UNICEF Madagascar Communication for Development (C4D) Strategy for Accelerated Child Survival, Development, and Protection (ACSDP) in Madagascar

UNICEF Madagascar Communication for Development Strategy and Operational plan for ACSDP (2009-2011)

Communication for Development

(C4D) Strategyfor

Accelerated Child Survival, Development, and

Protection (ACSDP) inMadagascar October 2008

_____________________________________________________________________

Madagascar Action Plan Commitment 5:

“We will work to ensure that all of our people are healthy and can contribute productively to the development of the nation and lead long

and fruitful lives. The problems of malnutrition and malaria will be brought to a halt. HIV and AIDS will not advance any further; safe

drinking water will become accessible; and, through education and provision of health services the average size of the Malagasy family will

be reduced.”

In order to reach the MAP objectives and the MDG 4 U5 mortality target in Madagascar, an annual 6.4% reduction in U5MR is needed.

This translates to saving 4,000 additional young lives each year until 2015


1. Child Health Status Summary and Health System Context

Introduction

The Madagascar Action Plan (MAP 2007-2011) aims at accelerating the progress towards the achievement of Millennium Development Goals in Madagascar, in particular, those related to mother and child survival and development (MDG 1, 4, 5, 6 and 7). The MAP commitment 5 addresses key health issues; eradication of infectious diseases, such as malaria, reduction of infant and maternal mortality, fight against HIV/AIDS, reduction of malnutrition and improving access to safe water and sanitation.

In order to reach these ambitious MAP commitments, the government and all of its partners, will ACCELERATE the efforts to save at least 4,000 additional young lives each year until 2015. The government is prioritizing cost effective, high impact interventions to reduce child and maternal mortality, and is planning to fast-track implementation of these interventions at national level with special attention to the most vulnerable populations.

A recent analysis undertaken on constraints and opportunities of this acceleration shows that sectoral interventions (e. HIV/AIDS, Malaria, Sexual exploitation, Education reform) need to be maintained and strengthened by introducing an integrated strategy for advocacy, social mobilisation and communication for social and behaviour change, which will support the provision of health and education services for children and ensure their social protection from abuse and neglect.

Summary of data and conditions

a. Madagascar is one of only four countries in Africa to show significant child survivalprogress – from 163/1,000 live births in 1992 to 94/1000 in 2003-2004. Nevertheless, the overall level remains well below the MDG 4 target. To reach its MDG 4 target Madagascar needs to maintain a 6.4 % annual reduction in U5MR. The three main killers are – malaria,pneumonia and diarrhea. For IMR, Neonatal complications make up for 33%.

b. Importantly, other causes must be addressed for which data is only suggestive. For example, approximately10% of U5 mortality in Antananarivo was due to neglect of and violence against young children.

c. Poverty is also a key factor with 69% living in poverty (2005 data) and 27% living in absolute poverty. Urban poverty rates increased by 10% over the 5 yr period leading up to 2005.

d. Insufficient investment in the public health system is also an important determinant. Based on 2003 national accounting data Madagascar allocated $11.9 per person per annum – a little less than $1.00 per month per person.

e. Other health system challenges are – low demand and utilization of health services due to low quality and limited availability. According to 2000 study only 57% of the population lives within five kilometres of a primary health care center. Rural populations who are most vulnerable are especially affected.

f. In addition, cultural factors are at play. For stigma reasons subsidy schemes for poor people have not been as successful as expected.

g. Health services quality and access is an important issue – uneven training quality and distribution of health personnel is notable – 50% of all trained health staff is located within the capital region. The capital province has 46% of all trained physicians while possessingonly 28% of the country’s population.

2


h. Poorly equipped health facilities also affect public health effectiveness – drugs and other medical supplies are not assured and user-fees and Equity fund systems for supplies have not worked as effectively as intended.

2. Opportunities for Acceleration

1. Political commitment to accelerating development effort and addressing the MDGs is reflected in the new Madagascar Action Plan (MAP). This plan is the development platform of the current political leadership. Government recognizes that the relatively peaceful democratic process provides a window of opportunity to deliver on the MAP platform.

2. Many major donors have set up development assistance programmes with one significant absence – UK DFID. International non-Government Organizations are fairly well represented. The World Bank and the UN system are well represented. Various multi-lateral initiatives are well placed – e.g. RBM/Malaria no More

3. There is the opportunity to use the current success in reducing U5MR to create new momentum for further child survival efforts

4. There are significant global and regional agreements to support accelerated efforts. The UK has recently inaugurated an accelerated development assistance effort for Africa as a whole. The Norwegian government has launched a new global MCH initiative.

5. There is a rich media and performance arts environment in Madagascar with the potential to supported child survival, development and protection acceleration efforts.

3. Goal

The purpose of the strategy is to create and nurture a Madagascar social movement that leads to changes in knowledge and practices, to contribute to the scale up of the Accelerated Child Survival, Development and Protection initiative towards achievement of MAP objectives and the MDG 4 U5 mortality target by 2015.

4. Objectives

The objectives are: Strengthen leadership and national support through expanded partners and national and regional

advocacy Understand the media, socio-cultural and political contexts in Madagascar that impinge on

household and community health practices Create a new integrated brand positioning and marketing effort for ACSDP, which will help:

o Mobilize resourceso Maintain momentum through new strategic partnerships (e.g. private sector)o Create opportunities for community and individual engagement and participation

Increase community participation in and ownership of child survival, development and protection issues

Increase media coverage and dialogue for a better informed and motivated public Improve family practices for better home based care – prevention and treatment Increase demand for and use of services through strengthened health communication, community

participation and care-giver skills-building abilities amongst district and front-line health workers

3


5. Learning from past success

National Nutrition Vitamin A Supplementation Programme/Mother and Child Health Week

The success in child mortality reduction in Madagascar is largely explained by the success of the National Vitamin A supplementation programme1, which was transformed into the Mother and Child Health Weeks (since October 2006). Four priority actions led to the success:

1. Build national partnerships to sustain national commitment – Advocacy and Soc Mob approach2. Build community ownership and partnership – CCB, Community-dialogue3. Develop capacity of family and other care-givers – skills 4. Build communication and management capacity of media partners, NGOs, CBOs and health

system service providers.

Community Partnerships: Factors for success and failure in child survival and development

While many agree in principle with community partnerships for health, many national efforts have also failed due to a lack of attention to crucial success factors2. Any future community partnerships for child survival and development must include the following success factors derived from international experience including successful Madagascar experience. There are 7 key factors as follows:

1. Cohesive inclusive community organization and participation2. Support and incentives for community workers3. Sufficient supportive supervision of community efforts and community workers4. Strong referral systems for clinic/hospital based care5. Support and coordination from other programme sectors6. Linked and integrated with district and national programmes and polices7. Secure financing.

Common obstacles3 to success from international experience are as follows:

1. Insufficient numbers of community health workers to deliver quality services2. Insufficient funding for community-based work3. Irregular supply of essential commodities and medications4. Poor supervision and support5. Low economic status of women6. Strongly held traditional childcare practices

1 See Documentation of the National Vitamin A Supplementation Program in Madagascar – Amy L Rice, Social Sector Development Services, Sept.2006 – Case study commissioned by UNICEF Madagascar and funded through CIDA2 Child Survival: State of the World’s Child Report – 2008 UNICEF – Pages 47 - 583 Ibid

4


6. Ten Lessons4 for the current Madagascar Acceleration initiative

UNICEF’s leadership role in the child survival revolution of the 1990s teaches us the following 10 lessons.

- Articulate a Vision – e.g. “samy salama ny reni’y ni zaza”

- Make goals incremental, doable propositions – e.g. “4,000 children per year ...first south then north”

- Demystify technologies – e.g. “We did it once”

- Generate and sustain political commitment – e.g. “Leaders for Child Survival”, “Celebrities/sports heroes for Child Survival.”

- Mobilize a grand health alliance of social forces e.g. Political leaders, private sector, the Church, FBOs, NGOs, celebrities

- Go to scale – the grand plan – e.g. National ACSD Plan

- Focus your priorities – e.g. geographical and operational – e.g a minimum package of key behaviours/services (hand washing, EPI, breastfeeding, neonatal care, etc.)

- Create public monitoring and accountability – e.g. “Child Survival score card- at national, regional, district and Fokontany levels”

- Link to the greater good - e.g. link health efforts to MDG achievement and MAP fulfillment

- Mobilize the entire national development system – e.g. mobilize a partnership of “UN, Govt, civil society, Private sector, donors, community, media, celebrities and church”

4 From Jim Grant – UNICEF Visionary – edited by Richard Jolly, Innocenti Research Centre

5


7. Understanding Organizational Stakeholders in MadagascarStakeholder Partner

Function Characteristics Role in ACSD Comments

National Leadership

National priority setting, resource provision, national mobilization

Holds political, financial and other national authority

Can determine ACSD as national health priority

National political leadership stronger and committed to MAP and by extension ACSD – need to develop sub national level capacities and support sub national commitment

Development Community and Service providers

Provides funds, supplies and essential health commodities, technical assistance, international advocacy support

Often linked to support for MDGs and PRSPs - as well as global health initiatives within health esp. malaria. Quite a large variety of players from UN to bilaterals

Especially useful for intervention specific support. e.g. Malaria, WASH.

Development community has not prioritized ACSD. Service providers need greater support and stronger community level ACSD innovation. Traditional healers should be targeted.

Mass Media IEC and social mobilization partner for accessible audiences

Wide coverage in major urban areas especially Tana. Radio has wide reach in rural areas.

Education and mobilization especially of key opinion leaders based in Tana

Capacity-building needs especially in rural participatory media programming

Private sector Provides opportunities for funding, supplies and technical assistance,

Holds interest in social development via Corporate Social Investment; positive profiling in the eyes of the public and the Government

Partnerships for integrated ACSD Brand positioning, creating ‘social movement’ and increasing demand for services

Great potential for ACSD as CSI is a new area in the country

FBO-Church Community mobilization, often provides local level social services including for health and education

High levels of commitment and grass roots and community reach. Highly credible partners

Seen by local communities as highly credible partners therefore strong potential partner for community level support, key players in ‘social movement’

Capacity- building needs in stronger community-level ACSD services support

NGO/CBOs Community mobilization, can provide IEC and basic preventative and treatment health services provision

High levels of commitment and grass roots and community reach. Perceived as highly credible channels

Seen by local communities as highly credible partners; potential partners for community level support, key players in ‘social movement’

Capacity- building needs in stronger community-level ACSD services support

Youth groups Important social mobilization partner, great potential through genuine participation

Untapped resource for social change and mobilization. Main interests in job and income issues – to be taken into account in ACSD strategy.

Linking schools, media and youth, providing opportunities for growth for youth can mobilize the youth for ACSD

Creating a ‘Force Cool’ requires a ‘win-win’ situation for youth, and smart marketing. Link ‘Force Cool’ to AU Youth Summit process

Traditional leaders‘Ampanjaka’ and ‘Renim-biavy’

Community mobilization and grass root leadership

Perceived as highly credible, but not necessarily engaged in social issues

Potential for effective village level mobilization, increasing status of women

Requires capacity building, appealing to status and leadership. the role of the wife of traditional leader is key

Women’s groups Community mobilization & home-

Disempowered, but highly engaged in social

Potential for effective support to ACSDP at

Requires capacity building, and support

6


and associations based care skills issues. village/fokontany level from ‘Renim-biavy’

8. Madagascar Media Characteristics

The Report5 “Communication for Empowerment in Madagascar – An assessment of communication and media needs at the community level” provides research-based information on community perceptions, media practice and opportunities.

In terms of media access, the following are some relevant data for the purposes of the strategy:

- Generally, rural audiences trust media as authoritative, reliable, objective and holding most potential for life-improvement;

- There is no perceived gender bias in radio content and radio use. Radio is the most common electronic media available;

- TV and internet are for the wealthy only at this stage. Newspapers are produced in Tana and generally not widely available outside of Tana – rural illiteracy reduces potential large rural readership. Video clubs mainly private sector are increasingly available in rural communities – currently this media channel is unregulated.

Approximately 75% of media content is entertainment oriented with little local new generation. There is a desire for “better and more local content” – especially educational content and development information. In terms of priority content for media consumers, health information is second most important need after agriculture

Generally, a little more than half of the listeners understand the language of media programme due to local dialect differences. This makes an even stronger case for local participation and involvement in media, in particular radio.

The study finds that media participation is low but generally, over half of the surveyed population actually favours greater local participation in media programming – e.g. participation in news, discussion groups, panels, interviews, etc. In general, people themselves feel that NGOs and local leaders are seen as the best interpersonal channels of communication for reaching the local populace so their inclusion in local radio would have a magnifying effect.

The study concluded that there was strong grounds for more support and capacity building for participatory media.

Participatory programming especially for radio is therefore a recommended priority emphasis for communication for ACSDP. The study also verifies the positive role of NGOs and local leadership as a mobilizing and rural communication channel. This credible interpersonal channel should be developed for ACSDP. The growing presence of private sector video parlours is also a new channel for cultivation – many SE Asian countries (Viet Nam, Cambodia, Laos PDR and Myanmar) use this channel for health and HIV/AIDS communication to reach general rural populations with no access to TV.

Madagascar possesses a rich creative performance environment. It is proposed that as part of the C4D strategy a more intensive applied media and performance arts mobilization for child survival takes place. Madagascar seems to be a rich environment for edutainment approach and this has proved to be the case for HIV/AIDS communication.

5 Communication for Empowerment in Madagascar – an assessment of communication and media needs at community level – Jan 2008 UNDP Oslo Governance Centre and Communication for Social Change Consortium and UNDP Madagascar

7


9. Six C4D building blocks for success in Madagascar Advocacy

Brand Strategy

Media

Social Mobilisation

Communication for Behaviour and Social Change

Formative researchand M & E

8

Build commitment at national and regional levels:- Leadership support at national and decentralized levels (e.g. Comités de Pilotage, Chefs de Region, Chefs de Fokontany)- Society-wide strategic partnerships; civil society, faith groups, private sector, musicians, performance arts, sports groups, etc.- Seek synergies and promote ‘win-win’ situations between Education, Protection, Health (e.g. integration of Facts for Life in schools and radio)

Build Community ownership and support for sustained behaviour and social change by:

- Creating community/village level capacity in communication, including service providers (also traditional healers)

- Promoting participatory methods of communication (e.g. village dialogue) and participatory planning and action

- Mobilizing traditional leaders (“Ampanjaka” - ‘kings’ of ethnic groups ; “Renim-biavy” – wives of kings and “Lonaky” - village elders) for social change communication

- Promote core brand values to incite community leadership and initiative

Build on existing effective community participation models to:- Improve community participation in programme interventions

(Health/Nutrition/ WASH/Protection/ Education) by utilizing participatory (Triple A) and community dialogue approaches (e.g. Commune and Fokontany health committees and youth participation)

- Improve community capacity in planning, monitoring and evaluation of results (e.g. Community Champions, Scorecard)

- Promote integrated approaches by creating multi-sectoral linkages with CBOs, health committees, radio

- Promote local leadership with segmented audiences (“Force Leader”, “Force Devouée”, “Force Engagée” , “Force Cool”)

- Create partnerships with local NGO/CBO/FBOs- Promote core brand values at community level and create opportunities for

delivering on brand promise

Com

mu

nic

ati

on

Ap

pro

ach

es Build a unique brand promise for acceleration efforts:

- Integrated brand positioning for Health, Education and Protection built on core brand values:

- Promotion of collective responsibility- Promotion of healthy regional/community rivalry - A feeling of belonging to a social movement (external Brand

Champions) - Celebration of individual and communal success and contribution -

“Yes, I Can!” and “Yes, We Can!” Attitudes - Marketing communication strategy which:

- Creates demand for services at village level (e.g. WASH)- Promotes core brand values at all levels - Informs target groups of the mechanisms/opportunities for brand engagement

Build media capacity and partnerships at national, regional and local levels to:

- Increase coverage on acceleration efforts- Increase access to information by communities- Increase community participation in media productions (e.g. Junior Reporters Clubs, “Force Leader”)- Promote core brand values through media

Build on formative research and systematic monitoring and evaluation:- Understanding community media habits, media penetration and reach- Understanding community health seeking behaviour- Developing specific indicators to track communication inputs, outputs and

outcomes- Regular monitoring of communication activities to improve and

strengthen strategies


10. ACSDP Brand Strategy

The new ACSDP Brand will be positioned and built on the past successes of Mother and Child Health Weeks, Vitamin A and Tetanus campaigns, leveraging the brand equity gained by these national campaigns. Our goal is to build strategic partnerships which will allow us to have more opportunities for co-branding with relevant private sector partners. We will also develop an integrated brand communications strategy for child survival, development and protection, which will create a more holistic connection between communities, families and ACSDP.

a. Brand vision - “Saving 4,000 additional young lives each year until 2015”

Our vision is to create sustainable change at the community and individual level. Communities and individuals will be empowered and motivated, and possess capacity and opportunities to take action by participating in and becoming emotionally engaged with the process of sustainable social and behaviour change through brand champion groups and integrated, branded ACSDP campaigns and activities.

b. Brand identity

We will build the ACSDP Brand on a set of core functional and emotional associations and values:

Promotion of collective responsibility – “Yes, We Can!” Attitude Incitement of healthy regional/community rivalry - Regional and Community Scorecards,

Community Champions A feeling of belonging to a social movement for ACSDP, with segmented, branded target groups

o Youth belonging to ‘Force Cool’ - Just watch me!o Religious groups belonging to ‘Force Devouée’ – No more child coffins!o Media representatives belonging to ‘Force Engagée’ - Empowering the voiceless!o Traditional leaders, Chefs de Fokontany, Chefs de Region belonging to ‘Force Leader’

- Leadership in action for my region, my community, my village! Celebration of individual success and contribution – Opportunities to ‘grow’ and become involved

and engaged with the ACSDP Brand - “Yes, I Can!” Attitude

c. Brand champions

The ACSDP strategy will rely on both internal and external “Brand champions” who will spread the brand vision and brand values. At national level, we will rely on the multi-sectoral “Committee de Pilotage” membership organizations as being our key internal brand champions.

At regional and sub-regional level, we will work with the regional “Committee de Pilotage” as our leading internal brand champions.

To reach district and sub district (communities and villages) level, we will rely on engaging and supporting a number of internal brand champions such as front line health workers, community mobilizers, teachers, etc.

In addition, we will nurture and support a number of external Brand Champions. With national level leadership, the following brand champion groups will be nurtured and supported:

“Force Cool” - youth groups engaged in ACSDP “Force Devouée” - religious groups and FBOs engaged in ACSDP “Force Engagée”- media partners engaged in ACSDP “Force Leader” – traditional leaders, Chefs de Fokontany and Chefs de Region

engaged in ACSDP

9


d. Brand objectives and audiences

Our brand objective is to establish strong emotional links between our target audiences/communities and ACSDP as well as create concrete, practical opportunities for them to interact with the ACSDP Brand. Hence, the strong emotional bond with the Brand and its values will stimulate our target groups and communities to act; be it seeking information, using services, or informing and mobilizing others to use ACSDP services.

We will position the ACSDP Brand to our various audiences and communities based on qualitative market research and audience research, which will guide us in developing audience-specific brand positions for ACSDP.

Our key audiences are:

National Leadership Development Community and Service providers, including traditional healers Mass media (‘Force Engagée’) Private sector FBOs/Religious groups (‘Force Devouée’) NGO/CBO Youth (‘Force Cool’) Women’s associations and groups Traditional Leaders, Chefs de Fokontany, Chefs de Region (‘Force Leader’) Families

e. Brand communication

We will communicate the ACSDP Brand through multiple brand engagement events with the biggest focus being on the bi-annual Mother and Child Health Weeks. In addition, strategic opportunities will be built into the communications plan to allow our target audiences interact with the Brand. For example, certain thematic international days will allow us to engage specific target groups (e.g. ‘Force Cool’ during International Youth Day). The communications plan will also include on-going branded communications all through the year to continuously build the brand equity and opportunities for our target groups to interact with the Brand and engage themselves in concrete actions.

Specific branded messages to support behaviour change will be developed based on the Health Seeking Behaviour/KAP study to be completed in December 2008. This will include addressing many strongly held traditional childcare practices which exist in the communities, which may go against the goals of the strategy to accelerate child survival, development and protection.

This study will give us a baseline that allows us monitor and evaluate implementation of the current integrated strategy. It is also important to note that within this strategy behaviour and social change messaging will be packaged and phased on an annual basis over the next three years in order to maintain a manageable level of workload, clarity and effectiveness. Due to the complexity of the overall communication requirements for ACSDP, our brand communication and messaging will be built on the following six principles of effective communication6:

1. Simple

6 Made to Stick: Why Some Ideas Survive and others Die - by Chip Heath and Dan Heath, Random House, New York, NY. 2007

10


Find the core. What is the single most important thing in the message? Share the core in a compact way. Simple = core + compact

2. Unexpected

Get attention: Surprise Break a pattern! Break people’s ‘guessing machines’ on a core issue. Hold attention: Interest Create a mystery. Highlight a knowledge gap. Hold long-term interest by creating a vision:

“no more baby coffins”

3. Concrete

Help people understand and remember. Make abstraction concrete. Put people in the story. Find common ground at a shared level of understanding. Set common goals in tangible

terms. Make it real.

4. Credible

Help people believe. Ensure external and internal credibility. Use convincing details. Make statistics accessible.

5. Emotional

Make people care. Use the power of association. Appeal to self-interest, group interest. Appeal to identity. Visualize what it could do for you.

6. Stories

Get people to act. Stories as simulation (tell people how to act) Stories as inspiration (give people energy to act)

11


11. Implementation strategy

The current strategy will be implemented over the next three years in a phased manner focusing on 10 priority regions. In 2009, we will target five priority regions in the south, and the following year we will implement the strategy in five northern priority regions. During the third year of the strategy, we will strengthen efforts in all ten priority regions in order to secure sustainability of the activities.

1. National level C4D for ACSDP

Includes ASCDP Branding, Leadership Advocacy and Coalition Building, National Media Mobilization and Advocacy, SCORECARD development

Mobilize multi-sectoral national “Committee de Pilotage” and revitalize these committees at regional levels

Agree on C4D Strategy and establish clear strong leadership Brand positioning of ACSDP Strategic partnership building around the ACSDP brand (“Yes, We Can! Attitude “Force Cool”,

“Force Devouée”) Develop C4D-ACSDP 3 yr Strategic Plan Set up specialist working groups to develop – SCORECARD system, brand strategy, capacity

building plans, partnership development and resource mobilization

2. National and Sub-national capacity-building (Region and District)

Develop coordinated C4D plan for ACSDP Develop community and family level capacity and skills building modules Conduct training – service providers and community mobilizers (“Force Cool”, “Force Leader”,

etc.) Create mechanisms/opportunities for brand attachment (touch points) (MCHW, Intl Youth Day,

Education for All Week, etc.)

3. Sub National Advocacy and Coalition building (Region and District)

Social Mobilization, ASCDP regional and district Score Card Monitoring Carry out local leadership mobilization (e.g. Chefs de Region, Chefs de Fokontany) Create mechanisms/opportunities for brand attachment (“Yes, We Can!” Attitude) Work through regional and district Committees de Pilotage to create cross-sectoral opportunities

4. Community Capacity-building (District, Community and Village)

Community mobilization and leadership and initiative development (involving “Ampanjaka” - ‘kings’ of ethnic groups ; “Renim-biavy” – wives of kings and “Lonaky” – “Force Leader”)

Participatory local level planning Local resource mobilization Social support systems development (e.g. mother’s groups in villages) and community score card

monitoring Create mechanisms/opportunities for brand attachment (“Yes, We Can!” Attitude)

5. Families and Care Givers Capacity building (Community and Village)

Build community mobiliser/family/service provider linkages (e.g. “Force Leader”, CoSan, Families) Conduct ECD, family-based care skills-building activities Conduct social protection network/birth registration/sexual violence awareness building Create mechanisms/opportunities for brand attachment (MCHW, Intl Youth Day, Education for All

Week, etc.) 6. Build on formative research and systematic monitoring and evaluation

Understanding community media habits, media penetration and reach Understanding community health seeking behaviour Developing specific indicators to track communication inputs, outputs and outcomes Regular monitoring of communication activities to improve and strengthen strategies Documenting best practices to develop a strong communication knowledge base

12

New effort

Strengthen effort

New effort

Strengthen effort

Strengthen effort

New effort


12. Monitoring, evaluation and reporting

The monitoring and evaluation of the C4D strategy will be based on the development of clear, measurable indicators for communication inputs, outputs and outcomes. We will focus on demonstrating the critical value-added of the C4D strategy in various programmatic areas utilizing both quantitative and qualitative measurements. A more harmonized approach to C4D measurements utilizing standardized indicators will be followed to promote consistent, communication process and impact focused reporting of C4D. These indicators will, in particular, look at our achievements in the following key areas:

Coordination mechanisms for C4D at national and regional level (“Comité de Pilotage”) Integration and linkages between various ACSDP programmes Community participation/engagement and mobilization processes in ACSDP (Force Cool, Force

Dévouée, Force Engagée, Force Leader) ACSDP brand equity Community and service provider capacity in communication

Annex 1 shows the planned C4D outputs and outcomes.

With regard to specific behaviour change indicators (knowledge, attitudes and practices), we will use the results of the Health Seeking Behaviour Study (December 2008) and the KAP study (May 2009) to develop specific behaviour change indicators and targets for ACSDP, focusing on high impact interventions and set of key behaviours (see Annex 2).

Our goal is to establish standardized reporting formats for regional level ASMC structures in the five priority regions in 2009, which will allow us to improve and strengthen strategies prior to starting implementation in the five new priority regions in the beginning of 2010. We will use extensive audio-visual documentation of the processes, inputs and outputs of the C4D strategy to record best practices and develop a solid knowledge base in the country.

13


13. ACSDP – C4D Coordination Key Activity Matrix

National level ACSDP-C4D includesASCDP Branding and SCORECARD - Leadership Advocacy and Coalition Building (Inter-sectoral

“Committee de Pilotage”), National Media Mobilization and Advocacy

National Intervention-Specific C4D

EPI Malaria Nutrition M & NBC IMCI-C WASH PMTCT Education ChildProtection

National and Sub-national capacity-building(Region and District) coordinated plan for ASMC for all ACSDP, establishment of “Committees de Pilotages”,

Brand positioning

Sub National Advocacy and Coalition buildingRegional and District actions, Social Mobilization and ASCDP regional and district Score Card Monitoring,

Brand positioning

Community Capacity building Community mobilization, participatory local level planning, local resource mobilization,

social support systems development and community score card monitoringBrand positioning

Families and Care Givers Capacity buildingCommunity mobiliser/family/service provider linkages (e.g. “Force Leader”, CoSan and Families)

ECD, care-skills-building and family support systems, social protection network/birth registration/sexual violence awareness buildingBrand positioning

Build on formative research and systematic monitoring and evaluationUnderstanding community media habits, media penetration and reach; understanding community health seeking behaviour; developing specific indicators to track communication inputs, outputs and outcomes; regular monitoring of communication activities to improve and strengthen strategies; documenting best

practices to develop a strong communication knowledge base

14

New effort

New effort

Strengthen effort

Strengthen effort

Strengthen effort

Strengthen effort

New effort

Strengthen effort

14. Workplan for National and Regional Advocacy, Leadership and Resource Mobilisation for ACSDP (2009-2011)

Activity TimeframeCost (USD)

Responsible 2009 2010 2011

In collaboration with stakeholders develop, finalise and disseminate the C4D Strategy for ACSDP:

Arrange national consultation with all key stakeholders; Revitalise inter-sectoral National Committee de Pilotage

January 09 10,000 6,000 6,000 MOH,MOE, MOY, MOJ supported by UNICEF

Establish Regional inter-sectoral Committee de Pilotage Conduct advocacy round-table with Chiefs of Region Develop Regional C4D Plans, with key stakeholders

March 09 30,000(5 regions)

30,000(5 regions)

60,000(10 regions)

MOH supported by UNICEF

Set up specialist working groups within National Committee de Pilotage for: SCOREBOARD system Brand positioning Capacity building plans for BCC and social mobilisation Partnership development and resource mobilization

February 09 2,000 2,000 2,000 MOH supported by UNICEF

Organize a national advocacy round-table with religious leaders for ACSDP ACSDP awareness and commitment Establishment of “Force Devouée” – formalized partnership Development of a joint plan for ACSDP

March 09 5,000 5,000 5,000Comite de Pilotage supported by UNICEF (ComAP, Health, MRE)

Organize a national advocacy round-table with media for ACSDP ACSDP awareness and commitment Establishment of “Force Engagée” – formalized partnership Development of a joint plan for ACSDP


Organize a national advocacy round-table with youth group leaders for ACSDP ACSD awareness and commitment Establishment of “Force Cool” – formalized partnership Development of a joint plan for ACSDP


Develop a plan for brand strategy and brand positioning and marketing of ACSDP with a communication agency

Identify and develop a partnership with a communication agency Conduct market and audience research Develop 2-3 optional brand positions Finalise with Committee de Pilotage the brand strategy and positioning

Launch the Brand in October

May 09

October 09

40,000 10,000 10,000 Comite de Pilotage supported by UNICEF/Communication Agency

Develop and implement partnership plans with private sector organisations and media for joint programming to support the new ACSDP brand and 3-year workplan.

Brand presentation meetings Collaborative agreements/supporting ACSDP in product promotions

June/October 09

5,000 5,000 5,000 Comite de Pilotage supported by UNICEF

Sub Total US$102,000 US$68,000 US$98,000

15

15. Workplan for Social Mobilisation for ACSDP (2009-2011)

Activity Time frame

Cost (USD)Responsible

2009 2010 2011Improve community participation in programme interventions (Health/Nutrition/ WASH/Protection/ Education) by utilizing participatory (Triple A) and community dialogue approaches (1 project per region funded by programme sections)

Improve community capacity in planning, monitoring and evaluation of results (e.g. Community Champions and SCOREBOARD approach)

Promote integrated approaches by creating multi-sectoral linkages with CBOs, health committees, radio, working through ‘Comite de Pilotage’

2008-2011 100,000(5 regions)

100,000 (5 regions)

Comite de Pilotage supported by UNICEF Programme sections and ComAP

Engage traditional leaders at Fokontany level – “Force Leader” – for ACSDP A 3-day mobilization event and capacity building with traditional leaders

(“Ampanjaka” and “Renim-biavy”) to set the foundation for “Force Leader” (men and women)

Promote leadership and adherence to ACSDP brand values Outcome: ToR and an Action Plan for “Force Leader”, including incentives

(training and branded ACSDP materials) – formalized partnership Include 3-5 annual (3-day) monitoring and support missions to “Force

Leader”

October 09 31,875 (5 regions)

31,875 (5 regions)

31,875 (10 regions)

Comite de Pilotage supported by UNICEF

Engage religious groups at regional, district and commune level– “Force Devouée” – for ACSDP

A 3-day mobilization event and capacity building with religious leaders to set the foundation for “Force devouée”

Outcome: ToR and an Action Plan for “Force Devouée”, including incentives (training and branded ACSDP materials) – formalized partnership

Promote leadership and adherence to ACSDP brand values Include 3-5 annual (3-day) monitoring and support missions to “Force

Devouée”

November 09

31,875(5 regions)

31,875 (5 regions)

31,875 (10 regions)


Organize regional mobilization event for youth to establish “Force Cool” for ACSDP A 3-day mobilization event and capacity building with youth leaders to set

the foundation for “Force Cool” Outcome: ToR and an Action Plan for “Force Cool”, including incentives

(training, branded ACSDP materials) – formalized partnership Promote leadership and adherence to ACSDP brand values A public ‘Force Cool’ Concert with Regional musicians to launch ‘Force Cool’ Include 3-5 annual (3-day) monitoring and support missions to “Force Cool”

November 09

36,375(5 regions)

36,375 (5 regions)

36,375 (10 regions)


Organize regional mobilization event for media to establish “Force Engagée” for ACSDP

A 3-day mobilization event and capacity building with media to set the foundation for “Force Engagée”

Outcome: ToR and an Action Plan for “Force Engagée”, including incentives (training, branded ACSDP materials)

Promote leadership and adherence to ACSDP brand values Include 3-5 annual (3-day) monitoring and support missions to “Force

Engagée ”

November 09

31,875(5 regions)

31,875 (5 regions)

31,875 (10 regions)


Sub Total US$132,000

US$232,000

US$232,000

16

16. Workplan for Strategic Communication for ACSDP (2009-2011)

Activity TimeframeCost (USD)

Responsible2009 2010 2011

Implement formative research on: Target Audience media habits; Community health seeking behaviorIdentify the most vulnerable and marginalized (profiles, context, geographic location, media habits etc); Mass media penetration, reach, impactNote: Most of research already completed or under way and funded

May 2009

Develop, pre-test and produce all ACSDP branded materials:1. “Force Cool” ACSDP Kit for youth2. “Force Devouée” ACSDP Kit for faith groups3. “Force Leader” ACSDP Kit for traditional leaders4. “Force Engagée” ACSDP Kit for mediaEach Kit is specific to the group:

Facts for Life booklet Mobilisation and Action Guide ACSDP Poster, Banderol, Badge

5. Radio/TV spots/shows/news

September 2009

120,000(5 regions and

capital)

120,000(5 regions and

capital)

120,000 (5 regions and

capital)

Comite de Pilotage supported by UNICEF (ComAP and MRE)

Strategically choose to mark special health, education and protection days/weeks as part of periodic campaigns to engage : “Force Cool” ;“Force Devouée”; “Force Leader” and “Force Engagée” For example:

World Water Day, Intl Women’s Day (March) Africa Malaria Day (April); Education for All Week (April) African Child Day (June); National Nutrition Day (June) Intl Youth Day (August) Intl Literacy Day (September) Intl Breastfeeding Day (October), Intl AIDS Day

(December), etc.

2009-2011 35,000 35,000 35,000Comite de Pilotage supported by UNICEF (MRE)

Design and run innovative and strategic MCH Weeks supported by ACSDP branded mass media campaigns, maximizing co-branding and partnerships with private sector and media organizations.

April/October each year

220,000 200,000 160,000 Comite de Pilotage supported by UNICEF (ComAP and Health)

Develop Facts for Life integrated, multi-media programme in selected schools based on: Integration of FFL in school curriculum Engagement of local radios and Junior Reporter Clubs Links between FFL groups with ‘Force Cool’ and ‘Force

Engagée’ Includes 5 monitoring and support missions

2009-2011 75,000 (5 regions)

75,000 (5 regions)

75,000(5 regions)

Comite de Pilotage supported by UNICEF (ComAP and Education)

Provide strategic support with branded mass media campaigns and community mobilization efforts for the establishment of social protection networks, birth registration initiative and campaign against sexual violence.

2009-2011 50,000 50,000 50,000Comite de Pilotage supported by UNICEF (ComAP and Protection)

17

Develop community and family level participatory communication efforts for Early Childhood Development skills development.

2009-2011 75,000 (5 regions)

75,000 (5 regions)

75,000(10 regions)


Monitor and evaluate impact of communication interventions on knowledge and practices Based on the KAP baseline of May 09 Organize a formal evaluation in 10 regions

Dec 2009-2011

90,000(10 Regions)

Comite de Pilotage supported by UNICEF (External Research agency)

Sub Total US$575,000 US$555,000 US$605,000Grand Total US$809,000 US$855,000 US$935,000

18

Documents

UNICEF Madagascar Communication for Development (C4D) Strategy for Accelerated Child Survival, Development, and Protection (ACSDP) in Madagascar