From Rhetoric to Action: Strengthening Communications to End Polio GPMT 14 June, 2013

1. From Rhetoric to Action:Strengthening Communications to End PolioGPMT14 June, 2013

2. Children missed due to refusals in global sanctuaries (%), March 2013 Approximately 1.2% of targeted children < 5 in the global sanctuaries are not vaccinated due to refusal

3. Tip of the Iceberg The proportion of caregivers who refuse are only the tip of the iceberg as an indication of high-risk community sentiment and discourse about OPV and the polio programme New social data needed to gauge public sentiment following violence

5. Strengthening trust - in the programme, the vaccine, and the frontline workers - can unlock the final doors to eradication

6. 4 Dimensions to Strengthening Trust 1. Demonstrating genuine concern for children • Are we listening to communities? • The programme must be seen to provide other services that protect children, based on real community demand • Participatory appraisals & integrated service delivery • In the most insecure areas, respond to community concerns about OPV delivery: record keeping, data, house marking. • Are there other ways to deliver the programme that can demonstrate sincerity and generate greater trust?

7. 4 Dimensions to Strengthened Trust • 2. Competence • The vaccine • Building confidence in the efficacy of the vaccine. Proactively answering the question “why so many times” is becoming increasingly critical • The frontline workers • Frontline workers must be knowledgeable, confident, and must be able to position OPV as one way to protect children from all vaccine preventable diseases. Are IPC skills currently sufficient? • The programme • The programme must effectively deliver other services with similar intensity as polio vaccine in focused areas of the reservoirs; and showcase success

8. 4 Dimensions to Strengthened Trust • 3. Morality • Are the faces of the programme perceived as moral members of community who genuinely care about children’s well-being? • Government ownership is critical • GPEI leadership is important • But the face of the programme – and external communication about it - must consistently remain in accordance with local, moral standards

9. Somali President endorses Polio Campaign June 12, 2013 Is this the most appropriate face of the programme to gain trust in our highest risk areas?

10. Over 80% of refusals in northern Nigeria are converted by traditional, religious and community leaders

11. 4 Dimensions to Strengthened Trust 4: Honesty • The programme’s objectives and the methods it uses to achieve them must be transparent and understood by everyone • Clear communication condemning OBL incident immediately after it happened would have won the programme quick credibility and trust • OPV ingredients & manufacturing details. Can labels be more clear? • Communicating cVDPV more transparently

12. The polio programme needs to reposition itself as a shield to protect children, rather than a programme targeting communities

13. Unlocking the final doors will require a truly integrated programme Communications Operations

14. IMB The IMB is “deeply concerned by the Global Programme’sweak grip on…communications and social mobilization…” “Communications expertise is sparse throughout. “

15. “We have warned of this weakness for some time and it has not been addressed. Nowit is a real and present danger to eradication.”

16. “UNICEF, the lead agency for communications, is underpowered... External observers described UNICEF’s Polio teams in the endemic countries – but its headquarters team in particular – as “decimated.”

17. UNICEF Global Capacity for Communications • UNICEF Scale Up – began in 2010 • Approximately 70 new communication staff added globally • Over 4,000 new social mobilizers added But Communication challenges of 2010 were different We under-estimated the appropriate need and capacity • Internal Management Reviews conducted in 2012/2013 to review capacity in light of new context

18. Recruitment still ongoing for all areas. HR challenges remain one of the largest obstacles to an effective communications programme *Pakistan’s staff is reflective of new staff after September 2012 management review 2012-2013 Internal Management Review Recommendations HQ: 10 new posts Pakistan: 8 new posts Afghanistan: 14 new posts Nigeria: Management Review required

19. Communication Priorities: UNICEF • HR: Revisit capacity needs again & identify ways to fast-track recruitment • Accountability: Management Dashboard tracked by OED • Data: Standardized, high quality social data that is rapid and measures GPEI’s progress towards gaining Trust – Harvard Polling • Leverage greater communication expertise to develop global and country strategies– BrainTrust • Coordinated plan to enhance communications across the GPEI

20. IMB “The blame does not lie solely with UNICEF. To view communications as the responsibility of a single agency is unsophisticated and bureaucratic. Communication is everybody’s business.

21. Making communications everybody’s business • Fully integrate communications into the programme: • Joint microplanning • Joint training and selection of teams • Joint monitoring: Investigation processes, dashboards and accountability mechanisms • Increasing Communication expertise and focus in TAGs • Implement GPEI communication efforts under one coordinated strategy, particularly within the Islamic Advisory Committee

22. “Rhetoric says ‘communication is key’ but reality says ‘our focus is elsewhere’”

23. It’s time to move rhetoric into action Thank you