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1.5 ratIoNaLe
The water sector is shrouded with a lot of mis-conceptions on the roles, relationships and the mandates of the various water sector institutions. Without a clear understanding of the roles, relationships and mandate of different sector players, members of the public being served by these institutions
are unlikely to effectively participate in the programmes of these sector players. In
the the informal settlements the situation is worsened further by the fact that majority
of residents believe that Water and sanitation Service Provision is a preserve
of the privileged, and that the utilities are the property of the Government, leading to rampant water theft and illegal connections. They also believe that water is very expensive, yet they end up paying more for water drawn from other sources.
Based on the problem stated, it is clear
that LVNWSB and WSPs are faced with a situation where the target audiences do not have a clear understanding of their roles and responsibilities, they lack adequate knowledge on the type of service they should be provided with, and how they can benefit from LVNWSB and WSPs water and sanitation service provision.
This document will provide appropriate recommendations on what needs to be done in order to put into place a workable
strategic communication plan for LVNWSB and WSPs.
This strategy provides a framework that will guide the implementation of communication in a proactive and strategic manner within the informal settlements within the Board’s area of jurisdiction. It is not only intended to resonate and engage those audience segments and stakeholders critical to the success of the project activities, but it is planned to help the follow up project and channel its investments in communication activities that will yield the highest returns.
Accumulated knowledge from successful communication interventions in the social and development sectors show that communication support is likely to succeed when it is context specific, implemented as a planned and strategic, undertaking aligned to the responsible performance of the respective institution and creatively linked to the improvements of services taking place.
Communication input is also likely
to succeed when it is planned and implemented as a process other than a set of products and activities. The reason for this is because changes in knowledge, practices and behaviors take place within a social context and are driven most effectively by sets of communication activities planned
so that they are synergistic and coherent to
build the necessary outcomes in the desired areas.
Within the context of follow up project, communication therefore needs to be strategic and aligned to the institutional
and service improvements taking place.
It also needs to articulate the challenges
and realities of the project in the best light possible to earn credibility and long term support of key stakeholders and beneficiaries of the project. Most importantly, it must also manage expectations from the beneficiaries and stakeholders while motivating and inspiring them to participate and support the project and institutional activities.
This communication strategy is designed in a way that makes it realistic, achievable and flexible. It outlines the communication channels that need to be employed
in order to achieve the strategy, and comprises information on the production of communication materials and outreach to the target audiences. The goals defined are cost effective in terms of money and human resources.
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