AFRICA REGIONAL WORKSHOP DAKAR; SENENGAL April 2 – 3, 2008 “COMMUNICATING CHANGE”

1. AFRICA REGIONAL WORKSHOPDAKAR; SENENGALApril 2 – 3, 2008 “COMMUNICATING CHANGE” Presented by Nana Yaa Ofori-Atta, Communications Specialist, Investment Climate Team for Africa of the World Bank Group.

2. Agenda • Investment Climate Reforms and Change Management • Objectives of Reform Communications • Central tenets of Reform Communications • Reform Communications - Fit with IFC Corporate Communications and Bank Group agenda • Reform Communications - Fit with PPD • How to – Communications Audit • How to – Stakeholder Mapping • How to – Internal Capacity Building • How to – Stakeholder Engagement • Communicating Change – Smart Lessons and the challenges from post conflict Liberia

3. Investment Climate Reforms and Change Management • Legal Reform • Regulatory Simplification • Investment Generation, Promotion and institutional reform • Trade Logistics • Special Economic Zones • Tourism • Agribusiness • Tax Implementation • Public Private Dialogue • Reforms mean change; change presents uncertainty; change threatens vested interests; if not effectively communicated, the prospect or the reality of change can alienate even those who would benefit most.

4. Reform Communications - Objectives • Raise awareness of the urgency, opportunity, benefits and relevance of investment climate reforms in delivering pressing individual and national priorities – creating employment; creating opportunities for growth and investments. • Support understanding that leads to wide and deep support in key constituencies for the structured dialogue taking place within the PPD. • Networking support of the key constituencies, strenghthens local ownership of the reform process and facilitates management of the political economy which can allow government the space to tackle challenging medium to long term legislative reforms. • Answer the question – “So What?” Urgency; Opportunity; Benefits, Relevance.

5. Central Tenets • Communications Audit - Identify relevant mediums of information exchange in a country; potential champions and challengers, current and potential platforms for reform advocacy. • Stakeholder Mapping – Identify current and potential champions and challengers as well as issues and linkages. • Internal capacity building – human and financial resources, core and audience specific messaging, a sequenced multi audience communications strategy that incldues branding and tools to build a distinct profile for the program. • Network and build the capacity of the current and potential champions across society to own, lead, inform debate supported by evidence-based good practice; and publicly advocate for reform in a sequenced and coordinated ongoing campaign. • Build local ownership of the reform agenda. This builds momentum for reform and manages expectations. It also provides a firewall for government and its reform partenrs (the World Bank Group as well) in tackling politically challenging reforms.

6. Fit with IFC Corporate Communications and Bank Group agenda • Context IFC, the private sector arm of the World Bank Group, promotes sustainable development in developing countries. IFC offers financial products and advisory services to encourage economic development. IFC investments and advisory services in emerging-market companies and financial institutions create jobs, establish the framework for growth, and generate tax revenues. IFC’s approach is built on the premise that economic growth is sustainable only if it is environmentally and socially sound and helps improve the quality of life for those living in the developing world. In Africa, there are 3 pillars to the regional strategy: • Improving the Investment Climate • Enhanced support to small and medium enterprises • Proactive development of large investments We are placing a priority on increasing investments in post-conflict countries, intra-African investments and other South-South investments and encouraging agribusiness.

7. Fit with IFC Corporate Communications and Bank Group agenda (Cont’d) IFC One Brand • Build regional practice group aligned with business priorities (coordinate and align strategies, build a network of communications champions). • Manage IFC brand (IFC Brand Guidelines and Graphics standards). • Improve internal communications (Building visibility across IFC and the Bank Group). • Support corporate initiatives and risk or crises management (No Suprises!!). Fit with the Bank Group The Investment climate team for Africa of the World Bank Group provides advisory services on behalf of the World Bank Group. The team is managed by IFC and draws staff and resources from across the Bank Group and development partners to help governments in Africa achieve successful reform.

8. Reform Communications - Fit with PPD Create awareness Inform Dialogue Build Consensus Advocacy Reform enactment Reform implementation

9. Reform Communications - Communications Audit Print – state owned, Private, dailies, bi-weeklies,etc. Television Web Magazines Other mediums Radio

10. Reform Communications– Stakeholder Mapping Who will benefit? Who can influence? Who will lose? What are the linkages? What will it take to engage this constituency? How to engage the constituency? When to engage the constituency?

11. Reform Communications – Internal capacity building • Local Communications hire. • Branding/marketing tools. • Core messages. • Audience specific/key messages. • Communications strategy. • Network key constituencies. • Support development of effective advocacy platforms/forums. • Development of an M&E mechanism

12. Reform Communications – Stakeholder Engagement Academia Private sector – local and international Civil Society Media – local and international Gender Groups Diaspora Government Development Partners Legislature

13. Communicating Change – Smart Lessons and Challenges from Post-Conflict Liberia • Investment Forum – February 2007 • Communications Needs Assessment Study – March 2007 • Town Hall Meeting – find common ground – March 2007 • Communications Strategy – June 2007 • Trigger – Doing Business survey – September 2007 • Communications Officer – September 2007 • Communications Audit – October 2007 • Stakeholder Mapping – October 2007 • LBBF Governing Board – October/November 2007 • LEJA – October/November 2007 • LEJA networked with Private Sector sponsorship – November/Decemer 2007 • Establishment of the Business Review Committee – December 2007 • The draft Investment Law debate – February/March 2008 • Public Policy Forum – April 2008 • Easier, Faster – doing business Better In Liberia campaign – April/May 2008 • Embed Reform Communications as a core component of all program activities, be strategic, sequencing is critical.

14. Reform Communications - Summary Reforms don’t happen in a vacuum. Reform Communications/Change management supports effective Public Private Dialogue • Start early. • Understand the political economy. • Build internal capacity to design and implement a sequenced multi-audience Communications strategy. • Build the capacity of credible local voices to lead and inform debate that supports wider awareness and consensus of the reform agenda; • Network and support local ownership, advocacy patforms are critical. Through these, the champions can manage expectations, build momentum and provide a firewall for the Government, the PPD mechanism and the Bank Group. Thank You!!!

15. Reform Communications – PPD and Advocacy