Building Commitment to Reform through Strategic Communication

Interactive textbook at
www.worldbank.org/pdt
Building Commitment
to Reform through
Strategic Communication
The Five Key Decisions
Cecilia Cabañero-Verzosa
Helen R. GarciaBUILDING
COMMITMENT TO
REFORM
THROUGH STRATEGIC COMMUNICATIONBuilding Commitment to Reform through Strategic Communication: The Five Key
Decisions is available as an interactive textbook at http://www.worldbank.org/pdt.
The interactive textbook allows reform managers and their teams, communities of
practice, and colleagues working in sectors and regions, as well as students and
teachers, to share notes and related materials for an enhanced multimedia learning
and knowledge-exchange experience.
Further, an interactive decision tool on Five Key Decisions is available as ancillary
material, to help teams apply strategic communication concepts to programs, proj-
ects, and policy reform through case examples and quizzes. The decision tool can
be accessed at an external Web site (http://www.worldbank.org/commgap) or at
an internal World Bank Web site available to Bank staff worldwide (http://hrslo). BUILDING
COMMITMENT TO
REFORM
THROUGH STRATEGIC COMMUNICATION
The Five Key Decisions
˜CECILIA CABANERO-VERZOSA
AND
HELEN R. GARCIA
THE WORLD BANK
Washington, DC©2009 The International Bank for Reconstruction and Development / The World Bank
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ISBN: 978-0-8213-7621-8
eISBN: 978-0-8213-7622-5
DOI: 10.1596/978-0-8213-7621-8
Library of Congress cataloging-in-publication data has been applied for
Cover: Naylor Design, Inc.
Editing and composition: UpperCase Publication Services, Ltd.Contents
Acknowledgments ix
About the Authors xi
Abbreviations xiii
Introduction 1
1 Using Strategic Communication to Build
Commitment to Reform 5
2 The Bulldozer Initiative: Investment Climate
Reform in Bosnia and Herzegovina 27
3 Moldova’s Economic Growth and Poverty
Reduction Strategy 41
4 Accountability in Social Reform in Peru:
The RECURSO Project 57
5 The Country Assistance Strategy for the Philippines 71
6 Reforming Public Procurement in the Philippines,
FY 2006–08 83
7 Implementing the Philippine Procurement
Reform Law 97
8 The West African Gas Pipeline Project 113
Index 129
vvi Contents
Boxes
2.1. Reform No. 24: Easing Export of Drugs and Medicine
from Bosnia and Herzegovina 32
2.2. MAXimizing Reform through Comics 33
2.3. Message to the Local Entrepreneur 34
2.4. The Bulldozer Initiative’s Symbolic Events 36
3.1. Stakeholder Recommendations Incorporated in the
EGPRSP 49
4.1. Attitudes and Practices Resulting in Low-Level
Equilibrium 61
4.2. Defining Performance Standards 63
8.1. Adequate Information/Communication and
Consultations 119
Figures
1.1. Elements of Strategic Communication 6
1.2. Communication Management Decision Tool 13
1.3. Audience Targeting Strategies 14
1.4. Audience Interest/Power Analysis Matrix 15
2.1. Phase II: The Bulldozer Reform Process 29
3.1. Institutional Framework for EGPRS Development 43
5.1. CAS Engagement Strategy 73
6.1. Passage Timeline: Procurement Reform in
the Philippines, 1998–2003 85
6.2. Various Parties’ Perceptions of Procurement Reform 86
6.3. Procurement Reform Targeting Strategies 93
6.4. The Media Campaign: Communication Strategy 94
7.1. Implementation Timeline: Procurement Reform in
the Philippines, 2003–08 99
7.2. Public Attitudes toward the Procurement Reform Law 100
7.3. Public Support for Provisions of the Procurement
Reform Law 101Contents vii
7.4. Public Beliefs and Attitudes toward Corruption in
Government Contracting 101
7.5. Public Willingness to Take Action in Support of
Reform 102
8.1. WAGP Project Cycle and Risk Mitigation Measures 118
Tables
1.1. Characteristics of Behavior Change Stages and
Appropriate Strategies for Communicating
and Eliciting Participation 19
2.1. Initiative Phases, Themes, and Actors 31
2.2. Interests and Actions of Opposition Stakeholders 36
2.3. Decision Tool: Bulldozer Initiative 37
3.1. History of Moldova’s Communication Interventions 45
3.2. Communication Activity Plan 46
3.3. Decision Tool: Moldova’s EGPRSP 53
4.1. Decision Tool: Peru’s RECURSO Project 66
5.1. Decision Tool: Philippines CAS, FY 2006–08 76
6.1. Decision Tool: Philippines’ Procurement Reform 91
7.1. Decision Tool: Procurement Reform Law
Implementation, Internal Communications 103
7.2. Decision Tool: Procurement Reform Law
Implementation, External Communications 109
8.1. Decision Tool: West African Gas Pipeline Project 120
8.2. Issues, Perceptions, and Expectations: Views from
Stakeholders 123Acknowledgments
This workbook has been the product of many years of work with senior government
officials in developing countries around the world, with World Bank colleagues, as
well as with partners in donor agencies and international development organiza-
tions. The management decision tool offered to readers in this volume has been
discussed, tested, applied, and adapted by many practitioners. By offering examples
from sectors and regions, we hope to demonstrate how this decision tool can pro-
vide reform managers and their teams with a systematic and practical approach
that is grounded in communication and behavioral science theory.
We would like to thank some 8,000 people worldwide who participated in
strategic communication courses delivered by the World Bank and its institutional
partners. The courses were delivered in classrooms and through distance learning
modalities, including e-learning sessions with online facilitation and computer-
based, self-paced instructional modules. This decision tool has been a centerpiece
of these strategic communication courses and learning interventions. We hope this
workbook will deepen the appreciation of the valuable role that strategic commu-
nication plays in building and sustaining support for reform.
To illustrate how the five key decisions shaped the communication strategy in
projects, programs, and policy reform, we worked with key individuals who led re-
form efforts or played strategic roles in designing interventions. They helped us de-
scribe their communication strategies and assess how these have contributed to the
success of reform. We thank these individuals for their collaboration on the illustra-
tive cases: Benjamin Herzberg (investment climate reform in Bosnia and Herzegovina);
Sina Odugbemi and Masud Mozammel (Moldova’s poverty reduction strategy);
ix