"IFAP will adopt a strong orientation in its work towards accelerating progress towards the
Sustainable Development Goals and implement its initiatives in line with the WSIS
process, which put universal access to information at the heart of inclusive, equitable and
sustainable knowledge societies. I
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t will enhance cooperation on its six priority areas with
all relevant stakeholders and benefit from their expertise and contributions." (Conclusion, page 25)
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"This Communication Strategy takes a holistic approach to communication. Additionally, it takes a long-term view in implementing effective ways of influencing discourses within the information environment. The communication strategy underlines the fact that all FAO activities have an important infor
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mation and communications component. As such, communications is not an adjunct or after thought activity but should be embedded in the planning, implementation and review of FAO activities in Yemen. This Communication Strategy is a living and working document, meaning that while it serves to guide overall communication, it is open to changes and adjustments in response to the sudden changes that characterise a fluid situation such as the one obtaining in Yemen. This document guides the office’s annual communication workplan and informs project-specific communication plans developed under projects and programmes implemented by FAO Yemen. The strategy aligns with FAO’s Corporate Communication Guidelines, FAO Yemen’s Plan of Action (2022 – 2024) and FAO’s Hand-in-Hand Initiative efforts to improve knowledge sharing on agricultural best practices, engage in data-driven development work and advance agricultural innovation to help small-scale food producers achieve better production and build better lives. A Communication workplan for 2023 is attached to this strategy document as an annexe. The workplan maps out communication priorities and activities for 2023, taking into consideration operational challenges, needs and gaps as well as the feasibility of communication activities with the available capacity of human resources." (Introduction)
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"Die DW Akademie will ihre Präsenz in Partnerländern mithilfe ihres vielfältigen Netzwerks aus Partnerorganisationen in nahezu allen Teilen der Welt weiter ausbauen. Gemeinsam fördern wir menschliche Entwicklung durch die Stärkung von Meinungsfreiheit, Qualitätsjournalismus, gleichberechtigter
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gesellschaftlicher Teilhabe, friedlicher Konfliktlösung und guter Regierungsführung. Der vorliegende Strategische Plan 2022-2025 der DW Akademie ist von der gesetzlich geforderten Aufgabenplanung 2022-2025 der Deutschen Welle abgeleitet, die der Rundfunkrat am 17. März 2023 mit Zustimmung des DW-Verwaltungsrats beschlossen hat." (Seite 4)
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"This communication strategy is designed to serve as a guidance to strategically advocate for gender equality in and through education. It seeks to achieve both internal and external objectives, and expand good practices, partnerships and resource mobilization opportunities in this area of work. 1.
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Establish a common and coherent communication vision on gender equality in and through education; 2. Strengthen knowledge on gender equality in and through education and UNESCO’s work in this area; 3. Showcase good practice and evidence on what works to advance gender equality in and through education; 4. Raise awareness, galvanise action, and influence policy, practice and public opinion; 5. Position UNESCO as a leader on gender equality in and through education." (Strategic objectives, page 5)
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"Depuis le début du siècle courant, le Maroc a entrepris une série de stratégies centrées sur les technologies numériques. Il en a fait un choix politique délibéré et de premier ordre. La logique sous-jacente à l’ensemble de ces stratégies consistait à faire du numérique un outil de d
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éveloppement économique et social. Et l’ambition qui présidait était de faire de la transformation numérique la clef de voute de la transformation de l’économie, de l’administration, du territoire et de la société. Après presque deux décennies, et malgré les quelques avancées quantitatives réalisées ici ou là, les stratégies mises en oeuvre ont débouché sur un bilan mitigé. La montée en puissance demeure toujours un voeu pieux, faute d’une vision claire, de niveaux de pilotage cohérents et de mécanismes d’évaluation et de gouvernance probants." (Dos de couverture)
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"The actions to be developed are distributed in three axes: (i) Inform, aimed at the dissemination of official, reliable and quality information; (ii) Empower, aimed at media literacy and training the whole of society to understand the phenomenon of disinformation and the functioning of the electora
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l process; and (iii) Respond, related to the identification of cases of disinformation and the adoption of strategies, both preventive and repressive, to contain its negative effects. For the 2022 electoral cycle, the first axis has five projects with their own purposes and goals. They are: (i) mass dissemination network of truthful and official information about elections and the Electoral Justice; (ii) chatbot – electoral queries on WhatsApp; (iii) access, dissemination and enhancement of the scope of fact checking on the electoral process; (iv) deepening electoral transparency; (v) development and improvement of other technological tools and digital channels to disseminate true and quality information. In this strategic point, the Court’s action is guided by the preferential position of freedom of expression, in the legal system, by encouraging plurality of information. Likewise, information actions meet the recommendations for “prophylactic” prebunking actions (that is, strategies to reduce citizens’ susceptibility to disinformation by exposing examples of how disinformation operates). The second axis, in turn, includes seven initiatives: (i) training for internal and external audiences on disinformation, on the integrity of Brazilian elections and on the fundamentality of the Electoral Justice as an institution that guarantees democracy; (ii) prevention of the mental health of members, agents and collaborators of the Electoral Justice who deal directly with actions to contain disinformation; (iii) training the internal and external public on the electoral process, including the functions performed by it in the context of the democratic rule of Law; (iv) awareness campaigns on disinformation and media and information education actions for the external public; (v) cooperation and actions to enhance reaching partners’ media and information literacy initiatives; (vi) dialog with political parties and party federations to make them aware of their responsibility in the context of fighting against disinformation; (vii) support to other public institutions to implement actions to confronting disinformation. Finally, the response axis encompasses eight projects: (i) permanent coalition for verification; (ii) engagement of digital platforms and their technological resources in confronting structured networks of disinformation and inauthentic behavior; (iii) reporting channel for mass shooting of content in partnership with WhatsApp; (iv) creating a network to monitor disinformation practices against the electoral process; (v) containment of disinformation on Telegram; (vi) partnership and dialog with the Federal Police and the Electoral Prosecutor Office; (vii) Strategic Cyberintelligence Committee and (viii) review and elaboration of norms that acts against the practice of disinformation in the Electoral Justice, as a way of preventing the phenomenon in question. Concerning to this point, the planning met the parameters of timely response, appreciation of fact checking, importance of engagement and transparency of platforms, as well as the expansion and improvement of channels for complaints." (Presentation, page 5-6)
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"Fojo’s objective for the strategy period is: Working with partners, we strengthen journalism that contributes to the sustainability of the media and society; safeguards its independence; holds power to account. Based on this objective and our Theory of Change, we have defined four strategic resul
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ts: 1. The further development and dissemination of the concept sustainable journalism; 2. Strengthening the ability of journalists and media producers to produce sustainable journalism; 3. Collaboration with media producers to further develop sustainable economic models; 4. Strengthening Fojo’s internal systems, procedures and specialist competencies and creating a diversified, long-term funding model to implement this strategy. Our expectation is that by the end of the strategy period we will have achieved four strategic results." (Page 11)
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"The Government of Madhya Pradesh is committed to ensure the overall development of all its residents, especially women and children. The Department of Women and Child Development (DWCD) works to sustainably improve health and nutrition outcomes for women of reproductive age and children below 6 yea
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rs, enable holistic development and protection of children and ensure safety, equity and empowerment of women. The department implements the Integrated Child Development Services (ICDS) scheme for improving maternal and infant nutrition and health. It also implements the Integrated Child Protection Scheme (ICPS) and various other schemes and programmes for health, gender equality and women empowerment. Over the years, a lot of progress has been made. However, there are still a few indicators that are not doing well as expected. Census 2011, National Family Health Survey – 4 (2015-16) and NFHS-5 (2019-21) have found that low sex ratio, lack of women empowerment, experiencing gender-based violence, substance abuse, low female literacy, child marriage and small landholdings are some of the determinants of poor health and empowerment of women and children. Individual and community behaviours, attitudes, social norms and practices are some of the reasons for such indicators.
To bring about an improvement in these indicators and positively transform the status of women and children in Madhya Pradesh, a comprehensive state-specific social and behaviour change (SBC) strategy has been developed for DWCD. This strategy is supported by the recommendations provided in the department’s other policies. The state’s Nutrition Policy (2020-30) emphasizes on the importance of designing SBCC plans in local dialects for its acceptability and greater involvement of the community. The centre’s Poshan Abhiyan which DWCD follows stresses on community mobilisation and behaviour change, highlighting the need to take-up sustained efforts requiring multi-pronged approach and bring grass-root synergy and convergence. The state’s Child Protection Policy (2020) also highlights the need to build awareness and stakeholder capacities to strengthen implementation and the enabling environment to ensure child well-being and protection. This document details the SBC strategy which includes thematic area-wise priority and desired behaviours that should be practised by the target groups for improved indicators, barriers and enablers to its adoption, key messages to be communicated and strategic approach and interventions that will facilitate positive change." (Introduction)
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"The present document summarises the background to IPDC's new draft strategic framework, presented at the meeting of the 66th Bureau in June 2022. It then provides an overview of the feedback received from Member States. Finally, it proposes a revised version of the draft strategic framework, which
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takes into consideration the written feedback received by 9 September and verbal feedback received at the 66th Bureau meeting and at an informal information meeting of the Council held on 3 October. A draft decision is attached." (Page 1)
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"The digital strategy centers around two core, mutually reinforcing objectives: improve measurable development and humanitarian assistance outcomes through the responsible use of digital technology in USAID’s programming; and strengthen the openness, inclusiveness, and security of country-level di
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gital ecosystems. These objectives, and USAID’s approach to achieving them, support the goals and principles outlined in key policy documents, including the USAID Policy Framework, the Department of State-USAID Joint Strategic Plan, and the U.S. National Cyber, National Security, and Counterterrorism Strategies. USAID will work to improve the efficiency and effectiveness of foreign assistance through the consistent and responsible use of digital technology in our development and humanitarian programming. Through our programmatic investments, USAID will work to strengthen the critical components of digital ecosystems that enable sustainable growth in a digital age: a sound enabling environment and policy commitment; robust and resilient digital infrastructure; capable digital service providers and workforce; and, ultimately, empowered end-users of digitally enabled services." (Executive summar, page 4)
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"As a regional initiative, ComDev Asia has adopted the communication framework for family farming and the United Nations Decade of Family Farming (UNDFF 2019-2028). The framework emphasizes three main lines of actions directly linked to UNDFF-GAP Outcome 4.4. These are: 1) participatory communicatio
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n, 2) rural communication services, and 3) enhanced communication capacity of POs and other institutions. Likewise, the communication framework adds a fourth element on awareness and outreach for the UNDFF. Family farming organizations, community media, and FAO communication experts discussed and agreed on the communication framework for family farming and UNDFF during the “Inclusive Rural Communication Services for family farming and the UNDFF” held in Rome in December 2019." (Pages 2-3)
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"Le présent document de stratégie fournit, sur la base de l’analyse situationnelle, le cadre logique des interventions, délimite les domaines stratégiques, précise les objectifs tant généraux que spécifiques et les résultats attendus des différentes activités qui seront programmées. Il
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passe en revue les cibles, les comportements que l’on attend d’elles et les canaux qui vont être utilisés pour délivrer à chaque type de cibles des messages et des argumentaires spécifiques. La réussite de sa mise en oeuvre nécessite l’engagement de tous les acteurs." (Conclusion, page 110)
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