Evolution of Development Communication: Theoretical Frameworks and Applications

 
 
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To conceptualise the evolution of interdisciplinary field of Development
Communication and provide an overview of the main theoretical frameworks.
 
To study the wide range of methodological and practical applications of
Development Communication.
 
To document the way Development Communication is positioned and applied
at the World Bank.
 
To review related case studies.
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The term 
“Development Communication’’
 
was
first coined by Nora C. Quebral in 1972.
“Art and science of human communication linked
to a society’s planned transformation from a
state of poverty to one of dynamic socio-
economic growth that makes for greater equity &
the larger unfolding of individual potential.”
Development  Communication  is  the
integration  of  strategic  communication  in
development  projects
                                                               (World Bank)
 
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REFLECTIONS ON THE
THEORIES AND
PRACTICE OF
DEVELOPMENT
COMMUNICATION
 
BRETTON
WOODS
 
LATIN
AMERICAN
 
INDIAN
 
LOS BANOS
 
AFRICAN
 
PARTICIPATORY
 
3 PARADIGMS
 
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Central idea – modernize underdeveloped countries
 
Communication = dissemination of information and messages aimed at
modernizing “backward” countries and their people.
 
relied heavily on the traditional vertical one-way model:
 
 
UNESCO, for example,
considered media to be a
crucial means for
promoting change, and in
the 1960s, it provided
guidelines about a
country’s desirable per
capita consumption of
television sets, radio
receivers, newspapers, and
cinema seats.
 
Heavy emphasis on media owing to
the belief that it could change
people’s mindsets and attitude,
when used properly.
 
Hypodermic Needle Theory
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Originated in Latin America.
A.G. Frank (1969) considered
development and underdevelopment
as two sides of the same coin.
Imbalances in the world’s state of
affairs were mainly owing to the
international division of labor and to
the continuation of past patterns of
domination.
 
Uneven flow of media and information from rich countries.
 
At the national level, failed to give proper attention to the potential of
privately owned media and community media.
 
Did not consider and support the wider role of “freer” communication
systems
 
 
 
 
 
Despite significant differences between
modernization and dependency theories, their
communication model was basically the same:
a one way communication flow
 
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Development efforts have been
refocused to increasingly engage
stakeholders
 
 
 
 
 
 
New priorities, well beyond
the economic dimension, are
paid attention to.
 
EMPOWERED PARTICIPATION
Participation throughout development
 
Mefalopolus
identified 4
types of
participation
(2003)
THE MULTITRACK COMMUNICATION MODEL
2 modes of communication
Monologic
Dialogic
 
BASIC PRINCIPLES OF DEVELOPMENT
COMMUNICATION
 
Strategy design
 
Communication –
based assessment
 
METHODOLOGICAL
FRAMEWORK
 
(monitoring and
evaluation)
 
1.
COMMUNICATION
BASED
ASSESSMENT
 
Bird’s eye view of the overall
     situation is gained.
 
a type of field research
 
It utilizes principles and tools to facilitate
dialog, build trust, analyze political risk, and
assess conditions to identify entry points for
the communication strategy.
 
CBA is always necessary to design an effective
communication strategy.
 
Flexible instrument
 
 
 
EFFECTIVE DIALOG FOR SUSTAINABLE
CHANGE
 
The value of dialog leading to
change can be seen in a visual
image known as the Johari
Window.
 
Developed by Joseph Luft and
Harry Ingham
 
Used to map interaction leading
to change at a broader level
(Anyaegbunam et al. 2004)
 
MOST CRITICAL
S
T
E
P
S
 
I
N
 
C
B
A
 
1.Become
acquainted with key
issue
 
2. Build trust
 
3. Assess
communication
networks
 
4. Probe problems,
causes, risks and
opportunities
 
5. Assess and rank
options and solutions
 
6. Validate extent of
problem
 
7. Transform best
solutions in
objectives
 
Tools for
CBA
 
INTERVIEWS
 
1.
Free discussions
2.
In – depth
3.
Semi - structured
 
FOCUS
GROUP
DISCUSSIONS
 
BASE -
LINE
SURVEYS
 
SURVEYS
 
OPINION
POLLS
 
PRCA
 
P
R
C
A
 
Participatory Rural Communication
Appraisal was first developed in Africa to
promote the use of participatory
communication in the Southern Africa
Development Community (SADC) region.
 
Strong horizontal connotations in
communication issues
 
PRCA can be defined as an empowerment
communication research approach,
     based on dialog
 
4 SEQUENTIAL STEPS IN PRCA
 
to warm up, get to know
each other and build trust
among stakeholders;
 
to know the community
better
 
to assess the situation
 
 to identify the best options
and opportunities that can be
addressed through
communication
TOOLS USED
IN PRCA
1.
Sketch Map
2.
Transect Walk
3.
Time lines
4.
Seasonal Calendars
5.
Problem Tree
6.
Ranking
7.
Livelihood map
8.
Venn Diagram
 
2.
COMMUNICATION
STRATEGY
DESIGN
 
The idiomatic expression “jumping the
gun” (starting a race before the signal to
begin) represents one of the most
common flaws in the application of
communication interventions; that is, a
strategy design is created without
analyzing the situation  properly and
understanding all of the crucial issues
and perceptions of the various groups
(Anyaegbunam et al. 2004)
 
E
X
A
M
P
L
E
 
Baseline survey conducted – No
specific intention to burn the
forests.
 
MAIN STEPS OF COMMUNICATION STRATEGY DESIGN
 
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s
.
COMMUNITY MOBILIZATION
 
SOCIAL MARKETING
 
ADVOCACY
 
INFORMATION DISSEMINATION &
CAMPAIGNS
 
INFORMATION, EDUCATION, AND
COMMUNICATION
 
INSTITUTIONAL STRENGTHENING
 
NONDIRECTIVE PARTICIPATORY
COMMUNICATION
 
F
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D
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I
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N
S
 
Developed by Cabañero-Verzosa, in order to highlight
the link between management objective and
communication objective.
 
Used in monologic / diffusion mode.
 
It addresses five basic communication concepts, closely
resembling the Lasswell (1948) five question model :
WHO, says WHAT, in WHICH channel, to WHOM, with
what EFFECT.
 
3.
IMPLEMENTING THE
COMMUNICATION
PROGRAMME
 
Implement the work plan and to produce and
distribute media and information products.
 
C
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Tools used in this phase relate mostly to the specific
media selected (for example, print, radio, video), and
on the training needed to carry out the successful
implementation of the activities.
 
Aware of the potentials of each medium and the
criteria for its best utilization
 
4
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N
 
Evaluation can be defined as the process
of determining whether, and to what
extent, a certain intervention has
produced the intended result (Babbie
2002).
 
 
W
H
A
T
 
&
 
H
O
W
T
O
 
M
E
A
S
U
R
E
 
 
Identify key indicators from the start
 
It is important to consider and to assess if and how external variables have
influenced the outcome
 
As stated by Mazzei and Scuppa (2006), communication objectives are either
about changing specific knowledge, attitudes, and behaviors or practices in
individuals and groups of individuals, or they are about improving the degree
of mutual understanding, social and cultural exchange, or the cooperation
among different groups of stakeholders, engaging them in the development
initiative.
 
B
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01
 
EXPERIMENTAL
DESIGNS
 
02
 
Q
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03
 
QUALITATIVE
RESEARCH DESIGNS
 
04
 
Text Title
Place your own
text here
 
According to Babbie (2002), “the most effective evaluation research is one
that combines qualitative and quantitative components.”
 
DEVELOPMENT
COMMUNICATION
SERVICES AND
EXPERIENCES AT THE
WORLD BANK
 
A Division in the External Affairs,
Communications and United Nations
Affairs Vice-Presidency. Primary
clients are Bank operational staff and
client country personnel. Capacity to
work in 18 languages, delivering
programs in 7 languages.
 
D
e
v
C
o
m
m
 
M
i
s
s
i
o
n
 
 
To ensure that development interventions incorporate political, social and
cultural diagnosis in their design and implementation.
To ensure that communications becomes a pillar of development that
supports:
better development outcomes
real political participation in decision making
the information base for policy design options
an instrument for creating awareness of development priorities
 
 
Scaling up Communications for
Operational Results
Development
Communicatio
n
Institutional
Communicatio
n
Advocacy
Communicatio
n
 
 
Communicating what we do
and how we do it; building trust
in the institution and support
for development.
 
Issue campaigns to accelerate
action on key global public
goods – including at the country
level
Integrating communications and
assessing political and development
risks for more effective strategy and
design leading to better outcomes
Internal
Communicatio
n
 
Creating a common
platform for messages and
programs
 
DevComm work
is organized into
three service
lines
 
C
o
m
m
u
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i
c
a
t
i
o
n
 
i
n
O
p
e
r
a
t
i
o
n
s
 
Application of communication approaches
and methods for behavior and social change
in different projects.
 
DevComm is actively involved in more than
100 projects a year in various sectors
 
A number of trust-fund donations from
donor countries are received to augment its
capacity.
 
CommGAP
 
Seeks to promote good
 and accountable governance
 
 
D
e
v
C
o
m
m
-
S
D
O
Created in 2001 with a mandate to
mainstream development communication
into development projects and programs.
DevComm-SDO was instrumental in
carrying out the first  World Congress on
Communication for Development, which
took place at FAO headquarters in Rome,
on October 25–27, 2006.
 
COMMUNITY RADIO IN KENYA
 
WOMEN’s PARTICIPATION IN
COMMUNITY RADIO – TIMOR LESTE
 
A
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P
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A
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L
U
S
I
V
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G
R
O
W
T
H
 
P
R
O
J
E
C
T
 
To enhance agricultural incomes and ensure
increased access to services related to health,
nutrition, sanitation and social entitlements.
 
Focus on small and marginal farmers, especially
from Scheduled Caste (SC) and Scheduled Tribe (ST)
 
Enhance market access for farmer
 
To exploit growth opportunities for high value
commodities and significant investments in ICT and
mobile-based service delivery systems.
 
Partnership
Buildidng
 
Responsible for partnering with UN agencies,
bilateral donors, think tanks, foundations,
academia, and other international financial
institutions
 
To enhance the use of communication to
promote effectiveness in development
programs and projects.
 
To produce global public goods in
communication that everyone can use
 
L
A
U
N
C
H
 
O
F
O
p
e
n
I
n
d
i
a
 
Lays out the World Bank
Group's entire India program in
a transparent and easy-to-use
manner.
 
Allows the user to learn about
the country's development
challenges and track the World
Bank Group's (WBG) programs
to address them.
 
P
u
b
l
i
c
 
O
p
i
n
i
o
n
R
e
s
e
a
r
c
h
 
2.
 
o
Design, management, and development of polls at a
global level as well as opinion research initiatives
across the Bank.
 
o
Focuses on external constituents—clients and other
stakeholders.
 
o
Client surveys tailored to the needs of the country.
 
K
n
o
w
l
e
d
g
e
 
a
n
d
L
e
a
r
n
i
n
g
 
3.
 
Conduct courses on communication to support lending operations and
knowledge products
 
offers distance-learning courses and operational customized
workshops.
 
helps Bank staff, governments, and other local partners enhance their
capacity to implement and sustain communication activities.
 
this unit is also engaged in collecting, systematizing, and sharing
knowledge
 
DevComm
Portfolio by
Sectors—
OctoberFY04
[total = 93
projects]
 
S
O
U
R
C
E
 
 
w
w
w
.
w
o
r
l
d
b
a
n
k
.
o
r
g
 
DevComm
Portfolio by
Sectors—JUNE
FY06
(Total = 126)
 
S
O
U
R
C
E
 
 
w
w
w
.
w
o
r
l
d
b
a
n
k
.
o
r
g
 
The World Of Practice :
Some Experiences
 
1
.
 
P
a
r
t
i
c
i
p
a
t
o
r
y
C
o
m
m
u
n
i
c
a
t
i
o
n
 
Entertainment - education radio soap
opera in India
 
Parasocial  interactions
 
Horizontal conversations
 
Collective  listening  groups
 
2
.
 
C
o
m
m
u
n
i
c
a
t
i
o
n
f
o
r
 
b
e
t
t
e
r
 
P
u
b
l
i
c
S
e
r
v
i
c
e
s
 
 Surveys  have  shown  that
between  80-90%  of  Sanglap
audiences believe  the  programme
has  improved  political  debate,
helped  raise  the  'voice  of  the
people',  especially  those  from
deprived  backgrounds,  and
established  a  good  standard  for
political discussions programmes on
TV and radio
                                        (Prosser 2008)
 
3
.
C
o
m
m
u
n
i
c
a
t
i
o
n
a
n
d
 
G
o
v
e
r
n
a
n
c
e
 
Newspaper  campaign in Uganda successfully
prompted greater transparency on the part of
the government.
 
Flow of funds increased dramatically  –  from an
average of 13 percent reaching schools in 1991
–95 to about 80  percent  in  early  2001
                            (Reinikka  and  Svensson,  2004)
 
It is people
that make the
difference
 
C
O
N
C
L
U
S
I
O
N
 
Communication is
about people.
Communication for
Development is
essential to making
the difference
happen.
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Exploring the interdisciplinary field of Development Communication, this seminar delves into theoretical frameworks, methodological applications, and practical implications at the World Bank. It reflects on the evolution, theories, and practices underlying Development Communication paradigms, with a focus on the Modernization Paradigm and its heavy emphasis on media influence.


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  1. SEMINAR SEMINAR 1 1 DEVELOPMENT COMMUNICATION DEVELOPMENT COMMUNICATION - - METHODOLOGICAL FRAMEWORK AND ITS METHODOLOGICAL FRAMEWORK AND ITS APPLICATIONS APPLICATIONS PRESENTED BY ASWATHY CHANDRAKUMAR PRESENTED BY ASWATHY CHANDRAKUMAR PALB 4112 PALB 4112

  2. OBJECTIVES OBJECTIVES To conceptualise the evolution of interdisciplinary field of Development Communication and provide an overview of the main theoretical frameworks. To study the wide range of methodological and practical applications of Development Communication. To document the way Development Communication is positioned and applied at the World Bank. To review related case studies.

  3. INTRODUCTION INTRODUCTION The term Development Communication was first coined by Nora C. Quebral in 1972. Art and science of human communication linked to a society s planned transformation from a state of poverty to one of dynamic socio- economic growth that makes for greater equity & the larger unfolding of individual potential. Development integration of strategic communication in development projects Communication is the EVERETT ROGERS EVERETT ROGERS FATHER OF DEVELOPMENT COMMUNICATION DEVELOPMENT COMMUNICATION FATHER OF (World Bank)

  4. REFLECTIONS ON THE THEORIES AND PRACTICE OF DEVELOPMENT COMMUNICATION

  5. BRETTON WOODS LATIN AMERICAN INDIAN LOS BANOS AFRICAN PARTICIPATORY

  6. 3 PARADIGMS

  7. MODERNIZATION MODERNIZATION PARADIGM PARADIGM Central idea modernize underdeveloped countries Communication = dissemination of information and messages aimed at modernizing backward countries and their people. relied heavily on the traditional vertical one-way model:

  8. Heavy emphasis on media owing to the belief that it could change people s mindsets and attitude, when used properly. UNESCO, considered media to be a crucial means promoting change, and in the 1960s, guidelines country s desirable capita consumption television sets, receivers, newspapers, and cinema seats. for example, for Hypodermic Needle Theory it about provided a per of radio

  9. DEPENDENCY AND DEPENDENCY AND WORLD SYSTEMS WORLD SYSTEMS THEORY THEORY Originated in Latin America. A.G. development and underdevelopment as two sides of the same coin. Frank (1969) considered Imbalances in the world s state of affairs were mainly owing to the international division of labor and to the continuation of past patterns of domination.

  10. Uneven flow of media and information from rich countries. At the national level, failed to give proper attention to the potential of privately owned media and community media. Did not consider and support the wider role of freer communication systems Despite significant differences between modernization and dependency theories, their communication model was basically the same: a one way communication flow

  11. PARTICIPATORY PARTICIPATORY PARADIGM PARADIGM Endogenous vision of development Development efforts have been refocused to increasingly engage stakeholders Attention to power and rights issues Emphasis on people New priorities, well beyond the economic dimension, are paid attention to. Participatory paradigm

  12. PASSIVE PARTICIPATION Attend meetings to be informed Mefalopolus identified 4 types of participation (2003) 1. PARTICIPATION BY CONSULTATION Stakeholders are consulted but decision made by experts 2. FUNCTIONAL PARTICIPATION Stakeholders put some input 3. EMPOWERED PARTICIPATION Participation throughout development 4.

  13. THE MULTITRACK COMMUNICATION MODEL Monologic 2 modes of communication Dialogic

  14. BASIC PRINCIPLES OF DEVELOPMENT COMMUNICATION 1. Dialogic relevant stakeholders have their voices heard and that project priorities are aligned with people priorities. 2. Inclusive identifies, defines, hears, and understands relevant stakeholders 3. Heuristic solving problems during the initial phases of a development initiative is essential.

  15. 4. Analytical Going beyond communicating 5. Contextual No precooked universal formula applied a priori in development communication 6. Persuasive To induce voluntary changes in individuals.

  16. Results Monitoring & Evaluation Activities implementation Strategy design Communication based assessment (monitoring and evaluation)

  17. Birds eye view of the overall situation is gained. a type of field research It utilizes principles and tools to facilitate dialog, build trust, analyze political risk, and assess conditions to identify entry points for the communication strategy. CBA is always necessary to design an effective communication strategy. Flexible instrument

  18. EFFECTIVE DIALOG FOR SUSTAINABLE CHANGE The value of dialog leading to change can be seen in a visual image known as the Johari Window. Window 1: OPEN KNOWLEDGE What We know and They know Window 3: THEIR HIDDEN KNOWLEDGE What They know and We do not know Developed by Joseph Luft and Harry Ingham Window 2: OUR HIDDEN KNOWLEDGE What We know and They do not know Window 4: THE BLIND SPOT What neither We nor They know Used to map interaction leading to change at a broader level (Anyaegbunam et al. 2004) MOST CRITICAL

  19. 1.Become acquainted with key issue STEPS IN CBA STEPS IN CBA 4. Probe problems, causes, risks and opportunities 3. Assess communication networks 2. Build trust 7. Transform best solutions in objectives 5. Assess and rank options and solutions 6. Validate extent of problem

  20. 1. 2. 3. Free discussions In depth Semi - structured INTERVIEWS FOCUS GROUP DISCUSSIONS PRCA Tools for CBA BASE - LINE SURVEYS OPINION POLLS SURVEYS

  21. 4 SEQUENTIAL STEPS IN PRCA PRCA PRCA to warm up, get to know each other and build trust among stakeholders; Participatory Appraisal was first developed in Africa to promote the use communication in the Southern Africa Development Community (SADC) region. Rural Communication to know the community of participatory better to assess the situation Strong communication issues horizontal connotations in to identify the best options and opportunities that can be addressed communication PRCA can be defined as an empowerment communication research approach, based on dialog through

  22. TOOLS USED IN PRCA 1. Sketch Map 2. Transect Walk 3. Time lines 4. Seasonal Calendars 5. Problem Tree 6. Ranking 7. Livelihood map 8. Venn Diagram

  23. The idiomatic expression jumping the gun (starting a race before the signal to begin) represents one of the most common flaws in the application of communication interventions; that is, a strategy design is analyzing the situation understanding all of the crucial issues and perceptions of the various groups (Anyaegbunam et al. 2004) created without properly and

  24. EXAMPLE EXAMPLE Problem as defined by management Main Causes of the problem Stakeholder s perspective / AKAB Solution / Change needed / objective Deforestation caused by fires Farmers using fires to clear their fields Not sufficiently known. Persuade farmers to stop burning the field Baseline survey conducted No specific intention to burn the forests.

  25. MAIN STEPS OF COMMUNICATION STRATEGY DESIGN BASIC STEP MAIN ACTIVITIES PRACTICAL EXAMPLE 1. Definition of SMART objectives (reviewing focal problem and its causes) Solutions transformed ) into objectives in a Feasible and measurable way Reduction in the incidence of forest lost due to uncontrolled fires by 80% within next two years 2. Definition of primary stakeholders (1SHs and secondary audiences and stakeholders (2SHs Define and probe main groups of interest or audiences, including those indirectly related Local farmers (their cultural ) and socioeconomic context), their families, other ) local actors, NGOs, and to the issues governmental agencies. 3. Definition of type/level of change Define if change is related to awareness, knowledge, attitudes, behaviors, mobilization, collaboration, or mediation For 1SHs: improve knowledge and skills of fire control techniques For 2SHs: raise awareness

  26. 4. Define communication approaches or tactics Select communication (linear or interactive mode) the most effective approaches For 1SHs: capacity building, technical training For 2SHs: awareness raising media campaign 5. Select channels or media Select most appropriate media for 1SHs and 2SHs For 1SHs: use preferred sites and venues to provide information For 2SHs: select appropriate media mix in that context 6. content topics Design messages or Define key content message and the most effective way to package them For technical issues For 2SHs: awareness and knowledge 1SHs: instructional design, key messages for raising 7. Expected results once the strategy is carried out Set goal for 1SHs: a change in behaviors to destruction Set goal for 2SHs : raising the awareness 1SHs: adopt more secure techniques to reduce incidence of uncontrolled fires 2SHs: become more aware of the importance or benefits of preserving the forest reduce forest about the

  27. SOCIAL MARKETING strategy, strategy, however, denotes however, denotes the overall design the overall design of the of the communication communication program, which program, which might include one might include one or more or more communication communication approaches and approaches and objectives. objectives. ADVOCACY INFORMATION DISSEMINATION & CAMPAIGNS INFORMATION, EDUCATION, AND COMMUNICATION INSTITUTIONAL STRENGTHENING COMMUNITY MOBILIZATION NONDIRECTIVE PARTICIPATORY COMMUNICATION

  28. Five Management Decisions Five Management Decisions Situation Analysis Framework Logical Analysis Framework

  29. FIVE FIVE MANAGEMENT MANAGEMENT DECISIONS DECISIONS Audience Behaviour Developed by Caba ero-Verzosa, in order to highlight the link between management communication objective. objective and Message Channel Used in monologic / diffusion mode. Evaluation Indicators It addresses five basic communication concepts, closely resembling the Lasswell (1948) five question model : WHO, says WHAT, in WHICH channel, to WHOM, with what EFFECT.

  30. Implement the work plan and to produce and distribute media and information products. Communication Objectives Pretesting the communication material Drawing up the action plan

  31. Communication Communication Tools for Tools for Implementation Implementation Tools used in this phase relate mostly to the specific media selected (for example, print, radio, video), and on the training needed to carry out the successful implementation of the activities. Aware of the potentials of each medium and the criteria for its best utilization

  32. Evaluation can be defined as the process of determining whether, and to what extent, a certain produced the intended result (Babbie 2002). intervention has Formative Evaluation Summative Evaluation

  33. WHAT & HOW WHAT & HOW TO MEASURE TO MEASURE Identify key indicators from the start It is important to consider and to assess if and how external variables have influenced the outcome As stated by Mazzei and Scuppa (2006), communication objectives are either about changing specific knowledge, attitudes, and behaviors or practices in individuals and groups of individuals, or they are about improving the degree of mutual understanding, social and cultural exchange, or the cooperation among different groups of stakeholders, engaging them in the development initiative.

  34. BASICS OF EVALUATION DESIGN BASICS OF EVALUATION DESIGN EXPERIMENTAL DESIGNS QUASI QUASI EXPERIMENTAL EXPERIMENTAL DESIGNS DESIGNS QUALITATIVE RESEARCH DESIGNS 01 01 02 02 03 03 Text Title Text Title Place your own text here 04 04 According to Babbie (2002), the most effective evaluation research is one that combines qualitative and quantitative components.

  35. DEVELOPMENT COMMUNICATION SERVICES AND EXPERIENCES AT THE WORLD BANK

  36. A Division in the External Affairs, Communications and United Nations Affairs Vice-Presidency. clients are Bank operational staff and client country personnel. Capacity to work in 18 languages, programs in 7 languages. Primary delivering

  37. DevComm DevComm Mission Mission To ensure that development interventions incorporate political, social and cultural diagnosis in their design and implementation. To ensure that communications becomes a pillar of development that supports: better development outcomes real political participation in decision making the information base for policy design options an instrument for creating awareness of development priorities

  38. Development Communication Division External Affairs Vice Presidency Scaling up Communications for Operational Results Internal Communicatio n Creating a common platform for messages and programs Communicating what we do and how we do it; building trust in the institution and support for development. Institutional Communicatio n Issue campaigns to accelerate action on key global public goods including at the country level Integrating communications and assessing political and development risks for more effective strategy and design leading to better outcomes Advocacy Communicatio n Development Communicatio n

  39. Communication in Operations DevComm work is organized into three service lines Public Opinion Research Knowledge and Learning

  40. Communication in Communication in Operations Operations Application of communication approaches and methods for behavior and social change in different projects. Communication for Sustainable Development in Operations Unit DevComm is actively involved in more than 100 projects a year in various sectors Communication for Governance and Accountability Program A number of trust-fund donations from donor countries are received to augment its capacity. Partnership Building

  41. CommGAP Training and capacity building Seeks to promote good and accountable governance Research and advocacy Support to operations Good Governance

  42. WOMENs PARTICIPATION IN COMMUNITY RADIO TIMOR LESTE DevComm DevComm- -SDO SDO Created in 2001 with a mandate to mainstream development communication into development projects and programs. DevComm-SDO carrying out the first World Congress on Communication for Development, which took place at FAO headquarters in Rome, on October 25 27, 2006. was instrumental in COMMUNITY RADIO IN KENYA

  43. ANDHRA PRADESH ANDHRA PRADESH RURAL INCLUSIVE RURAL INCLUSIVE GROWTH PROJECT GROWTH PROJECT To enhance agricultural incomes and ensure increased access to services related to health, nutrition, sanitation and social entitlements. Focus on small and marginal farmers, especially from Scheduled Caste (SC) and Scheduled Tribe (ST) Enhance market access for farmer To exploit growth opportunities for high value commodities and significant investments in ICT and mobile-based service delivery systems.

  44. Responsible for partnering with UN agencies, bilateral donors, think tanks, foundations, academia, and other international financial institutions Partnership Buildidng To enhance the use of communication to promote effectiveness programs and projects. in development To produce global public goods in communication that everyone can use

  45. LAUNCH OF LAUNCH OF OpenIndia OpenIndia Lays Group's entire India program in a transparent and easy-to-use manner. out the World Bank Allows the user to learn about the country's challenges and track the World Bank Group's (WBG) programs to address them. development

  46. Public Opinion Public Opinion Research Research 2. o Design, management, and development of polls at a global level as well as opinion research initiatives across the Bank. o Focuses on external constituents clients and other stakeholders. o Client surveys tailored to the needs of the country.

  47. Knowledge and Knowledge and Learning Learning 3. Conduct courses on communication to support lending operations and knowledge products offers workshops. distance-learning courses and operational customized helps Bank staff, governments, and other local partners enhance their capacity to implement and sustain communication activities. this unit is also engaged in collecting, systematizing, and sharing knowledge

  48. DevComm Portfolio by Sectors OctoberFY04 [total = 93 projects] Agriculture and Rural Development Economic Policy Education 8% 0% Energy 18% 2% 3% Environment 1% Finance 9% 1% Health Nutrition and Policy 7% HIV/AIDS Law & Justice 8% 21% Multisector 5% Public Administration 1% 9% 7% Social Protection Transport Water supply and Sanitation Others SOURCE www.worldbank.org

  49. Agriculture and Rural Development Economic Policy & Debt DevComm Portfolio by Sectors JUNE FY06 (Total = 126) Education 1 2 Energy & Mining 2 4 1 3 2 Environment 14 4 Poverty Reduction 2 Health Nutrition and Policy HIV/AIDS 6 6 Law & Justice Multisector Public Sector Governance 9 Social Development 16 Transport 1 Water supply and Sanitation Multisector 13 2 Urban Development 6 1 Infrastructure 9 8 Social Protection 5 Trade PSD FSE CSR SOURCE www.worldbank.org

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