Strategic Communication

P-Process in Strategic Communication

Formulating strategy for effective communication is a pre-condition for positive change in behavior of the target audience which is vital for achieving the objective of the program. The Strategic Communication works as a guideline for conceptualizing, formulating, implementing and evaluating an effective communication program that can create a specific impact over the program.

The pre-condition to achieving the objective of a program aimed at behavior change is to define effective communication skills. Strategic communication works towards an effective communication from a primary idea to the development and implementation of an impact making program.

This P-Process was developed for the Population Communication Services Project of Johns Hopkins Bloomberg School of Public Health (JHU/CCP).

The P-Process is extremely important to strategic communication workplan. This is because a) it is methodological and rational; b) it takes into consideration facts and research results; c) it is applicable in the field; and d) it provides skilled assistance in the determination and achievement of long-term objectives.

The P-Process is such a method where the development of a strategic communication program is shown in steps. There are six steps in the P-Process which is followed serially during the development and implementation of the national communication program. The steps are: i) Analysis, ii) Strategic Design, iii) Development and Testing, iv) Implementation and Monitoring, v) Evaluation and Replanning, vi) Planning for Continuity.

Analysis

Analysis is the first step to effective communication, just as it is the first step in any effective action. Changing health knowledge, attitudes, behavior, and advocacy through communication starts with accurate information and in-depth understanding of the problem, the people, existing policies and programs, active organizations; and communication channels. Qualitative as well as quantitative information is needed. The stronger the foundation of knowledge, the stronger the program will be.

    1. Understand the problem
    2. Know your audience -- segment and profile
    3. Review existing programs and policies
    4. Identify leading organizations
    5. Assess communication capacity.


Strategic Design

Every communication program or project needs a strategic design. At this stage decisions are made on the seven key elements described below. Thus the strategic design translates a sound analysis into a direction and a road map to reach the agreed-upon objectives.

  1. Develop SMART objectives
  2. Position your program to present a clear benefit
  3. Follow a proven behavior change model
  4. Select media and activities
  5. Prepare a strategic design paper
  6. Draw up an implementation plan and budget
  7. Plan for evaluation.

    Development and Testing

Message development combines science and art. Messages must not only be guided by the expert analysis and strategic design conducted in the first two stages, but also they must have the emotional power and artistry to influence people who are neither expert nor actively involved in the program -- a dual challenge.

  1. Develop Message Concepts
  2. Work with health professionals
  3. Work with communication professionals
  4. Follow the Seven Cs of effective communication
  5. Pretest and retest with intended audiences
  6. Revise to satisfy audiences and gatekeepers
  7. Produce efficiently and promptly.

    Implementation and Monitoring

Good management follows the strategy and implementation plan, assigning clear responsibilities and setting up coordinating mechanisms. Implementation emphasizes maximum participation, flexibility, and on-the-job training. Monitoring tracks outputs to be sure that all activities take place as planned or, if problems arise, that they are promptly addressed.

  1. Manage for results
  2. Train individuals and build institutional capacity
  3. Build a positive organizational climate
  4. Establish a coordinating group
  5. Focus on dissemination. Monitor outputs and activities
  6. Respond rapidly to feedback.

    Evaluation and Replanning

Impact evaluation shows whether a program met its objectives, changing knowledge, attitudes or behavior of the intended audiences, or influencing policy-making. Programs that are not evaluated waste time and money because they have little impact on future development. By identifying the effects of different activities on different audiences, sound program evaluation can support program advocacy, stimulate program improvements, and guide cost-effective funding allocations in the future.

  1. Design evaluation early
  2. Build on a proven behavior change model
  3. Use different evaluation methodologies
  4. Measure cost-effectiveness
  5. Share results in appropriate formats.

    Planning for Continuity

Communication is an ongoing process, not a one-time effort or a product. Significant sustained changes in attitudes, behavior, and community norms require time and repeated effort. Therefore the P Process is continuous and cyclical. It builds systematically on experience and adjusts to changing needs.

  1. Design evaluation early
  2. Build on a proven behavior change model
  3. Use different evaluation methodologies
  4. Measure cost-effectiveness
  5. Share results in appropriate formats.


P-Process