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

Communication for
Development (C4D)
Strategy
for
Accelerated Child Survival,
Development, and
Protection (ACSDP)
in
Madagascar
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
UNICEF Madagascar Communication for Development Strategy and Operational plan for ACSDP (2009-2011)

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 survival
progress – 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 possessing
only 28% of the country’s population.

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

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 resources
o 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

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

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 approach
2. Build community ownership and partnership – CCB, Community-dialogue
3. 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 participation

2. Support and incentives for community workers
3. Sufficient supportive supervision of community efforts and community workers
4. Strong referral systems for clinic/hospital based care
5. Support and coordination from other programme sectors
6. Linked and integrated with district and national programmes and polices
7. Secure financing.

Common obstacles3 to success from international experience are as follows:

1. Insufficient numbers of community health workers to deliver quality services

2. Insufficient funding for community-based work
3. Irregular supply of essential commodities and medications
4. Poor supervision and support
5. Low economic status of women
6. 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 CIDA
2
Child Survival: State of the World’s Child Report – 2008 UNICEF – Pages 47 - 58
3
Ibid

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

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

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

7. Understanding Organizational Stakeholders in Madagascar

Stakeholder Function Characteristics Role in ACSD Comments
Partner
National National priority Holds political, financial Can determine ACSD National political
Leadership setting, resource and other national as national health leadership stronger
provision, national authority priority and committed to MAP
mobilization and by extension
ACSD – need to
develop sub national
level capacities and
support sub national
commitment
Development Provides funds, Often linked to support Especially useful for Development
Community and supplies and essential for MDGs and PRSPs - intervention specific community has not
health commodities, as well as global health support. e.g. Malaria, prioritized ACSD.
Service providers technical assistance, initiatives within health WASH. Service providers
international esp. malaria. Quite a need greater support
advocacy support large variety of players and stronger
from UN to bilaterals community level
ACSD innovation.
Traditional healers
should be targeted.
Mass Media IEC and social Wide coverage in major Education and Capacity-building
mobilization partner urban areas especially mobilization needs especially in
for accessible Tana. Radio has wide especially of key rural participatory
audiences reach in rural areas. opinion leaders based media programming
in Tana
Private sector Provides opportunities Holds interest in social Partnerships for Great potential for
for funding, supplies development via integrated ACSD ACSD as CSI is a new
and technical Corporate Social Brand positioning, area in the country
assistance, Investment; positive creating ‘social
profiling in the eyes of the movement’ and
public and the increasing demand
Government for services
FBO-Church Community High levels of Seen by local Capacity- building
mobilization, often commitment and grass communities as needs in stronger
provides local level roots and community highly credible community-level
social services reach. Highly credible partners therefore ACSD services
including for health partners strong potential support
and education partner for community
level support, key
players in ‘social
movement’
NGO/CBOs Community High levels of Seen by local Capacity- building
mobilization, can commitment and grass communities as needs in stronger
provide IEC and basic roots and community highly credible community-level
preventative and reach. Perceived as partners; potential ACSD services
treatment health highly credible channels partners for support
services provision community level
support, key players
in ‘social movement’
Youth groups Important social Untapped resource for Linking schools, Creating a ‘Force
mobilization partner, social change and media and youth, Cool’ requires a ‘win-
great potential mobilization. Main providing win’ situation for youth,
through genuine interests in job and opportunities for and smart marketing.
participation income issues – to be growth for youth can Link ‘Force Cool’ to
taken into account in mobilize the youth for AU Youth Summit
ACSD strategy. ACSD process
Traditional leaders Community Perceived as highly Potential for effective Requires capacity
‘Ampanjaka’ and mobilization and credible, but not village level building, appealing to
‘Renim-biavy’ grass root leadership necessarily engaged in mobilization, status and leadership.
social issues increasing status of the role of the wife of
women traditional leader is
key
Women’s groups Community Disempowered, but Potential for effective Requires capacity
mobilization & home- highly engaged in social support to ACSDP at building, and support

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

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

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

9. Six C4D building blocks for success in Madagascar

Advocacy 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 a unique brand promise for acceleration efforts:

Brand Strategy - 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:
Communication Approaches

- 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

Build media capacity and partnerships at national, regional and local

levels to:
Media - 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 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)
Social Mobilisation - 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

Build Community ownership and support for sustained behaviour and

Communication social change by:
for Behaviour and - Creating community/village level capacity in communication, including
Social Change 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

Formative research Build on formative research and systematic monitoring and evaluation:
and M & E - 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

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

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

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

• “Force Leader” – traditional leaders, Chefs de Fokontany and Chefs de Region

engaged in ACSDP
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:

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

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

1. Simple

• 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)

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

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
New and Advocacy, SCORECARD development

effort
• 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)

Strengthe
• Develop coordinated C4D plan for ACSDP
• Develop community and family level capacity and skills building modules
n effort
• 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)

New Social Mobilization, ASCDP regional and district Score Card Monitoring
effor • Carry out local leadership mobilization (e.g. Chefs de Region, Chefs de Fokontany)
t • 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
Strengthe ethnic groups ; “Renim-biavy” – wives of kings and “Lonaky” – “Force Leader”)
n effort • 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)
Strengthe • Conduct ECD, family-based care skills-building activities
n effort • 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

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

• 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

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

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.

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

13. ACSDP – C4D Coordination Key Activity Matrix

National level ACSDP-C4D includes

ASCDP Branding and SCORECARD - Leadership Advocacy and Coalition Building (Inter-sectoral Ne w
“Committee de Pilotage”), National Media Mobilization and Advocacy effort

National Intervention-Specific C4D

EPI Malaria Nutrition M & NBC IMCI-C WASH PMTCT Education Child
Protection Strengthe
n effort

National and Sub-national capacity-building

(Region and District) coordinated plan for ASMC for all ACSDP, establishment of “Committees de Pilotages”, Strengthe
Brand positioning n effort

Sub National Advocacy and Coalition building

Regional and District actions, Social Mobilization and ASCDP regional and district Score Card Monitoring, New
Brand positioning effort

Community Capacity building

Community mobilization, participatory local level planning, local resource mobilization, Strength
Strengthen
social support systems development and community score card monitoring en effort
Brand positioning

Families and Care Givers Capacity building

Community 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 Strengthe
awareness building n effort
Brand positioning
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; New
regular monitoring of communication activities to improve and strengthen strategies; documenting best effort
practices to develop a strong communication knowledge base

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

Cost (USD)
Activity Timeframe Responsible
2009 2010 2011
In collaboration with stakeholders develop, finalise and disseminate the C4D
Strategy for ACSDP: MOH,MOE, MOY, MOJ
• Arrange national consultation with all key stakeholders; January 09 10,000 6,000 6,000
supported by UNICEF
• Revitalise inter-sectoral National Committee de Pilotage
Establish Regional inter-sectoral Committee de Pilotage March 09 30,000 30,000 60,000 MOH supported by
• Conduct advocacy round-table with Chiefs of Region (5 regions) (5 regions) (10 regions) UNICEF

• Develop Regional C4D Plans, with key stakeholders

Set up specialist working groups within National Committee de Pilotage for:
• SCOREBOARD system
2,000 2,000 2,000 MOH supported by
• Brand positioning February 09
UNICEF
• Capacity building plans for BCC and social mobilisation
• Partnership development and resource mobilization
Organize a national advocacy round-table with religious leaders for ACSDP
• ACSDP awareness and commitment Comite de Pilotage
March 09 5,000 5,000 5,000 supported by UNICEF
• Establishment of “Force Devouée” – formalized partnership (ComAP, Health, MRE)
• Development of a joint plan for ACSDP
Organize a national advocacy round-table with media for ACSDP
• ACSDP awareness and commitment Comite de Pilotage
March 09 5,000 5,000 5,000 supported by UNICEF
• Establishment of “Force Engagée” – formalized partnership (ComAP, Health, MRE)
• Development of a joint plan for ACSDP
Organize a national advocacy round-table with youth group leaders for ACSDP
• ACSD awareness and commitment Comite de Pilotage
March 09 5,000 5,000 5,000 supported by UNICEF
• Establishment of “Force Cool” – formalized partnership (ComAP, Health, MRE)
• Development of a joint plan for ACSDP
Develop a plan for brand strategy and brand positioning and marketing of ACSDP May 09 40,000 10,000 10,000 Comite de Pilotage
with a communication agency supported by
• Identify and develop a partnership with a communication agency UNICEF/Communication
• Conduct market and audience research Agency
• Develop 2-3 optional brand positions
• Finalise with Committee de Pilotage the brand strategy and positioning

Launch the Brand in October October 09

Develop and implement partnership plans with private sector organisations and June/October 5,000 5,000 5,000 Comite de Pilotage
media for joint programming to support the new ACSDP brand and 3-year 09 supported by UNICEF
workplan.
• Brand presentation meetings
• Collaborative agreements/supporting ACSDP in product promotions

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

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

Time Cost (USD)

Activity Responsible
frame 2009 2010 2011
Improve community participation in programme interventions (Health/Nutrition/
WASH/Protection/ Education) by utilizing participatory (Triple A) and community Comite de Pilotage
dialogue approaches (1 project per region funded by programme sections) supported by
100,000 100,000
• Improve community capacity in planning, monitoring and evaluation of 2008-2011
(5 regions) (5 regions)
UNICEF Programme
results (e.g. Community Champions and SCOREBOARD approach) sections and
• Promote integrated approaches by creating multi-sectoral linkages with ComAP
CBOs, health committees, radio, working through ‘Comite de Pilotage’
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)
Comite de Pilotage
31,875 31,875 31,875
• Promote leadership and adherence to ACSDP brand values October 09
(5 regions) (5 regions) (10 regions)
supported by
• Outcome: ToR and an Action Plan for “Force Leader”, including incentives UNICEF
(training and branded ACSDP materials) – formalized partnership
• Include 3-5 annual (3-day) monitoring and support missions to “Force
Leader”
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”
Comite de Pilotage
November 31,875 31,875 31,875
• Outcome: ToR and an Action Plan for “Force Devouée”, including incentives
09 (5 regions) (5 regions) (10 regions)
supported by
(training and branded ACSDP materials) – formalized partnership UNICEF
• Promote leadership and adherence to ACSDP brand values
• Include 3-5 annual (3-day) monitoring and support missions to “Force
Devouée”
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 Comite de Pilotage
November 36,375 36,375 36,375
supported by
(training, branded ACSDP materials) – formalized partnership 09 (5 regions) (5 regions) (10 regions)
UNICEF
• 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”
Organize regional mobilization event for media to establish “Force Engagée” for November 31,875 31,875 31,875 Comite de Pilotage
ACSDP 09 (5 regions) (5 regions) (10 regions) supported by
• A 3-day mobilization event and capacity building with media to set the UNICEF
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

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 • Include 3-5 annual (3-day) monitoring and support missions to “Force
Engagée ”

Sub Total US$132,00 US$232,00 US$232,00

0 0 0

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

Cost (USD)
Activity Timeframe Responsible
2009 2010 2011
Implement formative research on:
Target Audience media habits; Community health seeking behavior
Identify the most vulnerable and marginalized (profiles, context,
geographic location, media habits etc); Mass media penetration, May 2009
reach, impact
Note: Most of research already completed or under way and
funded
Develop, pre-test and produce all ACSDP branded materials:
“Force Cool” ACSDP Kit for youth
“Force Devouée” ACSDP Kit for faith groups
“Force Leader” ACSDP Kit for traditional leaders
“Force Engagée” ACSDP Kit for media 120,000 120,000 120,000 Comite de Pilotage
September
Each Kit is specific to the group: (5 regions and (5 regions and (5 regions and supported by UNICEF
2009
capital) capital) capital) (ComAP and MRE)
• Facts for Life booklet
• Mobilisation and Action Guide
• ACSDP Poster, Banderol, Badge
Radio/TV spots/shows/news
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) Comite de Pilotage
2009-2011 35,000 35,000 35,000 supported by UNICEF
• African Child Day (June); National Nutrition Day (June)
(MRE)
• Intl Youth Day (August)
• Intl Literacy Day (September)
• Intl Breastfeeding Day (October), Intl AIDS Day
(December), etc.

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Design and run innovative and strategic MCH Weeks supported by April/October 220,000 200,000 160,000 Comite de Pilotage
ACSDP branded mass media campaigns, maximizing co-branding each year supported by UNICEF
and partnerships with private sector and media organizations. (ComAP and Health)
Develop Facts for Life integrated, multi-media programme in
selected schools based on:
• Integration of FFL in school curriculum Comite de Pilotage
75,000 75,000 75,000
• Engagement of local radios and Junior Reporter Clubs 2009-2011 supported by UNICEF
(5 regions) (5 regions) (5 regions)
• Links between FFL groups with ‘Force Cool’ and ‘Force (ComAP and Education)
Engagée’
• Includes 5 monitoring and support missions
Provide strategic support with branded mass media campaigns and
Comite de Pilotage
community mobilization efforts for the establishment of social
2009-2011 50,000 50,000 50,000 supported by UNICEF
protection networks, birth registration initiative and campaign
(ComAP and Protection)
against sexual violence.
Develop community and family level participatory communication 2009-2011 75,000 75,000 75,000 Comite de Pilotage
efforts for Early Childhood Development skills development. (5 regions) (5 regions) (10 regions) supported by UNICEF
Monitor and evaluate impact of communication interventions on 90,000 Comite de Pilotage
knowledge and practices Dec 2009- (10 Regions) supported by UNICEF
• Based on the KAP baseline of May 09 2011 (External Research
• Organize a formal evaluation in 10 regions agency)
Sub Total US$575,000 US$555,000 US$605,000
Grand Total US$809,000 US$855,000 US$935,000

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