UNIVERSITY OF NAIROBI

SCHOOL OF JOURNALISM AND MASS COMMUNICATION

SEMESTER: III
COURSE: INFORMATION, EDUCATION AND COMMUNICATION (IEC)
CODE:
KCS 614
TASK:
DEVELOPMENT OF A COMMUNICATION STRATEGY IN THE
ENVIRONMENT SECTOR

GROUP MEMBERS
CORAZON KISILU
SIMON WACHIRA
JACOB OTACHI
CHRISTINE SAYO
TULLAH STEPHEN
KARICHO CAROLINE
IBERI DANIEL

PRESENTED TO: DR GATHIGI

PERIOD:
AUGUST 2013

K50/80015/12
K50/83716/12
K50/80618/12
K50/79858/12
K50/80177/12
K50/8389/12
K50/81054/12

Table of contents
Preliminary pages..
Synopsis of the work
1.0 Situational analysis...
1.1 Understanding the practical problem in Mau Forest Conservation.
1.2 Potential audiences addressed by the communication strategy.
1.3 Potential communication resources
1.4 Assessing the environment..
1.5 Strengths, weaknesses, opportunities and threats
2.0 Audience Segmentation
2.1 Audience segments
2.2 Primary and secondary audience
2.3 Influencing audiences
3.0 Communication and behaviour change objectives..
3.1 Communication campaign objectives.
3.2 Extent the campaign is expected to change behaviour...
3.3 Timeframe for the expected change...
3.4 Success indicators to track progress in realizing the objectives.
4.0 Strategic approach
4.1 Stakeholder analysis, review of the key issue, target audience.
5.0 Message brief
5.1 The Key fact
5.2 The key promise.
5.3 Defining the support..
5.4 Competition to the message
5.5 Statement of the Ultimate and Lasting Impression that the audience will have
after hearing or seeing the message...........................
6.0 Communication mix (Channels and tools)
6.1 The tools..
6.2 Integrating the message and the tools, approaches and timelines
7.0 Management plan
7.1 Lead organizations and collaborating partners
7.2 Roles and responsibilities of each partner
7.3 Timeline, coordination and implementation of the strategy....
7.4 Budget.
7.5 Monitoring and evaluation of the activities...
8.0 Evaluation plan.
8.1 Scope and Type of evaluation ...................................................................................
8.2 Planning for Monitoring and Impact assessment .......................................................
8.3 Identifying the Evaluation Design and Sources of Data .............................................
8.4: Tailoring the Evaluation to the Specific Situation/Who will conduct the evaluation...
Appendices ...........................................................................................................................
1: Behaviour Change Theories
2: Case Studies
3: Glossary
4: Bibliography

Preliminary pages
Synopsis of the work
The group sought to develop a communication strategy for a local NGO (E-mazingira) working
in the environment sector specifically in addressing deforestation in the Mau. A number of
studies were consulted to provide baseline data as well as the NGO`s outreach activities and
work in the Mau region. In doing this, the group was guided by the organizational goals and
objectives and critical interventions have been suggested.

1.0 Situational analysis

1.1.

Understanding the practical problem (Background)

The forest sector in Kenya has been affected by human activities occasioning increased global
warming. The destruction of the 400,000 hectare Mau Forest Complex in the heart of Kenya`s
Rift Valley brought issues of deforestation, environmental degradation and conservation to
public consciousness. A Global Corruption Report by Transparency International done in 2010
focusing on climate change highlighted that in 1963, Kenya had a forest cover of some 10%; by
2006 this figure had fallen to a meagre 1.7% and could be worse by 2013. The Kenya Forestry
Working group has estimated that Kenya stands to lose more forest cover if the situation is not
arrested in time.
Forests act as a buffer to warming, form the basis of water catchment areas, protect ecological
diversity, regulate climate change patterns and act as carbon sinks. The rate of deforestation in
Kenya has spiralled in the last three decades, with the incidence of excisions of forest land,
logging including charcoal burning, the harvesting of forest products, cultivation and forest fires
increasing. A report published by the Kenya forest service in 2007 suggested that this is the
result of forest guards being under-resourced, and therefore unable to manage forests
effectively. The forestry problem has also taken another twist of illegal land allocation causing
tension between the necessity to conserve the forests and at the same time, the need to ensure
that settlers on the land are treated fairly and equitably. Among the human factors driving the
destruction of forests are poverty, unsustainable livelihoods, a lack of land and a population
pressure on the areas surrounding forest reserves.

The government of Kenya, set up a Commission of Inquiry into the Illegal/Irregular Allocation of
Land in Kenya, and in 2004 it produced a report. The chair of the commission, Paul Ndungu,
suggested that the grabbing of the Mau Forest had begun as a genuine effort to settle landless
members of the Ogiek community, but that in the process of allocating land for these
settlements corruption crept in and illegal allocations crept in. The resettlement of vulnerable
communities, who consider their land to be their own, is of particular concern given that,
between 2004 and 2006, it is estimated that more than 100,000 people were forcibly evicted
from their homes in forested areas in Kenya. In September 2009, in a move to protect the forest,
the government launched an appeal to save the Mau Forest Complex. The Interim Coordinating
Secretariat, set up to implement the recommendations of the Mau Forest Task Force, identified
a 10-point intervention plan, which includes the creation of institutional frameworks. The plan
deals with both the relocation and settlement of communities, including helping them to adjust
to their new homes, and calls for the restoration and replanting of degraded sites.
It will take years to restore the forests of Kenya to their past glory. If Kenyans are to be
protected from the onset of climate change, while avoiding even harsher water shortages than
they have already experienced, and at the same time play their part in mitigating climate
changes progression, however, the rehabilitation of Kenyas forests is the key.

1.2 Potential audiences addressed by the communication strategy

This strategy seeks to engage stakeholders at a broader level: communities, leadership,
government, media, and international community need to urgently address forest conservation,
prevention of illegal logging and restoration of past glory of our natural habitats.

1.3 Potential communication resources

After conducting a preliminary formative research the group found out that the following would
be the most appropriate in influencing decisions both at the Mau environs and at national level
(Policy makers)
a) Interpersonal channels focus on either one-to-one or one-to-group communication.
One-to-one channels include peer to peer, spouse to spouse, and communities to the
local elders.
b) Community-oriented channels focus on spreading information through existing
social networks, such as a family or a community group. The Ogiek and communities
have strong clan systems that are effective.

This channel is effective when dealing with community norms and offers the
opportunity for audience members to reinforce one anothers behaviour.
c) Mass-media channels reach large audiences. They are particularly effective at
agenda setting and contributing to the establishment of new social norms. Formats
appropriate in the Kenyan scenario shall range from educational to entertainment and
advertising, and include television, radio, and print media, such as magazines,
newspapers, outdoor and transit boards, the Internet, and direct mail.
1.4 Assessing the environment
Social, Economic, and Political Conditions
Social, economic, and political conditions can limit forest conservation communication.
Description

Current state
Social

Clan system

strong

Language
Crime rate
Clan system
Politicians and local
leadership

Legislation

Ogiek, mixed in catchment

areas
low
Political
Strong
Communities reliant on this
group for leadership and
direction
No clear policy on
environmental conservation,
Lack of community
awareness of existing local
and international frameworks
for forest conservation

Potential effect
Positive depending on the
approach
Rivalry as a result of tribe
and historical nemesis
Negligent
Positive depending on the
approach
Politicization to achieve
personal interest as has
been the case before

Essential in meeting the

desired outcomes

Economic
Poverty

High

Land use and settlement

Lifetime, in the forest

Logging of trees

Most depend on forest for

firewood, charcoal, timber
business is booking

Farming

Low incidences

Deviant behaviour as a they

depend on the forest for
livelihood
Deviant, moving from areas
they have traditionally called
home,
Alternatives have to be
sought

Positive, encourage tree

planting

1.5 Strengths, weaknesses, opportunities and threats

Strengths

Weaknesses

Proposed ideas are effective in changing

people`s attitude towards conservation

Television may not reach the target

audiences in the region

Opportunities

Threats

Campaign may attract strong local and

international support

Forest conservation is not regarded as the

most urgent priority

2.0 Audience segmentation

In our communication campaign we hope to reach a variety of audiences who play a crucial role
in the Mau forest rehabilitation. We did an audience research and segmented them based on
current behaviour, level of awareness and knowledge, preferred methods for receiving
information as well as the motivations/barriers to hearing and believing/accepting the
information. This refined audience shall help in precision and effectiveness of the message.
Our primary audience are the communities living in the Mau forest area; the Ogiek Community
who operates under a strong clan system that respects elders. The elders therefore could be of
great influence while trying to pass on the intended message.
2.1 Audience segments
Potential
audiences

Segments
By behaviour
change

Communities
living in Mau
Forest

Unaware

Communities
living in the
neighbourhoo
d of the forest

Aware
Semi-aware

Segments by
geographical
coverage/regio
n
Rural

Rural

Segments by
demographic
s

Segments by
culture/language

18-24 (Single)
25-35
(Married)
35-60
(Married,
divorced,
single)
18-24 (Single)
25-35
(Married)
35-60
(Married,
divorced,
single)

Ogiek, Maa

Kalenjin dialects
Kisii,
Kikuyu,Embu,Kamb
a, Luo

Leaders
(religious)and
politicians

Aware

Rural and Urban

The general
public

Aware/Semi/Unawar
e

Rural and Urban

18-24 (Single)
25-35
(Married)
35-60
(Married,
divorced,
single)

Kalenjin dialects
Kisii,
Kikuyu,Embu,Kamb
a, Luo and
legislators
All Kenyans

2.2 Primary and secondary audience

Primary Target Audience The Ogiek community settled in Mau forest as well as elders and
parents living in the forests aged between 35- 60 years.
Secondary Target Audience The persons living in the catchment areas in Mau Forest, and
those who benefit indirectly through buying of charcoal and firewood.
Desired user profile

Between 18 and 60 years

Education level- primary school level and above

2.3 Influencing audiences

These is the group of people who may not necessary be involved in the campaign but will act as
great decision makers in the desired change. They include the community elders and politicians
from the region. At policy level, the United Nations for instance would influence certain key
undertones that would make members of parliament pass the necessary legislations.

3.0 Communication and behaviour change objectives

3.1 Communication campaign objectives
Our objectives are based on the findings, goals of the organization and hope to address the
issues highlighted in the baseline.
a) Increased community awareness on the effects of human activities (illegal logging and
settlement) by 75 percent.
b) Reducing illegal logging activities by 10% in two years
c) Advocate for the resettlement in non-forest areas in 36 months
d) Enforcement of forest friendly policies to deter conservation activism
3.2 Extent the campaign is expected to change behaviour
Implementation of the strategy would lead to people understanding the need to protect and
ultimately conserve Mau and other Forests / trees in the day to day lives.
3.3 Timeframe for the expected change
Initial testable results are likely to be realized after 6 months of aggressive and sustained
implementation of the strategy. Long term behavioural change to result in 18 months amongst
the key audiences and the persons exposed to the message.
3.4 Success indicators to track progress in realizing the objectives
Objective
a) Increased
community
awareness on
the effects of
human activities
(illegal logging
and settlement)
by 75 percent
b) Reducing illegal
logging
activities by
10% in two

Interventions
Information
campaigns on
media, talks,
forums, peer to peer
learning
Lobby for provision
of alternative
sources of energy
by state
Lobby for provision
of alternative
sources of energy
by state
Community
sensitization

Timelines
6-8 months

Success indicators
Number of persons
exposed to the
message
Number of persons
reported to deviate
from illegal logging

16- 24 months

Number of persons
reported to deviate
from illegal logging

Lobby government
to resettle
communities faster
Depict the
deplorable
conditions of

30-36 months

Number of
Communities
resettled in nonforest areas,
Number
Communities

years
c) Advocate for the
resettlement in
non-forest areas
in 36 months

d) Enforcement of
forest friendly
policies to deter
conservation
activism

continued
occupation of the
forest
Depoliticise the
resettlement
exercise
Lobby legislators to
improve the forest
act of 2005 to cater
for community and
forest need s
Advocate for the
enactment of the
climate change bill

relocated fully
compensated

6 months

Number of forums
held
Evidence of
community
participation in the
processes
Enactment of the
policies

4.0 Strategic approach

4.1 Stakeholder Analysis
Order to achieve our communication objectives and raising awareness among communities
living in Mau Forest to stop illegal logging and settlement, some of the partners include: United
Nations Environmental Programme (UNEP), 1Kenya Forest Service (KFS), 2Media and National
Environmental Management Authority (NEMA). The gatekeepers who would be a hindrance to
effective delivery of the communication strategy include Mau settlers and opinion leaders
including politicians.

Name of organization

Current Role

Intervention

Mau Community Forest

Lobbying, advocacy and

Community awareness

Association (MACOFA)

management of natural
resources found in the Mau,
MACOFA

East Africa Wild Life Society

Protecting endangered, rare

running environmental

or threatened species and

campaigns

habitats in East Africa.

Friends of the Mau

Reversing the degradation

connect with the local

Watershed (FOMAWA)

occurring in the Mau

communities and

watershed.

organizations and structure

our project such that it
responds to community
needs

Partners
UNEP

Working on Collaborative

Placing the Mau Forest at

Programme on Reducing

the forefront of national

Emissions from

decisionmaking

Deforestation and Forest

The United Nations Environment Programme (UNEP) is the voice for the environment in the United
Nations system. it is an advocate, educator, catalyst and
2
Kenya Forest Service is a State Corporation established in February 2007 under the Forest Act 2005
to conserve, develop and sustainably manage forests in Kenya

Degradation in Developing
Countries(UN-REDD) on
reducing emissions from
deforestation and forest
degradation
Kenya Forest Service

State Corporation

Resources

for

established in February

environmental stability and

2007 under the Forest Act

social-economic

2005 to conserve, develop

development.

and sustainably manage

forest resources for Kenya's
social-economic
development.
Safeguard and enhance the

Facilitation

quality of the environment

implementation

NEMA (National

through coordination,

process

Environment Management

research, facilitation and

Authority

enforcement, while
encouraging responsible
individual, corporate and
collective participation
towards sustainable
development.

of

the

5.0 Message brief

The important messages that the organization is striving to portray have been developed. This
will allow the target audience to better understand the goals of the organization.

5.1 Key fact

The reduction of forest covers from 30 percent in 1963 to 6 percent in 2013 largely caused by
destruction of Mau forest in jeopardising our future
5.2 Key promise
Protecting forest guarantees your future
5.3 Defining the support
Drumming up support from the key stakeholders, communitys religious and political leadership,
allies, and gatekeepers would lead to ultimate success of the campaign.

5.4 Competition to the message

There are competing forces that might pose a potent threat to the realisation of the
communication objectives. The following is the analysis of the competition.
(i)

Political Interests

The communities that have settled in Mau forest are a critical mass of voters. There is real
threat that messages calling for resettlement of the illegal settlers in non-forest areas might be
twisted by populist politicians so that they are deemed to be gallant fighters of the interests of
the community. The obvious long-term benefits of the conservation of this forest will be lost
should their resistance halt the resettlement efforts.
(ii)

Cultural Interests

Since time immemorial, there are communities that have lived in forests. They have a cultural
attachment to forests. Mau forest, for example, is inhabited by, among others, the Ogiek. They
are likely to oppose messages calling for their resettlement in non-forest areas because they
have lived in forests all along. Mau forest is their home.

(iii)

Economic Interests

There are thousands of people who derive their livelihood from Mau forest. Examples include:
illegal loggers, farming communities and factories that have encroached into the forest zone.
Due to its economic might, this group has considerable leverage over the communities that
have illegally settled in the forest.

5.5 Statement of the Ultimate and Lasting Impression that the audience will have after
hearing or seeing the message

Take away message

Good People - livelihood is dependent on

the forest

nikitunza misitu nitaishi na tutaishi

6.0 Communication mix (Channels and tools)

6.1 Communication Mix (tools and tactics)

These are the tactics that would be used to reach out to the intended audiences.
External and Internal Communications mix appropriate for the Mau Forest Conservation Efforts
Description
Press

Action to be taken

Press release to be displayed on two leading dailies

(Nation/Standard)

Radio (Community radio stations)

Opinion

editorial

(To

the

external

publics

and

key

stakeholders- an evaluation on the impact of the campaign

exercise)

Online

Multimedia: Screensavers, online games, photo galleries, ecards inviting key stakeholders to community awareness
forums

Television

Advertising

Print

News and features

Long-format programmes and online television options

Print

Radio

Television

Brochures (In community friendly languages especially in

Kiswahili)

Posters (Invitation to major events and sensitization

campaigns)

Letters (To the local leadership and opinion makers

lobbying and advocacy efforts)

Leaflets (Simplified messaging to address the communities

concerns)

Scientific reports (As a highlight to the relationship between

droughts and forest encroachment and how this is likely to
have a long-term effect if not curbed or forestalled in time)

Public Relations

Event/Stunt (With the communities and local leadership)

Endorsements (From key leaders such as UN Secretary

General Ban-Kimoon)

Telephone calls (To key persons such as the elders, as

follow up measures)

Conferences and community forums to help in raising

awareness and dissemination of information, education and
communication materials.

Internal

Conference calls

Communications

Face-to-face meetings with staff and partners

Mix

7.0 Management plan

7.1 Lead organizations and collaborating partners
We have identified the ministry of environment, Kenya Forestry Service, United Nations
Environmental Programme and Pan-African Climate Justice Alliance as the lead organizations
and collaborative partners. They are to be approached and specified times to seek their
commitment and support in the communication campaign.

7.2 Roles and responsibilities of each partner

Name

Role

Benefit

Kenya Forestry Service

Legislation, Financial Support

Publicity, long

term goals

realization
Pan-African Climate Justice Lobbying, financial support

Publicity, long

Alliance

realization, future partnerships

Ministry of Environment

Legislation, financial support

Publicity, long

term goals

term goals

realization, future partnerships

UNEP

Advocacy and lobbying

long

term goals realization,

future partnerships

7.3 Co-ordination, timelines and implementation strategy

Task

Who is responsible

Identification of audiences

Lead organizations,
participate
Lead organizations,
participate
Lead organizations,
participate
Lead organizations,
participate
Lead organizations,
participate
Lead organizations,
participate
Lead organizations,
participate
Research
firm,
participate
Lead organizations,
participate
Lead organizations,
participate
Lead organizations,
participate
Lead organizations,
participate

Identification
of
media
channels
Organizing community forums
in Mau area
Collecting feedback from the
community
Establishing
an
advisory
board
Develop a creative brief
Arrange meeting with key
partners and stakeholder
Conduct formative research
Develop and test concepts
Develop and test messages
Finalize
and
develop
communication materials
Launch of communication
strategy in Mau area

By when
others

By September 2013

others

By September 2013

others

By November 2013

others

By November 2013

others

By October 2013

others

By October 2013

others

By November 2013

others By November 2013

others

By December 2013

others

By December 2013

others

By December 2013

others

By January 2014

7.4 Finances and budgets

The group has evaluated how much the planned media campaign will cost. A key description of
budget items such as personnel, communication, mobilization, transport, facilitation, equipment,
meals, and publicity among others is as below. Potential donors or sponsors of the
communication strategy have been identified.
Description

Quantity

Unit

Cost Period

(PA) in Kshs

(Number

Total

in Comment

of Kshs.

years)
Hiring of Personnel
(A

120,000

1,920,000

and

to

negotiate

programme

coordinator

Flexible,

programme officers,
2

communication

specialists,

research officer)
Communication

12,000

192,000

12,000,000

24,000,000

Lump sum

80,000

1,600,000

Lump

(Web, print, online

communication for 8
staff)
Advertising, monthly 12
campaigns in Radio,
adverts,

TV,

Brochures
Equipment

8 20

computers,

mobile

sum,

one off

phones, 2 printers, 1
Scanner)
Meeting

facilitation -

3,000,000

6,000,000

and transport
Total

Approximate
lump sum

33,712,000

Potential Donors
Oxfam

To be approached with specific budget items

UNEP
PACJA
GoK (KFS)
Other

7.4 Monitoring an evaluation

The following questions will guide the staff in conducting a monitoring and evaluation
exercise:
Item

Guiding question

Message

Is my message passionate? Does it really show my enthusiasm?

Is it optimistic

Communication tools

Objectives

Is it positive and forward looking?

Is it inspirational?

Does it challenge? Is it credible? Will people believe me?

Is it accountable?

Is it delivering results? Does it show what we have achieved

Does it confront the issues?

Will it move someone to take action?

Is it persevering? Does it prove our commitment?

Does it demonstrate our honesty and trustworthiness?

Are they SMART(achievable, specific, measurable, reliable and time

bound)

8.0 Evaluation of the Communication Strategy

After the initial plan is implemented, it must be assessed to determine further course of direction
and whether success or failure has been achieved. This will be done based on performance
indicators. The evaluation exercise of the campaign is expected to inform

whether the

implementation activities spelled out in the work plan were actually carried out (process
evaluation or monitoring), determining whether the objectives set forth in the strategy were
achieved (impact assessment. Therefore the whole exercise would:
a) Assess the adequacy of the strategy selected
b) Highlight areas of high and low impact
c) Identify not only individual or community behaviour change, but also measure
population-based environment and social outcomes
d) Highlight ways to improve the program
e) Measure cost-effectiveness per person reached or per any measure of behaviour
change

References:

Creating an Effective Communications Strategy: A Guide for Global Compact Local

Network. Compiled by the I4D Project in collaboration with Matthias Stausberg, Global
Compact Office, 2009.
David, Fred R. (1993).strategic management, 4th edition
Frch, C. and Kasper, G. (1984), Two ways of defining communication Strategies.
Language learning, 34: 45-63
Transparency International, Global Corruption Report 2010
Jones, Bernie. (1990) Neighbourhood Planning: a guide for citizens and planners
http://intranet.panda.org/documents/folder.cfm?uFolderID=51761
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