3. C4D for Behaviour and Social Change is Integral to Programmes Coordination mechanism Communication situation analysis Strategy development Creative approach & materials development Implementation & monitoring Evaluation Health & Nutrition ECD Education Child Protection HIV&AIDS Prevention WASH Emergency
4. Advocacy – link perspectives, concerns, voices of children, women, men from marginalized groups to upstream policy dialogue Social Mobilization – engage civil society (NGOs, CBOs, FBOs) around common cause BCC – Behavior Change Comunication: social marketing & participatory communication, to inform, influence households, opinion leaders CfSC –Communcation for Social Change: engage & empower communities/networks to influence/reinforce social norms: human resource & time intensive Key Components of C4D
5. ADVOCACY (Policies & Resource Mobilisation) Policy makers & Planners SOCIAL MOBILISATION Partners - partnership building & capacity building BEHAVIOUR & SOCIAL CHANGE Children, women, caregivers, households, families, community Service delivery CBOs/ NGOs/ FBOs Organized networks C4D across all areas UNICEF’s C4D Framework of Strategies Civil Society Media National Political leaders Donors, Private Sector
6.
7. Principles – contd. Link community perspectives and voices with sub-national and national policy dialogue Start early and address the whole child — including the cognitive, emotional, social and spiritual aspects in addition to survival and physical development Ensure that children are considered as agents of change and as a primary audience, starting from the early childhood years Build the self esteem and confidence of care providers and children.
8. Information Education & Communication Trends in Communication for Development Focus on Information Dissemination thru’ Mass/Traditional Media Audience as ‘passive recipients’ of information Behaviour Change Communication Focus on Individual Knowledge, Attitudes and Behaviours Audience input and feedback necessary for design of campaigns Communication for Behaviour & Social Change Focus on Individuals in context of socio-cultural norms, social networks Emphasis on participatory approaches, community engagement in defining issues & identifying options for action
16. Social mobilization The community needs to be part of the solution in order to “buy in” to the issue. They will also provide input on how to best solve a problem and take responsibility for resolving it instead of relying on others.
Communication for Development (C4D) is a systematic, planned and evidence-informed process to promote positive and measurable individual behaviour and social change that is an integral part of development programmes, policy advocacy and humanitarian work. It uses research and consultative processes to promote human rights, mobilize leadership and societies, influence attitudes and support the behaviours of those who have an impact on the well-being of children, women, their families and communities.
And therefore, C4D for behaviour and social change is integral to our programming, within each sector and within every country programme of cooperation. Every new Country Programme Document is expected to articulate how UNICEF will support a national C4D strategy and help build or strengthen national capacity in C4D to contribute to achieving the goals of the programme of cooperation.
It accomplishes these objectives through a combination of three main strategies: advocacy, social mobilization and behaviour and social change communication. Using one without the others will not yield the desired long-term results. Advocacy strategically uses information and data to inform and motivate decision-makers who have the power to develop policy and legislation, allow democratic processes, and allocate or mobilize resources, in order to create an enabling environment for positive behaviour and social change among the citizenry. Advocacy helps develop mechanisms to ensure that the perspectives, concerns and voices of children, women and men from communities, particularly the marginalized and excluded, are reflected in upstream policy dialogue and decision making. Social mobilization brings together a wide range of partners and allies at national and local levels to raise awareness of and demand for a particular development objective through face-to-face dialogue and other participatory approaches. Members of institutions, community networks, civic and religious groups and others work in a coordinated way to reach specific groups of people for dialogue with planned messages. Behaviour change communication uses multiple channels as appropriate with individuals or groups to inform, motivate, problem-solve or plan, in order to promote and sustain behaviour change. It focuses on the knowledge, attitudes and practices directly linked to a programme’s goals. Behaviour change strategies focus on the individual as the locus of change Communication for social change engages and empowers communites to change certain harmful cultural practices, social norms and structural inequalities.
This figure presents a conceptual map of the relationships among the various components of strategic C4D – advocacy, social mobilization and behaviour and social change communication. These components should be strongly linked to service delivery and other programme elements. The participants for behaviour and social change are the basic elements of society in communities - parents, families, caregivers, children and youth, service providers, teachers, local leaders, community media social networks. The actors in the social mobilization process include civil society organizations, organized networks. This listing would include governmental and non-governmental individuals and organizations, including associations, social, and religious groups, media and local influentials. The audiences for advocacy can be many and varied: The head of state, prime minister, parliamentarians, key public servants; religious and traditional community leaders; social and business leaders, women leaders, civil society/NGO leaders, media executives and producers; celebrities – all those who may have a positive influence on public opinion. The planning continuum arrow suggests a series of planning steps but there is no automatic starting point. Planning may start with any of the components based on research and evaluation using a rights-based programming context. For example, evidence may show that leadership may be ready for advocacy on one issue, e.g., in HIV&AIDS programmes PMTCT but not on another areas of HIV and AIDS like HIV prevention among young people. If this is the case it may sometimes be more productive to concentrate first on building a network for social mobilization with a set of partners and allies who can put pressure on leadership. Or, we may start by building demand in the population through broad scale C4D to foster a gradual change in the perception of leaders. (Mckee, et.al, 2004)
Along with programmes, we plan and implement C4D processes at two levels - within UNICEF and with national partners. This implies the need for national capacity building in C4D if we want to see C4D effectively implemented with our national and subnational partners at the lead. But before this can happen, UNICEF at HQ, RO, and CO must be fully committed to C4D and make it integral in programming, M&E and reporting. C4D therefore must not only be the concern of C4D specialists but of every programme officer, the Representative, the Deputy Rep and the Planning, Monitoring and Evaluation Officer. You can visit the C4D site in the UNICEF internet and intranet for more on the C4D methodology or the steps in the C4D process. We begin by reviewing our programme goals and looking into the behaviour and social change dimensions. 1. Map and asses C4D partners (based on some set criteria) and build the coordination mechanism with C4D partners. 2. Conduct formative research – a communication analysis to analyze immediate and underlying causes of behaviour and social issues (socio-cultural norms, political, economic, geographical, ecological barriers and determinants of change); Understand the needs of various stakeholders and ways to reach them. 3. Design the communication strategy, set SMART communication objectives; determine the appropriate mix of channels and participatory approaches; 4. Develop, pre-test and produce communication tools and materials 5. Implement activities 6. Monitor for results 7. Evaluate and re-design interventions
Communication Research : formative/ baselines/ endlines… Communication Planning: audience analysis, objective and indicator setting… Communication Management: budget, process and quality control… Creative Strategy Development : messages and materials, pre-testing… Channel Analysis and Strategy : mix of communication vehicles including mass media and IPC… Monitoring & Evaluation: process, outcomes and impact assessments…
As a result of the series, a report commissioned by the Mexican Institute for Communication Research in 1981 found that a) Phone calls to Mexico's national family planning office requesting family planning information increased from zero to an average of 500 a month. Many people calling mentioned that they were encouraged to do so by the television soap opera. b) More than 2,000 women registered as voluntary workers in the National Program of Family Planning. This was an idea suggested in the television soap opera. c) Contraceptive sales increased 23 percent in one year, compared to a seven percent increase the preceding year. 6 d) More than 560,000 women enrolled in family planning clinics, an increase of 33 percent
![What is C4D? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)