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KELIN COMMUNICATION STRATEGY

2018 -2022

KELIN COMMUNICATION STRATEGY2018 -2022

July 2018

Design and Layout by Impact Africa Ltd.

P O Box 13776-00800, Nairobi

Tel: +254 708 484 878/ +254 714 214 303

Nairobi, Kenya

TABLE OF CONTENTS

LIST OF TABLES-------------------------------------------------------------------------------------iLIST OF FIGURES----------------------------------------------------------------------------------iiLIST OF ABBREVIATIONS---------------------------------------------------------------------iiiCHAPTER 1: BACKGROUND-------------------------------------------------------------------11.1 Introduction----------------------------------------------------------------------------------11.2 Rationale--------------------------------------------------------------------------------------11.3 Scope of the Assignment------------------------------------------------------------------21.4 Methodology---------------------------------------------------------------------------------2CHAPTER 2: RESULTS OF SITUATION ANALYSIS-------------------------------------52.1 Literature Review---------------------------------------------------------------------------52.2 Perception Survey-------------------------------------------------------------------------132.3 Digital Audit--------------------------------------------------------------------------------192.4 Media Content Analysis-----------------------------------------------------------------202.5 Summary of Key Issues------------------------------------------------------------------212.6 SWOT and EPISTLE Analyses---------------------------------------------------------21CHAPTER 3: STAKEHOLDER ANALYSIS AND MAPPING-------------------------253.1 Introduction---------------------------------------------------------------------------------253.2 Summary of Net Maps-------------------------------------------------------------------25CHAPTER 4: COMMUNICATION STRATEGY------------------------------------------404.1 Introduction---------------------------------------------------------------------------------404.2 Strategic Approach Strategic Approach----------------------------------------------414.3 Communication Objectives-------------------------------------------------------------434.4 Key Messages-------------------------------------------------------------------------------444.5 Strategies and Tactics---------------------------------------------------------------------454.6 Objectives of the Social Media Strategy----------------------------------------------494.7 Target Audience----------------------------------------------------------------------------504.8 Channels & Tactics------------------------------------------------------------------------514.9 Content plan------------------------------------------------------------------------------- 544.10 Personnel------------------------------------------------------------------------------------58CHAPTER 5: IMPLEMENTATION MATRIX----------------------------------------------75CHAPTER 6: MONITORING AND EVALUATION-------------------------------------79REFERENCES---------------------------------------------------------------------------------------86

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List of Tables

Tables PageTable 1: Alignment of KELIN’s work with SDGs 6Table 2: Factors Influencing HRBA in Kenya 12Table 3: Summary of SWOT Analysis 22Table 4: HIV & TB Influence and Interest level 28Table 5: SRHR Influence-Interest levels 31Table 6: WLPR Influence-Interest levels 33Table 7: Key and Affected Populations Influence-Interest 36Table 8: Summary of Key Issues 41Table 9: Objectives and their rationale 43Table 10: Key Messages 44Table 11: Target Audience 50Table 12: Channels 51Table 13: Tactics 52Table 14: Content Sharing Metrics 54Table 15: Scheduling posts 56Table 16: Analyzing success metrics 56Table 17: Listening/monitoring Tools 57Table 18: Content Creation 58Table 19: Action Plan 58Table 20: Research Dissemination Plan 62Table 21: Media advocacy 63Table 22: Channels 67Table 23: Crisis Management Team 70Table 24: Determining different scenarios 71Table 25: IMPLEMENTATION MATRIX 75Table 26: Monitoring and Evaluation 79

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List of Figures

Figures PageFigure 1: Alignment of KELIN’s work with SDGs 7Figure 2: Please indicate the extent to which you agree or disagree with the following statements. 14

Figure 3: Please rate how familiar you are with KELIN’s policies. 14Figure 4: Have you experienced any challenges in communicating to your colleagues? 15

Figure 5: In your own words, list some (or all) of KELIN’s programme areas that you are familiar with. 16

Figure 6: Rate how frequently KELIN uses the following media to communicate and share information. 17

Figure 7: Through what channels would you prefer to receive information on KELIN’s work, activities and events? 17

Figure 8: How often do you want KELIN to communicate with you? 18Figure 9: Have you ever visited the KELIN website? 18Figure 10: Have you ever interacted with KELIN’s social media plat forms (Facebook & Twitter)? 18

Figure 11: What role do you play in the activities that you are engaged in? 18Figure 12: KELIN Media Exposure (Green curve: social media coverage; Blue curve: traditional media coverage) 20

Figure 13: Who can influence access to quality medical services including youth and adolescent friendly services? 26

Figure 14: Who can give adequate legal representation to beneficiaries? 29Figure 15: Who can influence provision of information on land and property rights to women? 32

Figure 16: Who can influence legal recognition of the key populations? 34Figure 17: Approach of this communication strategy 42Figure 18: Link between organisational and communication objectives 44Figure 19: Audience location 50Figure 20: Content Sharing Metrics 55Figure 21: KELIN will also interrogate why certain IEC materials e.g. the succession steps were well received/owned by the target audience while others were not. Implementing these lessons learnt will improve the design of future IEC materials.

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LIST OF ABBREVIATIONS

AIDS Acquired Immune Deficiency Syndrome

AHF AIDS Healthcare Foundation

CBO Community Based Organisation

CA County Assembly

CH County Hospital

COVAW Coalition on Violence Against Women

CT Country Treasury

CRADLE The Children’s Foundation

CREAW Centre for Rights Education and Awareness

CWID Coast Women in Development

DPP Director of Public Prosecution

EGPAF Elizabeth Glaser Pediatric AIDS Foundation

EPISTLE Economic, Political, Informational, Social, Technological, Legal and Environmental

FBO Faith Based Organisations

FGD Focus Group Discussions

FIDA International Federation of Women Lawyers

GDP Gross Domestic Product

GIZ German Development Corporation

GSK GlaxoSmithKline

HIV Human Immunodeficiency Virus

HRBA Human Rights Based Approach

ICESCR The International Covenant on Economic, Social and Cultural Rights

ICWEA International Community of Women living with HIV Eastern Africa

IEC Information, Education and Communication

KELIN Kenya Legal and Ethical Issues Network on HIV and AIDS

KHRC Kenya Human Rights Commission

KII Key Informant Interviews

KNCHR Kenya National Commission on Human Rights

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KNH Kenyatta National Hospital

LSK Law Society of Kenya

LVTC Liverpool Counseling and Testing

MDG Millennium Development Goal

MoDP Ministry of Devolution and Planning

MoH Ministry of Health

MSM Men who have sex with men

NACC National Aids Control Council

NASCOP National AIDS and STIs Control Programme

NAYA Network of Adolescent and Youth of Africa

NEPHAK National Empowerment Network of People living with HIV/AIDS in Kenya

NGEC National Gender and Equality Commission

NGO Non-Governmental Organisation

NPS National Police Service

NT National Treasury

PBO Public Benefits Organisation

PLWHA People Living With HIV

SDG Sustainable Development Goals

SGBV Sexual and Gender Based Violence

SRHR Sexual and Reproductive Health and Rights

SWOT Strengths, Weaknesses, Opportunities and Threats

TB Tuberculosis

UNAIDS United Nations Programme on HIV/AIDS

UNDP United Nations Development Programme

UNFPA United Nations Population Fund

UNICEF United Nations Children’s Fund

USG United States Government

WOFAK Women Fighting AIDS in Kenya

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CHAPTER 1: BACKGROUND

1.1 Introduction

KELIN is a registered NGO whose mission is “to promote and protect health related human rights for all.” As such KELIN advocates for a holistic, rights-based system of service delivery in health and for the full enjoyment of health rights for all people, including vulnerable, marginalised and excluded populations who fall within KELIN’s four thematic focal areas. The four areas are HIV & TB; women, land and property rights (WLPR); sexual and reproductive health and rights (SRHR); and key and affected populations.

In implementing its programmes and related activities, KELIN uses the rights-based approach, prioritizing the key principles of people-centeredness, accountability, equality and non-discrimination. This approach ensures the involvement of both rights holders, who are not enjoying their full rights, and duty bearers, who are duty bound to protect the holders’ rights.

The organisation’s objectives, outlined in its current strategic plan (2015–2018), are as follows:

• Advocate for the integration of human rights and the rights-based approach in policies, laws and operational frameworks/regulations relating to KELIN’s four thematic areas

• Facilitate access to justice in respect of human rights violations affecting persons within the thematic areas

• Develop the capacities of public benefits organisations and community based organisations (CBOs) working in the four thematic areas on health rights

• Initiate and participate in strategic partnerships nationally, regionally and globally to strengthen the rights-based approach across the thematic areas

1.2 Rationale

KELIN recognizes the central role of communication in the realization of its vision, mission and stated objectives. This communication strategy will be a key tool in the organisation’s efforts to:

• Deliver a unified message

• Engage with stakeholders (programme beneficiaries, partners and donors)

• Position itself as a leader in the promotion and protection of health related human rights

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1.3 Scope of the Assignment

The tasks carried out for the development of the strategy were as follows:

1. Conduct a situation analysis of KELIN’s environment of operation with a view to establishing responsive and relevant communication issues, objectives and tactics. In order to identify applicable communication issues and establish a responsive set of objectives and tactics that form part of the communication strategy, a situational analysis of KELIN’s environment of operation was done.

2. Analyse KELIN’s stakeholders – that is, map out their issues and attributes to ensure that the strategy is responsive.

3. Identify the best communication channels through which to execute the strategy.

4. Develop, on the strength of the above three completed tasks, an appropriate communication strategy to be implemented for optimal outcomes and impact.

1.4 Methodology

The strategy was developed using various methodological approaches. Following is a brief summary of the steps taken in each stage of the research.

Stage 1: Situation Analysis

A situation analysis was performed to identify the issues and gaps that needed to be addressed by the strategy. This analysis served as the foundation of the overall strategy. The situation analysis comprised the following:

1. Desk Review (Secondary data). Literature review templates were prepared to guide the process of secondary data collection.

2. Key Informant Interview (KII) and Focus Group Discussions (FGDs). A total of 19 key informant interviews were conducted in Nairobi and Nakuru. Semi-structured questionnaires with a mix of closed- and open-ended questions were used. Other respondents filled out an online questionnaire. This made it possible to analyse all the information as one dataset. The total number of respondents was 227, of which 197 were beneficiaries, 14 were staff and 16 were partners.

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3. Internal Communication Audit. This was conducted through an online survey posted and the link was sent to all KELIN staff invited to respond. All responses remained anonymous. This process also involved key informant interviews with top KELIN management and a board member. The analysed data are what informed the internal communication component of the strategy.

4. Data Analysis. The dataset that came out of the key informant interviews and the online survey was first processed in a Microsoft Excel Workbook. The process involved codifying responses to open-ended questions into categories that would ease analysis and comparison. Once finalized, this dataset was exported into SPSS (Statistical Package for Social Sciences) for analysis.

5. Media Content Analysis. The content used for the media profiling and content analysis piece of the research was derived from coverage of KELIN by the Kenyan media and other sources from around the world.

6. Digital Audit. A social media audit was conducted in relation to conversations around the organisation’s thematic areas.

7. Issues identification. The process entailed collection of data from beneficiaries, donors and partners of the organisation, through KII and FGDs (field research) and desk review (entailed review of existing literature on matters concerning the work of KELIN, SWOT and EPISTLE analysis). It is from this analyses that issues and gaps influencing KELIN’s operational environment were identified.

Stage 2: Stakeholder Analysis

The stakeholder analysis that is also part of the situation analysis was conducted through a participatory workshop. The issues that emerged from the workshop were triangulated (based on the situation analysis) and prioritised using the Net-Map Analysis tool. Net-Map is an interview-based mapping tool that helps people understand, visualize, discuss, and improve situations in which many different actors influence outcomes. By creating Influence Network Maps, individuals and groups can clarify their own view of a situation, foster discussion, and develop a strategic approach to their networking activities. More specifically, Net-Map helps players to determine

• What actors are involved in a given network,

• How they are linked,

• How influential they are, and

• What their goals are.

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Determining linkages, levels of influence, and goals allows users to be more s trategic about how they act in these complex situations. It helps users to answer questions such as: Do you need to strengthen the links to an influential potential supporter (high influence, same goals)? Do you have to be aware of an influential actor who doesn’t share your goals? Can increased networking help empower your dis-empowered beneficiaries? The tool is low-tech and low-cost and can be used when working with rural community members with low formal education as well as with policy makers or international development actors.1

Stage 3: Clarifying Communication Objectives, Messages and Channels

At the stakeholders’ workshop, participants were given an opportunity to interact with the data from the desk review and the field research. This interaction in thematic area groups first invited participants comprising of partners and beneficiaries to give a picture of how they view KELIN through doing a SWOT and EPISTLE, the issues were presented to the entire group. This followed presentation of emerging issues from the desk review and the field research.

All this information was then triangulated. Meaning similar findings from previous analysis and the information from the stakeholders was acknowledged and what was found as new and relevant included in the research findings. Feedback from the Net Maps was also part of this process. It was after this process that communication objectives were formed and they informed the types of messages and channels of communication necessary for the communication strategy.

Stage 4: Developing the Communication Strategy

After the workshop, the Net Maps were analysed and data used to identify crucial actors that KELIN works with, their levels of interest and influence. The relationships that could benefit from strengthening highlighted and those that were important to form suggested. The data was also used to clarify the information gaps. Using what was suggested at the workshop and the research, and the findings from the Net Maps, the communication objectives, tactics, messages and channels of communication were refined. Together with KELIN (who also provided the annual thematic plans) we then built in an implementation matrix, media relations’ plan, social media strategy, crisis communication plan and a monitoring and evaluation framework.

Stage 5: Monitoring and Evaluation Framework

To ensure results-based management of the implementation of the communication strategy, the monitoring and evaluation framework was developed to align with the implementation matrix.

1, Eva Schiffer https://netmap.wordpress.com/about/ retrieved May 21, 2017

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CHAPTER 2: RESULTS OF SITUATION ANALYSIS

2.1 Literature Review The literature review or desk research sought to identify (1) international policies on health rights, (2) KELIN’s scope of work in relation to international development goals and (3) the gaps in Kenya’s health sector. The following is a summary of the findings:

International Policies on Health Rights

According to the World Health Organization (WHO), international health guidelines provide principles to address and correct inequalities and discriminatory practices often characteristic of unfair health outcomes. These principles include:2

• Non-discrimination: Seeks to guarantee that human rights are exercised without any kind of discrimination.

• Availability: Adequate quantity of functioning public health and healthcare programmes, facilities, goods and services.

• Accessibility: Ease of access to healthcare facilities, goods and services for everyone.

• Acceptability: All health facilities, goods and services must be respectful of medical ethics and be culturally appropriate as well as sensitive to gender and life cycle requirements.

• Quality: All health facilities, goods and services must be scientifically and medically appropriate and of good quality.

• Accountability: Countries and other duty bearers are answerable for the observance of human rights.

• Universality: Human rights are universal and inalienable. All people everywhere in the world are entitled to them.

Global Development Goals: Health and Justice

The principles summarized above inform the global development goals on health and health related justice as enshrined in the Sustainable Development Goal (SDGs). Specific SDGs on health and health justice are outlined in Table 1.3

2 World Health Organisation, Health and human rights, http://www.who.int/mediacentre/factsheets/fs323/en/ (accessed 29

May 2016)3 United Nations, Sustainable Development Goals, https://sustainabledevelopment.un.org/topics/sustainabledevelopment-goals (accessed 12 January 2017)

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Table 1: SDG Health Goals

Goal 3: Ensure healthy lives and promote well-being for all, at every stage of life

Target (s)

• By 2030, end the epidemics of AIDS, tuberculosis, malaria and neglected tropical diseases and combat hepatitis, as well as waterborne diseases and other communicable diseases

• Strengthen the prevention and treatment of substance abuse, including narcotic drug abuse and harmful use of alcohol.

• By 2030, ensure universal access to sexual and reproductive health care services, including for family planning, information and education, and the integration of reproductive health into national strategies and programmes.

• Achieve universal health coverage, including financial risk protection, access to quality essential health-care services and access to safe, effective, quality and affordable essential medicines and vaccines for all.

Goal 5: Achieve gender equality and empower all women and girls

Target (s)

• Ensure universal access to sexual and reproductive health and reproductive rights as agreed in accordance with the Programme of Action of the International Conference on Population and Development and the Beijing Platform for Action and the outcome documents of their review conferences.

• Undertake reforms to give women equal rights to economic resources, as well as access to ownership and control over land and other forms of property, financial services, inheritance and natural resources, in accordance with national laws.

Goal 10: Reduce inequality within and among countries

Target (s)

• Ensure equal opportunity and reduce inequalities of outcome, including by eliminating discriminatory laws, policies and practices and promoting appropriate legislation, policies and action.

Goal 16: Promote peaceful and inclusive societies for sustainable development, pro-vide access to justice for all and build effective, accountable and inclusive institutions at all levelsTarget(s)

• Promote and enforce non-discriminatory laws and policies for sustainable development.

• Promote the rule of law at the national and international levels and ensure equal access to justice for all.

Table 1: Alignment of KELIN’s work with SDGs

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In their mutual emphasis on health and justice, KELIN’s strategic objectives are linked to the SDGs. The alignment of KELIN’ s work with both the Kenya Health Policy and the SDGs is illustrated in Figure 1:

Figure 1: Alignment of KELIN’s work with SDGs Understanding KELIN’s Local Context

Kenya’s health sector goal, as enshrined in the national development manuscript known as Vision 2030, is to “provide an efficient and high quality healthcare system.” The country has therefore over the years put in place legal instruments and mechanisms to uplift its health sector. The reform process has, however, been marred with challenges.

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Status of Kenya’s Health Sector

Legal

• The Kenya Health Policy

The Kenya Health Policy 2014–2030 was developed in view of Vision 2030, the Kenyan Constitution and international health policies. It covers financing, leadership, health products and technologies, health information, workforce, service delivery systems and health infrastructure.

The policy looks to raise the profile of health services and in the process set a standard that can be adopted by other countries. The document, however, does not consider the rights-based approach in the delivery of health services. As such, key issues influencing equal access to health care such as discrimination and violation, are not addressed.

• HIV Act

In an effort to streamline health service delivery, particularly in relation to threatening communicable diseases such as HIV/AIDS, the government has put in place various policies and laws. One such law is the HIV & AIDS Prevention and Control Act, 2006.

The HIV law seeks to promote and protect the provision of appropriate services for persons infected or at risk of being infected by HIV. Commendably, it codifies measures for treatment, counselling, care and support for people living with HIV, including allowing for the protection of their identities.

The HIV Act has been criticized, however, because it allows for healthcare workers to disclose patients’ HIV status to their partners and, in certain instances, allows for the criminalization of HIV transmission, this was later ruled as unconstitutional. In addition, its provision for mandatory HIV testing for pregnant women does not augur well with those who believe it may discourage pregnant women from seeking medical care/attention.

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Economies of Health

The issues discussed below shed light on the quality of Kenya’s healthcare system: 4

• Availability of Health Services

For Kenyans to access healthcare services, health facilities need to be physically available. However, research by the Health Policy Project reveals inequalities in health facilities across the country’s 47 counties: only 63 per cent of Kenya’s population has access to public health facilities in close proximity (within one hour) of their homes.

• Human Resources

Kenya’s medical health sector is considered understaffed. According to a report by USAID and PEPFAR, Kenya does not meet the national threshold for medical personnel, which is 3 medical officers per 10,000 people. In fact, some counties such as Mandera have no doctors at all, while others only have a few doctors whose capacity is over-stretched.

• Financial Resources

Kenya’s national expenditure on health is comparatively low. In fact, recent years have seen a reduction in the allocation of health resources, from 8 per cent to 5 per cent. As a result, the majority of Kenyans who do not have access to the National Health Insurance Fund (NHIF) are forced to spend out of pocket, which can further impoverish them.

• Medical Infrastructure

Medical infrastructure alludes to both civil infrastructure and the technology required to offer medical services. While significant steps have been made towards improving Kenya’s road transport system, this development has not reached all regions. Moreover, medical facilities continue to operate with limited resources, such as insufficient bed space and out-of date technology, thus affecting service quality.

Public-Private Partnerships

In recent years, Kenya’s private sector has awakened to its role in national development. This has seen a rise in public-private partnerships, especially in the health sector. The national government, alongside six county governments, has recently collaborated with the private sector to address the challenges around maternal health. Participating private enterprises are Safaricom, Huawei, Philips, GSK and MSD, which are utilizing their technologies towards this goal. Thus, there are possibilities for leveraging multi-sector partnerships to realize equitable and quality healthcare for all.5

4 BARKER, C. et al., Devolution of Healthcare in Kenya: Assessing the County Health System Readiness in Kenya, Nairobi: USAID, 2014 https://www.healthpolicyproject.com/pubs/479_KenyaPETSCountyReadinessFINAL.pdf (accessed 17 Decem-ber 2016) 5CHATTERJEE, Siddharth et al., Kenya’s Health Sector Challenges Present …, http://www.ipsnews.net/2016/08/kenyas-health-sector-challenges-present-the-ideal-setting-for-creating-shared-value/, (accessed 22 January 2017)

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Devolution of Health Services

Following the promulgation of the Kenyan Constitution in 2010, public service functions were decentralized, devolving from the national government to county governments. The aim was to ensure equitable distribution of resources, which was not supported by the previous centralized government model.

Following devolution, the national government was left to play a primarily supervisory and facilitative role in service delivery. The division of roles between the national and county governments after devolution is as: 6

National Government:

• Health policy

• Regulation

• National referral health facilities

• Capacity building and technical assistance to counties

County Government:

• County health facilities and pharmacies

• Ambulance services

• Promotion of primary health care

• Licensing and control of undertakings that sell food to the public

• Veterinary services (excluding regulation of the profession)

• Cemeteries, funeral parlours and crematoria

• Prioritization, planning, budgeting and resource allocation

• Refuse removal, refuse dumps and solid waste disposal

Despite the presence of an elaborate model for the devolution of health services, several challenges continue to face the sector. Among them are; management challenges, lack of coordination between national and county governments, inefficient resource distribution and a low/poor understanding of the devolution system among health workers.7 Competition between political processes and technical processes is an additional challenge.

6 Ministry of Health, Kenya Health Policy 2014-2030. Nairobi: Government Printer Nairobi, 2017. Pp. 42, https://www.afidep.org/?wpfb_dl=80, (accessed 17 February 2017)7Machira, Yvonne Wangui; Nizam, Rabya. 2015. Integrating social accountability in healthcare delivery: lessons drawn from Kenya. Kenya devolution; no. 4. Washington, D.C.: World Bank Group. 

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Taken together, these and other issues contribute to delays in the implementation of the health policy.8 These challenges are discussed in further detail below.

• Poor understanding of the system. According to a survey by the Centre for Health Solutions, only 11 per cent of health care workers admitted to full understanding of the devolved system. This definitively affects the achievement of effective delivery of health services.

• Lack of coordination between national and county governments. Structures guiding interactions between national and county governments are inadequate. This has resulted in inefficiencies in the release of funds for treatment, acquisition of medical supplies and remuneration of medical personnel.

• Political process vs. technical process. Over the last several months, the public has seen the push and pull between national and county governments over demarcation of roles and responsibilities. Despite the devolution of roles to the county level, the national government has been hesitant in releasing control of certain functions, such as the procurement of medical technology and the remuneration of health personnel. The result is that rights holders endure further ineffective delivery of health services.

These stumbling blocks have caused delays in the disbursement of funds for service delivery at the county level, thus crippling operations in the health sector. Both political goodwill and capacity building on devolution are needed.

Human Rights-Based Approach in Kenya

Human rights-based approaches (HRBA) to health hinge on the human rights principles of equality and non-discrimination, transparency, accountability, participation and focus on vulnerable groups. While this approach is relatively new in Kenya, several organisations are already implementing it.

Practitioners mention that among the major challenges of applying this approach is that community members do not claim their rights from government and other duty bearers, despite being educated about them. Table 2 summarizes the factors influencing HRBA in Kenya.

8 MWENDA, S., Devolution of Health Services in Kenya: Issues Affecting Faith Based Health Services, [Slide], http://www.slideshare.net/achapkenya/devolution-of-health-services-in-kenya-by-dr-samuel-mwenda-chak-45977514 (accessed 17 December 2017)

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Threats Opportunities • Poverty

• Inadequate health facilities

• Lack of effective and accessible complaint mechanisms

• Inadequate resource allocation by government

• Lack of political goodwill (government is seen as insincere because policies that promote the protection of human rights are not implemented or enforced)

• Train healthcare providers on HRBA

• Monitor government compliance with international human rights instruments ratified by Kenya

• Evidence-based research

• Minimize opportunities for corruption in the healthcare system

• Strengthen healthcare financing systems

Table 2: Factors Influencing HRBA in Kenya 9

In view of the above, the success of the HRBA appears to depend on multiple socio-economic and political factors. Increased partnership and collaboration with insti-tutional socioeconomic champions, such as KELIN, Aids and Rights Awareness for Southern Africa (ARASA), Federation of Women Lawyers (FIDA - Kenya) among others, is thus in order. A shared vision and concerted efforts amongst multidimen-sional (civil society) organisations will provide a much more holistic approach and a wider ripple effect.

Community Level Challenges in Kenya’s Health Sector

The problems outlined above are compounded by and reflected in challeng-es that affect uptake at the community level. These include the following:

Poor geographical access

• Lack of information aggravated by negative cultural beliefs resulting in poor health seeking behaviour

• Poor health infrastructure

• Inadequate financial resources for reproductive health and child survival

• High poverty levels make it difficult for some families to meet the high cost of health services

• Myths and misconceptions about family planning

• Provider bias with regard to family planning services

• Low staff competence, especially in integrated management of HIV and AIDS, malaria, tuberculosis and related illnesses

9 ONYANGO, J., Implementing Human Rights Based Approach in the Health Sector in Kenya, GIZ, 2009, [Website], http://www.gizkenyahealth.com/blog/implementing-human-rights-based-approach-in-the-health-sector-in-kenya/ (accessed 17 December 2017)

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The challenges pertaining to KELIN’s thematic areas – HIV & TB, sexual reproductive health rights, women, land and property rights and key and affected populations – are as follows:

• Ignorance among vulnerable communities and among HIV and TB patients about their health rights coupled with financial constraints that restrict their ability to seek justice before formal courts or through traditional justice mechanisms

• Systemic social, legal and institutional rejection and discrimination and such violations of human rights. This further limits access to services, including health.

• Lack of relevant and accurate information on sex and sexual reproductive health for adolescents and youth

• Lack of awareness amongst sexual violence victims about existing services

• Unsuccessful implementation of legal frameworks protecting women’s land rights

2.2 Perception Survey

Key to the development of a communication strategy is an understanding of how internal organisational communication is undertaken as well as the possible challenges that are encountered. As such two sets of perception surveys were done; one assessed KELIN’s internal communications and the other assessed the institution’s external communications and stakeholder engagement. The issues that emerged are detailed below:

a. Internal Communication Assessment

This perception survey investigated KELIN’s internal communications where all staff members (14) provided information on policies and procedures, internal and external communication channels and the level of engagement in decision making. The staff included programme officers, technical staff and programme managers as well as interns and the institutional directors. Based on the findings, KELIN is made up of a young and vibrant workforce given that slightly more than three quarter of the staff (78%) are aged between 18 and 34 years and only 8% are aged above 45 years.

Threats Opportunities • Poverty

• Inadequate health facilities

• Lack of effective and accessible complaint mechanisms

• Inadequate resource allocation by government

• Lack of political goodwill (government is seen as insincere because policies that promote the protection of human rights are not implemented or enforced)

• Train healthcare providers on HRBA

• Monitor government compliance with international human rights instruments ratified by Kenya

• Evidence-based research

• Minimize opportunities for corruption in the healthcare system

• Strengthen healthcare financing systems

Table 2: Factors Influencing HRBA in Kenya 9

In view of the above, the success of the HRBA appears to depend on multiple socio-economic and political factors. Increased partnership and collaboration with insti-tutional socioeconomic champions, such as KELIN, Aids and Rights Awareness for Southern Africa (ARASA), Federation of Women Lawyers (FIDA - Kenya) among others, is thus in order. A shared vision and concerted efforts amongst multidimen-sional (civil society) organisations will provide a much more holistic approach and a wider ripple effect.

Community Level Challenges in Kenya’s Health Sector

The problems outlined above are compounded by and reflected in challeng-es that affect uptake at the community level. These include the following:

Poor geographical access

• Lack of information aggravated by negative cultural beliefs resulting in poor health seeking behaviour

• Poor health infrastructure

• Inadequate financial resources for reproductive health and child survival

• High poverty levels make it difficult for some families to meet the high cost of health services

• Myths and misconceptions about family planning

• Provider bias with regard to family planning services

• Low staff competence, especially in integrated management of HIV and AIDS, malaria, tuberculosis and related illnesses

9 ONYANGO, J., Implementing Human Rights Based Approach in the Health Sector in Kenya, GIZ, 2009, [Website], http://www.gizkenyahealth.com/blog/implementing-human-rights-based-approach-in-the-health-sector-in-kenya/ (accessed 17 December 2017)

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Figure 2: Please indicate the extent to which you agree or disagree with the following statements.

However, 7% of them indicate they may not be as committed to the organisation as the rest. A similar proportion feels that the work schedule is inflexible with little room for planning activities to the employee’s convenience.

Figure 3: Please rate how familiar you are with KELIN’s policies.

i. Awareness of policies and procedures

Overall, staff members demonstrate familiarity with organisational procedures. They are most familiar with policies on leave requests (100 per cent), requisition (92.9 per cent) and confidentiality and advocacy guidelines, both at 85.7 per cent. At the same time, staff members demonstrate lower levels of familiarity with policies on recruitment with almost 22% unsure on what guidelines are used for recruitment, 28.6% unsure on logo use/branding and about half unsure on the organisation’s code of conduct.

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These results necessitate that KELIN disseminates and ensures easy accessibility to common organisational policies and procedures.

i. Internal communication challenges

When asked whether they experienced any challenges in communicating with each other, a majority of staff (71 per cent) cites no challenges. The remaining 29 per cent identified several challenges, namely:

• Poor feedback to emails and programme reports shared for input/comment• Weak inter-programme communication • Lack of organisation in dissemination of monthly newsletters• Lack of policies on social media engagement

Figure 4: Have you experienced any challenges in communicating to your colleagues?

These responses, though expressed by a small percentage of staff, suggest inadequate internal communication structures and procedures.

b. External Communication Assessment

The assessment of communication to external stakeholders involved direct beneficiaries of KELIN’s work. These could either be the; vulnerable populations as widows, orphans, PLHIV etc; trainees from law enforcement and judiciary as police officers and advocates; administration officials as members of county assembly and other county officials; media and activists among others. 197 respondents were drawn from KELIN’s main regions of operation that include Mombasa, Kisumu, Nakuru, Homa Bay and Kilifi. The distribution of responses collected was: Mombasa (35%), Kisumu (27%) and Nakuru (20%).

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The representation of these stakeholders as distributed across KELIN’s thematic areas was as:

Figure 5: Representation of KELIN’s thematic areas in the survey

The key and affected populations’ thematic area had the highest representation (40.5%). The Women, Land and Property Rights thematic area followed at 35.5%, HIV and TB at 16.2% and lastly sexual and reproductive health rights at 7.3%.

ii. Awareness on KELIN

Stakeholders are most aware of KELIN’s work in facilitating access to justice for widows and orphans on land and property issues (26 per cent), legal support for HIV and TB patients (20 per cent) and human rights monitoring (16 per cent).

Figure 5: In your own words, list some (or all) of KELIN’s programme areas that you are familiar with.

External stakeholders are less aware about KELIN’S work to advocate against sexual and gender-based violence (SGBV; 5 per cent), supporting legal aid for sex workers (5 per cent) and promoting capacity building on constitutional rights (3 per cent).

Low awareness among stakeholders on specific areas of KELIN’s work was connected to low involvement in these areas. In other words, stakeholders are most conversant with areas of work they have been involved in before. In light of this, stakeholder education on KELIN’s entire scope of work is important for a full understanding of the institution.

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iii. Communication channels

Figure 6: Rate how frequently KELIN uses the following media to communicate and share information.

The most commonly used channels for external communication are the telephone and formal meetings, both at 26 per cent. Facebook and print communication material (letters and memos follow at 25 per cent. These include email (24 per cent), as well as the institutional website and informal meetings, both at 22 per cent.

Figure 7: Through what channels would you prefer to receive information on KELIN’s work, activities and events?

In slight contrast, stakeholders prefer telephone calls (29 per cent), email (18 per cent) and, significantly, radio, one of the least used channels for external communication (10 per cent). Most (40 per cent) external stakeholders prefer that KELIN disseminates relevant information on a monthly basis.

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Figure 8: How often do you want KELIN to

communicate with you?

Figure 10: Have you ever interacted with KELIN’s social

media platforms (Facebook & Twitter)?

Figure 11: What role do you play in the activities that you

are engaged in?

Figure 9: Have you ever visited the KELIN website?

iv Use of digital platforms

v. Stakeholder engagement

The analysis of KELIN’s digital assets showed that only 17 per cent of external stakeholders have visited the institution’s website. Only 14 per cent have had prior interaction with KELIN’s social media platforms.

A slightly larger than half proportion of KELIN stakeholders (52 per cent) feel they are not adequately involved in the institution’s activities. Those who are involved (48 per cent) have done so in the capacity of activity/event participants, discussants, organisers/coordinators or guests.

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2.3 Digital Audit

The digital audit looked to assess the effectiveness of KELIN’s online platforms (website and social media). Overall, the institution was found to have a good online presence. The website is easy to navigate, provides easy access to social media platforms and enjoys linkages from third party sites that are favourably disposed towards the institution. On social media, KELIN has a decent presence and heavy involvement, particularly on Twitter. From the audit conducted between September and November 2016, KELIN’s Twitter metrics included 14,400 tweets, 3,337 followers and an impression/reach of approximately 167,973. This last figure is an indicator of the number of times the online audience has been exposed to con-tent published on this platform.

The above notwithstanding, several areas of improvement were identified:

• Lack of image descriptions. While the KELIN website incorporates quality images in its content, a number of them lack descriptions, making it difficult for site visitors to make sense out of them.

• Duplication of content. The blog section of KELIN’s website replicates some content published in the news section. This presents a redundancy challenge, which can be addressed through generation of original content for each of the website’s categories.

• Low interaction with web content. While news items and articles are published on the KELIN website, no reader engagement (in the form of likes, comments or shares) is recorded. This raises the question of the relevance of the content published.

• Imbalanced use of social media channels. Although KELIN’s Twitter channel enjoys a huge audience (3,337), reach (167,973) and content output (14,400 tweets), the same cannot be said for Facebook, which records a dismal 49 mentions and 1,289 likes. In this regard, more effort can be exerted towards the platform so as to match the performance on Twitter. This will ensure efficient and effective usage of all social media platforms in KELIN’s possession.

2.4 Media Content Analysis

The media content analysis sought to establish the status of KELIN’s presence in the news, the relevance of the content published and the number of people exposed to the information disseminated.

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The social media realm for non-profit is quite new, however it was found that KELIN benefits from a notable social presence. Furthermore, content published by KELIN largely responds to violations of health-related rights in the country and thereby generates significant media interest, which in turn results in substantial media coverage both locally and internationally.

The analysis also found that KELIN has a growing global reach, with emerging audiences in India, United Arab Emirates, Namibia, Botswana and Tanzania. This interest was found to be a result of cultural similarities, particularly those relating to ownership of property among women and violations of fundamental health rights. This increasing reach is an opportunity for KELIN to provide guidance/mentorship in addressing such issues outside of Kenya.

A principal area for improvement is the balance between new media (digital platforms) and traditional media, given stakeholders’ expressed preference for traditional media.

Figure 12: KELIN Media Exposure (Green curve: social media coverage; Blue curve: traditional media coverage)

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2.5 Summary of Key Issues

Drawing from the findings of the above analyses, the following were identified as the key issues constraining KELIN’s ability to carry out its mandate:

• Limited public knowledge/awareness on the relevant rights related legal frameworks

• Lack of political goodwill towards health related issues• Insufficient resource allocation to programmes for key populations by

government • Discriminatory (municipal) laws, particularly against sex workers• Systemic social, legal and institutional barriers allowing for the continued

discrimination, stigmatisation and marginalization of key populations• Need for staff training on communication skills• Weak inter-programme communication and support• Lack of clear policies on social media engagement• Insufficient commitment to the organisational core values by some staff

members• Delays and lack of response to internal communications• Inadequate stakeholder engagement • Low stakeholder utilization of KELIN’s social media platforms and website• Imbalanced use of new and traditional media for external communication • Low stakeholder awareness of KELIN’s scope of work • Website management challenges such as lack of image descriptions,

duplication of content

2.6 SWOT and EPISTLE Analyses

SWOT

Key findings from the situational analysis were further subjected to an analysis of strengths, weaknesses, opportunities and threats (SWOT). Findings considered strengths and opportunities can be built on to enhance organisational performance; weaknesses and threats can be mitigated by the application of targeted strategies and tactics. Table 4 summarizes the results of SWOT analysis.

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Strengths Weaknesses

• Strategic partnerships (Ministry of Health and the Judiciary), parastatals and civil society

• Stakeholders recognize and trust KELIN

• A vibrant team, quick to learn and adapt to change

• Very relevant and influential human rights network

• Strong growing (social) media presence

• Strong leadership; well versed with the legal and human rights issues relating to health and HIV

• A pioneer in adoption of a human rights-based approach to health

• Research capacity in areas relating to human rights, legal issues and health

• Positive organisational culture, team spirit and work ethic

• Effective and appropriate organisational capacity (strategic leadership, financial management, organisational structure and application of relevant management systems)

• Operates within a strong legal and policy framework on the right to health that is anchored in the country’s Constitution

• Limited pool of resources

• Staff capacity constraints

• Limited national coverage

• External stakeholders have inadequate awareness on KELIN and its scope of work.

• Inadequate internal communication structures

• Limited captured and packaged information for posterity

• Inadequate staff competency in communication

• Weak inter-programme communication and support

• Inadequate commitment to the organisational core values by some staff members

• Inadequate stakeholder engagement

Opportunities Threats

• The Sustainable Development Goals (SDGs), which recognize the international and national challenges to access and equitable distribution of health services

• Opportunities to diversify sources of funding (for example, the private sector)

• Limited public knowledge/awareness on the relevant rights related legal frameworks

• Lack of political goodwill towards health related issues

• Insufficient resource allocation to programmes serving key populations

• Existence of discriminatory (municipal) laws, particularly against sex workers

• Systemic social, legal and institutional barriers allowing for the continued discrimination, stigmatisation and marginalization of key populations

• Kenya’s overdependence on developed countries for funding of HIV programmes

Table 3: Summary of SWOT Analysis

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EPISTLE

Primary findings from the literature review were further looked at to identify the economic, political, informational, social, technological, legal and environmental factors affecting a human rights-based approach to health services in Kenya. The following were identified as key factors:

Economic

• Limited land ownership among women in Kenya, which inhibits their use of land resources for economic sustainability. Due to discriminatory land laws, only 1 per cent of women in Kenya own the land on which they work.

• The United States is the single largest source of HIV funding in Kenya. This is unsustainable.

Political • Lack of political goodwill for responding to health related issues such as the

TB epidemic.• Devolution of health services to the county level following the

promulgation of the Constitution. The Ministry of Health is now solely responsible for policy and for the four national referral hospitals.

• Poor implementation of health policies. Kenya is recognized for its numerous and remarkable health policies. These are, however, barely implemented. Ann example is the HIV treatment policy. Previously, the implementation challenge was seen to arise from discord between the Ministry of Public Health and the Ministry of Medical services. But the push and pull is now between the National Health Ministry and county governments.

• Political instability. Warfare in Eastern Africa (e.g., South Sudan and Somalia) has led to the displacement of many. This has led to an influx of refugees into the country, therefore increasing the demand for health services.

• Unionization of health workers. Unionization has led to recurrent industrial action, the most recent being the nationwide doctor’s strike (Collective Bargaining Agreement) that lasted over three months (as from late December 2016 to March 2017). This situation has exerted pressure on the country’s health sector and crippled the delivery of health services.

• Underfunding. Kenya’s Ministry of Health is resource constrained. It receives a budget allocation amounting to only 6 per cent of the country’s GDP. This is contrary to the ratified Abuja Declaration, which recommends that a 15 per cent share of the country’s GDP be allocated to health.

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Informational• There exists an alarming lack of awareness among citizens about their right

to health. This information gap presents a major obstacle to delivery of effective health services.

• Although Kenya has laws that oblige its government to facilitate public information on HIV and AIDS, the policies regarding sex and HIV education are still unclear.

• Some communication channels do not accommodate persons living with disabilities as the deaf and blind or people who cannot afford access.

Social

• Criminalization of individuals at a higher risk of infection with HIV, such as men who have sex with men (MSM), transgender people, sex workers and people who use drugs.

• Stigmatisation, discrimination and marginalization of key populations, which is in part attributed to their criminalization.

• Cultural beliefs and norms that stigmatise certain behaviours.

Legal

• International agreements on health related human rights, such as the International Guidelines on HIV/AIDS and Human Rights, which urges states to ensure that their laws, policies and practices comply with human rights principles. Other legal frameworks: The International Covenant on Economic, Social and Cultural Rights (ICESCR), the African Charter on Human and Peoples’ Rights (African Charter), the Protocol to the African Charter on the Rights of Women in Africa (Women’s Protocol) and the African Charter on the Rights and Welfare of the Child (African Children’s Charter).

• Kenyan health related human rights instruments. These include the HIV and AIDS Prevention and Control Act 14 of 2006, sections 13, 18, 21 and 22; the Constitution of Kenya: Article 10, the Bill of Rights (Chapter 4), Article 43 in particular; the equality and non-discrimination clause in Article 27, Article 26 on the right to life and, Article 21 on the implementation of the Bill of Rights, which gives each citizen the right to hold the government accountable.

• Criminalization of sex workers by municipal councils through articles outlawing “loitering for the purpose of prostitution,” “importuning” for the purpose of prostitution and “indecent exposure.”

Environmental• Temperature and air pollution levels are associated with hospitalizations

caused by the AIDS defining opportunistic infection of pneumocystis pneumonia in people with HIV.

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CHAPTER 3: STAKEHOLDER ANALYSIS AND MAPPING

3.1 Introduction

Stakeholder mapping and analysis helps to establish the publics who affect or are affected by trends, attitudes, policies, crises etc. in development of a communication strategy. In order to appropriately address the identified publics, an analysis is carried out.

Given that the situational analysis established the issues in areas of operation that correspond with those identified during the stakeholder workshop, the stakeholder mapping and analysis identified the actors involved and revealed the roles they should play to help resolve the issues.

This process was guided by the following questions:

1. Who can influence access to quality medical services including youth and adolescent friendly services?

2. Who can give adequate legal representation to beneficiaries?

3. Who can influence provision of information on land and property rights to women?

4. Who can influence the legal representation of key populations?

It is important to note that the four questions aimed at establishing the actors who are best suited to resolve the issues.

With this as the foundation, the net maps were analyzed as follows:

3.2 Summary of Net Maps

This process is a build up to various discussions that stakeholders had during the stakeholders’ workshop. It represents the physical mapping carried out and incorporates the influences as well as interests given to each actor.

The net maps are a representation of the kind of interactions that the various stakeholders (publics) have among them. The interactions (links) are color coded in order to highlight the difference in interactions. Interactions are for example based on funding, service provision, and advocacy among others.

Certain actors have a larger bubble compared to others. This is due to a higher level of influence they have in achieving the objectives of each question on the maps. They are therefore important in executing KELIN’s agenda of access to health for all.

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The influence and interest that stakeholders have are important since they help in determining the most suitable tactics to use in order to activate effective communication as well as cause a ripple effect for a wider reach of communication messages.

Who can influence access to quality medical services including youth and adolescent friendly services?

(HIV & TB)

Figure 13: Who can influence access to quality medical services including youth and adolescent friendly services?

From the map above, five actor categories were identified, namely: government, non-governmental organisations (NGO), beneficiaries, health care givers and development partners. The categories comprised a total of 36 actors. These actors represent the various publics who would most likely be involved in influencing access to quality medical services including youth and adolescent friendly services.

National Aids Control Council (NACC), National AIDS STI Control Programme (NASCOP), Ministry of Education (MOE), Ministry of Health (MOH), Women Fighting AIDS Kenya (WOFAK) and KELIN emerged as the highest influencers towards access to quality medical services.

NACC’s mission is to provide policy and a strategic framework for mobilizing and coordinating resources for prevention of HIV transmission and provision of care and support to the infected and affected people in Kenya.

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Their role would be to advocate for access to quality health services through formulation/ information of policies that seek to provide avenues or structures for development of adolescent and youth friendly health services.

NASCOP is mainly involved with technical coordination of HIV and AIDS programmes in Kenya. Its key mandate is to lead the health sector’s response to HIV and AIDS and STI’s. Their role would be to coordinate and implement quality medical services as well as youth and adolescent friendly services.

The Ministry of Education’s mandate is to provide, promote and coordinate quality education, training and research; and enhance integration of Science, Technology and Innovation into national production systems for sustainable development. Their role in this case would be to collaborate with the Ministry of Health in the development of curricula that guides quality medical services and adolescent friendly service delivery. This could be published through reference products such as training manuals that could be incorporated in medical faculties a institutions of tertiary and higher learning.

The Ministry of Health formulates Health policy, conducts Health regulation, and facilitates National referral Health facilities, Capacity building and Technical assistance to Counties. Their role would be to formulate and implement policies that are geared towards providing quality medical healthcare including youth and adolescent services. They would also be critical in training their staff on quality medical healthcare particularly youth and adolescent free healthcare services.

KELIN’s mandate lies squarely in advocating for health rights of all individuals. Their role would encompass advocating for the provision of quality health services as well as youth and adolescent friendly services. Lobbying the Ministry of Health in order to formulate policies that recognize access to quality healthcare as well as youth and adolescent free services could actualize this.

WOFAK is an NGO that seeks to fight AIDS particularly among women in Kenya. Their role would be to advocate for quality medical healthcare for HIV/ AIDS patients as well as youth and adolescent friendly services in HIV testing, counseling as well as access to medication.

The advocacy link in this map is important since it outlines the need for capacity building, policy formulation and implementation of services that are geared towards providing access to quality medical services as well as youth and adolescent friendly services. The aforementioned actors have outlined these needs.

However, in order to achieve efficient, effective as well as sustainable quality medical services as well as adolescent friendly services, KELIN with its high connection to other actors, has to leverage on collaboration.

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Inclusion of adolescents as well as People Living with HIV hereafter PLHIV, have been cited as actors that can influence access to quality adolescent friendly health services. They are the beneficiaries of the health care system and are likely to demand for quality service provision. This would in turn pressurize policy makers to develop and implement policies that support development of structures that incorporate quality health care and friendly services.

The push also ensures sustainability of services to the target publics. It is important to involve these stakeholders in capacity building forums that impart knowledge on what standards of healthcare they should demand for as a right enshrined in the Constitution of Kenya.

Influence- Interest Matrix

The actors were found to have different levels of influence and interests in relation to the interactions they have among them on the net map. It is important to high-light this since it guides the kind of tactics to be assigned to each actor in order to give effective response to the question. This is outlined in the table below,

INFLUENCE - INTEREST LEVEL ACTOR (S) PERCENTAGE

HIGH INFLUENCE- POSITIVE INTEREST

• MOH• NASCOP• NACC

50%

Health Care Providers:

• LVCT: (AIDS Health Care Foundation (AHF KENYA)

NGO:

• KELIN

• WOFAK

Development Partners:

• United States Government (USG)

• NAYA

40%

Beneficiaries:

• PLHIV

• Adolescents

NGO: NEPHAK

Private Hospitals

Nyabende, EGPAF, UNICEF, PATH, NT and GF

30%

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INFLUENCE - INTEREST LEVEL ACTOR (S) PERCENTAGE

LOW INFLUENCE- POSITIVE INTEREST

SAFARICOM 20%

• International Community of Wom-en living with HIV Eastern Africa (ICWEA) 10%

LOW INFLUENCE- NO INTEREST

• MEDIA

• Kenya Medical Research Institute (KEMRI)

20%

• National Police Service (NPS)

• JUDICIARY10%

Table 4: HIV & TB Influence and Interest level

Who can give adequate legal representation to beneficiaries?

(Sexual Reproductive Health Rights)

Figure 14: Who can give adequate legal representation to beneficiaries?

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Some actors who have influence towards giving adequate legal representation to beneficiaries and have not been included are;

Coalition on Violence Against Women (COVAW): This is an NGO that is involved in activism against gender-based violence and also supports victims of violence through representation.

National Gender and Equality Commission (NGEC): This is a government entity charged with ensuring with dealing with issues related to gender inequality and mitigate these by bringing forward progressive legislation and supporting implementation of existing laws

The Children’s Foundation (CRADLE): This is an NGO that provides legal juvenile support for children in need.

Centre for Rights Education and Awareness (CREAW): This is an NGO established to promote awareness of legal rights among women.

Coast Women in Development (CWID): is an NGO that is focused on raising awareness of various issues affecting women in the Kenyan coast region.

Kenya Human Rights Commission (KHRC): an NGO that broadly addresses human rights issues through activism and representation of victims.

The Director of Public Prosecution (DPP), KELIN and NPS stood out as crucial players who can influence legal representation of beneficiaries.

The DPP was highlighted with reference to the witness protection function that is crucial for the protection of victims and whistle-blowers. Their role would involve ensuring that justice and fair service is given without discrimination.

KELIN is an active advocate of human health rights. In order to achieve their mandate, they have qualified lawyers who offer services pro-bono. Their role therefore would entail provision of legal services to the beneficiaries. This in turn improves accessibility of legal services and representation of beneficiaries.

NPS serves and protects the publics from harm. They also conduct investigations in the aftermath of crimes and implement justice by ensuring law and order. Their role would be in conducting extensive investigations that provide adequate evidence in cases of foul play against beneficiaries.

On the map, some of the legal services links are weak. This highlights a need of increasing awareness as well as improving the interest of various actors towards providing or facilitating access of legal representation services to beneficiaries.

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Influence- Interest Matrix

The actors were found to have different levels of influence and interests in relation to the interactions they have among them on the net map. It is important to high-light this since it guides the kind of tactics to be assigned to each actor in order to give effective response to the question. This is highlighted below,

INFLUENCE- INTEREST LEVEL ACTOR (S) PERCENTAGE

HIGH INFLUENCE- NO INTEREST • DPP 70%

• NPS

• KELIN40%

LOW INFLUENCE- NO INTEREST • MOH

• CG

• Kenya National Commission on Human Rights (KNHCR)

• Parliament

• International Federation of Women Lawyers (FIDA)

• Paralegals

• Lawyers

30%

• Judiciary

• Law Society of Kenya (LSK)

• Activists

• Media

20%

• KCS

• Victims

• Vulnerable Population

• Key Pops

10%

Table 5: SRHR Influence-Interest levels

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Who can influence provision of information on land and property rights to women?

(Women, Land and Property Rights)

Figure 15: Who can influence provision of information on land and property rights to women?

The Judiciary and KELIN are the highest influencers on provision of information on land and property rights to women.The Judiciary interpret the law and therefore are custodians of different aspects with concern to human rights vest-ed within the law. Coupled with effective communication techniques and products, as well as carrying out their mandate, they can influence provision of information among actors as well as provide this information to women.

KELIN advocates for human health rights, which is a subset of the overall human rights as well as provide pro bono legal services. They would be instrumental in advocating for provision of adequate information on land and property rights for women as well as litigate various actors to avail frequent information to the target publics. Collaboration among actors would be crucial in order to actualise capacity building. KELIN, Kenya School Of Law (KSL), Judiciary as well as the beneficiaries need to have a collaborative engagement in order to pass information across one another.

This is highly beneficial for KELIN since they are able to impart knowledge to the Judiciary and KSL as implementers and thereafter interact with a number of stakeholders to whom they can share such information thus increasing the reach.The National Land Commission as well as Kituo Cha Sheria are not linked to the other actors in accordance to the group discussions. However, they are pertinent members in giving information about Women Land and Property Rights. The land Commission is the overall stakeholder that handles land matters in the country.

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They investigate land injustices as well as develop regulations on inheritance as well as movement of land from one owner to the next. Their role is crucial since they are able to inform target audiences on lawful land procedures as well as equal rights to all on access to land including orphaned children.

On the other hand, Kituo cha Sheria litigates and ensures justice is served to all beneficiaries and therefore would be an important actor in advocating for knowledge empowerment to beneficiaries and subsequent enforcement on Women, Land and Property Rights.

KELIN therefore should consider frequent engagement with these actors so as to build their prevalence on matters Women Land and Property Rights so as to be considered as major players in influencing knowledge sharing on Women Land and Property Rights.

Influence- Interest Matrix

The actors were found to have different levels of influence and interests in relation to the interactions they have among them on the net map. It is important to highlight this since it guides the kind of tactics to be assigned to each actor in order to give effective response to the question. This is shown below

INFLUENCE- INTEREST LEVEL

ACTOR (S) PERCENTAGE

HIGH INFLUENCE- NO INTEREST

• JUDICIARY 50%

• BENEFICIARIES• KELIN 30%

• Faith Based Organisation (FBO)-ICK, CRS, ADS

• MEDIA-MEDIA• Civil Society Organisation (CSO)-ELDERS,

LSK, KLA, KCS• GOVERNMENT-ADMINISTRATION, NLC,

MOLS

10%

LOW INFLUENCE- NO INTEREST

• CSO-FIDA, PARALEGALS• GOVERNMENT-POLICE

10%

Table 6: WLPR Influence-Interest levels

From the matrix above, the judiciary is the highest influencer in the provision of information on property rights to women. Their interest however, is recorded as nil which presents the opportunity to engage the actor through capacity building forums and stakeholder engagement workshops so as to provide information on land and property rights to women thereby improving their interest to deliver.

Who can influence provision of information on land and property rights to women?

(Women, Land and Property Rights)

Figure 15: Who can influence provision of information on land and property rights to women?

The Judiciary and KELIN are the highest influencers on provision of information on land and property rights to women.The Judiciary interpret the law and therefore are custodians of different aspects with concern to human rights vest-ed within the law. Coupled with effective communication techniques and products, as well as carrying out their mandate, they can influence provision of information among actors as well as provide this information to women.

KELIN advocates for human health rights, which is a subset of the overall human rights as well as provide pro bono legal services. They would be instrumental in advocating for provision of adequate information on land and property rights for women as well as litigate various actors to avail frequent information to the target publics. Collaboration among actors would be crucial in order to actualise capacity building. KELIN, Kenya School Of Law (KSL), Judiciary as well as the beneficiaries need to have a collaborative engagement in order to pass information across one another.

This is highly beneficial for KELIN since they are able to impart knowledge to the Judiciary and KSL as implementers and thereafter interact with a number of stakeholders to whom they can share such information thus increasing the reach.The National Land Commission as well as Kituo Cha Sheria are not linked to the other actors in accordance to the group discussions. However, they are pertinent members in giving information about Women Land and Property Rights. The land Commission is the overall stakeholder that handles land matters in the country.

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To increase the interest for paralegals, the funding link between paralegals and CRS, ADS, ICK, FIDA and KELIN could be directed towards the initiative for provision of information on land and property for women.

Who can influence legal recognition of key populations?

(Key and Affected Populations)

Figure 16: Who can influence legal recognition of the key populations?

Magistrates, KELIN, KNCHR and MOH turned up as the major players in influencing legal recognition of the key populations. Magistrates implement laws on their day-to-day activities. Their role would be to ensure that the legal rights as well as freedoms of key populations are adhered to and implemented to the latter without discrimination.

KELIN advocates for human health rights countrywide. Their role in this case would be to advocate for the recognition of key population s through lobbying for policy inclusion as well as development of fundamental principles that guide engagement with other stakeholders such as healthcare providers.

KNHCR mandate is to investigate and provide redress for human rights violations in Kenya, to research and monitor the compliance of human rights norms and standards, human rights education and training and campaigns, advocate, and collaborate with other stakeholders in Kenya. They would advocate and conduct research geared towards informing policy on the recognition of Key populations as well as provide capacity to various stakeholders on how to avoid discrimination of key populations in service provision as well as interaction.

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The Ministry of Health formulates policies as well as regulations that guide services/ activities in the healthcare sector. Their role would be in formulating suitable policies that provide inclusivity of key populations as well as collaborate with other ministries or government institutions on how to deal/ handle the key populations needs without discrimination.

The media were picked out as a platform upon which information could be disseminated to the public. Due to the large number of connections that the media have in comparison to the other actors, they are able to command a larger reach with information concerning human rights in relation to discrimination against key populations. Getting to such a wide audience would have a great influence towards the recognition of key populations.

The civil society organisations such as Key Affected Populations Health and Legal Rights Alliance (KESWA), KNHCR as well as KELIN in accordance to group discussions, play an advocacy role thereby are actively engaged in sensitizing the publics about inclusivity of key populations.

By working in tandem, these organisations would be able to reach a wider target audience as well as disseminate a unified message, which depicts consistency thus creating a positive impact towards influencing the recognition of key populations. The medical practitioners are important since they offer a variety of services to the key populations. By offering services without discrimination, they offer the best platform in showing the recognition of key populations.

The practitioners could be engaged in forums that seek to expand their knowledge on the rights of all individuals including key populations. Overall, it is evident that the government in general has significant influence, which can be leveraged to create recognition of key populations. Their influence emanates from their ability to enforce the law and implement policy that caters for the rights of individuals. However, their interest is nil. This means that suitable tactics such as stakeholder forums could be useful in improving their interest towards key populations.

Other government institutions such as NASCOP and NACC have low influence and interest due to their previous interactions, which have been pointed out as being fruitless in seeking proper policy frameworks for key populations. This can however be looked into through engaging NASCOP and NACC with the Ministry of Health through frequent meeting and forums geared towards finding avenues suitable for the development of policies that look into the rights of Key populations.

The police and county askaris have negative interest since they are known to propagate violence or mishandle key populations. This can be improved by increasing their awareness on the rights of key populations through awareness campaigns.

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Others who could also be involved in such campaigns include the medical practitioners and cultural and religious leaders. Collaboration among these actors is key in ensuring impact as well as sustainability of their endeavours towards influencing the recognition of key populations.

Influence – Interest Matrix

The actors were found to have different levels of influence and interests in relation to the interactions they have among them on the net map. It is important to highlight this since it guides the kind of tactics to be assigned to each actor in order to give effective response to the question. This is shown below.

INFLUENCE- INTEREST LEVEL ACTOR (S) PERCENTAGE

HIGH INFLUENCE- POSITIVE INTEREST

• HOYMAS• KESWA• KELIN• KNHCR• KCS• NCHR

60%

• ETHAN• FAIR• PEMA KENYA• GALCK• JINSI YANGU• ICRH

50%

HIGH INFLUENCE- NO INTEREST

• Magistrates 80%

• Media• Judges

60%

• NASCOP 40%

HIGH INFLUENCE- NEGATIVE INTEREST

• SOCIAL MEDIA• IKAC

60%

• DOCTORS• NURSES• MOH

40%

LOW INFLUENCE- NEGATIVE INTEREST

• GOVERNMENT-NACC, POLICE 30%

• G O V E R N M E N T - C O U N C I L ASKARIS 20%

Table 7: Key and Affected Populations Influence-Interest

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3.3 Summary of targeted stakeholders

Based on the above, the following were identified as important actors that affect the work of the organisation either positively or negatively. Collaboration between KELIN and these actors would go a long way in ensuring effective implementation of the communication strategy.

a. Government ministries, institutions and agencies

Among the actors in this category, KELIN works with the national and county government and the relevant line ministries that are the ministry of health, ministry of education and the ministry of interior and coordination of national government in particular the police.

It also works with different commissions like the Kenya National Commission on Human Rights (KNCHR) and the National Gender and Equality Commission (NGEC). Other institutions include Ministry of Health, NACC and NASCOP. There is also the involvement of referral hospitals like the Kenyatta National Hospital. At the county level KELIN works with the county executives, county assemblies and county treasury. In all the thematic areas, this group has the highest level of influence making it very important to KELIN.

The Commissions influence policy and form part of the monitoring arm of the government, while NACC and NASCOP are the implementing arms of the ministry of health. These actors may have different interests and the organisation should identify them as they engage with them.

b. Development partners

KELIN partners with organisations such as UNDP, UNAIDS, United States Government (USG) Open Society Foundation whose role is to provide technical or financial support for KELIN’s programmes and initiatives. This group has the second highest level of influence meaning that KELIN cannot afford not to have strong working relations with them. UNDP in particular has been instrumental in the growth of KELIN supporting it from its infancy. The organisation continues to work closely with its donors and has over the years built trust with them because of their successful programme outcomes.

c. Beneficiaries

Without beneficiaries such as the adolescents, PLWH, widows etc. the organisation cannot exist, thus they have considerable influence and interest in their work. The implementation approaches of the NGO are directed at this target group.

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They are easily the champions and ambassadors of the organisation because they benefit directly from its programmes. They therefore need to understand all the thematic areas in which the organisation operates and not only portions that they are directly linked. The relationship between KELIN and key populations needs concerted efforts in order for their presence to be felt.

d. Non- governmental organisations (NGOs)

These organisations provide a critical foundation for holding governments’ accountable, ensuring good governance, and promoting all human rights, including economic, social and cultural rights.10 NGOs are influential in determining the health agenda, influencing policy change and creating a global spotlight on diseases such as HIV/AIDS and TB through advocacy. They are in touch with groups of people that would otherwise be very difficult, if not impossible to reach. KELIN engagement with NGOs promotes awareness on rights to health and facilitates access to justice in respect of violations of health related human rights. From the Net Map analysis, it emerged that they are strong allies of KELIN especially when it comes to advocacy and capacity building.

e. Civil society organisations (CSOs)

Community organisations and stakeholders engage at community level in order to deliver community based services and activities and promote improved practice and policies. These include many civil society organisations, groups and individuals that work with communities, particularly community based organisations (CBOs), non-governmental organisations (NGOs) and faith-based organisations (FBOs) and networks or associations of people affected by health related challenges such as HIV and tuberculosis.11 The CBOs offer service delivery, create awareness on rights of health, providing evidence based advocacy for the health system at the national and county levels, strengthening community participation in health related human rights campaigns, activities and promoting efficient and sustainable health care financing system. 12 KELIN works closely with Community Based Organisations in order to deliver community services.

f. Judiciary

They are a significant actor as far as law enforcement and interpretation is concerned. As such they deserve special consideration. Evidence (refer to the TB case ruling) has shown that where they have understood the work of KELIN and by extension the right to health, they are supportive and pass progressive judgements that recognise human rights. A sustained relationship is critical to KELIN’s work and overall achievement of its strategic plan.

10 Mission of the United States, Civil Society Provides Critical Foundation for Promoting All Human Rights, Geneva: USAM, 2011, https://geneva.usmission.gov/2011/09/15/civil-society-promoting-all-human-rights/ (accessed 29 May 2016)11 The Global Fund, Community systems strengthening framework, 2014, p 2, https://www.google.com/search?client=sa-fari&rls=en&q=The+Global+fund.+(2010).+Community+systems+strengthening+framework,+p+2&ie=UTF-8&oe=UTF-8, (accessed 17 December 2016)12Taking Health Rights a Notch Higher. Web. 26 May 2016. <http://www.heraf.or.ke>.

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g. Director of Public Prosecution

The Net Map analysis indicates that DPP has considerable influence because of their mandate to prosecute and are also concerned with witness protection. KELIN should cultivate a closer relationship with the office.

h. Kenya Police Service

The KPS come across as having high interest and no influence when working in isolation. However when working in collaboration with other government actors, their influence is evident. Consequently, the KPS contributes to the success of government and other non-government organisations.

KELIN has recognised the role of KPS especially in relation to SRHR as such, they should seek opportunities to engage with the recently formed special unit to fight sexual exploitation and abuse of children.

i. Media /Social media

The media plays a critical role in, raising the public profile of the KELIN, through covering their various activities and events. Creating awareness around KELIN’s mandate and new strategic plan will position KELIN as a credible organisation promoting right to health. Their level of influence rises because they are the primary channels through which the right to health campaigns are conducted. When adequately briefed beforehand, they are a useful channel in communicating with other important audiences such as policy makers and governments.

j. Policy makers

As lawmakers in the country, their level of influence is considerably high. KELIN should continue working with this group through parliament and the senate. Messages targeting them should be packaged in a persuasive manner recognising that policy makers are always bombarded with information. Advocacy strategies to reach them should be put into place.

k. Academic institutions

Although this group is not mentioned in the Net Maps and may not have high influence, they are still important in KELIN’s work. Harvard Law School for example has been instrumental in providing academic knowledge on the right to health. It is one of KELIN’s strongest supporters and offers technical expertise on programme work. KELIN also offers internships to university students interested in issues related to their thematic areas.

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CHAPTER 4: COMMUNICATION STRATEGY

4.1 Introduction

Under the current strategic plan (2015–2018), KELIN has made a significant shift from dealing with health issues in one thematic area – HIV & TB – to using the human rights-based approach to health in all four thematic areas HIV & TB, plus women, land and property rights (WLPR); sexual and reproductive health and rights (SRHR); and key and affected populations.

KELIN’s operational approach is founded on the Human Rights Based Approach (HBRA) whose ultimate goal is to “ensure the realization of health rights and related health human rights.”13 The success of this approach is pegged on building the capacity of duty bearers to fulfill their obligations and the empowerment of right holders to claim and exercise their rights. However, the ability of both the duty bearer and right holder to meaningfully contribute to the goal of HBRA is dependent on participation. This means that both parties need to be actively engaged and can only do so in the presence of adequate information.

Seeing that access to information is central to KELIN’s operational model, this strategy is founded upon the Communication for Development approach (C4D),14 which is a tool for social and political transformation. C4D achieves this through a four-pillar system, which has been adopted to meet KELIN’s communication’s needs. These pillars are as discussed below:

Facilitating of access to information: unless victims of health rights violations are aware of their rights and existent complaint mechanisms, they will not demand/claim and exercise their rights. KELIN therefore, through a range of communication channels and tactics will educate right holders of their constitutionally warranted health rights.

KELIN’s success is also dependent on the ability of duty bearers (e.g. judiciary, police and elders) to effectively meet their responsibilities. Hence, KELIN through training and capacity building coupled with appropriate communication strategies will provide duty bearers with information on how to ensure the realization of health rights nationally.

Stimulating of participation: being able to participate in decisions that affect one’s life is a basic right as individuals bear the consequences of these decisions. Hence, KELIN will encourage and facilitate the participation and interaction amongst right bearers, duty bearers and other stakeholders such as donors, CBOs and development partners. The aim is to ensure inclusive dialogue amongst all stakeholders to ensure unity in vision and efforts.

13 http://www.who.int/hhr/news/hrba_to_health2.pdf14 https://www.eda.admin.ch/content/dam/deza/en/documents/publikationen/Diverses/Communication-for-develop-ment-Manual_EN.pdf

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Giving voice to the excluded: Owing to cultural beliefs and fear of being politically incorrect, the health rights of vulnerable and marginalized populations are often kept away from public light. KELIN, through litigation, advocacy and lobbying will give voice to this group (i.e. trans genders) who are highly discriminated against in the provision of health services.

Influencing public policies: beyond involvement in debates and conversations on issues affecting development is actual influence on policy and legal frame-works. The end results are progressive reforms advancing human living standards. KELIN through advocacy and strategic media activities and campaigns will influence policy and legal provisions to ensure the realization of health rights.

4.2 Strategic Approach

Ordinarily, the C4D approach through application of the pillars discussed above looks to achieve several outcomes among them: educate, entertain, influence, persuade, raise awareness, motivate, mobilize, empower, debate, disseminate and change.

In this context however, and in relation to the outstanding issues emerging from the situational analyses which are summarized in table below, this strategy specifically looks to: empower, disseminate, influence, engage and change/transform respective stakeholders. These interventions are expounded alongside the specific challenges they will address below.

Table 8: Summary of Key Issues

Thematic Area Outstanding Issue (s) Intervention/Strategic approach

SRHR

- Inadequate Youth Friendly Services- Poor knowledge among public

health workers on how to handle adolescents

- Low awareness on Sexual Repro-ductive Health Rights (SRHR)

- Influence policy and decision makers for adequate Youth Friendly Services

- Information dissemination and engagement with health workers for better practices

- Information dissemination/ creation of awareness on SRHR

WLPR

- Poor documentation of ADR cases preventing their acceptance in courts of law.

- Low awareness on land rights - Retrogressive cultural practices

leading to dispossession of land; this necessitates behaviour change communication

- Information dissemination/ creation of awareness on land and property rights

- Create awareness on inhibitive cultural practices to encourage behaviour change

- Empowerment of ADR facilitators on documentation through capacity building

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Thematic Area Outstanding Issue (s) Intervention/Strategic approach

Key Populations

- Discrimination and stigmatization of key populations e.g. trans genders

- Absence of legal frameworks that recognize the needs of key populations

- Create awareness on the rights of key populations to influence attitude change

- Influence policy and legal frameworks to factor in health rights and needs of key populations

HIV & TB

- Discrimination and stigmatization of PLHIV and persons infected with TB

- Inadequate policies allowing for proper treatment and facilities for patients

- Create awareness on the rights and plight of infected and affected persons to influence attitude change

- Influence policy and decision makers to address the health requirements for PLHIV and TB patients

Cross-cutting issues

- Poor adoption and implementation of the devolved health service delivery system.

- Communication gaps and unfavorable internal perceptions inhibiting knowledge sharing

- Limited pool of resources threatened by changing international political climates

- Limited understanding of KELIN’s scope of work

- Disseminate information and engage stakeholders on KELIN and its work

- Empower staff members on communication skills

- Transform/ revitalize communication structures to enhance knowledge sharing and coordination

Table 8: Summary of Key Issues

The figure below summarizes the approach of this communication strategy to inherent challenges as well as the expected outcomes following its implementation.

Figure 17: Approach of this communication strategy 49

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4.3 Communication Objectives

Each thematic area during the stakeholder workshop developed objectives based on issues, which they felt needed addressing through the communication strategy. These were further polished to statements of purpose that touch on KELIN as a whole. The developed objectives are as follows alongside their rationale:

Table 9: Objectives and their rationale

Objective Rationale

i. To enhance internal coordination and communication structures for effective delivery of KELIN’s mandate

KELIN is presently challenged by inadequate communication structures/frameworks, insufficient skill set in communication as well as unfavorable attitudes towards the communication function. This therefore, points to the need to enhance the organisational communication capacity.

ii. To increase the visibility and understanding of KELIN, its work and the impact.

The current beneficiary understanding of KELIN is limited to the specific thematic areas individuals interact with, hence the need to expand the viewpoint of the institution.

Moreover, increased visibility of KELIN countrywide and beyond is useful in demonstrating impact as well as attracting new partnership opportunities.

iii. To influence policy and enhance organisational sustainability through strengthening of strategic partnerships for sustainability and growth

The situation analysis sights glaring policy gaps in the health sector, which inhibit equal access to health rights. Hence, this strategy will identify approaches to influence decision and policy makers for adequate and favorable policies.

In addition, KELIN’s work in view of the HBRA as well as operational resources is largely dependent on partnerships, which explains the need to increase their number.

Table 9: Objectives and their rationale

Communication does not exist as a separate function in any institution. If anything, its purpose is to support an organisation in the attainment of its operational objectives. For these reason, the objectives of this strategy are designed to complement KELIN’s broader objectives. This is as illustrated below:

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Figure 18: Link between organisational and communication objectives

4.4 Key Messages

To ensure unity in communication, key messages are essential as they provide a baseline for all information disseminated by an institution to its respective stakeholders.

Key messages developed for this strategy are as follows:

Table 10: Key Messages

Communication Objective Target audience Message

1. Enhance internal coordination and communication structures for effective delivery of KELIN’s mandate

Staff and board members • Communicate for community • Communicate for efficiency • Communicate for growth!

2. Increase visibility and under-standing of KELIN, its activities and their impact

• Beneficiaries

• You count!

• Tupo kwasababu upo! We exist because of you

• Haki yako, jukumu letu! Your rights, our responsibility

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Communication Objective Target audience Message

• Judiciary • KELIN facilitates access to justice to health and women’s property rights.

• Ministry of Health • KELIN stands for the enjoyment of health rights for all.

• Police • KELIN advocates for respect of human dignity.

• Ministries, Agencies and Departments

• KELIN promotes public participa-tion and a rights-based approach in the formulation and implementation of (health) policies and laws.

• Media

• KELIN strives for access to justice for all.

• KELIN exists to reclaim rights and rebuild lives.

• Staff Members

• Board Members

• Communication for community; efficiency; and growth.

3. To influence policy and enhance organisational sustain-ability through strengthening of strategic partnerships for sustainability and growth

• Donors and partners

• Partnering to rebuild lives and reclaim rights

• You make it possible!• Partnering for equal access to health

human rights

• Civil Society Organisa-tions- these include NGOs and CBOs

• Together for justice! Together for human rights!

Table 10: Key Messages

4.5 Strategies and Tactics

Based on the developed communication objectives and identified strategic interventions, the following strategies and tactics will be applied in the implementation of this strategy.

Objective 1: To enhance internal coordination and communication structures for effective delivery of KELIN’s mandate.

Strategy: Effectively and efficiently use the internal communication platforms and structures to deliver timely information

a. Develop an intranet system

Given the finding that staff members have no access to organisational policy documents on recruitment, code of conduct, branding and logo use amongst others, an intranet system is necessary for sharing documents that are useful to all staff members. Thus, KELIN will identify the most effective intranet system, which will be uploaded with organisational policies as well as documents such as activity reports and newsletters. This will serve as a document repository system allowing for storage of documents, which can be accessed at later dates for reference.

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b. Communications training

With findings from the situation analysis revealing minimal staff proficiency in communication functions, KELIN will organise sessions to enhance staff capacity in communication. While it is acknowledged and commendable that KELIN has already began taking steps towards communication training for its staff, additional capacity gaps will be identified and form the basis of training sessions in future. Currently, some of the training areas identified from suggestions in the internal communications audit include: social media management and writing skills.

Other than communication trainings, thematic areas will plan their activities with the communication team. Thematic areas will have budgetary provisions for communication work. Allocated funds are used for publicity, planning of events and media logistics. Greater synchronicity between programmes and communication will lead to greater visibility and understanding of communication.

c. Annual retreats

Staff members cite weak inter-departmental coordination, which could be attributed to their frequent movement for implementation of programme activities. Hence, annual retreats are great forums for co-workers to get to know one another. KELIN will convene these annually; separate from annual planning retreats to allow for informal interactions. This will enhance staff knowledge of each other as well enhance their ability to work together through activities such as teambuilding.

d. Develop and implement communication and social media policies

Essential to streamlining organisational communication are frameworks such as communication and social media policies. KELIN will develop a communication policy whose purpose is to provide guidelines on:

- Channels for use in internal communication and external communication

- Engagement across communication platforms in use

- Branding and logo use

- Writing style and format

- Reporting mechanisms

Overall, the communication policy ensures consistency and coordination in all communication hence ensuring efficiency.

Given KELIN’s active usage of social media platforms in information dissemination, a policy guiding social media usage is appended. It provides guidelines on work related use of the social media as specific guidelines for personal use.

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e. Calendar sharing

Work by KELIN staff primarily involves fieldwork where programme officers are often implementing activities in different parts of the country. This coupled with the fact that KELIN has two offices (Kisumu and Nairobi) means that they find minimal opportunities to interact. Physical distance and absence of communication platforms that allow them to converge and update each other increases the chances of miscommunication and mishaps.

Intranet calendars are a perfect way of keeping track of meetings and other happenings. They only work if they are used, however. Employees can share calendars with co-workers so that everyone is well informed and aware of what one another is doing. Shared calendars also promote inter-programme communication and coordination, helping to ensure that no important deadline is missed. Examples of such are Google Calendar and Microsoft Outlook.

f. Brown bag lunches Brown-bag lunches are a good way to enhance face-to-face interaction. They are used to solve problems, transfer knowledge, brainstorm and build trust among em-ployees. A monthly brown-bag schedule developed gives a chance to participate and share their expertise.

g. Use of templates for content generation

Staff members are actively involved in the implementation of activities relating to their respective thematic areas. They are therefore best placed to provide all information pertaining to an event for use in the development of communication material. To facilitate their capacity to generate relevant content that is applicable to news items, blogs posts, monthly newsletters and annual reports, the activity report template will be used as a guide. It is designed to aid in collecting details on each activity, which is important raw material for the development of different communication material.

Objective 2: To increase the visibility and understanding of KELIN, its work and the impact

Strategy: Consistent leverage on KELIN’s activities to showcase programme work

a. Staff role in communication

Important to raising the profile of an organisation is availability of content for dissemination to respective stakeholder groups. Being at the core of organisational operations, KELIN staff members will be at the forefront in content generation.

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They will originate content for the website, blog, monthly newsletters as well as social media. It is expected that following communication training sessions, the staff members’ efficiency in communication will improve enabling them develop relevant content. Nonetheless, the team will receive guidance from the communication consultancy to ensure that generated material is up to par.

Besides content generation, staff will participate in organisational social media platforms. This will be adopted as an approach to internal support of communication efforts. They will achieve this through interaction with content on the website via actions such as sharing or commenting. It is worth noting that they play the role of “brand evangelists” partly fulfilled through the support of published content.

b. Documentation of success stories

Well-crafted stories provide an opportunity to go beyond simply creating awareness. Good stories can help demonstrate the context in which KELIN pursues its activities and their resulting impact. Stories can also highlight successful partnerships, like the emerging positive partnership between KELIN and the Kenya Police Service. This in turn enhances stakeholder and public comprehension and appreciation of the issues that KELIN addresses under the umbrella of its various thematic areas.

Documentation can be through;

• Photography- quality photographs demonstrating the status of a beneficiary (group) before and after an intervention is an effective way showcase impact. Therefore, KELIN programme heads through the services of professional photographers will document their projects through photography. Motion pictures, capturing the KELIN brand will be most effective.

• Documentaries- Using photographs and short video clips collected during field activities, KELIN will create documentary compilations illustrating the impact of their programmes in the lives of programme beneficiaries. Key to the documentary creation process will be beneficiary interviews to capture the story prior to and after programme interventions. Outputs will be uploaded to the KELIN website and social media platforms to increase viewership. These may also be shared with organisational partners and donors on e-mail.

• Feature stories- to mark milestones, KELIN will develop feature stories on specific programme successes. These will be well laid out, designed and packaged for uploading on the institution’s website, YouTube Channel and dissemination to other relevant stakeholders.

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c. Thematic social media campaigns

Social media provides a platform to run low cost campaigns reaching masses on digital networks. KELIN will make use of these during national and international commemoration days such as World TB Day. KELIN through collaboration with relevant government institutions and partners will spearhead online conversations on specific topics. This will not only bring attention to the issue under discussion but to KELIN itself as well. Such activities are therefore opportunities to further showcase KELIN’s interest areas and efforts taken towards addressing relevant issues. To aid this process, a social media engagement strategy is detailed below. It includes different ways of sharing content, monitoring tools as well as what kind of content needs generation.

KELIN Social Media Strategy

The KELIN social media strategy defines how the organisation will use social media to achieve its communications aims and identifies the supporting platform and tools it will use to achieve this. It outlines the goals and measurable objectives for using social media, and the target outcomes that KELIN wants to achieve. This it does in the context of the overall Communication Strategy.

4.6 Objectives of the Social Media Strategy

4.1.1 Overarching Objective:

To advocate for a holistic and right-based system of service delivery in health and for the full enjoyment of the right to health by all.

4.1.2 Communication Objective

1. To increase visibility and understanding of KELIN, its activities and their impact

2. To influence policy and enhance organisational sustainability through strengthening of strategic partnerships for sustainability and growth

4.1.3 Specific Objectives

1. To create awareness and disseminate information to the key stakeholders

- To create awareness and understanding of KELIN’s obligations, duties, functions and activities.

2. To drive stakeholder engagement

- Receive and respond to feedback from the stakeholders

3. To increase KELIN’s brand visibility and manage the organisation’s online brand reputation

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4.7 Target Audience

Communication Objective Audience Category Engagement Message

To increase visibility and understanding of KELIN, its activities and their impact

• Beneficiaries • You count! • Tupo kwasababu upo!• Haki yako, jukumu letu!

• Judiciary • KELIN facilitates access to justice to health and women’s property rights

• Ministry of Health • KELIN stands for the enjoyment of health rights for all

• Police • KELIN advocates for respect of human dignity

• Ministries, Agencies and Departments (MDAs)

• KELIN promotes public participation and a rights-based approach in the formulation and implementa-tion of (health) policies and laws

• Media • KELIN strives for access to justice for all. • KELIN exists to reclaim rights and rebuild lives

To strengthen and build strategic partnerships for sustainability and growth

• Donors and partners • Partnering to rebuild lives and reclaim rights• You make it possible!• Partnering for equal access to health human rights.

• Civil Society Organisations(CSOs) • Together for justice! Together for human rights!

4.7 Target Audience

Audience location:

Majority of the KELIN online followers are from Kenya. This therefore defines the best posting timelines, audience activity timeframes and language for audience when posting. It also puts emphasis that the issues KELIN conceptualizes in the posts and conversations generated should be relatable to the Kenyan audience.

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Figure 19: Audience location

4.8 Channels & Tactics

4.8.1 Channels

Channel Account Purpose

Facebook

KELIN Kenya

www.facebook.com/KelinKen-ya http://www.facebook.com/Competition-Authority-of-KEN-YA-240985559413700/

Mainstream channel important for building communities and also for running digital advertising campaigns.

Twitter@KELINKenya

http://twitter.com/KELINkenya

For brand building, and getting out KELIN messages on a regular basis in a concise format.

LinkedInKELIN Kenya

http://ke.linkedin.com/in/For engaging the public and private sector

Website www.kelinkenya.org

Complementary site: Youtube

4.8.2 Tactics

Social media is a two-way interactive platform that thrives on continued engagement of people. The matrix below outlines the engagement tactics, their importance and where they can be applied.

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# Tactic Description and relevance Where to apply

Participate in discussion forums

Join conversations rather than starting them. Join discussion groups on the latest happenings on key thematic areas that KELIN works on.

LinkedIn

Twitter

Facebook

Hold Q&A session

Question and answer sessions will allow the organisation to have a conversation with the audience and to identify their views about on different relevant matters.

Reply to stakeholders’ mentions and queries, so as to spark more interest in engagement. The information given as replies should be relevant to the query and latest to grab people’s attention.

Facebook

Twitter

LinkedIn

Conduct polls and surveys

Polls and surveys are important ways to generate information about the audience. They will allow the organisation to not only generate meaningful information but also to engage the stakeholders

Facebook

Twitter

LinkedIn

Post frequently and consistently

Posting frequently and on a regular basis can draw the attention of numbers of follower. Additionally, Google considers the freshness score while ranking the websites.

On the day you publish your blog: Share your social media updates when your blog post goes live.

On the same day: Share your content with multiple social media platforms over the course of the next 2-3 hours.

The day after: Continue to share your content with the appropriate social media platforms.

The following week or month: Keep sharing your post. Pre-schedule your social media posts for the following week, month, or beyond.

Website

Facebook

Twitter

LinkedIn

Respond Quickly and Thoroughly.

53% of social media users expect a response within 60 minutes. Do this by using different social media tools, setting alerts, and continuous monitoring.

Facebook

Twitter

LinkedIn

Make it Easy for People to Engage.

Post high quality content and ask your followers to share their opinion. Also ask them to share or like your post. Your content should have an explanation of the reason of sharing your post, so that people will be interested to read your content and share it among their group. Just don’t ask them directly to share your post. Always be diplomatic, while asking your followers to share or like your post.

Facebook

Twitter

LinkedIn

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# Tactic Description and relevance Where to apply

Share other content and comments of others

As engagement works both ways, share your followers’ content or other stakeholders’ post, they will often share your post in return. Also liking and sharing others post will help to grab attention and develop interest for other people on your brand. In this way, you will get to know several groups, and they will be in your contact. Sometimes your attractive post will be shared among them. Sharing others post will boost social media engagement.

LinkedIn

Twitter

Facebook

Run simple brand contests

People are always shifting their focus to contest, winning gift, participation, etc. Hosting a contest through social media can attract thousands of attentions, especially, by offering good winning gift. So this is an another smarter way of engaging people and your brand promotion

Facebook

Add (#)hashtags in your post

#Hashtags help people to find the relevant content on social media platforms like Twitter, Facebook and Linked In. Always use a good hashtag in your post to reach numbers of people and try not to use more than two hashtags in one post. The main benefit of using hashtag is your post will reach not only to your followers, but also to the non-followers that are looking for the same information.

Twitter

Personalize your approach

While responding to your followers, personalize your comments, addressing the audience by their names (first name) as it can make them feel more appreciated.

Facebook

Twitter

LinkedIn

Answer private questions publicly.

(For example, if you receive a question form a prospect via inbox/direct message, write a post about it and notify the sender. This will help showcase the KELIN’s expertise and legal mandate in such issues. On the other hand, your fans will see that you as so keen on answering their questions and will keep coming back for more. )

Facebook

Twitter

Diversify your digital content to satisfy all tastes.

While some people prefer visual content such as videos and images, others prefer reading and high quality photos. Only high quality images that are relevant to your content grab attention of people and within a short span of time people will understand your content. However, posts with images have better social media engagement than without images. So using high quality images is always advisable to improve social media engagement.

Facebook

Twitter

LinkedIn

YouTube

Reuse your popular content

Republish popular content that generated high engagement over and over again especially if it addresses evergreen topics rather than easy-come-easy-go trends!

Facebook

Twitter

LinkedIn

Use Social Media tools

Use tools for:

• Scheduling posts• Tracking and analyzing engagement- More explained in the document.

Facebook

Twitter

LinkedIn

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4.9 Content plan

4.8.1 Content Generation

• Design weekly and daily key messages• Design high quality graphics and infographics on the key messages• Take quality pictures of KELIN events or those that KELIN is involved in• Script, shoot and edit quality videos of between 45seconds – 80seconds • Generate intriguing posts – on relevant themes and key messages• Research on recent happening, emerging issues and trends on the key thematic

areas and justice – Design forum discussions based on the issues found.• Design relevant hashtags for twitter posts and discussions• Identify stakeholder twitter handles to be mentioned/tagged in tweets and

discussions • Craft intriguing tweets – not exceeding 140 characters

2.4.2 Content Sharing Metrics

Channel Action Type Frequency

Facebook

Schedule posts at least 24 hours in advance Once a dayPost fresh text content, accompanied by relevant images or infographics Once a day

Share KELIN’s generated videos Twice a weekShare relevant content posts made by other stakeholders or relevant institutions on the platform: Content includes blog posts, Facebook posts, pictures, publications, documents and videos.

Four times a week

Share content from KELIN Website Whenever publications are done on the website

Analyze the engagement metrics EverydayRun paid KELIN Brand Advertisement

- To increase Brand visibility- To gain new followers

Every week, for the first month of implementation.

Run promotional ads – to create awareness of KELIN Mandate

N/B: Short videos, or high quality graphics are best fit for the promotional ads. Plain text attracts low engagement.

Once, every end of the month

Run event ads – to invite public and or stakeholder participation. Whenever there is need

Reply to feedback – accurate and in an accommodative tone As soon as received

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Channel Action Type Frequency

Twitter

Schedule posts at least 24 hours in advance Once a dayShare tweets accompanied by relevant images or infographics (Timeline given based on audience active hours)

Four times a day

8am–11am–4pm–10pm Share KELIN generated videos Three a weekRetweet – relevant posts from audience Whenever applicableRetweet posts from relevant sources Whenever applicable

Share content from KELIN Website Whenever publications are done on the website

Respond to direct messages As soon as received Initiate relevant hashtags Based on message planJoin relevant hashtags e.g. on health rights protection and promotion of best legal and ethical practices in the KELIN thematic areas

Whenever applicable

Follow relevant twitter handles e.g. KELIN collaborators Every week

Analyze the engagement metrics Everyday

LinkedIn

Share posts on relevant issues from the message framework Thrice a week

Share posts from relevant stakeholders on the platform Twice a week

Join discussion groups on relevant issues Thrice a week

Share content from KELIN Website Whenever publications are done on the website

Follow/Connect with relevant entities e.g. KELIN collaborators Every week

Respond to feedback from audience on platform As soon as received

Website Post stories and articles on events, trends, media advisory, updates etc.

Based on the messaging framework.

YouTube Share videos on KELIN events, and Ads At least once a month

Figure 20: Content Sharing Metrics

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4.9 Execution

4.9.1 Social Media Tools

While implementing the social media strategy, it is important to use social media tools social media management tools (for people and businesses) to collaboratively execute campaigns across multiple social networks like Facebook and Twitter from one web-based dashboard, and to track and report social media analytics that guide further decision making. Employing a social media strategy without this tools becomes time consume, less effective and relatively expensive.

The tools serve the purpose of:

• Content generation• Scheduling posts and campaigns• Listening and monitoring • Analyzing success metrics

4.9.2 Task 1: Scheduling posts

No. Preferred options Functionality

Hootsuite

Has become an essential tool for managing social media, tracking conversations and measuring campaign results via the web or mobile devices. Hootsuite offers a free, pro and enterprise solution for managing unlimited social profiles, enhanced analytics, advanced message scheduling, Google Analytics and Facebook insights integration.

TweetDeckIs a web and desktop solution to monitor and manage your Twitter feeds with powerful filters to focus on what matters. You can also schedule tweets and stay up to date with notification alerts for new tweets.

4.9.3 Task 2: Analyzing success metrics

No. Preferred options Functionality

AgoraPulse Used to track enhanced engagement analytics across Twitter, Facebook and Instagram. Along with standard metrics, the platform ranks users who frequently share your content and notifies you when your pages and profiles have1 been mentioned. This information, combined with community management stats such as message response rate, will help guide your social outreach efforts. Plus, you can export analytics graphs onto a PowerPoint file.

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No. Preferred options Functionality

Keyhole Used to measure, in precise detail, a brand or trend’s impact on Twitter, Facebook and Instagram. Giving you access to an intuitive and shareable dashboard, it tracks hashtag, keyword and campaign metrics in real-time. These include reach, impressions, periods of high activity and more.

You can also leverage its data to lead your influencer outreach efforts. Clicking the dashboard’s Influencers tab will reveal information surrounding accounts that have the highest reach and interaction numbers. To boost your engagement, identify important accounts in your niche and re-share their most popular content.

Hootsuite Is a social media management dashboard. On top of scheduling posts and aggregating content, you can use its analytics tools. The platform not only tracks standard engagement numbers, but measures your team’s performance. For example, it records resolution times for customer service issues.

4.9.4 Task 3: Listening/monitoring Tools

Social listening is the ongoing process of tracking online conversations to find information about URLs, hashtags, keywords and other terms related to accounts, brands, businesses, organisations and competitors. The goal of this process is to determine how a KELIN brand is perceived, analyze stakeholder behaviour and identify issues they may have.

Recommended Monitoring

Platform

Functionality

Meltwater Social Mention is an excellent way to learn about brand mentions and interactions in an easy-to-digest visual format.

It will help find the KELIN’s brand strength (how often it’s being discussed), the passion of the posting (how likely someone will repeat the mention), the sentiment (positive to negative) and the reach (measure of influence). Learn the top keywords, users, hashtags and sources as well.

4.9.5 Task 4: Content Creation

As social media transforms, so do audience needs. It takes more than just text and static images to get engage the audience on a social media platform.

Additional multimedia such as video and info graphic content offers dynamic ways to present your information and appeal to audiences who, today, prefer a more visual approach.

In order to generate such content as info graphics a wide range of online tools come into play. While the tools listed below, under the different categories, contribute to an overall objective, each is unique in its own way – with distinct features for different types of info graphic output.

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Tools PurposeVideo Creation PowToon & Magisto Creation of branded video

Synchronize audio and visual aspects to make an emotional connection with the viewer.

Adobe Premier Pro Advanced Video Production

Infographics Easel.ly Customize infographic templates

Piktochart or Canva Lets you create innovative, design-intricate infographics complete with icons, images, charts, and interactive maps.

Graphic Design Photoshop Creates quality & professional graphics

4.9.6 Hardware required:

1. Professional Still Picture Camera

2. Video camera & accessories

3. Editing Suite (PC)

4.10 Personnel

To effect the above strategy, there’s need to have the right person to perform the different functions involved.

i. Graphics designer

ii. Photographer and videographer

iii. Social Media managers (2+)

3.3 Action Plan

Platform Action TimelineA) Website • Website Revamp

• Updating Categories; Resources • Repairing links – eliminating “wp”• Incorporating Images into categories – removing Sidebars from

static pages• Incorporating author plugins – for every KELIN Article Author• Adding featured images into stories

3 weeks

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Platform Action TimelineB) Social

MediaSocial Media action plans will rely on monthly KELIN event & work plan. A social media work plan will be developed to guide early planning for:

• Creating event hashtags and drafting tweets for the events and the thematic areas being handled at the specific time

• Generating discussions on the various thematic areas• Preparing teaser videos for every event• Shooting and documenting events, trainings etc.• Editing the videos and uploading them to the channel• Linking the channel to the website, so that every story done

after an event will include a link to the video. This way the channel will grow

Every month

Conclusion

Further to the Social Media Strategy, a social media implementation work plan is essential and can only be designed in adherence on the KELIN’s internal plan of activities. An implementation work plan shall therefore detail:

i. The actual dates and timeline of activities that require social media coverage

ii. Actual taking of photos and videos and generation of info-graphics

iii. Crafting of tweets and writing of post.

iv. Designing the posting schedule

v. Assigning tasks to the social media team

The work plan will therefore outline the deliverables for each task which, in the end, contributes to the objectives of the social media strategy.

Effective Social Media activity is founded on a solid adherence to a Social Media strategy, and implemented by an effective digital unit (Social Media team – highlighted in section 3.2 above). Therefore, for KELIN to achieve its overall objective, through the specific goals set for the social media strategy, there is an imperative need to embrace the strategy in its full framework.

d. Weekly newspaper columns

KELIN’s key strength is in the fact that it is amongst the few Non-governmental organisations with an interest in health rights and related health human rights. For this reason, the institution operates within a niche area, boasting of expertise and experience and is therefore strategically positioned place itself as an authority in the subject of health rights. KELIN will realize this by obtaining space for weekly columns on national dailies. Through this, KELIN will provide thought leadership on areas not limited health rights as well as access to health services and facilities in Kenya and possibly beyond.

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e. Talk shows on radio and television stations

Broadcast media owing to their reach are an effective way to reach masses. Leveraging on the media relationships to be pursued and strengthened through this strategy, KELIN will identify opportunities on national radio and television to educate the public on their health rights as enshrined in the constitution. Also, KELIN will utilize the platform to demonstrate ways in which health rights are violated and how to seek legal help or justice in such cases.

f. Develop IEC material

The success and impact of IEC materials depends largely on the understanding of the target audience by the design team. KELIN will work with the target audience members throughout the development of IEC materials, and in developing usage strategies for those materials, which will help ensure that IEC materials meet the needs of the intended audience. Developing of IEC materials is guided by preferences and characteristics, and knowledge and attitudes of the target audience. Below is a six-step approach, with each step supporting the next, IEC materials design teams should endeavor to follow.15

Figure 21: KELIN will also interrogate why certain IEC materials e.g. the succession steps were well received/owned by the

target audience while others were not. Implementing these lessons learnt will improve the design of future IEC materials.

15 IEC Material Production Guidelines. Web. 7 June 2018<http://www.kswann.com/IEC%20Production%20Guidelines.pdf>

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g. Behaviour change campaigns

KELIN is already involved in such campaigns in the thematic areas of TB & HIV, WLPR and SRHR. The campaigns mentioned here will target vulnerable and key populations who due to stigmatization and discrimination are denied their health rights. This calls for communication tactics that influence a change in perception and attitude towards this group of people especially by health services providers. Hence, a range of tactics applying interpersonal, digital and traditional media will be adopted.

KELIN will organise forums with health services providers to educate them on the rights of the target group in question and provide guidelines on how to be of best service to them when seeking medical services. In addition, messages encouraging the embracing key and vulnerable populations, as they are human too will be disseminated on social and broadcast media platforms to influence societal change.

Objective 3: To influence policy and enhance organisational sustainability through strengthening of strategic partnerships for sustainability and growth

Strategy: Cultivate existing relationships and explore opportunities for new ones as well as participate in policy development

Policy influence

a. Research and dissemination of findings

Policy formulation and development of legal frameworks is in part largely dependent on expert knowledge and research. Research on health matters therefore, provides an opportunity for KELIN to generate groundbreaking findings, which could be crucial to filling the existing policy gaps in health.

Hence, KELIN will revitalize its research function and commit to a relevant research topic annually. With the guidance of the organisational leadership and the monitoring and evaluation division, selected thematic areas will undertake a research and see it through to completion.

Research findings are only relevant when made accessible to stakeholders who can act on it, for this reason, findings will be disseminated through the research plan illustrated below. Key targets for resultant information will be implementing government institutions and policy makers, as they are best placed to put the information into practical use.

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Table 11: Research Dissemination Plan

Stage Description

Executive Summary Create a summary of your research report

Infographics Develop infographics for your most significant findings

Social media Disseminate your findings on social media platforms, making use of the infographics

Blogs Publish a series of blogs discussing bits of your most significant findings

Report launch Organise and event to launch your research report; this could coincide with a major event by one of the thematic areas

Workshop events Organise workshops to discuss your findings with peers and stakeholders

News coverageInvite the media to your report launch

Pitch your findings to media as a news items

Follow-up Reach out to your media contacts for updates on the publication of your item

Table 11: Research Dissemination Plan

Coupled with this, KELIN will also publish scholarly articles in peer-reviewed journals. The organisation already has a working relationship with universities in South African and USA. These relationships will be strengthened.

b. Advocacy and lobbying

Advocacy is an effort to shape public perception or to affect change that may or may not require legislation. Conduct research to determine the target audience and develop a formal position and a tactical action plan. The plan invites review and elicits feedback. It is clear to the target audience, and stakeholders should be involved in coalition building. Coupled with this, KELIN will also have a lobbying plan for when it wants to engage government to change policies or laws.

Another way advocacy will be done is through writing of Thought Leadership Articles. These articles will draw on the expertise the organisation has on its subject matter (health and human rights) to produce thought provoking pieces.

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Media advocacy

One effective way to influence policy is to use media platforms to apply pressure on decision makers regarding specific issues. In this regard, KELIN will make use of its relationship with mainstream media personalities to improve coverage on a specific health issue it wishes to address. To scale this up, the same conversation will be carried over to other media platforms such as social media. This approach attracts public attention and generates a lot of conversation often demanding reform on a particular issue. Through “mass” media action, pressure will be exerted on key decision makers to take acceptable actions on health rights and access issues. This process will also be guided by a media relation’s plan is outlined below:

As is informed by KELIN’s SWOT analysis, the organisation has had limited nationwide coverage in the mainstream media. Therefore it is important to create and cultivate a consistent relationship between KELIN and the mainstream media. The objective of this relationship would be to position KELIN for greater national coverage of its work whilst creating a mutual understanding between the media and KELIN.

a. Media database

Journalists look for newsworthy stories. The media relations plan will target health and human rights journalists with whom KELIN shall build a relationship. These relationships would lead to positioning KELIN as a trusted source on issues health and human rights. The proposed channels include mainstream media and new media.

Channel Platform Reporter(s) Description

Broadcast Media Health Assignment (NTV)

Eunice Omollo, Irene Choge

News reporting on issues on health in the country

Health Reporting (KTN) Nasibo Kabale News reporting on issues on

health in the country

Property Show (NTV) Nancy Muthoni

Property Show on NTV can include a fact column that highlights the litigation process of property ownership.

Print MediaHealth Reporting, Standard Newspaper

Nasibo Kabale, Benard Sanga, Rading Biko

News reporting on issues on health in the country

Radio Ghetto Radio Dj Bling, BonokoCommunity radio that reaches the marginalized audiences which are crucial for KELIN to reach

Social MediaHuman Rights Watch You tube channel

Kenneth Roth

The Human Rights Watch You tube platform will create a vibrant international audience that recognizes the KELIN’s work which can translate, to funding.

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Channel Platform Reporter(s) Description

Other channels (Lifestyle shows on Television and online platforms)

NTV, KTN, K24, Citizen or on You tube and Facebook platforms

Lifestyle shows presenters

Other lifestyle shows can be used to convey the messages such as: KTN Life and Style and Am Live on NTV

b. Media breakfasts

In order for KELIN to familiarize themselves with the nature of the work of journalists, a media breakfast will be organised. Appointed staff will visit various media houses to build the relationship on a face-to-face basis as well as understand the process of packaging news stories. This will ensure that the stories from KELIN are tailored to suit the media and the media understands KELIN’s mandate and work

c. International days news stories

International days to celebrate or reflect on the impact of issues such as HIV and TB are great forums to create awareness about KELIN’s work. The specific dates are: World Aids Day: 1st December and World TB Day: 24th March.

Videos and news articles about KELIN’s projects can be edited to suit the news items so as to acquire airtime. This is relevant to media houses who will be in need of content to run on this specific days that are relevant to the theme of the day. Therefore, positioning of KELIN beforehand as a news source will create the need for media houses sourcing for information from KELIN.

d. Website news stories

Video and audiovisual messages about KELIN’s products and services will be sent to the media as key messages to create awareness.

The reports and news stories available on the KELIN website should be tailored newsworthy story highlighting what is new and of importance in the story.

Video and audiovisual and documentation of KELIN’s projects to provide for health elated human rights for all are to be shoot, edited and uploaded on the KELIN website in order to inform KELIN’s beneficiaries appropriately.

e. News briefs for court cases

Upon building a relationship with the media and a media database, KELIN’s approach to advocate for the coverage of their court cases to showcase their legal services. This approach will increase their level of credibility to their publics. The coverage may also include a brief of past cases and their verdicts that are available on the KELIN website. This will drive traffic towards the KELIN website and other social media platforms.

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f. Community media

Community media refers to a structure of media that is horizontal whereby content is generated and circulated within a locality. Essentially it is community communication. This channel of communication is crucial to reaching the specific localities, which are KELIN’s immediate audience. This will include the Pamoja FM station in Kibera show “Change with the Police” every first Thursday monthly.

KELIN coverage by the media is vital, and it is therefore relevant to understand how media houses select news stories. News stories need to be newsworthy; KELIN projects taken to the media should reflect an issue of relevance to the society within the specific stipulated time.

This will be achieved by connecting the projects to main attributes and their contribution to a majority of publics so as to attract the mass, as is the aim of mass media. The location of projects by KELIN is also of importance as the audiences select stories in areas that of close proximity. Most importantly, the focus of new stories should be the issue rather than the individuals in the news stories.

Sustainability (partnerships and resources)

a. Publish special reports

While KELIN commendably publishes monthly e-newsletters meant to keep partners and donors abreast with their monthly activities and success, occasional special reports will also be published. These will be developed on a need basis, particularly in the event of major accomplishments such as a successful repeal on a case. Once disseminated, they will keep partners and donors updated on successes in real-time and further provide an opportunity to expound on success stories, which on newsletters are only captured as highlights. Most importantly, such reports are a source of pride and motivation to partners and donors who are able to witness the outcomes of their support. This encourages them to continue according their backing, as they are able to see results that can be accounted for.

b. Collaboration with the private sector

The launch of the Sustainable Development Goals (SDGs) saw the role of various actors including the private sector in global development defined. In response to this, local and international enterprises are today placing a special emphasis on “Shared Value” where they are not only looking to make economic gains but are at the same time purposing to make a lasting impact in the environments in which they operate. This is best demonstrated by a multinational like Nestle, which has made 39 commitments geared towards SDGs on nutrition, rural development, water and environmental sustainability.16

16 http://www.nestle.com/csv

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In the same breath, KELIN will pursue partnerships with relevant private sectors players such as pharmaceuticals such GSK. Through appropriate planning, the partnerships will work to catalyze efforts towards realizing access to health facilities and services. These partnerships will work to realize this for specific groups such as the vulnerable and marginalized communities who are KELIN’s primary interest.

c. Engagement with county governments

Chapter 2 (situation analysis) of the communication strategy gives a detailed understanding of the challenges in the devolved healthcare system. Nevertheless, there is still need for KELIN to engage with the county governments.

This can be through: -

1. Capacity building through knowledge sharing to enable effective and meaningful community participation throughout the budgetary cycle calendar especially in public participation forums convened by the county governments.

2. KELIN will engage with communities through community barazas and workshops with community health workers, community health champions and community leaders to discuss county budget making process, spaces available for participation by non-state actors during the cycle as well as understanding County Integrated Development Plans (CIDPs) in regard to health. These measures will magnify the role of the community as participants and influencers in matters concerning their counties as well as increase health accountability.

3. KELIN will engage directly with county government structures and enter into MOU. Through these MOU, the organisation will offer its legal expertise in drafting of health-related policies and bills. They will also offer trainings on health-related human rights both elected and technical persons within the structure of the governments. KELIN will also share research findings from previous case studies on topical human rights health-related matters done in the counties of Bungoma, Nyeri and Kitui for example.

d. Publish annual reports

KELIN will move a notch higher in the kind of communication material it develops for its stakeholders, particularly donors and partners. The organisation will pursue this through the development of annual reports; these will provide details on organisational management; a comprehensive annual report of activities undertaken in every thematic area; key highlights from activities undertaken in a given financial year; audited accounts from the previous year; and finally anticipated activities in the coming year.

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This report will not only, provide stakeholders with a compact up-date on organisational activities, it also serves to build trust with donors and partners as they get to see how funds are utilized. Transparency is fundamental in encouraging continued donor support. It is also a great tool to measure the progress achieved in terms of implementing the strategic plan and the annual work plans.

e. Stakeholder engagement

Constant engagement with stakeholders’ keeps them up-t-o-date with organisational developments, keeps them interested in an organisation and further assures them of their importance to an organisation. As such, KELIN will create or join platforms to discuss challenges and solutions with partners from the government and community-based organisations. Special emphasis will be placed on having strong relationships with the judiciary, police, county governments and the office of the Director of Public Prosecution through annual meetings or workshops.

f. Engagement with grassroot communities

Given that findings from the perception study indicate perceived exclusion of programme beneficiaries (who are part of the grassroot communities), KELIN will institute measures to ensure that they are engaged on a regular basis. This will be achieved through annual field visits and invitations to participate in stakeholder forums. The aim is to ensure that beneficiaries feel part and parcel of KELIN’s operations and are in the process nurtured into ambassadors not just of KELIN but also advocates of access and enjoyment of health rights for all.

KELIN will also foster a closer working relationship with its champions showing greater appreciation for their role in promoting access to health for all. This will be done through inviting them to workshops to share their experiences and expertise with others. Where opportunities are available, the organisation will also sponsor them to trainings and forums to further broaden their knowledge. At the core of KELIN’s work is the promotion of social change; where everyone has access to healthcare without stigma or discrimination. In order to bring about this change, KELIN will continue to inform, consult, involve and collaborate resulting in empowered communities.

KELIN will work together with other community grassroot organisations for greater reach and influence. It will also capitalise on the use of community radio stations. Community radios are not only effective in sharing information promoting behaviour change in local languages but they are also a good medium of sharing testimonials and allowing audiences to ask questions.

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A summary of communication channels are listed in the table below:

Table 12: Channels

Channel Activities

Mass media channels (ideal for increasing mass awareness on KELIN and health related rights)

TV, radio & newspapers

• Feature stories and documentaries • News features • Press releases• Talk shows and interviews on local media

(Ramogi FM and Pwani FM) • Weekly column in a national newspaper

Publications (targeted at donors and partners)

• Annual e-report• Monthly e-newsletter• Special reports that detail specific

achievements

Journals, magazines, peer sites e.g., Oxford Journals, Springer (vital in publicizing inter-nal publications)

• Research papers• Position papers • Commentaries

Digital media: Facebook, Twitter, YouTube, Instagram and blogs (important for visibility and stakeholder engagement)

• Daily updates on organisational activities (make use of photos and videos)

• Regularly publish articles on the KELIN blog• Run social-media specific campaigns

Events

• Campaigns leading up to international commemorative days related to the thematic areas

• KELIN could sponsor community events

IEC materials

Some examples of materials are listed below, the are programme specific and therefore not exhaustive

• WLPR success stories documentation• Training tool on HIV rights and the law for

key populations • Policy brief on the most common human

rights violations affecting adolescents living with HIV

• Steps to follow to address human rights violations affecting adolescents living with and affected by HIV & AIDS

• Case studies from the “Enhancing the Legal Environment for Effective HIV Response in Kenya”

Table 12: Channels

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g. Community Impact Week

Every year, KELIN will set aside a week to celebrate the impact of its work within the thematic areas. Each year’s event will have a theme geared to promote a certain aspect of its work in health-related human rights. The celebrations will center around KELIN’s engagement in litigation, successful advocacy and community work. The purpose of these celebrations will be to acknowledge the milestones achieved and to recognize the contributors to the journey. These celebrations will involve staff and external actors.

KELIN will actively seek the participation of the communities it works in, by encouraging them to contribute ideas, speakers, articles, skits, poems, and organise parts of the celebrations. The organisation will also involve political leaders from the counties. They include; MPs, senators, governors and their first ladies, MCAs. The celebrations will also involve KELIN supporters like its champions, community leaders, other CSOs, CBOs and donors.

Throughout the week there will be a digital and traditional media campaign pro-moting the week, sharing of success stories, articles around the chosen theme in the KELIN newsletter and other publications, press release that coincide with the Community Impact Week.

KELIN will also take advantage and hold public forums (barazas) that will give an opportunity to communities to engage with KELIN staff on issues related to health-related human rights. KELIN will also take the opportunity to raise the pro-file of case studies and researches it has published. This will be done through the website and social media. Throughout the week, KELIN will also showcase its IEC materials developed around the chosen theme. On the last day of the week-long cel-ebration, KELIN will organise an event in one of the grass root community it works. The programme for this day will be robust and it will involve all classes of people from the community.

Crisis Communication Plan

Given the fluidity of communication in the age of social media and the work of KELIN whose interactions are largely with external audiences at rural and national level, there is need to prepare for emerging issues or crises that can damage the reputation of the organisation. The crisis communication plan outlines potential scenarios and how to deal with them is explained below:

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Introduction

The communication scholar Timothy Coombs defines crisis as “the perception of an unpredictable event that threatens important expectancies of stakeholders and can seriously impact an organisation’s performance and generate negative outcomes”

and crisis communication as “the collection, processing, and dissemination of infor-mation required to address a crisis situation.17 As it is important to differentiate an issue and a crisis, the definition of an issue is given as something negative that an organisation must deal with; it however has no long-lasting impact on the reputa-tion of the organisation. An example of an issue could be negative comments about KELIN posted online.18 An issue may easily lead into a crisis if not handled properly and in a timely manner.

The purpose of this plan is to identify potential crises that may affect KELIN and include a plan for preparing for and reacting to the identified crises, should one such crisis occur. In the event of a crisis, the procedures outlined in this plan are instituted.

The crisis communication plan is divided into 3 parts: pre-crisis, during and post- crisis evaluation period.

1. Pre-crisis period

The preparatory stage involves planning ahead in order to avert any future crisis from occurring. This involves monitoring digital and traditional media, instituting a crisis management team, identifying possible scenarios and preparing possible messages given to the press and used on social media. Preparing possible messag-es includes having factual and current facts sheets, templates for press statements and news release templates. Last, there is need for the crisis management team and staff to participate in crisis simulations and also have media trainings as part of preparedness.

Crisis Management Team

This team provides support through management of crisis level issues, manages additional risks, exposures and stakeholder interests in response to a crisis. The team and their roles are provided below. It is important to also provide the relevant contact information (email and telephone).

17 Coombs, W.Timothy; Holladay, Sherry.J (2010). The Handbook of Crisis Communication. Malden:MA: Wiley-Blackwell. p. 2018 Meg Shannon, How to create a crisis communications plan for your nonprofit organization http://nonprofitmarcommunity.com/crisis-communications-plan/

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No. Title Role

1. Executive Director

Provides leadership to the team and approves the Crisis Management Plan

Keeps the team focused and can be the spokesperson in very serious scenarios

2.

Deputy Executive Director

Works closely with the Director and also offers leadership if the Executive Director is not available.

3. Communication officer

Designated spokesperson during the crisis

Provides input and participates on all aspects of the Crisis Communications. Where necessary (if not already in existence) also crafts timely, authentic and empathetic messages for approval by the team. The PR professional determines if there is need to constitute a team to help to identify areas where the organisation can capitalise on communications opportunities.

4. Heads of programmes

These are the thematic area experts and will help inform or clarify thematic specific issues including current facts

5. Board member/s Provide expertise in their area of expertise

6. Legal representative

Gives legal guidance and implications of actions and reviews all communication outside the team

7.Finance and Human Resource head

Gives financial guidance on the available resources to handle the crisis while maintain a current list of contacts of staff, their contracts and is available to address staff concerns

Determining different scenarios

The scenarios portrayed below are both internal and external, their implications and possible ways of mitigating them. Internal scenarios are made of funding, legal and personnel crises while external scenarios are mainly perceived crises.

Potential risk Implication Mitigation

Funding crisis e.g. em-bezzlement, bankruptcy of a major donor

Given that KELIN depends on donors funding for its programmes, funding crises will affect the running of programmes, it may affect paying of salaries and if takes long to resolve leads to closing down projects and laying off staff.

KELIN is already involved in several efforts aimed at diversifying resources. In the event that a major donor pulls out or becomes bankrupt then this information must be communicated to both internal and external stakeholders in a timely manner and in a way that does not further exacerbate the crisis. In addition, financial systems must be stringent but also efficient- meaning they are not cumbersome to use.

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Potential risk Implication Mitigation

Legal crises e.g. disgrun-tled employee sues the organisation over wrong-ful termination or sexual misconduct

It exposes the organisation to scrutiny especially since the organisation does deal with legal issues affecting their beneficiaries and advocates for changes in country policies and laws as far as health and human rights is concerned. The narrative could change to ‘an organisation that does not care about its employees can not be trusted for anything else’.

The organisation must acknowledge the existence of the law suite and appeal to its stakeholders to wait for the ruling. In the meantime, use the opportunity to continually talk of the work that KELIN does despite the case. KELIN human resource policies should be adhered to in the event of claims of sexual misconduct. Existing polices may be reviewed to address such challenges.

Personnel crises e.g. resignation of a key person in management, dissolution of the KELIN board

Staff panic and are unsure about their own employment. This gives rise to rumours that could have an effect on donor funding.

Reassuring staff and other stakeholders becomes the primary goal of all messaging. Further, an interim manger should be chosen until recruitment is done. Transparency is of great import at this time.

Perceived crises- Government deregisters the organisation on the basis of promotion of practices that contravene the law such as abortion or homosexuality. It further accuses the organisation of getting funding from questionable donors.

KELIN does not care about its beneficiaries or local partners

Since it is now perceived as a threat to the government as well as the citizenry, KELIN is deregistered. Its senior management may be summoned by the CID to explain their sources of funding. It also means that programmes abruptly stop, bank accounts with donor funding frozen and staff no longer have jobs

The possibility of KELIN’s work being high profile can lead to beneficiaries and local partners feeling that they are only important when it comes to promoting the organisation

KELIN does have a good existing relationship with the present government and strengthening it serves to break down communication barriers enhances understanding of the work the organisation. All messages from the organisation should revolve around themes of working together as partners for the good of the country.

KELIN can not exist without its beneficiaries should be the resounding message of the organisation

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2. During the crisis period

Often in a crisis, damage is not caused by the incident but it is by a lack of response to it or lack of information, leaving room for rumours to take root. It is therefore critical in this phase that the crisis is be acknowledged as the team begins doing a situational assessment and gathering facts that help the spokesperson give a complete, solid and well-informed statement.

Some of questions the situational assessment may consider are; what is the situation? What will happen next? What immediate steps need to be taken? What is known and who knows it? Is there potential public interest? Does the issue have traction (will it be more than a blip on the evening news)? Who will be affected? What are people feeling- what emotions need to be considered? What information is needed and who beyond the organisational staff need to get it? When will it be available? During the crisis, it is important to remain transparent, when communicating internally and externally. Being honest and open, accepting responsibility and explaining what will happen about the crisis will go a long way towards minimizing the erosion of trust and will put the organisation on the road to building itself back up again.

Based on the information collated and agreed upon, KELIN’s website, and social media accounts will be updated with the collected information as the situation develops. This is also the time when the media and other external audiences outreach begins and press statements are issued as is appropriate.

Other ways to communicate include; one-one meetings, media releases and conferences among others. As the situation develops, the effectiveness of the messages is evaluated. Rigorous monitoring of social media is important as it makes the response more visible.

3. Post-crisis evaluation plan

After a crisis, the following steps will be followed to ensure that KELIN is better prepared for the future. This evaluation is for looking at what went right and what went wrong during the crisis. It covers all aspects of the crisis, including media relations, stakeholder relations and the crisis management team’s performance. It is vital to evaluate the crisis management process while the crisis is still fresh in employees’ minds. Thinking about all aspects of the crisis will help determine what KELIN can do better next time.

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A brief guide on what kind of questions to address is outlines below

Media Relations:

Review the media’s coverage of the crisis.

Were there areas in which we could have received better or more positive coverage of our company?

Was KELIN monitoring coverage daily during the crisis?

Would the coverage have been better if it had taken more time to build strong media relationships before the crisis?

Where did we receive positive coverage?

Where did the organisation receive negative coverage? What could have been done in these areas to gain more positive coverage?

How has the coverage affected the organisation?

Comments/suggestions?

Stakeholder Relations:

Did stakeholders act favourably to how KELIN handled the crisis?

If not, what can we do to build better community relations?

What steps could be taken in the future to ensure a better response from stakeholders from now on?

Were all key publics reached and informed?

Crisis Management Team:

Did all team members perform well under pressure?

Were there certain members who should have been put “behind the scenes” or on the “front lines” (speaking to the media, etc.)?

Should any members be replaced should another crisis occur?

Was the crisis control room properly stocked?

Was there anything missing that needs to be ordered or created?

Was everything in the crisis plan accomplished in a timely and efficient manner?

As this plan guides in the preparation in case of a crisis, and offers ways to handle the crisis and what to consider in the post mortem, it is useful to keep reviewing it based on scenarios that may see to develop.

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CHAPTER 5: IMPLEMENTATION MATRIX

The implementation matrix is developed in consultation with the annual work plans of the organisation. It is important to align all activities to the overall KELIN strategic plan. Nearly 90% of the tactics and activities will cut across all thematic areas and shading the thematic area cells orange highlights this. Most of the performance indicators will measure the level of change either by noting the level of increased awareness or improvement. Acknowledging that this can be subjective, the levels will be measured through changes that will have taken place after the baseline surveys are conducted.

STRATEGY PERFORMANCE INDICATORS

TACTICS INITIATIVES OR ACTIVITIES THEMATIC AREEAS

HIV & TB

WLPR SRHR KP

Objective 1: Enhance internal coordination and communication structures

Effective-ly and efficiently use internal communi-cation plat-forms and structures to deliver timely infor-mation

• Level of improve-ment in internal communication

• Level of im-provement in organisational coordination

• Level of aware-ness of KELIN priorities and programmes

Calendar sharing

•Options available include Microsoft Outlook or Google Calendar

Communica-tion training

• Trainings on public speaking, writing, photography, use of social media

• Training in the preparation of policy briefs.

•Develop a standard template

Annual retreats

• Team building

• Personal reflections related to how each person sees their role in the organisation

•NB: Good to use staff retreats to plan programme work but equally important for staff to have time to get to know each other in a neutral environ-ment

Brown bag lunches (once a month)

•Appoint a lead a session. The subject matter should relate to the work within the lead’s thematic area.

Develop an intranet system

• Initiate thematic area informa-tion sharing, e.g., rights-based approach in SRHR

Develop and impalement communi-cation and social media policies

• Communication and social media policies designed

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STRATEGY PERFORMANCE INDICATORS

TACTICS INITIATIVES OR ACTIVITIES THEMATIC AREEAS

HIV & TB

WLPR SRHR KP

Use of templates for content sharing and generation

• Field reports generated •Newsletter articles• Blog posts

Objective 2: Increase visibility and awareness on KELIN, its activities and their impact

Consistently leverage KELIN’s activities to showcase programme work

• Level of increased coverage of KELIN’s work on human health rights organisa-tions’ websites and in the main stream media

•Number of talk shows organised on TV

• Level of inter-action received from disseminat-ed research

•Number of policy briefs prepared

• Level of influence gained among policy makers

•

Documenta-tion of suc-cess stories

•An example of such a project is the “Enhancing the Legal Environment for an Effective HIV Response in Kenya”

Thematic Social media campaigns

• Specific campaigns to mark international days, e.g., Day of the Girl Child, Widows’ Day and Gender Week

• Campaigns to support legal aid clinics, community dia-logues

• Campaigns to support break-fast meeting with national and county government officials on laws and policies affecting adolescent girls and young women

• Campaigns to support on going court cases such as the Teddy case, Petition 234 of 2016, and Succession 244 of 2015

Weekly newspaper column

(Thought leadership articles)

•Opinion pieces •Write articles profiling

advancements within the thematic areas

• Turn presentations made at international meetings into blog articles

• Publish analyses – including gaps and opportunities – of health and human rights pol-icies related to the thematic areas.

Talk shows on vernacular radio and TV stations

• KELIN’s radio and TV airtime will address issues like health related stigma, property rights

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STRATEGY PERFORMANCE INDICATORS

TACTICS INITIATIVES OR ACTIVITIES THEMATIC AREEAS

HIV & TB

WLPR SRHR KP

Production of IEC materials

•Document WLPR success stories

•Develop a training tool on HIV rights and the law for key populations

• Policy brief on the most com-mon human rights violations affecting adolescents living with HIV

•Develop IEC materials that show what steps to follow to address human rights viola-tions affecting adolescents living with and affected by HIV & AIDS

• Produce case studies from the “Enhancing the Legal Environment for Effective HIV Response in Kenya” project

Promotional items

•Develop branded hats, t-shirts, pens, etc., to support campaigns

• Banners

Behaviour change campaigns

•Workshops, community meet-ings, short video, dialogue meetings

Objective 3: Strengthen and build strategic partnerships to sustain and scale up strategic outcomes

Nurture existing relationships and cultivate opportuni-ties for new ones

• Level of partici-pation of donors, partners, policy makers and other NGOs in KELIN forums

•Number of arti-cles published

• Level of interac-tion over articles or blog posts

• Level of participa-tion in stakehold-er platforms

• Level of participa-tion with proper feedback with beneficiaries

Media pro-grammes

• Conduct field visits for media to showcase KELIN’s work with communities

• Provide editorial briefings especially during on-going campaigns

• Provide media training work-shops (on how to report on sexual violations, on key popu-lations and their rights, etc.)

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STRATEGY PERFORMANCE INDICATORS

TACTICS INITIATIVES OR ACTIVITIES THEMATIC AREEAS

HIV & TB

WLPR SRHR KP

Dissemina-tion plan for research findings

• Key findings disseminated through various communica-tion channels

Documenta-tion of overall programmes work

•Annual reports

Collaboration with the pri-vate sector

• Initiate partnerships with local companies like Safaricom that are interested in corporate social responsibility

Research and publish schol-arly articles and special reports

• Publish articles in notable peer-reviewed journals and post links to them on all social media platforms

• Publish special reports in the event of major accomplish-ments

Engage with stakeholders through different platforms

• Initiate avenues where stake-holders can meet to report on their collaboration with KELIN and identify gaps

• Join existing forums that are in line with KELIN’s agenda, such as the Public Service Develop-ment Group

Advocacy and lobbying

• Lobbying such as lobbying for the Inclusion of vulnera-ble, marginalised in national health policies

• Lobby for bills on WLPR, SRHR• Integration of human rights

in county laws e.g. Machakos County HIV law

Initiate prop-er follow-up mechanisms with benefi-ciaries

• Community meetings and field visits

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CHAPTER 6: MONITORING AND EVALUATION

Hierarchy of objectives

Objectively Verifiable Indicators

Means of Verification

Objectives Indicators Sources of Infor-mation

Method of Data Collection

Method of Data Analysis

Type of M&E Activity

Frequency

IMPACT:

An organ-isation whose work is clearly understood in the health sector and also positively contributes to the ad-vancement of health re-lated human rights

• Level of collective re-sponsibility for carrying out the vision and mission of the organisation

• Thriving staff, able to use their creativity

• Level of awareness of KELIN’s work with its do-nors, partners, beneficiaries and general public

• Case study reports

• Baseline survey reports

• KELIN annual reports

•Mid-term evalu-ation report

• End-term evalu-ation report

•Document reviews

• Key informant interviews

• Focus group discussions

•Quantitative•Qualitative

Evaluation •Mid-term• End-term

Outcome 1:

Strong or-ganisational coordination as a result of efficient internal communica-tion

• Level of efficiency of organisational coordination

•Number of communica-tion platforms in use in the organisation

• Level of ef-fectiveness of internal com-munication

• Level at which there is an en-abling learning environment

• Level of team-work

• Level of improvement in skillsets in communica-tion

•Organisational assessment reports

• Staff appraisal reports

• Internal commu-nication audit reports

• Procurement reports

•Digital audit reports

• KELIN progress reports

• Training reports•Monitoring

reports•Mid-term evalu-

ation report• End-term evalu-

ation report

•Document reviews

• Key informant interviews

• Focus group discussions

•Digital audit

•Quantitative•Qualitative

•Monitoring• Evaluation

•Quarterly•Half-year-

ly•Annual•Mid-term• End-term

80

Hierarchy of objectives

Objectively Verifiable Indicators

Means of Verification

Outputs

Staff trained on commu-nication

• Level of im-provement in public speak-ing, photogra-phy and use of social media

• Level of im-provement in staff writing

•Number of trainings conducted/attended

• Progress reports• KELIN staff

appraisals • Training reports •Digital audit

reports • Internal commu-

nication audit • External

communication audit

•Document review

•Online survey

•Qualitative•Quantitative

Monitoring Quarterly

Calendar of activities developed and shared

• Calendar of activities

• Level of im-provement in organisational coordination

• Level of efficiency in allocation of human and financial resources

•Organisational assessment report(s)

• KELIN staff• Calendar of

activities

•Document review

• Key informant interviews

•Qualitative•Quantitative

Monitoring Quarterly

Monthly brown bag lunches held

•Number of brown bag lunches held

•Number of participants in brown bag lunches

• Level of organisational teamwork

• Level of skills development

• Level of infor-mation and idea sharing

•Organisational assessment report

• Brown bag lunch briefs

• KELIN staff

•Document review

• Key informant interviews

•Qualitative•Quantitative

Monitoring Quarterly

Polices developed and imple-mented

•Number of policies written, these should be the social media and internal communica-tion policy

• Level of imple-mentation and

its use

•Assessment report

• KELIN staff

•Document review

• Key informant interviews

•Qualitative•Quantitative

Monitoring Monthly

81

Hierarchy of objectives

Objectively Verifiable Indicators

Means of Verification

• Content generated on the thematic areas

• Level of partici-pation on social media platforms

• Frequency in the use of devel-

oped templates

• Progress

reports

•Document review

• Key informant interviews

•Online survey

• Focus group discussions

•Qualitative•Quantita-

tive

Monitor-ing

Outcome 2:

Increased knowledge and partic-ipation of stakeholders in KELIN programmes

• Level of aware-ness of KELIN’s programmes

• Level of increase in participation of stakehold-ers in KELIN’s campaigns, seminars

• Level at which the public, media, gov-ernment and like-minded organisations inquire about KELIN’s pro-grammes

• Reference of the organi-sation in the media

• Survey reports• Impact log

(keeps a record of the number of inquires)

• KELIN staff

•Document review

• Key informant interviews

•Online survey• Focus group

discussions

•Qualitative•Quantitative

•Monitoring• Evaluation

•Quarterly•Half-year-

ly•Annual•Mid-term• End-term

Outputs

Impact stories documented and shared

• Level of interest among stakeholders on the stories

•Number of stories docu-

mented

• Reports • Key Informant interviews

• Focus group discussions

•Qualitative•Quantitative

Monitoring Quarterly

Social media campaigns carried out

• Level at which the conversa-tion has shifted offline

• Level of engagement (Number of clicks, likes, shares, comments, mentions, profile visits and active followers)

• Social media audit report

• Impact logs

• Keyhole.co/Hashtracking reach

•Hootsuite

•Qualitative•Quantitative

Monitoring •Weekly•Monthly

82

Hierarchy of objectives

Objectively Verifiable Indicators

Means of Verification

• Level of reach (followers, impressions, percentage of traffic to the website generated)

Thought leadership articles

•Number of articles pub-lished

• Level of awareness of stakeholders of KELIN’s exper-tise in health related human rights

• Level of prog-ress in improv-ing the policy environment for health and human rights

in the country

• KELIN staff• KELIN stake-

holders• KELIN annual

reports• KELIN progress

reports• Policy makers•Media content

analysis reports

•Document review

• Key informant interviews

• Focus group discussions

•Qualitative•Quantitative

Monitoring Quarterly

Talk shows conducted

•Number of talk shows held

• Level of interest among stakeholders

• TV stations • Impact logs

(number of inquires after the shows)

•Digital audit •Video record-

ing of the talk shows

•Qualitative

•Quantitative Monitoring Quarterly

Research findings dis-seminated

•Number of citations of the findings in other sources

•Number of conversations generated

• Level of press coverage

•Number of findings trans-lated to policy

briefs

• Progress reports•Media (tra-

ditional and

online)

•Document review

• Focus group discussions

• Key informant interviews

•Qualitative •Quantitative

Monitoring Quarterly

Advocacy and lobby-ing plans implement-ed

•Number and variety of policy briefs published and disseminated

• Level of improvement in policy envi-ronment for health related human rights

• Policy briefs• Progress reports• KELIN staff• KELIN stake-

holders• Policy makers

•Document review

• Key informant interviews

• Focus group discussions

•Qualitative•Quantitative

Monitoring Quarterly

83

Hierarchy of objectives

Objectively Verifiable Indicators

Means of Verification

Collaterals designed and used

•Number of collaterals designed

• Level of en-gagement with stakeholders

• Level of interest in the press

• Level of pos-itive change among the public

• Level of im-provement in health service

delivery

• Progress reports• KELIN staff• KELIN stake-

holders •Media

• Impact logs

• Key informant interviews

• Focus group discussions

•Qualitative •Quantitative

Monitoring Quarterly

Press con-ferences

•Number of conferences held

• Level of inter-est after the conference

•Number of partners or do-nors involved

• Progress reports • Impact logs •Digital media

audit

•Document review

• Key informant interviews

• Focus group discussions

•Digital audit

• Qualita-tive

• Quanti-tative

Monitoring Quarterly

Outcome 3:

Better coordina-tion and exchange of information on health related issues in the country

• Level of im-provement in relations with KELIN donors and partners

•Number of new partner-ships

• Level of posi-tive influence on health

related policies

• KELIN staff• Progress reports•Annual reports• KELIN stake-

holders

•Document review

• Key informant interviews

• Focus group discussions

•Qualitative•Quantitative

•Monitoring• Evaluation

Quarterly

Annual

Outputs

Media pro-grammes carried out

•Number of op-eds published

•Number of analytical pieces on blogs published

•Number of news features published

•Number of site visits by media

• Print media (newspapers)

•Video recordings of features on TV & radio

• Progress reports•Annual reports•Digital audit

report• Training reports

•Document review

• Key informant interviews

•Online survey• Focus group

discussions•Digital audit

•Qualitative•Quantitative

Monitoring Quarterly

84

Hierarchy of objectives

Objectively Verifiable Indicators

Means of Verification

• Level of activ-ity of KELIN relevant issues trending on social media

•Number of staff trained on media engage-ment

• Level of improvement of KELIN staff’s skills in media engagement

• Level of recognition of KELIN’s role in the public and private sector

• KELIN staff• KELIN stake-

holders• Policy makers

Media trainings organised

•Number of trainings per year

• Level of aware-ness of KELIN stakeholders’ on KELIN pro-grammes

• Level of prog-ress in insti-tuting proper health related human rights standards in the country

• KELIN staff• KELIN stake-

holders• Training reports•Annual reports

• Progress reports

•Document review

• Key informant interviews

•Online survey• Focus group

discussions

•Qualitative•Quantitative

Monitoring Quarterly

Private sector partnerships initiated

•Number of partnerships

• Level of awareness by the private sector of KELIN programmes

• Level of improvement in visibility of

KELIN

•Video CDs/DVDs• Progress reports•Annual reports• KELIN staff• KELIN stake-

holders

•Media con-tent analysis

•Document reviews

• Key informant interviews

• Focus group discussions

•Qualitative•Quantitative

Monitoring Quarterly

Conduct research and publish the research findings as articles

•Number of re-search projects implemented

•Number of re-search outputs published

• KELIN policy briefs

• KELIN baseline reports

• KELIN research reports

•Document review

• Key informant interviews

•Online sur-veys

• Focus group discussions

•Qualitative•Quantita-

tive

Monitoring Quarterly

85

Hierarchy of objectives

Objectively Verifiable Indicators

Means of Verification

•Number of published products dis-seminated

• Level of KELIN stakeholders’ awareness of their programmes, products and services

• Level of im-provement in policy environ-ment for the health sector

• KELIN staff• KELIN stake-

holders• Policy makers•Annual reports• Progress reports

Engage-ment with stakeholders carried out

•Number of fo-rums in differ-ent platforms held with stakeholders

• Level of support from donors and partners for KELIN pro-grammes

• Forum reports•Annual reports• Financial reports• KELIN staff• Partners and

donors

•Document review

• Key informant interviews

•Qualitative•Quantitative

Monitoring Quarterly

Table 20: Monitoring and Evaluation Framework

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