UDEWO's Communication Strategy

UDEWO’sCOMMUNICATION STRATEGY

www.udewoug.org

May 2014 - April 2016

UNITED DEAf WOMEN’s ORGANISATION

Communication Strategy

Prepared by:

Jonathan Tusubira Project Coordinator

Communications and Marketing

UDEWO Secretariat. Plot A 36/37 A Martyrs Way

Minister Village, NtindaKampala - Uganda

Tel: +(256)782-703628

Funded By: Disability Rights Fund

May 2014 - April 2016

Mob: +(256)712-495951e-mail: [email protected] Website: http://www.udewoug.org

5

United Deaf Women’s Organization (UDEWO) was established in 2002 by a group of twenty one young Deaf women in Uganda. Its vision is a community without barriers to the enjoyment of Deaf women and girls’ right, and the mission is to promote active participation and recognition of Deaf women and girls in economic, social and political programs undertaken by the government and civil society.

The Disability Rights Fund (DRF) is a unique donor established in 2008, which supports Disabled Persons’ Organizations in the Global South, Middle East, and Eastern Europe/former Soviet Union to use the Convention on the Rights of Persons with Disabilities (CRPD) to advance the human rights of all persons with disabilities. DRF provides support for both capacity building for the emerging and marginalised groups of PWDs and on-going efforts to advance the CRPD implementation. UDEWO was one of the beneficiaries of the Uganda Capacity Fund whose key activities among others were the development of a communications strategy for UDEWO and to undertake an appraisal of the current communication capacity. The project was undertaken in September to December 2013. Key informant interviews were held with UDEWO staff, Board of Directors, Disability Leaders in Bududa, Kitgum, Arua and Kabale, the Media and other stakeholders at the national level, to help inform the appraisal and make recommendations for the strategy.

The overall objective of the project is to market the brand of UDEWO and provide decisive feedback to the policy makers and implementers on Deaf women and girls’ rights. This will in turn promote and expand the inclusion of Deaf women and girls in development programs run by the Ugandan government and civil society, in effect bringing the Deaf community into the mainstream.

It was observed that UDEWO has potential to build on its role as an advocacy voice for Deaf women and girls, but opportunities had been missed due to UDEWO becoming less visible within the broader media, Deaf Community, public and stakeholders.

Key recommendations made in this report include:

z UDEWO should prioritise its efforts into key areas, and develop a work plan in consultation with its district chairpersons, partners and Board of Directors in all regions where UDEWO works.

z UDEWO should work to improve its geographical reach by holding regional meetings or designating other partners to act as regional focal points, these focal points will be used as the major information centres for the Deaf women and girls.

z UDEWO should consolidate its mandate for representing Deaf Women’s needs by partnering with or forming coalitions with relevant DPOs, NGOs, and Women activists. The communications appraisal outlined how on-going communication activities, namely co-ordination meetings, UDEWO District chairpersons and Deaf Women associations. UDEWO’s web site, and policy briefs should also be enhanced and strengthened.

z UDEWO should work with the Media as partners and also train them on how to report on disability issues, especially about the Deaf. This is because the words and images the media use can create either a negative or positive portrayal of the Deaf/PWDs in the community, which in turn influences the community to either promote or deny them their rights.

A practical communications strategy was designed to provide an overview of the critical components and activities that UDEWO needs to undertake in order to fulfil its mission. It had three main objectives:

z Ensuring that UDEWO has a greater voice in policy processes.

z Effective information dissemination on policies, policy harmonisation, best practices and how to influence policy formulation; and

z Marketing UDEWO, to develop its position as the voice and information focal point for issues affecting Deaf Women and Girls in Uganda.

Staffing options were discussed along with assets and an indicative three year budget was provided. Key activities and tools were outlined in the strategy along with simple methods for monitoring and evaluation.

SummaryExECUTIvE1

7

ContentsTABLE Of3

Executive Summary �� 1

Table of Contents �� 3

Acronyms and Abbreviations �� 4

1 Introduction

1.1 UDEWO’s existing communication strategy............................................................................................. 61.2 The role of the communications strategy .................................................................................................. 61.3 Users of the communication strategy ........................................................................................................ 6

2 Communications Appraisal

2.1 Current Communication Activities ................................................................................................................ 72.2 Capacity .................................................................................................................................................................. 82.3 Key Recommendations ...................................................................................................................................... 8

3 Communications Strategy

3.1 Aim .........................................................................................................................................................................113.2 Objectives ............................................................................................................................................................113.3 Staffing .................................................................................................................................................................113.4 Assets ....................................................................................................................................................................133.5 Budget ..................................................................................................................................................................143.6 Plan ........................................................................................................................................................................173.7 Monitoring and Evaluation ............................................................................................................................31

References �� 32

Annex 1� Scope of Work �� 33

Annex 2� List of Key Informants �� 35

Annex 3� Other Communication Tools �� 36

Annex 4� Communications Coordinator Job Description �� 37

Annex 5� List of UDEWO Publications �� 39

8

AbbreviationsACRONYMS AND

BOD Board of Directors CBO Community-Based OrganisationCD Compact Disc CD-ROM Compact Disc Read-Only MemoryCSO Community Service OrganisationCRPD Convention on the Rights of Persons with DisabilitiesDCM District Coordination Meeting (convened by UDEWO)Dept Department DPOs Disabled Peoples OrganizationsDRAF Disability Rights Advocacy FundDRF Disability Rights FundDTP Desktop publishingE-NEW Electronic NewsGBV Gender Based Violence GOVT GovernmentIEC Information, Education and CommunicationMP Member of ParliamentNGO Non-governmental organisationNTV Nation Media TelevisionNUDIPU National Union of Disabled Persons of UgandaNUWODU National Union of Women with Disabilities in Uganda ORG Organisation PWD Persons with DisabilitiesTB TerabyteTV TelevisionUDEWO United Deaf Women’s OrganisationUN United NationsUNAD Uganda National Association of the DeafUPS Uninterruptible Power SupplyURL Uniform Resource LocatorUYDWG United Young Deaf Women GroupWWW World Wide Web

4

UDEWO is a Non-Government Organization that works to promote the rights of Deaf women and girls inUganda. We started as a Community Based Organisation called the United Young Deaf Women’s Group (UYDWG) in 2002. The organisation expanded to encompass Deaf Women in February 2010 to better promote the rights of Deaf women and girls in development programs undertaken by the government and civil society. We acquired legal status as an NGO on September 3rd in 2010 and currently have a membership of over 600 Deaf women and have branches in six districts in Uganda (Kabale, Bududa, Arua, Kitugm, Kampala and Kumi). Our mission is to promote active participation and recognition of Deaf women and girls in economic, social and political programs irrespective of their social status.

Introduction

1.1 UDEWO’s existing communication strategy

Due to various factors including inadequate funding and insufficient staff, UDEWO’s communication role has been limited and most communications activities have been shelved, insufficient or dramatically reduced. Given the critical role of communication and marketing in UDEWO’s core business, the Disability Rights Advocacy Fund (DRAF) through the Uganda Capacity Fund provided support for a consultant to develop a communications strategy for UDEWO. The scope of work is given in Annex 1.

This will further be a step forward in implementing UDEWO’s five-year strategic plan that was developed in the year 2010. Among the activities included is the development of a communication strategy.

After a period of consultation with UDEWO staff, the Board of Directors, Disability leaders, Disability Rights Fund and other key informants (government and NGO partners), this report has been drawn up to appraise UDEWO’s communication activities, outline strategic options for future roles and responsibilities of UDEWO’s communication field, and look at opportunities for revitalising the area and ensuring media visibility and sustainability. Annex 2 contains a list of key informants consulted and/or interviewed.

1.3 Users of the communication strategy

1.0 Introduction

1.2 The role of the communications strategy

6

The communication strategy in general will guide the communication needs of UDEWO and enable the smooth flow of information to assist in informed decision making. The strategy will be used primarily by the Communication’s Officer or the person in charge of the communication role of UDEWO. It will also be used as a reference manual by the staff, the Board of Directors and UDEWO’s branches to facilitate their communication needs. It will be shared with other DPO’s with related objectives so they can use it as a benchmark for their own communication activities.

It is clear that communication as an advocacy tool is critical to UDEWO’s work. UDEWO sees itself as a catalyst, facilitating the enjoyment of rights for Deaf women and girls. We aim to give them a greater voice in policy and government development programs through consultation, consensus building and advocacy. The Strategy will also facilitate the delivery of UDEWO’s campaigns and projects to its targeted audiences.

2.1 Current Communication Activities

CRPD ImplementationThe Disability Rights Advocacy Fund (DRAF) assists in advocating for the ratification of the convention on the rights of persons with disabilities (CRPD) and for national or local legislative changes to harmonize laws with the CRPD. UDEWO is implementing a one-year project on improving its public image and participation through marketing and communication. The overall objective of the Project is to market the brand of the organization and provide decisive feedback to the policy makers and implementers on Deaf women and girl’s rights. This will in turn promote purposeful mainstreaming of Deaf women and girls in development programs.

District Coordination Meetings and issue-based forumsIn the past, UDEWO has held meetings and workshops on key and emerging issues affecting Deaf women and girls in Uganda to:

z Raise awareness on the CRPD, HIV/AIDS, Deaf women and girls rights enjoyment.

z Discuss policy and legislative issues as they relate to Deaf women and girls.

z Training in sign language.

z Production and Distribution of IEC materials.

z Income generation e.g sowing, soap making, jewellery among others.

WebsiteUDEWO has a web presence online found at its Uniform Resource Locator (URL) www.udewoug.org , with the goal of disseminating key information, on policies and issue affecting Deaf women and girls, to web users in Uganda and regionally. The plan is to upload electronic copies of policies and other documents onto the site, including UDEWO’s Vision, Mission and goals. It would involve retyping them or scanning them with optical character recognition (OCR) software.

In reality the web site is not current and up to date, and it is clear from conversations with key informants that using the web as a means of information dissemination is limited in Uganda, although it could have globally and international impact in terms of marketing UDEWO.

Currently UDEWO lacks the capacity to manage the web site in house, and would contract website maintenance through Mountain Battern a local Technology firm. UDEWO should consider the following aspects in website planning:

z The relative impact of the web as a tool for enabling popular participation in policy making in Uganda (low);

z Other possible purposes of the website (e.g. building regional and international networks); who the target audiences would be; what information visitors would seek, and what information UDEWO can provide, and also what information UDEWO can get(Feedback);

z Ways to monitor website use and impact, e.g. through the collection of statistics, which detail the geographical reach of the site, which pages are accessed the most and using Google analytics.

Appraisal2. COMMUNICATION7

Options for UDEWO’s websiteRecommended options:

2.2 Capacity

z Put up a holding page giving basic information on UDEWO, outlining its priority areas of action, and giving contact details for more information. There could also be a sign up form for UDEWO e-mail list which would provide news of UDEWO’s advocacy efforts and other programmes, policy information etc. It would be relatively easy to do this, and someone should be assigned to work out the main elements and write the text of the pages.

Other options: z Subcontract management of the website to someone who is capable of giving strategic input.

z Hire an IT manager/communications co-ordinator with web design skills to manage the site in-house. Website management software will need to be purchased and will require uninterrupted 24hour internet service and given the unreliable power grid in Uganda, a backup generator would be needed too.

z Hire a consultant for the Staff and board to be trained in basic skills on website management.

z PowerPoint skills and public speaking z Meeting/workshop coordination z Report and proposal writing z Basic desktop design.

z Budgeting z Advocacy and lobbying z Library cataloguing and documentation management. z IT and Internet skills

The office staff consists of five professional staff. Between them, the staff report that they have skills in:

XUDEWO is well positioned to coordinate and advocate for issues affecting Deaf Women and girls, and shows potential in its efforts to implement its five year Strategic Plan. However interviews with key informants shows that further work needs to be done to consolidate, prioritise and build on UDEWO’s activities. In the light of this, the following overall recommendations are made:

Focus on Identified gaps as prioritise key areas of actionSome Key informants haven’t fully grasped the role of UDEWO and its key role as an advocacy organization that works to promote the rights of Deaf women and girls in Uganda:

z Some respondents view UDEWO as a charity organisation to hand out cash donations for their problems – they can come to UDEWO to solve their financial problems, thus whenever there is a workshop or meeting organised by UDEWO, it’s expected to solve financial problems.;

z Others informants look at UDEWO as an organisation which exists to build consensus among Deaf women; others still as an organisation that shares technical information about Deafness and provides remedies like hearing aid or medical care for the Deaf.

z Confusion over what UDEWO does or represents at key policy-making issues (i.e., does UDEWO speak for itself, or represent the consensus of Deaf women groups and Disability Leadership, one Deaf Woman expected that UDEWO would be able to get for her employment or talk to those responsible on her behalf

z UDEWO activities are seen as ad-hoc, donor-dependent, and lacking a long-term strategic approach to priority issues that are not donor approved or endorsed.

Given the issues raised above, A communication work plan needs to be developed that reflects where UDEWO is and what it is capable of achieving, and clearly maps out key action areas related to UDEWO’s strategic plan. The table below shows key areas identified by respondents and views from consultation meetings;

2.3 Key Recommendations

8 2. Communication Appraisal

Key Issues Who Is mosT affecTed Who maKes a decIsIon

Sign language training (Communication Barrier)

XDeaf women and girls. XParents of Deaf. XCommunity. X Service Providers.

XPolicy Makers/Legislators. XGovernment Institutions. XParents of the Deaf. XNGOs (UDEWO),DPOs,CBOs.

Fight for the rights of Deaf women and girls through awareness raising

XDeaf women and girls. XParents of the Deaf. XCommunity.

X The Media. XParents of the Deaf. XNGOs, (UDEWO). XDPOs, Women NGOs. XMPs Rep.PWDs, Government.

Improve access to information about UDEWO’s work

XDeaf women and girls. XCommunity. XParents of Deaf.

XUDEWO BOD. X Executive Director UDEWO. XCommunications Coordinator.

Employment for the Deaf XDeaf women and girls. X Families of the Deaf.

XPolicy Makers/Legislators. XGovernment Institutions. XParents of the Deaf. XNGOs, DPOs, CBO.

Involvement of Deaf women and girls in community and government programs

XDeaf women and girls. XCommunity. X Families of the Deaf.

XPolicy Makers/Legislators. XGovernment Institutions. XParents of the Deaf. XNGOs, DPOs, CSOs, CBOs.

Formal education of Deaf women and girls.

XDeaf women and girls. XCommunity. XParents of the Deaf.

XPolicy makers/legislators. XGovernment institutions. XParents of the Deaf. XNGOs, DPOs (UDEWO).

Abuse of Deaf women and girls (including GBV and sexual abuse)

XDeaf women and girls. XParents of the Deaf. XCommunity. X Family members .

XPolice. XPolicy makers/legislators. XGovernment institutions. XParents of the Deaf. XNGOs, DPOs (UDEWO).

Lack of role models and idols for Deaf children

XDeaf boys and girls XParents and families of the Deaf

XDisability leaders XHeads of DPOs X The media XPoliticians representing

disabled people

Negative reporting and media indifference to disability issues

XDeaf community XDPOs

X The media XDPOs XUCC

Improve geographical reachInterviewees strongly recommended that UDEWO continues with regional meetings so that participation from these areas can be stronger. Some key informants went further, recommending that UDEWO look at designating regional focal points, which could convene their own regional meetings (or in partnership with UDEWO) these could be formed under UDEWO’s Branches and spearheaded by branch chairpersons who can work with the District Unions and Disability Leaders.


Clear communication strategy and Marketing campaign neededAs previously stated, due to a lack of existing communications strategy UDEWO is missing opportunities to expand its reach in all Districts in Uganda. With a clear and focussed communication strategy UDEWO will be able to highlight the work it is doing in advocating for the rights of Deaf girls and women in Uganda. This in turn will lead to increased opportunities of funding from potential donors who were not aware or fully aware of UDEWO’s mission and vision.

Take action to improve financial sustainabilityUDEWO’s financial situation has a huge impact on its activities. It is vital that steps are taken to improve UDEWO’s financial sustainability. The Board of Directors and management staff must map out an action plan and implement it as soon as possible. Options to consider include: consultancy, income generation activities, donor proposals, cost sharing approaches, investment opportunities etc.

Improve Internal Information Management SystemSimple internal information management systems need to be developed to improve information access. Sometimes information is not readily available within UDEWO to get hold of internal documents or publications or to find key contact details. The main criteria must be ease of use rather than a technology-led approach. A simple achieving system is shown in Annex 5.

MembershipMembership of UDEWO has been discussed as a mechanism for creating legitimacy for UDEWO to represent Deaf women and girls in decision-making, and also as a way to supplement income. However, member services need to be improved first so that potential members can see tangible benefits of membership. Some members and district associations may never be able to pay membership fees, so provisions should be made to ensure that they are not excluded.

Use Board of Directors as a ResourceThe Board of Directors is a valuable, underutilised asset for UDEWO. Board members are ideally positioned to help market UDEWO, gather information, and look out for opportunities for UDEWO. They bring a wealth of experience, skills and knowledge and have their own networks that they can tap into. Their resources and time commitments limit the role of individual board members, but they are underutilised at present, and opportunities for harnessing their expertise should be maximised. Where possible, UDEWO management should use the board to create opportunities for staff development, look for cost-sharing options, market UDEWO, gathering and disseminating information on changing contexts, donor priorities, networking opportunities. In addition board members could act as a sounding board for ideas and initiatives. If board members are prepared to confidently articulate UDEWO’s salient points to prospective partners and/or donors face to face, they should be equipped with business cards with both their phone numbers/email and UDEWO’s main contact details. This would be an inexpensive way of scaling up impact for the organisation. However, this can only be done in line with a drawn work plan and with the guidance of the Executive Director or a Board Liaison officer if available to be able handle BOD relations, this will help to minimize contradictions with the BOD’s official roles and duplication of roles or clashes with other staff while carrying out their duties.

Training Journalists on how to report on disability The most effective way to mobilize public support for human rights is through the media. The media raises awareness to the general public about their human rights, and acts as an effective watchdog against human rights abuses. However, persons with disabilities are not seen regularly in the media, and are rarely portrayed as persons with opinions on news and topical issues. When they are interviewed it is mostly on disability issues or they will be talked about with pit, or with astonishment because they have managed to do something brave ‘in spite’ of their disabilities. A person’s disability overshadows their achievements or opinion when they appear in the media but if the media is trained on how to report on disability issues, it will be in a unique position to shape the public image of persons with disabilities. The words and images they use can create either a straightforward, positive view of persons with disabilities or an insensitive portrayal that reinforces common myths which is a form of discrimination.


3.1 Aim

This Communication Strategy is designed to help UDEWO communicate effectively to meet its core objectives. It expresses the methods and goals of UDEWO’s outreach activities.

The strategy is based on the Strategic Plan, particularly UDEWO’s focus on ensuring popular participation in issues affecting Deaf women and girls. Communication, advocacy and information dissemination is crucial for UDEWO’s success, so this strategy is designed to be implemented without having to wait for significant additional funding.

As UDEWO’s profile increases, and its activities expand, there will be need to build on this strategy, adding activities where needed. A list of other communication tools that could be added to UDEWO’s communication strategy at a later stage is given in Annex 3.

Strategy3. COMMUNICATION

3.2 Objectives

UDEWO’s communication strategy has three main objectives:

Ensuring that UDEWO has a greater voice in policy processes, Disseminating information on policies, policy harmonisation, best practice, and how to influence policy formulation, Marketing UDEWO, to strengthen its position as the voice of the Deaf women and girls.

3.3 Staffing

UDEWO’s communications activities function inefficiently without a dynamic full time communications coordinator. It is therefore assumed that a dynamic communications coordinator could implement the strategy with some support from UDEWO staff. A job description and profile of the skills and experience needed for the communications coordinator is given in Annex 4.

Clearly, communication is at the heart of UDEWO’s role and mandate, and all staff will have to be involved in communications activities on some level. The communications coordinator would take the role of overseeing the activities, implementing some of them directly, but also ensuring a participative, empowering approach is taken, so that opportunities, activities are shared between the staff (and, if appropriate, among partner DPOs) and BOD.

Note: As the communications strategy grows and adapts to changing priorities, more communication staff may be required. If the strategy is re-launched, it will have an impact on staffing levels beyond the scope of this strategy.

11

Staffing Options

Communications is at the heart of UDEWO’s work, so hiring a competent, experienced Communications Coordinator should be a priority.

Advantages: X Once hired, UDEWO will quickly benefit from an in-house Communications Coordinator doing

the important role of communications effectively. X If a permanent/long term post is created immediately, UDEWO benefits from institutional

knowledge and experience.

Disadvantages: X A less experienced Communications Coordinator may need training in certain communications

activities.

This option is recommended as the best staffing option for the long term development and success of UDEWO’s communication activities. It is critical that the chosen candidate is proactive and dynamic asthese are critical requirements for the successful implementation of UDEWO’s communication strategy.

This is another route to harnessing the expertise of a professional communications consultant for fast, high quality results

Advantages: X As before, once the communications consultant is in place, UDEWO will benefit from professional

communications activities. X The consultant can share experience and impart skills with other staff. X UDEWO does not pay salary costs and could benefit from expertise than UDEWO could afford

through direct employment. Disadvantages:

X Limited development of institutional memory. X May take some time to arrange. X Lack of confidence among the hired consultant.

OPTION 2: A donor hires a professional consultant to act as a

Communications Coordinator.

OPTION 1: Hire a Communications Coordinator

OPTION 3: Find a Professional Communications Coordinator

A volunteer communications coordinator could be found through World University Services of Canada, Voluntary Services Oversees or International Red Cross any other volunteering agency

UDEWO does not pay salary costs. X The volunteer can share experience and impart skills with other staff.

Disadvantages: X May take some time to arrange. X Level of experience and quality of deliverables may be lower than obtainable from a professional.

12 3. Communication Strategy

Advantages: X No extra salary costs. X Staff benefit from learning new skills.

Disadvantages: X Without an overall communications coordinator, it is difficult to take a strategic approach, and

quality of activities may suffer. X Extra burdens placed on staff may result in UDEWO’s other work suffering. X Fragmented communication activities (as is currently the case) can be as bad as or worse than

no communication activities at all.

This option is not recommended, as it could lead to increased burdens on existing staff, and is likely to result in fragmented communication activities or no communications activities at all.

OPTION 4: Share out communication tasks among staff

3.4 Assets

The following is a list of minimum requirements for the Communications Coordinator:

1. Medium specification computer capable of:

® Burning CDs (information exchange and backups) ® Handing large files ® Desktop publishing ® Internet access ® Database management ® Uninterruptible power supply (UPS) ® Hard disc 1 TB

2. Software

® Updatable antivirus programme (with annual contract) ® Desktop publishing programme ® Database software (for contact list management) ® ListServ software (available free on the Internet) ® Drivers for scanner, printer, etc ® Email and internet programmes

3. Combination fax/scanner/photocopier

4. Telephone line (preferably dedicated to the communications coordinator as s/he will need it constantly).

Consumable items such as paper, ink cartridges etc will also be required.

At a later stage, the need for additional capital assets may become apparent.


descriptionmay 2014 - april 2015

may 2015 - april 2016

may 2016 - april 2017

Source / Comment

start-up costs

Recruitment

Advertising 2,000,000 - - 1/4 page advert in Daily Monitor and New vision

Interview Costs 500,000 - - Transport for Panel, S.L Interpreter, Refreshments

Total Recruitment expenditure 2,500,000 - -

Running costs

Personnel

Communications Coordinator (100% working on the strategy)

Salary, housing allowance and leave grant

Finance Officer (20%) - - - Covered by Australian Red cross

capital expenditure

Computer 2,000,000 - - IT Centre quote for DELL D23 icore5 + DVD RW+ = US$800

Software 300,000 - - IT centre quote Office XP, MS publisher, Norton antivirus

Fax, copier, scanner 800,000 - - IT Centre quote HP OfficeJet D135 US$320.0

UPS 300,000 - - IT Centre quote APS UPS 650VA US $120

Additional telephone line 200,000 - - MTN quotes - MTN Landline Plus Installation

Total capital expenditure 3,600,000 - -

3.5 Budget

An indicative three year budget is shown below.


22,800,000 23,940,000 25,137,000

Executive Director (25%) 4,800,000 5,040,000 5,292,000

Project Officer (25%) 3,600,000 3,780,000 3,969,000

Program Officer (15%) 3,000,000 3,150,000 3,307,500

Total Personnel expenditure 34,200,000 35,910,000 37,705,500

operational costs

Radio Advertising 1,680,000 1,764,000 1,852,200 Sixteen adcarts per year

TV Advertising 6,000,000 6,300,000 6,615,000 Six spots per year

Press Conferences 800,000 840,000 882,000 Two press conferences per year

Printing Costs 1,680,000 1,764,000 1,852,200

Periodicals 1,000,000 1,050,000 1,102,500

Additional Overheads 250,000 262,500 275,625 in addition to budget lines C1-5 and lines C8-10

Information Management (filing, contacts list etc) 960,000 1,008,000 1,058,400 Files / book cases / CD storage / file

safe etc.

Monitoring and Evaluation 1,500,000 1,575,000 1,653,750 Communication activities M&E both internal and external

Communication Specific Travel and Accommodation. 1,800,000 1,890,000 1,984,500 in addition to budget line C6

Contingency 500,000 525,000 551,250

Sign Language 2,850,000 2,992,500 3,142,125

Total operational costs expenditure 19,020,000 19,971,000 20,969,550

Information dissemination

Newsletter Production 6,400,000 6,720,000 7,056,000 Bi-Annual, 8 page, 2 colour, production of 500 copies

Newsletter Dissemination 800,000 840,000 882,000 Postage of 100Copies to each of UDEWO's five Coordination

Districts

Electronic News and Discussion Groups 645,000 677,250 711,113 Journalists Partners with UDEWO as

Disability Reporters on Board

Flyer Production 3,200,000 3,360,000 3,528,000 4 flyers per year, 500 copies each

Flyer Distribution 600,000 630,000 661,500 Postage of 100Copies to each of UDEWO's five Coordination

DistrictsUDEWO's Coordination Districts

(5) 645,000 677,250 711,113 Strategic expansion costs and running costs

Contacts Lists Management 215,000 225,750 237,038

Policy Briefs 850,000 892,500 937,125

Contingency 5% 66,755 70,093 73,597 Without policy brief estimate

Total Information dissemination expenditure 13,421,755 14,092,843 14,797,485


district coordination and Issue based fora (Key Issues)

District Coordination Meetings 6,000,000 4,158,000 3,326,400

Yr 1: 30 people, 3 meetings, venue hire, meals and refreshments,

stationary, banner, transport and per diem for 8 people. Yr 2 & 3: 2

Meetings

Issue based for a (Key Issues) 3,800,000 2,633,400 2,106,720 Budget line B2 for 270,000 based on 30 people 3 meetings

Consultative Meetings (Key Decision Makers) 560,000 388,080 310,464

Representation in key committees 350,000 242,550 194,040

Feedback to UDEWO Secretariat 480,000 332,640 266,112

Contingency 5% 71,850 49,792 39,834

Total district coordination and Issue based fora (Key Issues) 11,261,850 7,804,462 6,243,570

advocacySituation Analysis/grassroots

Research 875,000 918,750 964,688

Identification of Key Issues 500,000 525,000 551,250

Developing Advocacy Strategy/Coalition Building 2,800,000 2,940,000 3,087,000

Dissemination of Research results 450,000 472,500 496,125

Advocacy Activities (engaging with policy makers etc.) 700,000 735,000 771,750

Total advocacy expenditure 5,325,000 5,591,250 5,870,813

marketingMarketing activities and public

relations including Social media and website management

Website Maintenance and Updates 590,000 619,500 650,475

Public Relations and Social Media 700,000 735,000 771,750

TV Talk shows 13,000,000 7,150,000 7,507,500 TV Talk show NTV, NBS, UBC, STEP (Yr 1 x4, Yr 2 x3 & Yr 3 x2)

Total marketing expenditure 14,290,000 8,504,500 8,929,725

Staff Development costs 950,000 997,500 1,047,375 Additional staff development costs to budget lines

FX Rate 2,500


ToTaLs uGX 103,618,605 91,874,055 94,516,642

usd$ Total 41,447 36,750 37,807

usd$ Grand Total 116,004

Consultation must be undertaken to develop priority areas of advocacy. This could be done through various methods, such as:

Key informant interviews

® Key informant interviews aim to get special insight from people with direct experience in the discussion topics, decision makers, policy analysis experts etc.

® The best way to conduct key informant interviews is face-to-face meetings (involving travel expense) or extended telephone discussions (the latter usually results in less rich information than a meeting).

Focus group interviews

® A facilitator guides a group (of 6-12 people) through a discussion of selected topics allowing them to talk freely, using a checklist to cover relevant points.

® Focus group discussions provide in-depth qualitative information. ® However, they can be difficult to moderate and interpret, and require a skilled facilitator for

best results. If sensitive issues are discussed, a group setting may inhibit individual responses.

Surveys

® The highest response rates come from conducting the surveys in person. This involves travel expenses.

® Surveys can also be emailed, posted, or conducted over the phone. Printed or e-mailed surveys generally have a low response rate unless an extra incentive can be added, such as a chance to win a prize or gain free advice or services.

Vox pop interviews

® These are conducted by asking many people one or two focused questions on a topic relevant to what they are doing. (e.g. “What is your key concern about the CRPD?”)

® Vox pops are a useful way to gauge trends (or differences) in opinion, but the technique does not provide in-depth qualitative data, so it is usually triangulated with another data collection method. It can be a useful way of drawing up a checklist of topics/issues/concerns for a more detailed survey or key informant interviews.

® Vox pops as quick, easy, cheap and applicable anywhere. Partners and board members could be asked to conduct vox pops, thus broadening the sphere of consultation.

1: Consultation

3.6 Plan

Goals XTo give UDEWO chairpersons, and disability leaders a greater voice in policy making through the provision

communication focal points and opportunities for advocacy. XTo ensure that UDEWO activities are informed/shaped by its constituents. XTo build coalitions and develop common areas of advocacy among constituents. XTo influence policy makers and conduct high-level advocacy and dissemination of best practice and ideas. XTo create dialogue on key issues.

Key Component


Objective 1: Ensure that UDEWO District branches have a greater ‘voice’ in policy and programmes.

Building coalitions and associations is vital for effective policy advocacy. Policy makers are much more likely to listen to a united group response to policy issues than fragmented comments from different NGOs. Consensus adds weight to any advocacy activity.

Key steps for building coalitions/affiliations include:

(a) Identifying, researching and recruiting natural allies (sharing common goals and values or ideologies e.g. DPOs advocating for the ratification of the CRPD). When you are ready to approach a partner organization to join the coalition, be specific about their role, and look for concrete ways to tap into their strengths.

(b) Broaden the coalition so that you can draw from other sector’s strengths, skills and resources. It helps to add organisations with diverse interests, as this can add more legitimacy to the coalition.

(c) Maintaining the coalition/affliation through:

z Developing and maintaining information flow between members (by email, phone, letter, at meetings etc);

z Agreeing advocacy objectives in a democratic, transparent manner (preferably by voting);

z Establishing structures and assigning roles and tasks, with a realistic timeline;

z Sharing responsibilities;

z Convening regular meetings to share information and continue to build and maintain the coalition.

2: Coalition building/affiliation

Advocacy strategies will be needed to influence policy processes and allow DPOs/NGOS to have a stronger voice in policy-making.

Key steps include:

(a) Assessing whether it is something you can advocate on: ® Can you/your partners identify a clear set of feasible policy alternatives? ® Are the policy changes you propose feasible? ® Do you or a partner DPO have direct experience in the issue?

(b) Drawing up and implementing the advocacy strategy: ® Gather reliable data, analyse policies and practices and media coverage. ® Define your audiences (e.g. the media, policy makers, donors, PWDs etc) ® Build your plan. ® Develop objectives. ® Assess available resources. ® Determine scope, timeline and budget. ® Target messages to different audiences. ® Deliver messages through appropriate channels.

(c) Engaging with policy makers: ® Schedule face-to-face meetings. ® Participate in key policy making meetings/committees. ® Invite policy makers to see the impact of policies in the field (this can be arranged through

partner NGOs). ® Keep in touch through email, phone calls and letters

3: Developing and implementing advocacy strategies


Key Communication tools for strengthening NGO/CBO voices in policy processes

XNewsletter XContacts List X IEC materials XConsultation tools (e-mailing lists, electronic discussion groups, questionnaires, personal contact in

meetings etc, vox pop)

Objective 2: Information dissemination

Goals XTo increase NGO/DPO access to, and understanding of, issues affecting Deaf women and girls XTo build networks (partnerships for action) through sharing information XTo facilitate effective action by providing timely, reliable information to decision makers, implementers,

grassroots practitioners etc. XTo provide a forum for information exchange and dialogue on emerging key issues relating to Deaf women

and girls.

Key ComponentsDevelop a clear set of information criteria for selecting data to disseminate, based on what people need (gathered in the Consultation activities in Objective 1 above). UDEWO will have a key role in proactively gathering reliable information from trusted sources. Be careful to ensure that only accurate, valuable and timely information is disseminated. This will involve careful checking and double-checking to ensure accuracy, and will have an impact on time and financial resources.

In the communications appraisal, key informants listed their primary information needs as:

XPolicy information preferably summarised with key areas of impact highlighted. X Information on best practices. X Information on who is doing what, i.e. updates of the NGO. XNews on forthcoming policy and legislation formulations. XForums to debate emerging issues.

Once the information is gathered, and audiences defined, information can be packaged and delivered appropriately. It is important to match the dissemination tool with the most likely media that the audience will choose. For example, showering low-literate communities with technical, printed materials will not have much impact, whereas using entertaining traditional media, such as songs, dance, drama, storytelling and radio talk shows can have a high impact and help spread key messages further.


audIence conceRn/focus aPPRoPRIaTe TooLs

Decision makers

XBudgetary implications. XPublic opinion. XOpportunity to show leadership and

take credit for success.

XNewsletters. XReports. X IEC materials.

Donors

XCost effectiveness of interventions. XAbility to produce results. X Feasibility of integrating strategy with

existing initiatives. X Sustainability.

XNewsletter. XReports. X IEC materials. X Electronic-News.

Journalists

XNews value. X Timing. XPotential controversy.

XPress releases. XPress Conferences. X Social media. X Talk shows. XNewspaper supplements.

Partner NGOs

X Impact on beneficiaries. XAccountability of NGOs. XCommon agendas and shared vision. XDonor and member support.

XNewsletter. XReports. XPolicy Briefs. X Training. X Exchange visits.

Deaf Community

X Sign Language Training. X Lack of inclusive education. X Low self esteem XPoverty. XBehaviour change towards Deaf. XAffirmative action.

XAwareness workshops. X Training workshops. XPosters & flyers . X IEC materials. XNewspapers. XDistrict learning centres. X TV & Radio talk shows. XMusic dance and drama. X Skype. XUsing Speech recognition

software.

General public

XResponse of government. XWhat policy means to me. XHow can I benefit? XWhat are the costs involved?

XRadio talk shows . X Television talk show. X Traditional media (e.g. songs,

poems, storytelling etc). XCommunity Meetings.

Key information dissemination tasks1� UDEWO Newsletter

UDEWO needs to start a newsletter, with relevant content and format. The newsletter must carry useful, timely, relevant information. Out-dated or inaccurate information is useless and will portray UDEWO out of touch and insignificant.

Table 3�1: Key Audiences, their main concerns, and effective communication tools


Purpose ® An essential reference tool for Deaf issues for actors in Uganda to help them with their work. ® A tool for delivering timely, accurate, objective information for policy makers, practitioners and

researchers on Deaf women issues. ® A catalyst for public participation in policy processes.

Target audiences ® Disability Leaders ® UDEWO partners (NGOs and DPOs in Uganda working PWDs) ® Government departments and district officers ® Policy makers/Implementers ® Donors ® Families of the Deaf ® General public ® Media ® Service providers ® The Deaf Community

Key Recommendations The newsletter should be formatted to include:

® News from non-UDEWO sources (for example by including round-ups of projects, activities and publications about Deaf Women and Girls);

® A section based around role models and their experiences; ® Feature articles and debates exploring emerging issues; ® A calendar detailing key forthcoming meetings and events; ® Summaries of funding sources and capacity building opportunities.

Contents ® Brief updates on UDEWO ® UDEWO partner news ® Advocacy and policy issues and reports ® Best practice case studies ® A calendar detailing key forthcoming meetings and events ® Reports on advocacy and networking meetings ® Short, pithy pieces, opinion pieces designed to stimulate debate. ® A letters page (always a good way to keep in touch with partners) ® Interviews on key issues ® Round ups of projects and activities related to Deaf women and girls issues ® Feature articles and debates exploring issues with broad implications of policy and practice ® Summaries of funding sources and capacity building opportunities ® Short reviews and extracts of items in the District learning centre ® A trailer of what is coming in the next issue (to pique reader’s interests)

Frequency: Bi-Annual

Outline of production plan (1) Define content and plan layout, graphics and contributor’s articles.(2) Get quotes from printers, select a printer and book the printing schedule.(3) Write/assign articles – giving contributors a deadline, and word length, to fit in with the production schedule.(4) Find/create graphics.(5) Edit articles or spelling, grammar, style and length. Write headlines and captions for illustrations if needed.(6) Editor approves copy/ graphics.(7) Approved text and illustrations are put into the layout.(8) Produce page proofs and have a final perusal, looking for mistakes, typing errors, checking design and page numbers etc. (9) Print the newsletter.(10) Mail/distribute the newsletter.(11) Follow up – thank contributors (writers), compile comments and reaction on the newsletter (for on-going monitoring), and note comments for future issues.


Requirements

z Capacity requirements include: good writing, editing skills and desktop design if the newsletter is to be designed in house. Good people skills are needed to persuade people to contribute articles and information. A proactive approach is vital, as is attention to details – the editor should check that information provided is accurate before publishing it. The editor will also need to look after the list of subscribers/readers, updating changed addresses etc.

z The newsletter would ideally be designed in-house (necessitating desktop publishing skills) as this is the cheapest (and quickest method of design); but if the communications coordinator lacks desktop publishing skills, it could be designed and printed externally.

z Asset requirements include: a computer, software, printer, paper, ink, and a publishing house (or access to publishing or copying).

z Costs: If needed, there may be costs for capacity building to develop editorial skills, desktop publishing, and/or subscriber list management. The publishing and distribution costs will remain constant (estimated postage of 300 copies nationally and a further 50 regionally, with another 150 copies distributed by hand at meetings, exhibitions, in the resource centre etc). There will be costs involved collecting and verifying articles and information, and a small cost of managing subscribers lists.

Recommendations

z Although the newsletter could play a vital role in marketing, information dissemination and ensuring a voice for Deaf women and girls in policy making, it is strongly recommended that UDEWO does not rush into production. Capacity to produce the newsletter needs to be built up or recruited, and information gathered to produce a flagship first issue. If the first issue of the re-launched newsletter is too amateur or poor in content quality, people will not even attempt to read the second edition.

z It may be better to produce an electronic version to start with, while capacity is being built and key assets acquired.

z Stick to the production timetable, so that the newsletter is produced regularly and on time. This is important to market UDEWO as a dependable, reliable, trustworthy organisation.

z The newsletter should start being published on a Bi-annual basis. This could change when there are sufficient resources and capacity, and sufficient information to merit an increase in frequency.

z An example of a good newsletter: UDEWO newsletter, vol 3 issue 1. This includes articles on a range of subjects, some discreet in-house advertising, a number of different writers, and letters to the editor. It is a good source of information on UDEWO’s activities and Deaf women and girls in Uganda. The design is of reasonable quality and the printing is good.

z A few pages of adverts can be included to raise funds, this we can target corporate companies

z Start with a simple story ideas and build on them as more newsletter are published

z A section explaining key terminology/definitions

Potential to generate income

z In the long term there is potential to cover costs through subscriptions or membership fees.

z In the medium term there is the ability to generate business for UDEWO (consultancies, grants and contracts) through the newsletter’s role in marketing the organisation.

2� E-News and discussion lists:

Purpose z UDEWO should coordinate a number of e-news and discussion lists, to promote debate and

discussion on emerging issues.


Contents z Updated profiles of partner organisations could also be shared in this forum (i.e. updates on the

NGO Directories).

z Debate and discussion on key emerging issues. Questions could be posed by the moderator to stimulate debate.

Recommendation z It is critical that efforts are made to minimise the spread of computer viruses through your

discussion groups. UDEWO must have regularly updated antivirus software (updated at least twice a week), and recommend that people who send messages to the list don’t include attachments, but rather include their responses in the text of the emails.

There are two main approaches to running an electronic discussion group: moderated and un-moderated:

Moderated means that the moderator (an individual assigned to the task) has to approve each email before it gets sent out to the mailing list. This means you can avoid sending on viruses, can keep discussions on the subject, and make sure there are no unauthorised postings (e.g. adverts, spam, or antisocial emails). This approach is highly recommended, although it is more time-consuming as each email must be checked that its content is appropriate and not offensive, virus scanned and approved before posting. Emails can be sent individually or organized into digests, which are sent periodically to all the subscribers.

Un-moderated email lists mean that when a contributor sends a message to the list, the mailing list management software re-mails the message to all subscribers immediately, without anyone checking the content. This approach is less successful as there can be a lot of information sent that is irrelevant to the discussion, and people tend to unsubscribe to the lists more often than moderated ones.

Free software is available on the internet for compiling, maintaining and moderating electronic discussion groups. In addition, there are free services such as yahoo groups (www.yahoogroups.com) with their own user-friendly software, so that list updating, moderating emails etc. can all be done free of charge, online.

Outline electronic discussion group production plan

® Pick a “hot” topic (something that everyone is talking about, an emerging key issue). ® Invite board members and a few partners to briefly write their view on the topic. (It may help if you

pose controversial questions to stimulate debate). ® Ensure that people do not send attachments (with the risk of spreading computer viruses around), but

put forward their point of view in a short message). ® Encourage others to respond to messages giving their viewpoints/experience and analysis of the

issue. ® Separately, ask partners for up-to-date contact details, profile and current activities, and include one

update in each mailing. ® Workshop/meeting schedules and training opportunities could also be disseminated with these

postings. ® Get more ideas on keeping it short, interactive and relevant by copying discussion groups that you

like. ® Remember that not all your constituents have access to email, so explore ways of including them, e.g.

by sending them regular summarised print outs of discussion groups.

Potential to generate incomeIf the list becomes successful, there could be ways to generate small revenues through;

® Charging subscribers for receiving the email lists (not recommended as they may not find the information useful enough to warrant paying subscription fees)

® Carrying job advertisements, and paid conference/workshop/training announcements.


3� Flyers

Flyers are simple publications (usually one side of a single sheet of paper) designed to get a specific message across to a group of people, often in a short time.

Flyers are useful way of spreading a simple message, and it is important that you do not attempt to convey too much information through a flyer. If the information to be passed on is complex, then another format might be more appropriate (e.g. an article in the newsletter, a brochure or a media campaign). It is better to produce several flyers, each devoted to a particular aspect of the key issue, than to try and cram information about several aspects in one flyer.

Consider how the flyers will be distributed. For example, if it is to be folded for mailing, this will affect the design as it affects the look of the brochure.

Purpose

z To share information z To promote your point of view (i.e. advocacy) z To publicise an event (or new publication, activity or service) z Campaign materials should include information about the campaign, powerful facts and figures, a short case study, a list of what the reader can do, and contact details for further information

Requirements

z Capacity requirements include: good writing and editing skills and desktop design if the newsletter is to be designed in house. z Asset requirements include: a computer, software, printer, paper, ink, and a publishing house (or access to publishing or copying). z Costs: If needed, there may be costs for capacity building to develop editorial skills. Design costs, and costs of publishing and dissemination will be needed (much lower than the costs of the newsletter, as the design is very simple).

Production Schedule z Similar to the newsletter production schedule above.

Potential to generate income z This depends on the purpose of the publication, if the flyer or leaflet is selling something directly (such as a directory), then income generating potential is linked to that product. z If the flyer is not advertising anything directly, the leaflet could still generate revenues indirectly, through leading to increased opportunities for partnership, funding and capacity training.

4� Learning and Information Centres

See Section 2.2 for recommendations on building Learning and information Centres for UDEWO using the existing branches.

5� Placing information in Mass Media

Mass media can be an excellent way of information dissemination to: z The general public; and z Decision makers, experts and people who influence policy-making (from the government, donor agencies, and other NGOs).


In future, UDEWO may have the resources to produce their own mass media communication campaigns (i.e. pay for the production of a specific radio show or regular TV spot).

In the meanwhile, it is more cost effective to place articles in publications, or provide speakers and information for radio shows. See Table 3.2 below for examples of media that could be used to disseminate special information.

Table 3�2: Sample Media Outlets for disseminating UDEWO Information

national newspapers

XDaily Monitor (Full Woman Magazine) XNew Vision (Her Vision Magazine) XBukende X The Red paper

Regional newspapers

X The East African X The African Executive

Radio stations/shows

XRadio Uganda XKfm – Features (Kampala) XMaama FM (Kampala) X Step FM (Mbale, Bududa) XOPG FM (Mbale, Bududa) XRadio Persis (Kabale) XOther Local radios in Target Districts

news Letter

XUDEWO Newsletter XPartner Newsletters XPartner Magazines

TV XNTV – Life Stories program, Tuwaye XUBC XNBS XBukedde X Step TV (Mbale)

events and conferences X TEDx Event XDeaf Women Conferences

Key Steps

1. Select the target media outlets according to the audience you want to reach:

® Newsletters are the best way to reach people in your sector (i.e. Disability and development NGOs, donor agencies, and government staff).

® Newspapers are a good tool for high-level advocacy as they are read by decision makers, particularly government staff and donor agencies, as well as directors of NGOs.

® The radio may be the best way to reach the general public with Deaf women and girl’s policy messages, depending on what time the show is broadcast.

® TV may easily reach the Deaf Community in urban areas and decision makers if the programmes are in peak viewing times.

2. Research the media outlet:

® If it is a publication – What kind of articles do they have (e.g. news items, features, investigative journalism, regular departments on key issues etc). How long are the articles, and what kind of research do they prefer (e.g. field experience, quotes from experts, references to academic journals etc.)? What kind of tone does the publication take (witty, practical, intellectual etc.)? In particular look at the cover story, as these are considered the most important and show the publication’s priorities. Assess the percentage of freelance contributions, and the writer’s qualifications. Are they all scientists? What are the magazine’s regular departments, and are any of them written by freelancers (i.e. non staff writers)?


® For radio or TV – listen to/watch the appropriate shows, noticing what issues they cover and how. Do they do interviews or phone-ins (in which case UDEWO could find a speaker on a key issue), or does a journalist visit field sites and discuss items with people in villages (in which case UDEWO could arrange a field visit to a partner NGO site); or does the show contain debates (in which case UDEWO could find a speaker – an expert or someone with direct experience to offer)?

3. Plan your contribution: ® For any media outlet, consider coming up with ‘sound bites’ on the issue, and covering 3-5 main

points. Sometimes you will only have time to cover one, so make sure you start with the most important one.

® For all media outlets, plan WHAT the subject message is; WHY you think the piece would be of interest to readers/listeners; WHERE the information in the piece comes from and how you can back up your main points with examples and stories from the field; HOW you plan to organize your information (the structure of an article or the main points you want to get across on the radio).

4. Pitch your idea to the editor/producer: ® Call the editor or radio show producer with your idea. Remember they are interested in new angles or

new findings, so emphasise anything relevant in the first call. Explain who the speaker is (or writer) and why they would be a good person to feature (e.g. they have first-hand experience of…). Keep it simple when explaining the main points you want to get across.

® If the editor/producer says no, don’t give up too easily. Ask if s/he has any further suggestions as to where this material might be covered or if they would be interested in another angle on the topic.

5. Place the item in the chosen media: ® Stick to time/word length limits, and make sure you keep messages simple, tailored to the audience.

(e.g. if it is academic journal, you can use scientific arguments without explaining them too much, but if it is a radio show for rural farmers, keep it simple.)

6. Keep clippings or recordings of your show (ask the editor or producer to send you one) for UDEWO’s archives, and possible use in marketing campaigns.

Requirements z Capacity requirements include: good writing and editing skills and people skills (to develop

relationships with editors/producers).

z Asset requirements include: a computer, software, printer, paper, ink, and a publishing house (or access to publishing or copying).

z Costs: If needed, there may be costs for capacity building to develop editorial skills. Considerable time may be needed for planning and placing information in media outlets. There will be communication costs in terms of telephone calls, printing out drafts, travel to the radio studio (if appropriate) etc.

Potential to generate income z Some publications pay a fee for published articles, but it is not likely to be the case for

newsletters or small publications, and the fees are usually only small.

z It is not usual to pay for radio interviews or TV appearances.

z However, placing information in the media may generate income in the form of follow up grants or consultancies, through raising the profile of UDEWO.

Key Communication Tools for Information Dissemination z Policy Briefs

z Information Centres to be set up at UDEWO Branches

z Newsletter

z Contacts list

z Website


Objective 3: Marketing UDEWO

Goals: XTo help UDEWO strengthen legitimacy as the voice of Deaf Women and Girls in Uganda. XTo raise UDEWO’s profile, to attract more partnerships (thus strengthen its voice and bring added legitimacy) XTo attract donors/partners/ cost sharers

Key Components1. Ensure UDEWO is marketable

For this UDEWO needs to have a clear sense of purpose and direction, and key priority action areas broken down into achievable steps in the work plan. See the first Key Recommendation in section 2.3.

2. Build UDEWO’s image

Ensure that everything that UDEWO does helps to build its image as a professional, committed NGO, working as a catalyst for public participation in policy processes for issues affecting Deaf women and girls. Everything UDEWO does should increase confidence in it towards the enjoyment of rights of Deaf women and girls.

3. Train Journalist on how to report on issues concerning disability

Develop a training manual to equip partner journalist with appropriate skills on how to report about disability issues

4. UDEWO ambassadors

The board of Directors should become ambassadors for UDEWO. This means that where opportunities arise, they could outline UDEWO’s new role, look out for opportunities for publicity and funding, and partnerships. they could also do a “meet and greet” campaign, to meet Directors of partner organisations, government departments, and donors, outlining UDEWO’s strategy and goals and asking for support (whether encouragement or resources) and partnership where appropriate.

5. Be proactive

Keep on proactively contacting people and follow up after you have met them. Every time you contact someone, they become more involved with UDEWO. When people are involved you only have to whisper to get their attention; if they are not involved, you have to shout.

6. Help your partners Help partners and they will reciprocate. Making links and referrals to other organisations will help expand your marketing, as well as sharing opportunities among partner organisations. Don’t link too much with companies whose products/standards are less good than yours. (Try them out for two months and if the arrangement doesn’t help you, choose others to be referred instead.)

7. Contacts list

This is essential for UDEWO if it is going to position itself successfully as an advocacy and capacity building organisation.

Purpose z To help UDEWO be more effective and efficient in its work. z To share profiles of other organisations working in the Disability fraternity.


Recommendations

z Accuracy is vital in maintaining a database or contacts list – check the spelling, phone numbers, email addresses. If the database contains wrong information, it will be less helpful. z Be proactive in updating your contacts list, so that you have the correct details when you need them. Periodically, say every quarter, the communications coordinator should call newspapers and radio stations to check who is new and who has left. z Record the last date of update, so you can tell when you last verified the address. z How the list is kept (in terms of software – whether Excel, Access, or Microsoft Word) doesn’t matter in the early stages. Don’t be technology led; make sure the information is useful and accessible to everyone who will need to use it.

Sourcing contact information

z Business cards collected at meetings should be given to the contacts list database manager. (After recording their details, they can be returned to the person who collected them). z Ask partners/board members for their lists to merge into UDEWO’s master contacts lists. z Use existing lists e.g. the NGO forum list. z Use registration lists at meetings convened by UDEWO.

Requirements

XBasic software XTime: Allocate staff time to gathering and listing contacts. It is time consuming to maintain and update

the contacts list, but this must be done regularly.

Potential for generating income

XWhen the information is compiled, a directory could be produced and distributed. As directories are expensive to produce, another organisation or donor could sponsor this activity.

X If other directories exist, UDEWO must have the competitive advantage to sell their version. This would mean ensuring that the contacts database is the most up-to-date, most accurate and most relevant. 8. Media Relations

Purpose z To market UDEWO z To raise awareness of key policy issues

Target audiences z Radio – grassroots, also government and actors z Press and newsletters - decision makers, other actors in field, government, donors z TV – decision makers, other actors in field z Families of Deaf women and girls z Deaf women and girls

Media contacts list z This is a key resource for successful media relations. The contacts list should be compiled in a manner that makes searching for contacts easy. If a journalist has a specialist area (e.g. politics or Disability), include that in the contacts list so that you can call up journalists according to what they cover. z Be proactive in updating media contacts list, so that you have the correct details when you need them. Periodically, say every quarter, the communications coordinator should call newspapers and radio stations to check who is new and who has left and verify email addresses and phone and fax numbers.


Outline of production plan

z Someone needs to be designated as taking the lead for media relations.

z Have an in-house brainstorm on future opportunities for media relations. Develop simple messages you want to pass on. These could be drawn from best practice – for example, “bee keeping produces more money than charcoal and saves trees” or “plant a fruit tree this tree planting day and enjoy the fruits of your labours.”

z Proactively use newspegs (see Table 3.3 below) to attract media coverage. For example, UDEWO should release press releases in the run up to key days every year, such as International Disability Day, International Women’s Day etc. Press releases could also be issued in the run up to key meetings and events being held (e.g. The General Assembly). See the Media Relations Tool for more details.

z Draw on the expertise and experience of partner organisations and board members – they could be the spokespeople for UDEWO or representing their own organisations. UDEWO does not have to feature in all the media relations activities – it might be more important to publicise an action (e.g. advocacy) than UDEWO – so sometimes media relations activities could be led by other organisations. UDEWO could help small NGOs in their media relations activities as part of capacity building.

z Keep a news clippings book – with details of date published and the name of the publication. This is a useful marketing tool (if relevant, news clippings can be sent with donor proposals).

z Keep a news release file (copies of all news releases issued), along with list of who and where sent.

z Build relationships with journalists. This can get you good coverage, especially on controversial issues. Develop credibility by being accurate, respecting your adversaries, and not exaggerating.

z Follow up all media activities. Don’t just send a letter to the editor and wait for it to be published. Call and check that it arrived, that the editor/reporter understands it, ask what you can do to get it published (e.g. does it need to be shorter?). Call again when it’s published, thanking them. Keep in touch and build the relationship.

z Write press releases when you have some news to say e.g. you have uncovered an issue and this is what you are going to do about it. Don’t send one out if there is not much news.

z A warning – attracting media attention can also lead to negative media coverage – journalists love controversy.

How to produce a news release z Lead with a newsworthy angle, interesting statistic, or grabbing quote, or a way to show what it

means to people on the ground.

z Include the 5Ws (who, what, when, where, why, and how) but not necessarily in the first paragraph, as that can make the text a bit dull.

z Make the text brief and snappy, using clear, positive language, short words and sentences. Use action verbs (eg “UDEWO is fighting against child marriages.”) rather than passive ones (“child marriages should be banned.”)

z Ensure that all the text is relevant, and stick to the essentials. Don’t explain everything, just enough for the public to understand. Cut out all padding, hyperbole, and superlatives.

z Include a quote that is colourful, thought provoking or catchy.

z Don’t issue a press release if it is not news-worthy, or you have nothing much to say.

z Lay it out professionally, double spaced, and don’t forget to include contact details for UDEWO spokespeople.


Requirements

z Budgeting - News conferences can be expensive and are not appropriate if you have little or nothing to say (or there are more significant news stories that journalists are focusing on). Cheaper options are press releases, or calling journalists with story ideas. You can also place articles in publications, offer a speaker radio shows (see Objective 2 above) or write a letter to the editor of a publication. z Capacity – it is vital that the communications coordinator has media relations experience, or is trained before attempting to contact the media.

Potential to generate income

XPositive media coverage will raise UDEWO’s profile, increasing its impact on decision makers, attracting donors and partners, and possibly leading to contracts, consultancies, etc.

XHowever, negative media coverage could lead to partners distancing themselves from UDEWO, and government and donors withdrawing support.

Key Communications Tools for Marketing UDEWO

XUDEWO Newsletter XWeb site XFlyers, leaflets and brochures XMedia relations activities XContacts list XUsing the Board of Directors as a resource (see 2.3)


X Landmarks – the 3000th person to sign the petition against GBV, another $10,000 raised for Deaf women and girls etc.

XAnniversaries – your tenth anniversary, International Deaf Awareness Weak, etc. XNew services e.g. Now offering Free Sign Language to Mothers of the Deaf XPublications XNew premises XPredictions (of future trends) XAnnouncements – new plans to tackle ineffective Disability policies etc. X Issues – UDEWO campaigns X Events – open days, fundraising activities, meetings

Table 3�3: Example news pegs (i.e. items and events that are news-worthy)

3.7 Monitoring and Evaluation

UDEWO’s communication activities should be monitored as an ongoing process, with the staff and board members being encouraged to report relevant comments to the Communications Coordinator.

Simple ways to evaluate communication activities include:

z Introducing short, easy evaluation forms for attendees (an added incentive would be that travel allowances will not be reimbursed until the questionnaires are completed).

z Simple subscriber feedback for the newsletter could be done annually or biannually. This could also be done for e-news and electronic discussion papers, or regular publications. Incentives could be offered such as entry into a draw for a free publication, CD ROM, T-shirt, etc.

z Annually, or more often, UDEWO staff and board members should phone a number of partner organisations (say two or three each) and ask them key questions on UDEWO’s communication activities.


KEY QUESTIONSREACH

“Are the right people receiving the information (is any key category of people or organisation being excluded)? How could

UDEWO’s reach be improved?”

QUALITY OF INFORMATION “Is the information that UDEWO provides timely, accurate and

reliable? How could it be improved?”

RELEVANCE OF INFORMATION “Is the information relevant to the audience?”

FORMAT“Is the format appropriate to the audience?”

EFFECTIVENESS“how effective is the information? Is your advocacy material

persuasive?”

DUPLICATION “is the information that UDEWO provides timely, accurate and

reliable? How could it be improved?”

UNDERSTANDAbLE“Do readers/listeners understand the information? Are the

policy changes you suggest feasible?”

Cecilia Cabanero-Verzosa: Communication for behaviour change – The World Bank 1996

ILO Publication� (July 2010): A Media Guideline For The Portrayal of Disability- International Labour Organisation

Knowledge Management Unit (UNICEF 2008): Writing a Communication Strategy for Development programs, A Guide line for Program Managers and Communication Officers.

Morrison, Foerster� (December 2011): Achieving justice for victims of rape and advancing women’s rights a comparative study of legal refor.

Nangoma, Everhart and Munthali, Ulemu (December 2003): Situation Analysis/Baseline Survey on NGO/CBOs’ Involvement in Policy Processes

UDEWO (December 2001): UDEWO Strategic Plan 2010

32

References

SCOPE OF WORK - Develop a Communications Strategy for UDEWO

Proposed Personnel: Tusubira JonathanNumber of Days: 60 DaysPosition: Project Coordinator – Communication and marketingPeriod of Performance: September/2013 to November 2013Purpose:

X To review the current communications and public awareness X Strategy of UDEWO and make recommendations for a new X Strategy for the next three years in keeping with UDEWO’s X Overall strategy and funding

SUMMARY:

United Deaf Women Organization (UDEWO) was established in 2002 by a group of 21 young Deaf women in Uganda. Its vision is a community without barriers to the enjoyment of Deaf women’s and girl’s rights. Our mission is to promote active participation and recognition of Deaf women and girls in economic, social and political programs undertaken by the government and civil society. The goal is to improve lives and live hood of Deaf women and girls in Uganda.

The Disability Rights Advocacy Fund (DRAF) is collaboration between donors and the disability community to advance the new UN Convention on the Rights of Persons with Disabilities (CRPD). DRF supports DPOs in the developing world to take the lead in advocating for the human rights of persons with disabilities at local and national levels. UDEWO is to implement a one year project on improving its public image and participation through marketing and communication. The overall objective of the Project is to market the brand of the organization and provide decisive feedback to the policy makers and implementers on Deaf women and girls rights. This will in turn promote purposeful mainstreaming of Deaf women and girls in development programs..

Background/Justification

UDEWO has a five year strategic plan that was developed in year 2010. Among the activities included is the developing of a communication strategy, and thus this is to build on UDEWO’s strategic plan.In the context of the above, UDEWO has implemented a number of projects/activities and has registered successes unfortunately not so many people are aware of such and this puts a check on sustaining UDEWO’s work. The Project will thus support in publicizing UDEWO’s past and current activities. It is further important to equip UDEWO personnel with knowledge on how best to adapt within the existing conditions. UDEWO, with funding from DRF, is looking for a consultant (s) with high level expertise in communication issues to develop a Communication Strategy to be used to guide all communication interventions of UDEWO

Objective:

The project started operating in April 2013 and will phase out in March 2014. The Objective of the assignment is to develop the Communication Strategy which will assist UDEWO to market its brand identity from other organizations, raise more resources with more partners in government and civil society institutions and promote increased social participation amongst the public and UDEWO’s target beneficiaries. A revitalized Communications Department within UDEWO that performs a strategic role in promoting UDEWO’s activities and achieving results outlined in the strategic plan (2010).

Tasks:

XReview the mandate and scope of work of the UDEWO’s current Communications activities and examine opportunities and needs for modifying the Communication.

XAdvise UDEWO on the financing and staffing of the Communication. XCome up with a communications strategy and an implementation plan.

33

Scope of WorkANNEx 1.

The Consultant will be required to present the strategy and recommendations to UDEWO’s management and its board.

Outputs and Deliverables:

A report detailing the mandate and options for future roles and responsibilities of UDEWO’s Communications Department. The report should clearly spell out strategic options for the Communications role and for ensuring its financial sustainability. Staffing needs and initial budget requirements should be detailed.

Work Schedule and Reporting:

(1) Strategic Workshops and Meetings (1a) Consultative workshop 1 - Deaf Community - Kampala (One Day) 20th August 2013. (1b) Consultative workshop 2 - Other Stake holders - Kampala 27th August 2013. (2) Webmaster and Social Media Review 2days Kampala 3rd and 4th September 2013 (3) Media Review - Multi-Media 2Days 5th and 6th September 2013

(4) Field Visits - UDEWO Congressional District Areas (4a) Bududa 28th August 2013 to 30th August 2013. (4b) Arua 9th September 2013 to 11 September 2013. (4c) Kitgum 12th September 2013 to 14th September 2013. (4d) Kabale 30th September 2013 to 2nd October 2013.

(5) Others Documenting: Photos. Interviews and Respondents.

(6) Activities Developing Key messages 2Days Kampala. Identifying Partners Media Houses, Gov’t Dept, Public&Private Inst. Draft Strategy Writing. Evaluation. Final Submission 8Days Kampala - 10th to 18th December 2013. .

Qualifications:

Experience in developing and implementing communication strategies and plans for organizations. Thorough understanding of the institutional landscape in the non-governmental sector (NGOs and donors) with regard to Deaf women and girls and natural resources in Uganda. Familiarity with UDEWO and other communications NGOs

34 Annex 1

The following people were consulted/interviewed for this assignment:

z BOD, UDEWO (Consultative Meeting)

z Rehema Namarome, Executive Director UDEWO

z Anguku Florence, UDEWO Chair Person Arua District.

z Lamwaka, UDEWO Chair Person Kitugum District

z Kwikiriza Flavia UDEWO Chair Person Kabale District

z John Kiiza, Deaf Child Worldwide

z Catherine Mugabo, Disability Rights Advocacy Fund (DRAF)

z Meddie Sengoba, Disability Rights Fund

z John Kariisa, Foundation of Persons with Disabilities, Kabale (FPWD)

z Patrick Menya, Ministry of Gender, labour and social development

z Judith Atim, K FM, Nation Media Group

z Mathius Mulumba, Uganda Radio Network

z Tom Malaba, Uganda Radio Network

z Guzu Beatrice, National Union of Women Disabilities of Uganda (NOWUDU)

z Deaf Community in Kampala (Consultative Workshop)

z Uganda Police Force ( Mbale, Arua, Kitugm)

35

List of Key InformantsANNEx 2.

A list of other communication tools, which could be added to UDEWO’s communication strategy at a later stage (they are not essential in the short term):

z Open Days – when members/constituents can visit UDEWO’s Chairpersons, and look around the UDEWO offices and meet the staff. This is a way to strengthen relationships with partners.

z Advocacy Training (other conducted by UDEWO staff, or through an external trainer)

z Media Relations Training (other conducted by UDEWO staff, or through an external trainer)

z Awards for journalists with the best coverage of issues affecting Deaf women and girls

z Annual reports

z IEC Materials: Fliers, Posters, Steakers Calendars e.t.c

z Quarterly News Letter

z Radio Talk shows are a good way to get information and consult the general public with immediate feed back through live call in from audience.

z Information Dissemination dialogs with other PWD’s organisations, and partners. This could be a creative way to address cost sharing.

z Lunch time seminars and debates – when external speakers speak on a topic or debates while staff and partners would bring their own packed lunch.

36

Other Communication ToolsANNEx 3.

Position: Communications Coordinator

Main FunctionsThe Communications Coordinator is responsible for implementing a comprehensive communications strategy with three main objectives:

® Ensuring that Deaf women and Girls have a greater voice in policy and programmes ® Information dissemination and raising awareness on key Deaf women’s issues, programs and policies

locally and globally. ® Marketing UDEWO nationally (and to a lesser extent regionally) to raise the profile of the organization,

attract donors and partners.

Key Responsibilities

1� Strategic z Proactively implement and evaluate the Communications Strategy for UDEWO.

z Advice the Executive Director and senior staff on communications-related issues, both external and internal.

z As part of the senior management team, work on the development and implementation of the organisation’s overall strategy.

2� Management z As a senior member of staff, the post holder will form part of a senior management team that

meets regularly to discuss issues related to the Programme’s direction and management.

z The Communications Coordinator is responsible for management and administration of UDEWO’s communications function. This will involve building on communications strategies as part of UDEWO’s overall strategy and developing and implementing annual work plans and budgets; monitoring and reporting on activities, expenditure and outputs.

z With UDEWO management team and Board of Directors, fundraise for communications and advocacy activities and act as the liaison person with donor agencies.

z Liaise with the Board of Directors to help them market UDEWO, ensure that information they pass on to UDEWO is utilised efficiently and opportunities created by the Board of Directors are used productively.

3� Communications and advocacy z Work with UDEWO management team and Board of Directors to plan and implement

communication activities.

z Develop an active relationship with the media, establishing contacts, selecting relevant topics and angles to promote, and running media relations activities.

z Oversee the strategic direction of commissioning, editing and production of cross-cutting news items, feature articles and reports, and advise programmes on the production and dissemination of communications materials.

z Oversee consultation to select key advocacy areas, coalition building and the development and implementation of advocacy strategies, including organising meetings, sharing information and media relations activities as needed.

z Play a key role in creating and sharing opportunities for partner organisations and UDEWO to be featured in radio and TV broadcasts, as well as providing articles or interviews for publication in key newsletters and newspapers.

37

Communications Coordinator Job Description

ANNEx 4.

4� Information management z Oversee the development and enhancement of user-friendly UDEWO mailing lists and databases,

improving the organisation’s ability to handle contact lists efficiently, accurately target information to relevant audiences and maintain information quality.

z Provide technical support and expertise in the areas of communications and information management to UDEWO.

z Provide support and guidance for improved information management systems within UDEWO.

5� Publications and electronic mailings z Oversee the co-ordination, direction and management of the UDEWO print and electronic

publications programme, with the aim of maximising the impact and reach of UDEWO publications.

z Responsible for entire production of key communications materials, including the quarterly newsletter, flyers and brochures and electronic news briefs and discussion groups.

z Responsible for the entire production process from gathering and compiling information (or commissioning contributions) to supervising design, layout, production and dissemination.

6 Marketing z Ensure that UDEWO projects a strong, clear and consistent image that reinforces its professional

committed NGO working as a catalyst for public participation in policy processes aimed at gender mainstreaming Deaf women and girls in Uganda.

z Advise and oversee activities that market UDEWO such as media relations, networking and coordination meetings, etc.

Person ProfileThe successful candidate will have:

z Minimum of 5 years’ experience in responsible positions relevant to this post. z Self-motivated and innovative; able to work under pressure, meet tight deadlines and successfully manage a number of communications activities simultaneously. z Excellent written and verbal communication skills in English. Knowledge of one or more vernacular languages would be an advantage. z Proficiency in using social media, including word press and production and upload of YouTube-type movies z Demonstrable knowledge of the ICT4D sector in Uganda or a similar country z A bachelor’s degree or higher in mass communication or related discipline z At least 3 years professional work experience in handling, managing or overseeing organizational public communications z High level of competence in media liaison, publication production, and editing. Desktop design skills would be an advantage. z Knowledge of on-line communications including the development of electronic mailing lists and discussion groups. z Good organisational skills and proven abilities in administration and management. z Good inter-personal skills, including ability to transfer skills, supervise and network and facilitate a team based approach. z Good understanding of current Deaf women issues, strategies and policies. Knowledge and understanding of UDEWO’s work would be an advantage. z Ability to take a participative, consultative approach, prioritise key issues and maintain focus on priority issues. z Experience in advocacy and coalition building. z Ability to organise meetings and conferences.

38 Annex 4.

39

docum

ent num

berTitle

author(s)

date

Docum

ent 1D

RF Year 1 Work Plan

DRF

Jul-99

Docum

ent 2D

RF Small G

rants Managem

ent Manual

Executive Director (N

ames)

Sep-99

Docum

ent 3Year 2 A

nnual Work Plan

DRF

Dec-99

Docum

ent 4July 1 - Septem

ber 30, 1999: Quarterly Report

DRF

Oct-99

Docum

ent 5Training N

eeds Assessm

ent: Responsive Modules &

Training Approach

Project Coordinator (Nam

es).N

ov-99

Docum

ent 6U

DEW

O’s com

munication strategy

Tusubira Jonathan.N

ov-99

Docum

ent 7Policy Fram

ework for CBD

EAF W

OM

EN A

ND

GIRLS in U

ganda: A Review

of Law

s, Policies and PracticesTrick, P.

Dec-99

Docum

ent 8Perform

ance Monitoring for D

RF and for PWD

s in Uganda

Zador, M.

Feb-00

Docum

ent 9O

ctober 1 - Decem

ber 31, 1999: Quarterly Report

DRF

Jan-00

Docum

ent 10W

orkshop on Principles and Approaches for PW

Ds in U

ganda: An

assessment of needs for effective im

plementation of CRPD

Ware, A

.M

ar-00

List of UDEWO Publications/Document Achieve system (Sample)

ANNEx 5.

UDEWO SecretariatP.O Box 29833, Kampala, Uganda

Plot A 36/37 A Martyrs WayMinister Village, NtindaKampala - Uganda

Tel: +(256)782-703628Mob: +(256)712-495951e-mail: [email protected]: http://www.udewoug.org

UDEWO's Communication Strategy

Documents

Transcript of UDEWO's Communication Strategy