening instrategic communication. Through numerouscommunication interventions, the impact of theP-Process spans the globe.

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Suggested Citation:Health Communication Partnership (December 2003).The new P-Process, steps in strategic communication.Baltimore: Johns Hopkins Bloomberg School of PublicHealth / Center for Communication Programs / HealthCommunication Partnership.

The Health Communication Partnership

based at:Johns Hopkins Bloomberg School of Public HealthCenter for Communication Programs111 Market Place, Suite 310Baltimore, Maryland 21202Phone: 410-659-6300 Fax: 410-659-6266Website: www.hcpartnership.orgE-mail: [email protected]

Kim S. Martin, Editor

Rita C. Meyer, Graphic Designer, Multimedia Services


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The Health Communication Partnership

In partnership with:

Supported by a five-year cooperative agreement fromthe U.S. Agency for International Development(#GPH-A-00-02-00008-00)

Tulane Universitys School of Public Healthand Tropical Medicine

Center for Communication Programs

Documents

KOMKES- P-PROSES.pdf