"The aim of the present book is to offer an overview and report on Strategic Communication for Non-Profit-Organisations and the Challenges and Alternative Approaches. Considering the assumption that a key principle of strategic communication is the achievement of organisational goals, the majority o
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f research developed in the field has used business environments to develop theories, models, empirical insights and case studies. Here, we take a step towards new approaches centred on the concept of non-profit in various dimensions and from various perspectives, showing the diversity and complexity around this subject and at the same time the need of further theoretical and empirical work that provides frameworks and also tools for further understanding of the phenomena." (Publisher description)
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"Esta guía aclara conceptos y brinda herramientas prácticas para identificar las fortalezas y los desafíos que puede enfrentar una organización en materia de comunicación interna y externa. Se trata de una guía práctica que se centra en cómo pasar del análisis de la situación a la acción
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a través de un proceso en distintas etapas. De ahí que la propongamos como unaherramienta orientada hacia los siguientes aspectos: Definir un diagnóstico comunicacional y su utilidad; Detallar acciones concretas para realizar un diagnóstico comunicacional de su organización; Orientar la reflexión y el diseño de estrategias de comunicación adaptadas a sus necesidades; Ofrecer herramientas para la realización de su proceso de diagnóstico comunicacional y la elaboración de una estrategia correspondiente." (Página 1)
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"This Learning Note is published by the Operational Communications Division in the World Bank’s External Affairs Vice Presidency. It aims to help task managers communicate with service providers as they prepare for an urban water supply reform project. The focus is on how strategic public communic
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ation programs can help governments and stakeholders improve the delivery and sustainability of water supply services. The note will also be helpful for government officials, policy makers, utility managers, communication specialists, and NGOs who are navigating the social and political issues associated with water reform and who want to improve the commercial viability of the services. It does not prescribe solutions for how services should be delivered, but examines how integrating strategic communication programs into the broader reform agenda can help achieve better development results." (Background, page V)
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"This publication responds to the increasing need for organisations to think and plan strategically about managing and using their information and knowledge resources in an efficient and effective manner. Lack of strategy for information and knowledge management was identified as a major gap when CT
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A conducted a series of needs assessment studies across the ACP regions to gain an insight into the needs and capacities of various actors in the agricultural and rural development sector. Further gaps were observed due to lack of information sharing and dissemination approaches within institutions, making it difficult for organisations to learn lessons from past practices and effectively plan, monitor, and evaluate their activities. The studies covered hundreds of agricultural and rural development (ARD) institutions and consultations were held with senior policy-makers and planners from a wide crosssection of institutions. The need to help organisations develop and implement an information and communication management (ICM) strategy emerged as the top priority, which bodes well with CTA’s current emphasis on integrating knowledge management (KM) with ICM, as reflected in its new strategic plan. Based on a thorough review of what had been done in this area, CTA embarked on the development of two publications – a Facilitator’s guide and a User’s manual – in collaboration with ICM and KM practitioners. The exercise involved writing, organising regional methodology validation and training of trainers workshops in the Caribbean, Pacific, Southern, West and Eastern Africa. The manuals are the output of a highly collaborative and consultative process aimed at filling a clearly identified need. The manuals stress the importance of teamwork, consultation and getting the buy-in of all stakeholders who will be affected by and involved in the actual crafting of the ICKM strategy. They examine implementation, monitoring and evaluation issues with useful tips and tricks." (Foreword, page vii)
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"Uno de los propósitos de este manual es invitarles, por un lado, a pensar la comunicación más allá de los medios y el uso instrumental de las tecnologías de la información. De lo que se trata es de pensar la comunicación, como diría Rosa Maria Alfaro, como un proceso mediante el cual se cre
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a y estimula el diálogo, la discusión, la toma de conciencia sobre la realidad social, la propia identidad cultural, la confianza, el consenso y el compromiso entre las personas con aquellas apuestas éticas que se afirman en el horizonte de ser y construir comunidad. Por otro lado, intentamos compartir la idea de que la comunicación no es solo un asunto de comunicadores. Por lo tanto, deberíamos incorporarla como un componente estratégico y transversal en el quehacer de nuestras organizaciones, de modo tal que pensemos y actuemos comunicacionalmente. Desde esta perspectiva, este manual incluye criterios éticos y metodológicos, así como herramientas prácticas para construir estrategias de comunicación desde las organizaciones que están articulando la ética y la misión cristiana con el cambio social y la incidencia en la solución de los problemas estructurales de nuestra sociedad." (Introducción)
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"This publication updates a 2005 review of communication in Poverty Reduction Strategies (PRS). It includes four country case studies (Ghana, Tanzania, Moldova, and Nepal) and a regional analysis of Latin America and the Caribbean. It explores how the use of strategic communication has expanded beyo
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nd the PRS and is now being integrated into national development planning and implementation. Many of these strategies are shifting their focus from a “dissemination and publicity strategy” to a“communication program” that emphasizes information intervention beyond the traditional campaign, workshop or seminars. Compared with the 2005 review, the main difference is the institutionalization of communication, moving beyond the one-time experience for the first set of PRSs to broader, deeper sustained communication in support of poverty reduction and national development strategies. A second major difference is expanding beyond communication and participation in PRS formulation to PRS implementation, monitoring, and evaluation." (Executive summary)
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"The Second Edition incorporates developments in marketing practice over the last 10 years and focuses on how to apply the design approach to campaigns to effect behavior change. All organizations can do social marketing, Weinreich insists, if they follow the steps and start to think from a social m
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arketing perspective." (Publisher description)
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"Effective communication strategies will differ depending on whether you are communicating to influence change, engage or mobilise communities, share information, or raise profiles. Influencing change relies on engaging key audiences in dialogue that is relevant, context-specific and backed up by ro
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bust evidence. Communities can be mobilised by providing platforms for debate — for example through networks or coalitions — and building the capacity of marginalised actors to participate. Communication for sharing information ensures good flows of clearly presented, robust information in an accessible and engaging way. By ensuring a match in how you present your identity and how you are perceived by key audiences, communication for profile raising can help build trust and credibility." (Policy pointers, page 1)
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"This guide helps you gather input at the beginning of your activities to shape your communication strategy. It also gives you the tools to monitor progress and make corrections during implementation. It was not designed as a means for looking back on past work to determine if it was successful. Ins
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tead, the idea is to prepare up front and evaluate as you go along, so that you may adjust your tactics to ensure success. This guide is an evaluation strategy tool – not a communication planning tool. It will be most useful for those who already have a communication plan in place with clear objectives, messages, strategies and tactics. However, even if you are still in the beginning stages of designing a communication plan, it is never too early to start thinking about evaluation." (About this guide, page 1)
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"[...] communication is rarely integrated in development cooperation programs as a strategic tool. For this reason an Interest Group on Strategic Communication for Sustainable Development was established. The group, with GTZ Rioplus in the lead, comprises members of GTZ, other German development coo
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peration agencies, and IUCN-CEC. This paper presents the final results of the Interest Group’s work and will be presented at the World Congress on Communication for Sustainable Development (WCCD), organized by the World Bank and FAO in 2006. [...] The manual is envisioned as a tool for policymakers and planners to obtain an overview of the issues involved. GTZ Rioplus and the Interest Group hope that this tool will quickly and convincingly show how strategic communication can become an integrated component of policies, strategies and projects, and thereby help ensure that adequate human and fi nancial resources are allocated to this end. Strategic communication, in the context of this paper, is understood as a dynamic process, integrated in a large-scale initiative that comprises multi-disciplinary and social marketing, non-formal education and public participation, thrives on acting people, aims at the innovative and sustainable change of practices, behaviors and lifestyles, guides communication processes and media interventions within and among social groups, and is a pre-requisite and a tool for change at the same time." (Foreword)
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