Communication Education Participation and Awareness (CEPA) Strategy for the Ministry Of Water And Environment (2019-2023)

COMMUNICATION, EDUCATION, PARTICIPATION AND AWARENESS (CEPA) STRATEGY (2019 -2023) The Republic of Uganda MINISTRY OF WATER AND ENVIRONMENT “God created for us a wonderful environment to live in but by degrading it, we are going against His will. Water is our life and survival. Not even animals, or ourselves, can survive without water. There is no reason why we should interfere with anything related to water and the environ ment,” President Yoweri Museveni (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) i Foreword It gives me great pleasure to present to you this first edition of the Communication Education Participation and Aware ness (CEPA) Strategy for the Ministry of Water and Environment (MWE) for the period 2019 – 2024. For many years, Ugandans have taken water and environment resources for granted, expecting these resources to al ways be available. The continuous striving for a better life and increasing population growth have put unprecedented pressure on water and environment resources. The drastic changes in weather and climate across the globe, the declin ing condition of the nation’s rivers, lakes, groundwater, forest and wetland cover as a result of unregulated conflicting human action represent an important aspect of environmental issues that require urgent attention. Increasing understanding of the importance of water resources and the environment as the ultimate support for all life, together with some highly visible and destructive incidences of floods, droughts, air and water pollution, land degra dation and water-borne diseases, are causing concerns among Ugandans. There is generally limited knowledge and appreciation of water and environment resources by the public, media cov erage on the subject is low and the capacity for communication among water and environment professionals and institutions is very limited. This CEPA strategy is a product of extensive stakeholder consultations on prevailing climate, water and environment resource issues and assessment of the existing government legal, policy and institutional frame-work. Its goal is to ensure that all stakeholders are informed, knowledgeable, appreciative of the Ministry of Water and Environment, its importance to the socio-economic growth of the country and most importantly, the role that each individual has to play to ensure sustainable utilization of the endangered water and environment resources as a means of reducing the drastic impact of climate change. Particularly, the CEPA Strategy will help to improve communication, education participation and public awareness in water, environment and climate change issues, promote fair and balanced coverage in the media, strengthen internal communication and increase visibility of the MWE. In this way perception, attitudes and practices by water, environ ment and climate change management stakeholders will be improved which will in turn contribute to sustainable so cio-economic development. Increasing the degree of ‘climate change, water and environment literacy’ among people can substantially contribute to wise use of water and environment resources. Effective communication is one of the key instruments in promoting sustainable water and environment utilization as it enhances stakeholder participation in water and environment re source management. This document conveys to policy makers, service providers and the public the situation with respect to public aware ness on climate change, water and environment resource issues; the level, scope and quality of corporate communica tion in the MWE, stakeholder awareness and participation, the reason for the low levels of communication, awareness and participation. The strategy is evidence of the Government of Uganda’s continued efforts to fulfill her commitment to her citizens and provide a mechanism for relaying government programs and achievements while meeting the basic requirements for transparency and accountability for the services delivered to the people. The MWE will be responsible for spearhead ing implementation of the strategy. However, successful implementation will only be possible with continued support and participation from all stakeholders starting with individual responsibility. Finally, on behalf of the Government of Uganda we express our gratitude to all the staff of the ministry, the World Bank and all the stakeholders who were instrumental in one way or the other in providing critical support, information, guid ance and supervision to facilitate the design and development of this strategy. For God and My Country, Hon. Sam Cheptoris Minister for Water and Environment (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) ii Acknowledgement The development of this Communication Education Participation and Awareness (CEPA) Strategy was supported withcontributions from many organizations and individuals. The World Bank provided financial input and technical direction for which we are grateful. The process of gathering information and shaping up this report benefited from the technical support of many individ uals from the Ministry of Water and Environment; but it is unfortunately not possible to mention all of them by name. We would however particularly like to mention, the Permanent Secretary Mr. Alfred Okot Okidi, for his leadership; and the unwavering support and guidance from, Eng. Aaron Kabirizi, The Director DWD, Paul Mafabi, Director DEA, and Eng. Florence Adong, Director DWRM. We sincerely thank and acknowledge support from the steering committee and Contract Manager for their contributions and supervisory role during this consultancy. We wish to acknowledge all presenters and contributors for the great and enormous insights they brought to the data collection process and for being able to share their learning experiences and ideas. Appreciation is extended to all the consultants from Songa Communications Ltd and Mizizi Ensemble Ltd who worked tirelessly in their various roles and responsibilities during the data collection, processing, analysis; strategy design and report writing processes. We would also like to express our gratitude to all those who reviewed the draft report and provided feedback and in sights that have enriched this report. We wish to acknowledge all references, pictures, and other sources of data used in this document. Table of Contents Foreword Acknowledgement Executive Summary Acronyms and Abbreviations List of Tables List of Figures CHAPTER 1: Introduction 1.1 Background 1.1.1 Vision 1.1.2 Mission 1.1.3 Mandate 1.2 Institutional Framework 1.2.1 Institutional framework and its relationship 1.2.2 De-concentrated structures 1.2.2.1 Water and Sanitation Development Facility (WSDF) 1.2.2.2 Umbrella Organizations (UOs) 1.2.2.3 Technical Support Units (TSU) 1.2.2.4 Water for Production Regional Centres (WfPRC) 1.2.2.5 Water Management Zones 1.3 Conceptual Framework for the CEPA Strategy 1.3.1 Why CEPA is needed 1.3.2 Roles of CEPA 1.3.4 Possible limitations to the implementation of the CEPA Strategy CHAPTER 2: Situational Analysis 2.1 Summary of the Emerging Institutional and Technical issues 2.1.1 Desk reviews and meetings with MWE 2.1.2 Consultations with stakeholders 2.2 Present Structure of the Communication Unit 2.3 SWOT and PEST analyses 2.3.1 Implications Of The SWOT And PEST Analysis 2.4 Proposed Structure of the Communication Unit CHAPTER 3: CEPA Strategy 3.1 Overall goal of the CEPA Strategy 3.2 Strategic Objectives of the CEPA Strategy 3.2.1 Explanations of the specific strategies 3.2.1.1 Internal communication 3.2.1.2 Public participation 3.2.1.3 Media exposure 3.2.1.4 Multi-Media Communication Campaign 3.2.1.4.1 Phase 1 3.1.1.4.2 Phase 2 3.2.1.5 Strengthening Capacities of the Communications’ Unit 3.2.1.6 Mainstream Climate Change Mitigation And Adaptation Measures 3.2.1.7 Target Audience 3.2.1.8 Channels Of Communication 3.3 Overall CEPA Strategy Matrix For The Ministry 3.3.1 Strategy 1: Internal Awareness Campaign i ii vi vii viii ix 2 2 2 2 2 3 3 3 3 3 3 3 4 4 5 6 8 8 8 10 11 12 13 16 16 16 16 17 17 17 17 17 17 18 18 20 21 21 3.3.2 Strategy 2: Public Participation Mechanisms 3.3.3 Strategy 3: Multi Media Communications 3.3.4 Strategy 4: Media advocacy 3.3.5 Strategy 5: Strengthening The Capacity Of MWE’s Communication Unit 3.3.6 Strategy 6: Mainstream Climate Change Mitigation and Adaptation 3.4 Strategy For Each Directorate 3.4.1 Directorate of Water Development 3.4.2 Directorate of Water Resources Management 3.4.3 Directorate of Environmental Affairs CHAPTER 4: Implementation 4.1 Strategy Implementation Recommendations 4.2 Internal Communication With MWE Staff 4.2.1 External Communications 4.2.2 Public Participation Mechanisms 4.2.3 Multi Media Communication Program 4.2.4 Media Advocacy 4.2.5 Strengthening The Capacity Of MWE’s Communication 4.3 IEC Materials 4.4 Drama Scripts for Radio and TV 4.4.1 Drama Scripts for Radio and TV 4.5 Crisis Management 4.5.1 Pre-Crisis Phase 4.5.2 Crisis Management Plan 4.5.3 Crisis Management Team 4.5.4 Pre-draft Messages 4.5.5 Channels to communicate 4.5.6 Crisis Response 4.5.7 List of Reputation Repair Strategies CHAPTER 5: Monitoring and Evaluation Framework 5.1 Monitoring and Evaluation (M&E) 5.2 Monitoring of the program performance 5.3 Assessing the outcomes and impact of the communication program 5.4 Monitoring and Evaluation Matrix CHAPTER 6: Approaches For Resource Mobilisation 6.1 Mainstreaming Communication Strategy in programs of other stakeholders 6.2 Leveraging private sectors in communicating water and environmental issues 6.3 Developing partnership with organizations that have wide networks 6.4 Seeking financial support from the development partners 6.5 Tapping into the social responsibility programs of corporate companies CHAPTER 7: Implementation plan and budget 7.1 Implementation Plan 7.2 Budget notes 7.3 Summary of CEPA budget for MWE 7.4 Critical budget 7.4.1 Critical budget year 1 7.4.2 Critical budget year 2 7.4.3 Critical budget year 3 7.4.4 Critical budget year 4 22 23 24 25 26 27 27 30 33 38 38 38 38 38 39 39 39 40 40 41 41 41 41 41 41 42 42 44 44 44 45 47 47 47 47 47 49 50 52 53 53 54 55 56 7.4.5 Critical budget year 5 7.5 Department budget 1 - 5 years Annexes Annex 1: Annual Event Cycle Calendar Annex 2: Sample Key Messages for Radio Drama Scripts, TV Scripts and IEC Materials Annex 3: Approach and Methodology for carrying out the Assignment 57 58 60 61 62 (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) vi Executive Summary Chapter One highlights the background information of the Ministry of Water and Environment (MWWE), conceptual framework, strategic objectives and rationale for developing the Communication Education Participation and Aware ness (CEPA) Strategy. In particular, the strategy is designed to ensure that the following concerns are addressed: (a) Increase in stakeholder participation in water resource and environment planning, development and management through education and creation of public awareness (b) Both internal and external stakeholders are identified and mobilized for positive actions that are geared towards sustainable use of water and environment (c) Promotion of inter and intra directorate and sector semi-autonomous agency collaboration with an understanding of what roles each plays (d) Appropriate media channels and platforms to communicate with the various stakeholders are identified as well as being able to receive feedback (e) Ensuring that publicity and regular dissemination of information to the public through diverse media channels and platforms (print, broadcast and online) are amplified (f) Increased visibil ity of MWE, its directorates and departments, both internally and externally through raising awareness and boosting outreach activities as well as carrying out advocacies targeting key actors within the ministry, collaborating ministries and Development Partners. To create change, we must find ways of managing communication and learning across cultures and disciplines, and col lectively creating and managing new knowledge for sustainable solutions. Change management describes a structured approach to transformation in individuals, organizations and societies, moving the target from a current to a desired state. The CEPA strategy therefore, provides the guard rails for steering MWE’s directorates, departments, programs and projects in the implementation of effective communications in all the appropriate media channels and platforms for sustainable utilization of water and environment resources. Chapter Two provides key insights that emerged from the situational analysis. These comprised of both institutional and technical issues such as: low awareness about MWE and its activities; poor communication between MWE and MDAs that implement government programs and policies; limited capacity of the communication unit in terms of hu man and financial resources to implement CEPA and related publicities; low image of both the communication unit and MWE in the public space; It also comprised increased demand towards water for production; low public participation in programs and activities of MWE; rising water demand for use in homes and feeding animals; poor coverage of water and environment issues by the media; increasing environmental pollution and degradation; the others were low aware ness, knowledge and support for communications towards water and environment; most consumers, especially in rural areas are dissatisfied with the costs of accessing clean water, and encroachment and deforestation are increasing at such alarming rate that is not matched with possible attempts to remedy the situation. Chapter Three provides details about strategic objectives, target audience, respective channels and the CEPA Strategy Matrix, which incorporates all the three directorates and departments in MWE. Broadly, two strategic objectives were established to facilitate the strategy design; (a) increase awareness, knowledge and understanding around water and the environment by building support with key stakeholders, and (b) promote positive water and environment manage ment and conservation practices among all key stakeholders. The following strategies shall be deployed in order to achieve the above objectives: 1. Strengthening internal communications so as to build consensus and support among the staff in MWE. 2. Establishing public participation mechanisms that provide information sharing platforms to engage opinion lead ers and implementation partners as information disseminators, and to feedback stakeholder views in a process of two-way communication. 3. Developing and implementing a branded, phased multimedia communication program to entrench the Strategy among stakeholders so that they get motivated to adopt positive water and environment practices. 4. Leveraging the media as a program advocacy partner in the coverage of the water and environment issues. 5. Strengthening the communication capacity of the Ministry to effectively handle CEPA Strategy 6. Mainstreaming climate change mitigation and adaptation measures. Chapter Four recognizes the fact that the implementation of this strategy must be carried out in a phased manner beginning with the internal stakeholders before embarking on the process with the external audiences. Chapter Five underscores the need for Monitoring and Evaluation through various strategies and their corresponding milestones. Chapter Six highlights resource mobilization, budgets and activity work plans. It is projected that during the first year of implementation of the CEPA Strategy the expenditures will be UGX 4.1billion and will further rise in the successive years due to anticipated increase in inflation. Therefore at the end of the five-year period the projected total expendi tures will be UGX 21.4 billion, representing an equivalent of 0.2% and just under 1.24% respectively of the total financing to the sector during the FY2018/19. (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) vii CBO Community-Based Organization CEPA Communication, Education, Participation and Awareness Consultant Songa Communications Ltd in association with Mizizi Ensemble CSO Civil Society Organization DEA Directorate of Environmental Affairs DESS Department of Environmental Support Services DWD Directorate of Water Development DWRM Directorate of Water Resources Management FBO Faith Based Organization FSSD Forestry Sector Support Department GoU Government of Uganda IEC Information Education Communication IGAD Intergovernmental Authority on Development JICA Japan International Co-operation Agency JTR Joint Technical Review LGFS Large Gravity Flow Schemes MDA Ministry, Department and Agency MEMD Ministry of Energy and Mineral Development MWE Ministry of Water and Environment MFPED Ministry of Finance Planning and Economic Development MOES Ministry of Education and Sports MOH Ministry of Health MLOG Ministry of Local Government MLHUD Ministry of Lands, Housing and Urban Development MTTI Ministry of Trade, Transport and Industry NARO National Agricultural Research Organization NDPII National Development Plan II NEMA National Environment Management Authority NFA National Forestry Authority NWSC National Water and Sewerage Corporation PEST Political, Economic, Social and Technological REDD+ Reducing Emissions from Deforestation and Degradation RWSSD Rural Water Supply & Sanitation Department SDGs Sustainable Development Goals SOW Scope of Work SPR Sector Performance Review SWOT Strength, Weakness, Opportunities and Threats NRM National Resistance Movement TOR Terms of Reference TSU Technical Support Unit ULGA Uganda Local Governments Association UNDP United Nations Development Programme UNMA Uganda National Meteorological Authority UO Umbrella Organization UWASNET Uganda Water and Sanitation NGO Network WASH Water, Sanitation and Hygiene WfP Water for Production WMDP Water Management and Development Project WSDF Water and Sanitation Development Facility WMZ Water Management Zone Acronyms and Abbreviations (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) viii Table 1 Target Audiences Table 2 Channels of Communication Table 3 Strategy 1: Internal Awareness Campaign Table 4 Strategy 2: Public Participation Mechanisms Table 5 Strategy 3: Multi Media Communications Table 6 Strategy 4: Media advocacy Table 7 Strategy 5: Strengthening The Capacity Of MWE’s Communication Unit Table 8 Strategy 6: Mainstream Climate Change Mitigation and Adaptation Table 9 Directorate of Water Development: Strategy 1 and 2 Table 10 Directorate of Water Development: Strategy 3 and 4 Table 11 Directorate of Water Development: Strategy 5 Table 12 Directorate of Water Resources Management: Strategy 1 and 2 Table 13 Directorate of Water Resources Management: Strategy 3 and 4 Table 14 Directorate of Water Resources Management: Strategy 5 Table 15 Directorate of Environmental Affairs: Strategy 1 and 2 Table 16 Directorate of Environmental Affairs: Strategy 3 and 4 Table 17 Directorate of Environmental Affairs: Strategy 5 Table 18 Directorate of Environmental Affairs: Strategy 6 Table 19 Drama Scripts for Radio and TV Table 20 Drama Scripts for Radio and TV Table 21 Monitoring and Evaluation Matrix Table 22 Implementation Plan Table 23 Summary of CEPA budget for MWE Table 24 Critical budget year 1 Table 25 Critical budget year 2 Table 26 Critical budget year 3 Table 27 Critical budget year 4 Table 28 Critical budget year 5 Table 29 Department budget 1 - 5 years pg 29 pg 31 pg 32 pg 33 pg 34 pg 35 pg 36 pg 37 pg 38 pg 39 pg 40 pg 41 pg 42 pg 43 pg 44 pg 45 pg 46 pg 47 pg 51 pg 51 pg 56 pg 60 pg 63 pg 64 pg 65 pg 66 pg 67 pg 68 pg 69 List of Tables (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) ix Fig 1 Water and Environment Sector Institutional Framework Fig 2: Conceptual Framework for CEPA Fig 3: Linkage in CEPA Fig 4: Structure of present Communication Unit Fig 5: Proposed Structure of Communication Unit pg 13 pg 15 pg 16 pg 21 pg 24 List of Figures 1 CHAPTER 1: Introduction (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 2 The Ministry of Water and Environment (MWE) is the lead government institution is responsible for developing, managing and regulating water and environment resources in Uganda. 1.1.1 Vision: Sound management and sustainable utilisation of water and environment resources for the betterment of the population of Uganda 1.1.2 Mission: To promote and ensure the rational and sustainable utilisation, development and effective management of water and environment resources for socio-economic development of the country 1.1.3 Mandate: The contextual and legal frameworks guiding the im plementation of the ministry’s mandates are provided for in the Water Act, the Environment Act and the Lo cal Government Act, all of which are entrenched in the 1995 Constitution of the Republic of Uganda. Additionally, the Clients’ Charter has also been de veloped indicating key result areas as well as perfor mance standards that MWE’s clients and users should expect. It also lays down core values to guide MWE’s staff in service delivery. Finally, the ministry’s key functions include to initiating legislation, formulating policy, setting standards, carry ing out inspections and monitoring, coordinating and offering back-up technical support for efficient and ef fective service delivery, including tracking overall suc cess towards the attainment of MWE’s Sector Policy; NDPII; UN Sector SDG’s and the NRM’s Manifesto. For several years MWE has been carrying out communi cation and publicities through its directorates, depart ments and programmes to keep stakeholders abreast with the activities taking place in the water and envi ronment sub-sectors. However, the ministry now needs to have a more effective communication with its diverse groups of stakeholders by harmonizing activities of the directorates, departments and programmes through an integrated Communication Education Participation and Awareness (CEPA) Strategy which leverages all the available media channels and platforms. The availability of an effective strategy will facilitate efficient commu nication and translation of policy initiatives to action thereby supporting key sectors of the economy such as agriculture, health, trade, tourism, education, energy, industries, fisheries and transport. 1.2 Institutional Framework The executive and political arm of the ministry comprises of the Cabinet Minister and State Ministers for Water and Environment, respectively. The technical arm, headed by the Permanent Secretary operates under the Water and Environment Sector Working Group (WESWG) to provide policy and technical guidance for the sector in terms of formulating sector policies and strategies, approving sector plans and projects, preparing Medium Term Expenditure Framework (MTEF) papers and reviewing sector performance. The composition of WESWG is made up of representatives from all the key sector institutions (Government, Development Partners and NGOs). The ministry also works closely with other Government ministries, departments and agencies, Local Governments, the Private Sector and Non-Governmental Organizations (NGOs) and other stakeholders at Community, District, National and International levels. For example, MWE has signed a Memorandum of Understanding with Ministry of Health and Ministry of Education and Sports regarding sanitation and hygiene activities. The role of the MWE is limited to the development of public sanitary facilities and promotion of good practices of hygiene and sanitation in small towns and rural growth centres. 1.1 Background Water and Environment Sector Institutional Framework National Level: • Monitoring and Assessment • Planning and Regulation • Advice and Facilitation • Laws and Policies • Quality Assurance and guidance Overall coordination Between government Development Partners and NGOs Contractors and Consultants providing services at National, Regional and Community levels MOLG MEMD MTTI MAAIFM WE MOES MOH MGLSD OPM Regional Level: • Monitoring and Assessment • Planning and Regulation • Advice and Facilitation • Quality Assurance and guidance • Financial Assistance and funding Community Level: • Coordination of management and development activities • Implementation of infrastructure projects and programmes • Operations and maintenance • Community mobilization and stakeholder participation ensuring demand driven implementation • Communications and awareness raising DWD / DWRM / DEA WESWG Private Sector Represented Nationally by UWASNET NGOs Sub-groups • ENR • WSS Agencies • NEMA • NWSC • NFA • NWSC Water Policy Committee • MWE • NEMA • MAAIF • MTTI • MEMD • MOLG • NWSC • UNMA District Local Government 112 Districts • District Directorate of Health Services Community Based Organization (CBO) Numerous CBOs • Catchment Management Organization (CMO) • Water User Association • District Water and Sanitation Coordination Committee (DWSCC) Decongested Regional Institutions • Technical Support Units (TSUs) • Umbrella Organizations (UOs) • Water Management Zones (WMZ) • Water & Sanitation Development Facilities Environmental Policy Committee • OPM • MWE • MAAIF • MOES • MLHUD • MFPED • MOH • MOLG • MTTI • MGLSD F IG 1 (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 3 1.2.1 Institutional framework and its relationship: There are three directorates and four semi-autonomous agencies that comprise the ministry. These are the Directorate of Water Development (DWD); Directorate of Water Resources Management (DWRM) and Directorate of Environmental Affairs (DEA). The four agencies are: National Forest Authority (NFA); National Water and Sew erage Corporation (NWSC); National Environment Management Authority (NEMA) and Uganda National Meteor ological Authority (UNMA). The Directorate of Water Development (DWD) is responsible for providing overall technical oversight for the planning, implementation and supervision of the delivery of urban, rural water and sanitation services, and water for production across the country. DWD is responsible for regulation and provision of water supply, sanitation, the provision of capacity development and other support services to local governments, private operators and other service providers. DWD comprises four departments; Rural Water Supply and Sanitation Department (RWSSD); Urban Water and Sewerage Department (UWSD), Water Utility Regulation Department (WURD) and Water for Production (WfP). The Directorate of Water Resources Management (DWRM) is responsible for managing and developing water resources of Uganda in an integrated and sustainable manner in order to provide water of adequate quantity and quality for all social and economic needs for the present and future generations. The directorate comprises of four departments, namely; Water Resources Monitoring and Assessment Department (WMA), Water Resources Plan ning and Regulation Department (WRPRD), Water Quality Management Department (WQM) and the International and Trans-boundary Water Affairs Department(ITWA). The Directorate of Environmental Affairs (DEA) is responsible for environmental policy, regulation, coordination, inspection, supervision and monitoring of the environment and natural resources as well as the restoration of degraded ecosystems and mitigating and adapting to climate change. DEA comprised of Department of Environ mental Support Services (DESS), Forestry Sector Support Department (FSSD) and Wetlands Management Depart ment (WMD). 1.2.2 DE-CONCENTRATED STRUCTURES The Directorates implement their activities through the following de-concentrated structures. 1.2.2.1 Water and Sanitation Development Facility (WSDF) There are four WSDFs namely West, Central, North and East headquartered at Mbarara, Wakiso, Lira and Mbale respectively. These are substantially semi-autonomous branches planning and implementing small town and rural growth centre water and sanitation projects. 1.2.2.2 Umbrella Organizations (UOs) The Umbrella organizations (UOs) provide technical and management support, training, advocacy, water quality monitoring, financial and audit services to the local water authorities or boards. UOs have regionally elected committees. They ensure functionality, financial viability and sustainability of small piped water schemes. There are six UOs in the country. 1.2.2.3 Technical Support Units (TSU) The Directorate of Water Development set up 10 TSUs to support District Local Government water offices in rural water and sanitation planning and implementation activities. 1.2.2.4 Water for Production Regional Centres (WfPRC) There are 3 WfPRCs namely East, North and South West. 1.2.2.5 Water Management Zones (WMZ) WMZ have been set up to de-concentrate water resources management for easy mobilization of communities through IWRM for effective coordination with other related activities being undertaken, such as environment, forestry and water supply. The WMZ structures are delineated along the four drainage basins of Uganda; The Environmental Regional Technical Support Units. These are four in number: East, North, Central and West. • Kyoga Water Management Zone in Eastern Region, with offices in Mbale. • Upper Nile Water Management Zone in Northern Region, with offices in Lira • Victoria Water Management Zone in South Western Region, with offices in Mbarara • Albert Water Management Zone in Western Region, with offices in Fort Portal (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 4 CEPA stands for Communication, Education, Participation and Awareness. This is a social tool used to effectively engage and manage multi-stakeholder dialogue, plan and implement policy. Its effectiveness is hinged on a planned systematic approach to really understand the interests of stakeholders and beneficiaries. Approaches are tailor-made to the local context, culture and traditions. During implementation, CEPA is used to mobilize networks and stake holders, to explain benefits of participation and to build social responsibility, and different tasks around monitoring, evaluating and ensuring sustainable utilization of water and environment resources to mitigate climate change effects. Communication is about the exchange of information. It is based on establishing a dialogue between sectors and stakeholders to increase understanding of issues and to support collaborative planning and acting for resources and environment. It also refers to connecting, capacity building and behaviour change. Communication enhances individu al skills and social groups, often through participatory training. It also develops the policies and procedures of organi zations so that they can work more effectively for the environment. Education – This is about empowerment through learning and professional updates. It develops understanding, clari fies values, and develops attitudes of concern as well as creating the motivation to act responsibly. Participation – This is about public awareness, participation and policy instrument. It is the first step in developing understanding and concern, and it helps people to know of the issue and make it part of public discourse or put the issue on the agenda. During participation, stakeholders share in the learning process that builds their abilities and empowers them to take responsibility and action to bring about the desired changes. “Participation” also ensures that stakeholders are: informed, consulted, helped to build consensus, involved in decision making and become risk takers to achieve the overall objective. It must be noted that as the stakeholders collaborate, they add value to each other’s contributions in work on a project or task. Partners can contribute different skills, ideas, financial and technical support to each other. Awareness – This emphasizes action. Action is required to make a change since awareness alone is not sufficient. Therefore in awareness there is an action learning process designed to build capacity by using reflection and assess ment on the effectiveness of the action taken. 1.3 Conceptual Framework for the CEPA Strategy 1.3.1 Why CEPA is needed There exists a complex interplay between the underlying drivers that impact on the available resources and environment, and their causes. Therefore many sectors need to be involved in order to reduce the impacts of these drivers. For this reason, CEPA has a role in identifying these drivers as well as in bringing about the learning and change processes in society to deal with them. The multi-sectoral nature of resource management has led to the development of complex and often fragment ed programs and action plans, with some MDAs being responsible for parts of the problem. CEPA is the means to setting up the enabling conditions for collaboration so that policies, incentives and regulations across sectors encourage conservation and sustainable use of water and environment. It also allows for development of relation ships and learning processes. This process of change entails much more than releasing information through reports and memos. Conceptual Framework for the CEPA Strategy Emerging Issues • Institutional • Technical Stakeholders • Internal • External Messages • Internal • External Channels and Platforms • Internal • External Overall Objectives • Increase awareness by (informing, educating & building) support for water and environment • Promote positive practices (behavior and attitude) to protect, conserve and adopt sustainable use of water and environment Communication Education Participation Awareness FIG 2 (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 5 1.3.2 Roles of CEPA CEPA has many important roles in the management of natural resources and the environment. It provides the necessary tools to manage the social processes through: Apart from other government departments, it is important to solicit for support at varying times and places, from NGOs, communities, business and industry, scientists, farmers and fishing associations, women’s groups, youth, consumer associations and community-based groups. To work with these different groups of stakeholders, CEPA facilitates building trust, understanding and shared agreements for action and minimization of conflicts. Roles of CEPA in ensuring sustainable utilization of water and environment resources. There exists a complex interplay between the underlying drivers that impact on the available resources and environment, and their causes. Therefore, many sectors need to be involved in order to reduce the impacts of these drivers. For this reason, CEPA has a role in identifying these drivers as well as in bringing about the learning and change processes in society to deal with them. Linkage in CEPA • Democratic Change • Economic Change (Inc. globalization, markets & policy frameworks) • Social & Political Change (Incl. governance, institutional & legal framework) • Technological Change PRIMARY DRIVERS • Climate Change • Land Use & Cover Change • Factor inputs (irrigation, fertilizer) • Pollution • Harvests • Nutrient Release • Species introduction DIRECT CAUSES • Health • Disease • Environmental Security • Cultural Security • Economic Security WELLBEING & POVERTY REDUCTION • Supporting ecosystem processes • Providing (water, food, fuel) ECOSYSTEM FIG 3 Facilitating participation: • Gives voice to less powerful groups (minorities or disadvantaged groups); • Enhances participants’ involvement in planning environmental programs; • Supports stakeholders to engage in decision-making • An informed, motivated and committed population helps to achieve the strategy goal. Importantly, the communication has to be strategic, positive and tailored to different circumstances and cultural situations. Making information understandable and meaningful: • Explains and conveys information for the purpose of training, exchanging experience, sharing know-how and technology; • Provides factual information to those who will be affected by environmental development projects or activities. Fostering policy change and acceptance: • Sharing knowledge from practice to policy makers • Promoting policies, especially when they bring new opportunities for people to access services and resources; • Helping to reduce negative environmental and social attitudes and behavior among policy makers and the public. (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 6 Supporting project management • Understanding audience concerns to better target messages; • Motivating beneficiaries of a project to participate in the process; • Improving efficiency of projects by informing internally and externally. Branding the Ministry • Facilitating internal communication so that all staff understands its mission and goals; roles and functions • Raising the ministry’s profile in the public domain • Enhancing the image and visibility of the Ministry • Providing reports on the achievements of the Ministry to support fund raising; Promoting accountability and transparency • Development partners who provide bilateral and direct support in terms of finance, materials and equipment for several programmes and projects in the ministry expect to see meaningful outcomes from the partnership both physically and socially. CEPA Strategy will therefore promote participation, transparency and accounta bility in this regard. Feedback • Ensures that the stakeholders provide responses on the activities and programmes 1.3.3 Possible limitations to the implementation of the CEPA Strategy 1. Inadequate human and financial resources 2. Lack of integration of the strategy into other policies of the collaborating MDAs 3. Lack of knowledge and added value brought by CEPA 4. Conflicting interests by the implementers 5. Failure to understand the complex processes involved, and hence the need for expertise 6. Lack of clarity in the roles of the local stakeholders leading to little change or impact. 7. Inability to develop sufficient networks 8. Lack of support from the decision makers within the collaborating MDAs 9. Developing appropriate strategies, methods and media to market and communicate to different target groups and the general public. (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 7 CHAPTER 2: Situational Analysis (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 8 A Situational Analysis is the process of identifying and evaluating existing internal and external elements that may impact an organization’s ability to achieve its objectives. The analyses carried out were SWOT & PEST analysis which stands for an assessment of strengths, weaknesses, opportunities and threats; and political, economic, social and legal environment in which the organization operates. The situational analysis is a critical step to establishing a long-term relationship with all the stakeholders and therefore in this assignment, several methods have been used to analyse both the internal and external environments. Using this approach, the Consultant was able to clearly understand the prevailing situations and have a clear guide to the stakeholders’ mapping processes. Other proceedings comprised of several activities: • Formal and informal meetings with some of the officials from MWE to clarify on the major issues of concern; • Review of relevant documents; • A workshop was conducted with the steering committee to facilitate the Mapping of Stakeholders; • Carrying out stakeholders’ engagement meetings across the regions; • Conducting key In-depth interviews with selected groups of respondents, especially senior government officials; • Direct face-to-face interviews with the general public in the regions; • Field trip observations in the regions and • Attended the Joint Technical Review (JTR) workshops organized by the Ministry at Masaka, and also other work shops in Kampala. The findings and insight gleaned from the above process have guided the formulation of this CEPA Strategy. Limited capacity of the Communication Unit There are only 10 communication officers covering the current 127 Local Government administrative districts. In addition, the existing ministry website is not interactive, hence a limitation to a quick response about any possible queries from the public. It was also noted that the head of the Communication Unit is not a member of the top team who are the policy makers and does not have a strategic communication plan for the ministry. Limited inter and intra-departmental communication The three directorates and the four semi-autonomous agencies within MWE have low levels of communications amongst themselves. Blurred roles of the sociologists versus communication officers Often times the sociologistsand communication officers appear to implement the same activitieswhen mobilizing and sensitizing communities thereby causingunnecessary friction, lack of responsibility and accountability in their work. Insufficient water quality controls and management Inadequate monitoring systems of water quality and its impacts on environment are further exacerbated by the weak enforcement of controls over pollution discharges. This is largely attributed to conflict in interests, in favor of political and economic considerations versus the environment. Stakeholders’ communication needs and preferences are various and many A single approach or method may not adequately address the communication needs of all the stakeholders, let alone preferences. There is no one size fits all approach in this regard. Increasing environmental pollution and degradation Increasing environmental pollution and degradation caused by: (a) solid and liquid wastes dumped in forests, drains and water bodies (b) mining of the earth for sand and minerals – for example gold mining in Mityana-Mubende; Busia; etc and other parts of western Uganda. Contamination of water bodies due to frequent mudslides People living and cultivating along the slopes of mountainous areas like Mt Elgon experience frequent landslides during the rainy seasons are experienced by people living and cultivating along the slopes of mountainous areas like Mount Elgon. As landslides occur, water bodies, especially, rivers and streams on which the communities depend for domestic usage get polluted and contaminated thus leading to health hazards like the Cholera outbreak in Bulambuli. Communities usually prefer to use water from the rivers and streams over boreholes because these sources are free of charge; convenient; easily accessible and do not dry up. Besides, some of the boreholes experience frequent break down. 2.1.1 Desk reviews and meetings with MWE 2.1.2 Consultations with stakeholders 2.1 Summary of the Emerging Institutional and Technical issues: (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 9 Poor quality of media coverage regarding water and environment Media coverage of the water and environment subsector is relatively ad hoc, event-driven and, in most cases, not analytical. Also, media outlets are increasingly demanding payment for coverage of development related issues, and there is poor relationship between the Government and journalists, which hinders investigative and strong coverage of water and environment issues. Land tenure systems The smooth implementation of government programmes is at times are negatively affected by the present land tenure systems, e.g. customary, mailo etc, because of the need to discuss and mutually agree on the terms and conditions for acquisition, which may take long to conclude. Increased Demand for Water for Production Due to increasing economic activities it was noted that there are growing demands for water for production, that is, for irrigation by small and large commercial enterprises, valley tanks and dams, hydro-electric power generations pro jects at (Karuma, Isimba, Nyagak, Ayago, Bujagali, etc) The ministry is thus faced with the dilemma of regulating the exploitation of water resources without looking like it is sabotaging other development plans. Low Awareness of MWE as an entity and its activities in the communities There was mixed feeling in the communities, especially in rural areas, about activities carried out by the Ministry and its agencies, the NWSC. Most participants acknowledged that the NWSC has more visible presence with a stronger recognition, possibly due to its frequent interactions with the public for one reason or the other than the Ministry does. Accessing safe and affordable sources of water Water is the basis for the wellbeing of the population and, therefore, safe drinking water and sanitation are emphasized. The majority rural consumers are considered the costs of piped water charged by both (NWSC & UOs) unaffordable. Below are critical issues from the Stakeholder Engagements: Different media usage by different categories of stakeholders The 2017 UAMPS report by IPSOS shows a strong usage of mass media - radio, print (newspapers, magazines) and TV. Other platforms which were considered useful include the local council meetings, religious gatherings, cultural and social events, SACCO meetings, political rallies convened by legislators, caucus meetings by legislators; school assem blies, regular meetings by organized groups (e.g. Rotarians, Lions, school alumni, boda-boda association, local CSOs, women groups), exhibitions, open days and market days. Also available are the digital platforms such as the social media (Facebook, Twitter, WhatsApp, Instagram, LinkeIn, etc). Improved water quality controls and management Managing water quality emerged as one of the key issues to be tackled. However, this is linked to the existence of an effective pollution control and implementation systems. A lack of monitoring systems for water quality and environ mental impact, coupled with poor enforcement of controls over polluting discharges (mainly wastewater), make water quality management a challenging issue. Economic and political considerations must be balanced with the need to save the environment for the future. Communication needs and preferences Consumers prefer to receive information through mass media, e.g. local FMs, community announcements on public address systems, newspapers and television. Besides, consumers requested for intense sensitization using all the avail able media and platforms, events and public gatherings to generate increased awareness. Prominent issues include: knowledge about water resources and conservation methods and benefits to the users of any particular activity being undertaken. Low literacy levels in the communities Most communities have low literacy levels hence they are not able to properly comprehend issues contained in the environmental Laws. This calls for intensified efforts by the Government to educate and sensitize the local people about such important issues and their consequences. Increasing deforestation High population settlements around the forests, charcoal business, lack of affordable alternative sources of energy especially for the majority rural population, bush burning practises, indiscriminate cutting of trees including endangered tree species like Shea butter trees, and weak enforcement of requisite laws. Need to enhance communication capacity of the MDAs Capacity must be built against the communication requirements for handling CEPA, for all the directorates, programs and agencies at MWE. This entails raising implementation support, human and financial resources from various partners. (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 10 Poor communication between the MDAs that implement government policies There is general lack of communication between the MDAs and the public as manifested by: • Low synergy between the ministries’ headquarters and regional centres. The agencies at times take over the roles and responsibilities of the Ministry instead of drawing a clear line of working together as one. • Lack of clarity and conflict about the roles and responsibilities of the MDAs. For example, Ministry of Land issues a title to an investor to set up physical investments (i.e. manufacturing facilities, warehouses etc) in a wet land. • Low accountability by government officials in terms of physical and social projects. Increasing degradation of the protected wetlands and water catchments Increasing invasion of wetlands due to unchecked human activities such as mushrooming commercial investments, high population growths leading to increased demands for shelter and farming, conflict of interests (both economic and political), and weak enforcement of requisite laws for the protection of wetlands. Many communities would want to see clearly exposed boundaries with marked stones for avoidance of doubts. Also, related to this is the need for the Government to better protect the wetlands by putting in place relevant procedures for issuance of land titles that should be implemented right from the sub-county level. Need for better access to clean water and sanitation Sanitation in some rural communities including those districts hosting refugees is low. To this end, some NGOs are working with communities and the Government to remedy this situation. For instance, World Vision and Oxfam are providing clean water to the camps hosting Sudanese and Congolese refugees. In Bugsiu area, a local community based organization called Marita teamed up with tourists and is working to improve sanitation in schools with two water purification points in Muyende. Environmental social safeguard There is a need to address societal issues in terms of environmental social safeguard (ESS) arising from the infrastruc tural projects; for example roads construction which changes the access to water collection points for the community who may then be forced to cross roads or walk longer distances to collect water from the same points. Lately, many brand new roads passing through remote rural territories have been constructed. There is need to balance the concerns of local area communities with the overall development agenda through appropriate ESS guidelines. 2.2 Present Structure of the Communication Unit Permanent Secretary Under - Secretary F IG 4 (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 11 SWOT analysis is a framework that measures what an organization can and cannot do; and the potential opportunities and threats it faces. This tool is, therefore, foundational in ensuring proper planning of a strategy for an organization. Strengths - Build on Weaknesses: Address • Decentralized officers in the regions supporting the de-concentrated facilities • Enabling laws and regulations in place • Enforcement personnel including environmental police in place • Regular get-together events (Friday tea) to bond and share experiences • Weak communication between the ministry and MDA • Head of Unit is not a member of top policy team who are the decision makers • Low profile of the unit despite its major role in ensuring awareness, education and participation of stakeholders about the several activities un dertaken by MWE • Inadequate staffing to facilitate effective cover age of all the districts • Lack of a well articulated communication strate gy to guide MWE and its directorates • Skills and knowledge gaps in developing and handling strategic communications • Limited capability to run effective and efficient Digital communications • Lack of transport means and equipment to en sure proper execution of mandate • Insufficient budget allocation to the unit Threats: MitigateOpportunities: Capitalize • Young energetic and trainable communication of ficers • Goodwill from the top political and technical Leadership as well as Development Partners • Support from NGOs and other collaborating part ners in the districts • Platforms to share info and experiences (Govern ment Communication Forum, World Bank Com munications Group, Breaking on Line, WEL) • Own agencies like NWSC, NEMA have a better rating and visibility in public space • Unclear roles and responsibilities of the Sociolo gists who also interact with stakeholders 2.3 SWOT and PEST analyses (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 12 Social Technology • • High enrollment into formal education has been registered since the present government took charge courtesy of the Universal Primary and Secondary Education programs. Nonetheless the quality of some of these graduates is wanting. • • Youth unemployment continues to rise be cause of the high population growth rate that is not matched with the requisite skills, and the limit ed opportunities in the world of employment. • • Ingrained poverty and inequality as a result of geographical, historical, political and econom ic factors need more attention. Northern region is particularly disadvantaged as a result of the lega cy of prolonged violent conflict between the Gov ernment and Lords Resistance Army. • • Status of women in Uganda is affected by high poverty levels, low literacy rates, limited access to resources and negative socio-cultural practices that foster violation of their rights. • Uganda’s GDP grew at an average of 7.1% from 1992 to 2011, courtesy of the implementation of general reforms within the economy. • There are high expectations of more revenues from the discovery of oil, whose production is planned to start from 2021/22. Exploration of oil is likely to have significant impacts on the envi ronment. • It noteworthy that since the 1990s Uganda has made significant investments in the infrastruc ture development as fundamental priority areas that will spur further economic growth, develop ment and transformation of the economy. Political Economy • Since 1986 when the present government came to power the country has remained largely peaceful. • Regular elections are held in Uganda with the adoption of a multiparty system of governance. There is active participation by the public in the political affairs. • High levels of corruption are witnessed in the public service domain despite the efforts of an ti-corruption institutions like the Inspectorate of Government, Public Accounts Committee, Auditor General etc. Enforcements of laws is weak in key areas. • Policy and legal frameworks continued to improve over the years, mainly through the Public Finance Management Act (2015), although implementation gaps in procurement and anti-corruption remain high. • Uganda’s GDP grew at an average of 7.1% from 1992 to 2011 courtesy of the implementation of general reforms within the economy. • There are high expectations of more revenues from the discovery of oil whose production is planned to start from 2021/22. Exploration of oil is likely to have significant impacts on the envi ronment. • It noteworthy that since the 1990s Uganda has made significant investments in the infrastruc ture development as fundamental priority areas that will spur further economic growth, develop ment and transformation of the economy. The analysis needs to be translated into the following actions so as to improve the status quo: 2.3.1 Implications of The SWOT And PEST Analysis 1. Enlist and leverage support of the top political leadership, that is, ministers and top policy and decision makers, including the PS, Under Secretary and Commissioners / Directors in the Ministry for implementa tion of a proper functioning Communication department. 2. Strengthen the communication unit by elevating the position of the head of the unit to a commissioner level, so that he or she is able to influence decisions made about this important unit from the beginning, that is, at the top level. In addition, it is important to reinforce the out-reach team by deploying additional staff per region to augment the regional communication officer, who hitherto has been over burdened by the increasing workload in several districts under his or her supervision. 3. Ensure that the communication unit galvanizes support from collaborating MDAs and retains the mandate of co-coordinating the planning, execution and implementation of their communication activities around water and environment. (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 13 Given the findings from the SWOT and PEST analyses and other valuable insights here-below is the pro posed structure of the communication unit that takes into account the need to strengthen the communi cation unit within the ministry. Presently the ministry uses some of the following tools with varying degrees of effectiveness while communicating with. 2.5 Proposed Structure of the Communication Unit The communication unit is an important component of the organization’s function that helps management to realize its objectives. The benefits pertaining to this are: • Identifying the drivers of change and the best means of engaging with them; • Providing practice guidelines and clear direction for everyday activities; • Ensuring the most efficient use of scarce resources through a process of prioritization and rationalization and • Ensuring predictability, continuity and being able to continuously review the existing organizational activity and indicative milestones against which to measure success. • Build internal support by sensitizing and updating ministry staff on the structural and operational changes taking place with regard to communication unit to facilitate the implementation of the CEPA Strategy. • Advocate for improved resource allocation to fund the procurement of transport means, ICT equipment; and remuneration of additional staff to be deployed in the regions. • Provide for trainings to equip the present communication staff with relevant skills in developing and implementing strategic communications. • Uganda’s economy is expected to grow by more than 5% in 2018, according to projections by the Central Bank. The growth will be propelled by recovery in the private sector credit, favourable weather conditions, increased Foreign Direct Investments and continued robust government investments in the infrastructure development. The economy is, therefore, poised to attract more local and foreign investors to invest in all the available sectors since the political and economic environments remain largely stable and peaceful. • Government is expected to strengthen its oversight role and policing to minimize corruption, especially when it involves public finances. Furthermore, the government needs to increase its ties with the other member states within the region to remove the threats from international terrorism. FIG 5 Proposed Structure of the Communication Unit Permanent Secretary Assistant Commissioner – Head of Division Under - Secretary Research Communication Assistant East Research Communication Assistant North Research Communication Assistant West Research Communication Assistant Central (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 14 Presently the Ministry uses some of the following tools with varying degrees of effectiveness while communicating with. (a) Internal audiences • Print media:- Publications such as JTR, SPR etc; and publicity and information leaflets such as brochures, letter heads, newspaper inserts, flyers and banners • Electronic media:- radio, TV, internet-based services like the official MWE website, Twitter, Facebook, WhatsApp, intranet, sms and telephone • Office materials:- letterheads, note pads, calendar • Face-to-face • Meetings • Bulletin boards and notice boards • Suggestion box • Memos and loose minutes • Physical or direct communication • Labels and signposts • Announcements at staff joint Friday tea. (b) External audiences • Print media:- Publications such as JTR, SPR etc; and publicity and information leaflets such as brochures, letter heads, newspaper inserts, flyers and banners • Electronic media:- radio, TV, internet based websites, twitter, face book, what’s app, sms and telephone • Office materials:- letterheads, Note pads, calendar • Outdoors: billboards, km markers, signposts • Exhibitions and trade shows • Celebration of special national and international events e.g. World Water Day • Branded materials and items like business cards, stickers, wheel covers, T-shirts, vehicles and caps • Tours to the Directorate premises and facilities e.g. by schools • Training and technical back-up • Certificates and permits • Meetings, workshops and seminars Most of the staff cited poor information flow within the ministry itself as well as with other directorates and depart ments. In their view, internal communication needs to be strengthened to ensure cohesion in the way the ministry functions and delivers its mandate for the attainment of overall objectives and vision. However it was not possible to verify the effectiveness of the tools referred to above in terms of reach, frequency and usage by the target audiences. Note that the outcomes from verifications usually influence the decision to attract further funding and investments by the development partners. Budget allocation to the Communication Department remains low, thus affecting the execution of planned activities. And although most staffs at different levels are involved in communication activities, the element of communication is yet to be fully integrated in every directorate, department and agency’s communication strategy. Finally, communication within the ministry needs to be well planned and coordinated in order for it to play a vital role in the attainment of the set goals and objectives. Currently communication is happening in an ad-hoc or unplanned manner. 15 CHAPTER 3: CEPA Strategy (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 16 This chapter presents the framework for the five-year CEPA strategy. It identifies the overall CEPA goal, strategic objectives, target audiences and the different channels of communication. During our stakeholder engagement sessions we learnt that information alone does not change behaviour and therefore there is need to ensure that the Strategy: • Links stakeholders’ behaviours to positive desires and aspirations • Uses clear and consistent messages to enhance absorption and better understanding • Creates sufficient condition to elicit positive behaviour before asking them to do so • Targets segments of audiences rather than individuals • Uses trusted, credible and recognised messengers or opinion leaders • Uses emotions and impactful visuals for effective communications with the public • Deploys a sustained campaign approach for meaningful changes to be realized • Remains consistent with MWE’s mission, vision, values and mandates for all the messages developed • Establishes effective collaboration with other government ministries and agencies for improved and powerful delivery of messages rather than a lone voice To plan and implement government policy of sustainable utilization of water and environment resources,by engaging and effectively managing the use of multi-stakeholder dialogues, platforms and media. Here below are the key objectives to deliver this strategy: 1. To increase awareness, educate and build support for water and environment. 2. To promote positive practices among all the stakeholders about conservation, protection and sustainable use of water resources and environment The first objective is short-term and could be accomplished in two to three years. The second objective is a longer term behaviour change communication objective targeting sustainable changes in specific behaviours of stake holders. It will be started in the first year with more activities getting underway during the second and third year of implementation. The above overall objectives will be achieved through the following specific strategies: 1. Internally at MWE, increase awareness, knowledge and understanding of water and environment so as to build support for the implementation of this Strategy by the staffs. 2. Provide public participation mechanisms such as platforms for engaging stakeholders, for example, opinion leaders, implementers, private sector and the general public. 3. Instituting branded phased multimedia communication that ensures increased awareness, knowledge and the inspiration of stakeholders to participate and adopt positive practices. 4. Media advocacy that promotes accurate and analytical coverage of water and environment issues. 5. Strengthening the capacity of MWE’s Communication unit to implement the CEPA Strategy and longer term behaviour change programs. 6. Mainstream climate change mitigation and adaptation measures. Here below are narrations of the six specific strategies mentioned. 3.2.1.1 Internal Communication Communication needs to be strengthened internally within MWE by increasing knowledge, understanding and building a strong case for the benefits of ensuring sustainable use of Water and Environment resources. A mo tivated staff with adequate knowledge is likely to champion the message amongst his or her peers and other members of the public with whom he or she interacts. More importantly, it is morally right to ensure that the internal staffs are adequately equipped, motivated, committed and correctly aligned to the overall objectives of the CEPA Strategy in order to encourage other stakeholders to do the same. The following approaches could be used to motivate or bring out the correct responses: 3.1 Overall goal of the CEPA Strategy 3.2 Strategic Objectives of the CEPA Strategy 3.2.1 Explanations of the specific strategies • Arrange for special events e.g. drama and comedy shows. • Production of a quarterly internal newsletter with inputs from all the directorates • Off-site retreats to share relevant information, motivate and sensitize the staffs • Circulation of minutes of meetings to inform staffs • Regular sharing of information on social media platforms including MWE’s webpage • Top management briefings • Increased use of notice boards to educate and inform staffs • Electronic communications including intranet services, call centers etc (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 17 3.2.1.2 Public participation Public participation is the cornerstone of this strategy because it encourages inclusiveness and commitment by the public. Opinion leaders (cultural heads and religious heads), and celebrities (popular local musicians, local radio presenters and DJs etc) as influencers within their stakeholder communities, can play a vital and cost effec tive role as an interpersonal way of reinforcing the messages. Information sharing and consultation forums will create the opportunity for the influencers to become informed partners that both disseminate information and receive feedback from stakeholder groups. During the first year, the forums will be formed and used a platform for communicating with the relevant stakeholders. In the longer term, which is after two years, the grass root forums comprising of the UOs, LC1 and LC2 will be formed to ensure that continuous messages are driven to the right audiences for change in behaviour. The ministry is urged to mobilize the public to participate in the celebrations marking World Water Day, Water Week and Open Day exhibitions. An award that will recognize excellence in leadership on water and environment issues should be created and awarded at local, regional and national levels during the annual water week. 3.2.1.3 Media exposure The media will be leveraged as a strategic partner through a positive media relation’s plan and a media award scheme. The activities include the following: 3.2.1.4 Multi Media Communication Campaign In order to deliver maximum impact in terms of creating awareness, knowledge and driving the right behavioural changes, it is proposed that a branded phased multi-media and multi channel thematic campaigns are organized and executed in two phases: 3.2.1.4.1 Phase 1 During this phase wide-ranging information is delivered to all the stakeholders so as to build a critical mass of people in the communities who are aware and knowledgeable about water and environment. The mass media drive will be boosted by public participation mechanisms that engage relevant stakeholders with the aim of reinforcing key messages through the various forums. These forums include regional meetings by TSUs, UOs as well as regular meetings by the community based organizations (Catchment Management Organizations, Water and Sanitation Development Facilities, Water User Association) and District Local Government includ ing LC1 and LC2; Special Events like Water Week; Edutainment shows; Open Day Exhibitions. 3.1.1.4.2 Phase 2 The second phase focuses on motivating consumers to adopt positive water and sanitation management practices. At this point it is important to progressively build on the successes attained during the first phase. Therefore all the subsequent communications will not only be thematic but based on issues that have emerged over the first year. A behavior change approach is adopted and further integrated with all the communication efforts. Rather than focus on the use of mass media as a vehicle, this phase should focus on making use of community based platforms such as social, religious, civic and political organizations, individuals and networks in Uganda as channels and influencers for a more direct communication with stakeholders. Examples would be speaking through local SACCOs, religious groups, etc. Also important is a radio entertainment in which educational serial drama is linked to the community activities. The school systems, especially at the primary and secondary levels are a great partner in terms of educating each generation of children about water and environmental issues. The syllabus is in-built with relevant issues to be taught in the schools as well as establishment of the extracurricular clubs such as Environment and Sani tation Clubs. Schools are also an integral part of the community for adult education and project demonstration purposes (e.g. rainwater harvesting, etc.). 3.2.1.5 Strengthening Capacities of the Communications’ Unit Capacity strengthening will be required to implement the CEPA Strategy. Firstly, at present the Head of Commu nication needs to be elevated to a more senior position, that is, at least assistant commissioner level so that he or she is in a position to actively participate in making decisions relating to communications within the ministry. Additionally, the Ministry will have to recruit additional outreach and IT officers to support those in the regions, provide relevant communication trainings to focal persons in each directorate and agency, and procure equip ment and materials that facilitate public interactions with the ministry. • Establishment of media practitioners’ database • Refresher training of media practitioners every year • Training of MWE’s staff and key partners in journalism &media relations • Involvement of the media more in the Ministry’s activities • Conduct quarterly media dialogues covering the WMZ • Making regular courtesy calls to key media houses • Generating information to be given to the media (state of water resources reports; research studies; statistics on water resources • Organising press conferences at the government Media Centre (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 18 The unit also needs to hold regular meetings and staff retreats to get feedback from the field regarding performances of the various actors in the ministry. The unit will also act as a liaison point for all the focal persons from all the directorates and departments to avoid duplication of activities, coordination of messages and maximization of communications impact. 3.2.1.6 Mainstream Climate Change Mitigation and Adaptation Measures Climate change affects humanity through its impacts on crucial activities in our lives. Therefore addressing the challenges of climate change is key to enhancing sustainable economic and social development. The policy de signed to tackle challenges of climate change in Uganda is multi-sectorial. It provides the framework for coordi nated action, with attention to capacity requirements and the development of financial mechanisms. This policy is the guiding document for national implementation strategy detailing actions by respective sectors. 3.2.1.7 Target Audience Target audiences have been identified based on the overall objectives and specific activities for the Communication Strategy. The audiences are both internal and external. 1. Internal audiences 2. External audiences MWE Staff (a) Collaborating partners (b) Media Practitioners Staff members at MWE • Ministers • Permanent Secretary • Directorates’ staff • Agencies’ staff (NWSC, NFA, UNMA, NEMA) • Water and environment Sector Working Group • Water Policy Committee Other bodies formed to support water and environment such as (TSUs, UOs, WMZ and WSDFs) Government Ministries: MOLG, MTTI, MEMD, MAAIF, MOES, MFPED and MOH Agencies & authorities (UWA, ULGA) NGOs and CSOs (UWASNET, CBOs, FBOs) Academia, Research & Training Institu tions (NARO, Namulonge, Serere, Ka wanda, Kabanyolo) Development Partners: Donor Agen cies like World Bank, European Union, GTZ Media practitioners: Editors, Program Directors Media Executives Journalists. Presenters on radios & TV MWE staffs are the primary implementers and are front line ambassadors in articulating the vision and objectives of this strategy. Their responsibilities include: • National planning for water resources • Policy formulation, regulation and enforcement • Coordination, Quality Assurance, Supervision • Monitoring /assessment & Evaluation • Setting standards and guidelines • Technical backstopping • Information dissemination They need to be fully informed and supportive in order to guarantee success of the strategy. Several of the MDAs also play direct or indirect roles as communicators to key audiences in particular. Partnering with such entities will help leverage outreach, particularly if they are mobilized to add key messages and relevant activities to promote positive behavioural changes in their agendas. NGOs & CSOs usually have very strong interface with the general public. They are development catalyst whose roles include providing sector support in terms of service deliv ery, advocacy for improved services and accountability of government projects. Information exchange; internship placement for students; further training of staff DPs have a critical role in providing the necessary financial support for developmental activities, programmes and projects in the country. Media coverage of the water and environment subsector is poor. It is ad-hoc, event driven and, in most cases, not analytical. Media gatekeepers will be valuable partners in helping reframe the way issues are covered and increase public knowledge, understanding and support of the CEPA Strat egy. Media practitioners are also important partners in dissem inating information on water and environment and helping building a supportive environment among priority audi ences Audience segment Reason for selecting the audienceSub-segment of audience (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 19 (c) Users and consumers (d) Important Persons in the society Industrial (factories, plants etc) Commercial (traders, business owners, Large and small scale farmers) Institutional customers (hospitals, schools, Government MDAs). Urban and Rural residents. Refugees in camps. Small scale service providers (clients retailing water). Schoolchildren and youth. Religious and cultural leaders Members of Parliament Local Councillors Members of Wealthy Business Association Professionals (doctors, lawyers) All the groups shown have unique perceptions and needs to be addressed. Therefore each group must be carefully targeted by the application of tailored messages that address their re spective concerns through the most appropriate channels of communication. These persons are opinion leaders whose credibility is very important in communicating appropriate behaviour change messages to their respective communities. They are spokes persons that represent the views of groups they influence. It is therefore important to involve when seeking feedback information. MPs and Local government officials help in the implemen tation of catchment management plans. TABLE 1 (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 20 Channels of communication are the delivery systems for messages to reach target audiences. They are the routes along which messages are transmitted and along which feedback maybe obtained. Channels of communication need to be kept open if they are to remain viable. Communication channels and the challenges faced in using them. Interpersonal channel This channel focuses on ei ther one-on-one or one to a group and uses both verbal and non-verbal communications. This could be applied in staff meetings, community meetings, group discussions, key note ad dresses, public lectures, school lessons, award presentations Community Oriented Channel This channel focuses on spread ing information through existing social networks, such as a family or community Groups e.g. Water User Asso ciation; youth groups; Women groups Mass-media channel This channel focuses on reaching large audiences Simultaneously e.g. radio, TV, internet, billboard, magazines, newspapers The non mainstream include flyers, fact sheets, newslet ters, posters, memos, business cards, branded give-away items (T-shirts, caps, pens, calendars) Direct and personal Spontaneous feedback. Guaranteed two-way exchange of information between the listener and speaker Effective when dealing with commu nity norms & practices; often match the values and logic systems of the community of which they are a part There is an opportunity for other members to reinforce one another’s views. Low cost to use Some mass media like radio, TV and internet reach even the most isolat ed locations. This channel is particularly effective at agenda setting i.e. giving the pub lic issues to think about in their daily lives. Some facts may be distorted since there is only one voice communicat ing. There is limited possibility of im mediate verification of information provided by the sender It is not easy to control this channel and can be easily manipulated by the community leaders Can easily target the wrong audience Relatively high cost of equipment, production and flighting of messages. Many of the mass media channels re quire specialists to ensure that only the right ones are selected and used. Channel Advantage Disadvantage 3.2.1.8 Channels Of Communication TABLE 2 (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 21 The CEPA Strategy matrix summarizes the key aspects of each specific strategy provided for all the directorates. It integrates all aspects of the strategy, indicating the logical link between the audience, key message themes, methodology, channels and tools, expected outcomes and implementing partners. Key message themes are based on the objective for communication to each audience and the findings from the situation analysis. 3.3.1 Strategy 1: Internal Awareness Campaign Audience Key Message Themes Methodologies Tools and Channels Indicators Partners Ministry of Water and Environment staff: Political leadership (ministers) Permanent Secretary Directorates Agencies Water and environment Sector Working Group Water Policy Committee Benefits and Opportunities created by the CEPA Strategy. Roles and mandates of each Directorate, Departments and Agency under the Ministry Advantages of good management and sustainable use of water & environment for Uganda and the general public Communi cate with staff members using established and informal communication systems in each MDA. Utilize team briefing methods to communi cate with staff through the institutional hierarchy. Leverage the existing forums and their meeting schedules, E.g. TSUs, UOs, WSDFs. Staff briefing kits e.g. fact sheets on Water and environment. Staff retreats to motivate and energize members to participate in the implementation of CEPA Strategy Quarterly Information bulletin on progress of strategy implementation. Team briefing sessions cascaded through the hierarchy of the Ministry. Use of Internet based webpage for the Ministry. Leverage social media as well. Increase in knowledge and support on the CEPA strategy amongst the MWE staffs. Environmental Policy Committee established from the collaborat ing ministries; WESWG 3.3 Overall CEPA Strategy Matrix for the Ministry TABLE 3 (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 22 3.3.2 Strategy 2: Public Participation Mechanisms Audience Key Message Themes Methodologies Tools and Channels Indicators Partners Religious and Cultural leaders Members of Parliament Local Councillors Conservation activities that will ensure water resources are properly managed and catchment areas are protected. Advantages of good management and sustainable use of water resources & environment for Uganda and the general public Different initiatives being undertaken by the Ministry & communities to promote better use of water and environment. Contribution of the CEPA Strategy to sustainable supply of water Disseminate information to The cultural and religious leaders, local area councillors, and legislators through focal persons in these institutions Mobilize the public to par ticipate at the Water Forums at the national, regional and local levels Talking points about water and environment handed over to very important and influential persons who in turn reach out to the communities Briefing materials. Seminars and workshops. Meetings. Water forums. Articles in sector publications. Quarterly Progress newsletter. Leadership Award mobilization at national, region al, local level. Functional public Participation mechanisms established. Increase in knowledge of water and envi ronment among policy and decision makers. Consensus building and stakeholder concerns addressed through public participation mechanisms. Development partners. Parliamentarians and collaborat ing MDAs. NGOs active in the water sector. CSOs & FBOs. Office of the President (RDCs) TABLE 4 (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 23 3.3.3 Strategy 3: Multi Media Communications Audience Key Message Themes Methodologies Tools and Channels Indicators Partners Industrial (factories, plants) Commercial (Traders, business owners, Large and small scale farmers ) Institutional customers (Hospitals, Schools, Government MDAs etc). Urban and Rural residents. Refugees in camps. Small scale service providers (clients retailing water). Roles of institu tions under the Water Act. Mechanisms set up by the Government to regulate water service provision and to control price of water. Benefits and opportunities created by the CEPA Strategy. Aspects of changes such as increase in accessibility and reliability of water. Improved water service delivery through better governance by the ministry. Water scarcity and the need to conserve water, and manage re sources for sus tainable supply. New water con servation and manage ment initiatives in communities Raise awareness through a six month branded multi media campaign delivered utilizing both paid for advert and earned media. Reinforce cam paign messages by mobilizing UOs, WSDFs, TSUs NGOs, CBOs to disseminate information ma terials to com munities within their reach. Develop and implement rolling thematic communication programs on Water & environment themes. Run educational radio dramas linked to community conservation activities. Annual award scheme to recognize and reinforce good water resource management & conservation practices from community to national level. Incorporate water conser vation in the curriculum & Extracurricu lar activities through MOES Radio Infomercials. Information materials – posters, brochures, bumper stickers. Radio and TV Discussion pro grams. Series of print advertorials in the newspapers. News and feature articles generated through the media award scheme. Community meetings. Water forums. Information materials. Edutainment serial radio program. Community meetings and presentations to women’s groups, church groups etc. Drama, theatre, sports in schools and at community level. Increase levels of awareness on the changes among adult population within the first six months. Increase in quality of knowledge on water and environment. Increase in percentage of population supporting the Strategy. Raised public interest levels in WSS and WRM issues. Increase in number of consumers aware of their rights and responsibilities. Increased number of people practicing positive water management activities. Increased number of entries to the Award scheme. Increased number of organizations supporting water conservation and resource management issues. Media houses. NGOs. FBOs CSOs All institutions established under the Water Act. Collaborating MDAs. Entertainment TABLE 5 (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 24 3.3.4 Strategy 4: Media advocacy Audience Key Message Themes Methodologies Tools and Channels Indicators Partners Media practitioners Editors, Program Directors Media Executives Journalists Presenters on radios & TV Roles and responsibilities of different MDAs. Progress made and challenges faced in implementing the Strategy Holistic nature of the activities in the Ministry and their positive contribution to efficient water provision and sustainable environmental management Benefits of the changes in the water sector focusing on success stories and lessons learnt locally and internationally Training workshops and editorial briefings Facilitate accurate coverage of issues by developing and disseminating a media kit. Increase the breadth and depth of coverage by leveraging the media as a program partner through a three month media award scheme designed to build a corps of knowledgeable reporters on water and environmental issues Media kit. Training workshops, media award guidelines, radio and TV discussion programs, editorial briefings. Case studies of successful water service providers as well as environmental protection service providers. Media awards entry guidelines promoted through media houses. Increased knowledge on the holistic nature of the Water and environment among editors and reporters. Percentage increase in coverage of water and environmental issues by the media. Percentage increase of accurate and analytical articles on water and environmental issues. Media houses. Directors, departments and agencies under Water and Environmental sector School of Journalism TABLE 6 (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 25 3.3.5 Strategy 5: Strengthening The Capacity Of MWE’s Communication Unit Audience Methodologies Tools and Channels Indicators Partners MWE’s Communication Unit Engage top management for their support at the implementation of the CEPA Strategy Elevate the post of the Head of Communications Unit to at least a commissioner level to enhance his influence at the top management level Hire and train additional communication officers to support those in the regions. Provide technical assistance to build capacity of MDAs to develop and implement communication plans appropriate to their mandates. Monitor and evaluate the specific plans developed and provide feedback. Create a national ‘Communication Coordination Committee’ to provide coherence and guidance on communication activities across the ministry. Workshops, seminars and short courses Communication Planning templates. Field visits and study tours. Strengthen MWE’s Web site on the with current information. The website must be interactive and managed by dedicated IT official Increased resources and implementation of communication plans Better coverage of the Ministry’s activities, programs and projects geographically as well as by quality Number of MDAs that have integrated communication as a strategic component of their operations. MWE Communication Unit Communications focal persons from MDAs Development Partners TABLE 7 (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 26 3.3.6 Strategy 6: Mainstream Climate Change Mitigation and Adaptation Audience Key Message Themes Methodologies Tools and Channels Indicators Partners Government MDAs Parliament Opinion leaders (cultural, religious and local celebrities) Academia Private Sectors Institutions (hospitals, schools, etc) Manufacturers Professionals Entrepreneurs, Large and small scale Urban and Rural residents. Civil Society, NGOs Development Partners Refugees Roles and responsibilities of MWE. Holistic nature of the activities in the Ministry and their positive contribution to efficient water provision and sustainable envi ronmental management Advantages of good management and sustainable use of water resources & environment for Uganda and the general public Different ini tiatives being undertaken by the Ministry & communities to promote better use of water and environment. Engage top management for their support at the implementation of the CEPA Strategy ‘Communication Coordination Committee’ to provide co herence and guidance on Climate Change Mitigation and Adaptation activities across the ministry and the collaborating MDAs. Facilitate accurate coverage of issues by developing and disseminating a media kit. Provide technical assistance to build respective capacity of MDAs to develop and implement CEPA plans appropriate to their mandates. Monitor and evaluate the specific plans developed and provide feedback. Media kit. Training workshops, media award guide lines, radio and TV discussion programs, edi torial briefings. Case studies of successful water service provid ers as well as environmental protection service provid ers. Increased knowledge on the holistic nature of the Water and environment among editors and reporters. Percentage increase in coverage of water and environmental issues by the media. Percentage increase of accurate and analytical articles on water and environmental issues. Media houses. Directors, departments and agencies under Water and Environmental sector School of Journalism Development Partners MWE Communication Unit Communications focal persons from MDAs TABLE 8 (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 2 7 3 .4 S tr at e g y F o r E a ch D ir e ct o ra te 3 .4 .1 D ir e ct o ra te o f W a te r D e ve lo p m e n t D ir e c to r S e n io r M a n a g e m e n t D W D F o c a l P e rs o n D W D O th e r st a ff D W D W a te r P o lic y C o m m it te e s R e lig io u s le a d e rs C u lt u ra l le a d e rs M e m b e rs o f P a rl ia m e n t D is tr ic t L e a d e rs L o c a l C o u n c ill o rs G e n e ra l P u b lic W a te r S u p p ly W a te r fo r p ro d – a n im a ls W a te r fo r p ro d c ro p s S a n it a ti o n M o b ili ze t h e p u b lic t o p a rt ic ip a te i n W a te r F o ru m s a t n a ti o n a l, re g io n a l a n d l o c a l le ve ls D is se m in a te i n fo rm a ti o n th ro u g h o p in io n l e a d e rs (M P s, R e lig io u s, C u lt u ra l, L C s, C e le b ri ti e s) R u n e d u c a ti o n a l ra d io d ra m a l in ke d t o co m m u n it y c o n se rv a ti o n a c ti v it ie s. M e e ti n g s W a te r F o ru m s W o rk sh o p s S e m in a rs Ta lk s h o w s (r a d io s & T V s) S o c ia l e ve n ts ( co ro n a ti o n , M a rk e t D a y ) P u b lic E ve n ts (I n d e p e n d e n t, H e ro e s D a y ) In c re a se d k n o w le d g e o f w a te r u se ; m a n a g e m e n t; p ro te c ti o n ; c o n se rv a ti o n , ri g h ts a m o n g t h e p u b lic . F u n c ti o n a l p u b lic p a rt ic ip a ti o n m e c h a n is m s e st a b lis h e d R o le s a n d m a n d a te s o f: M W E ; D W D & D e p a rt m e n ts u n d e r D W D C o m m u n ic a te u si n g fo rm a l & i n fo rm a l m e th o d s L e ve ra g e t h e c u rr e n t fo ru m s a n d t h e ir m e e ti n g sc h e d u le s, e .g . T S U s, U O s, W S D F s. R e g u la r st a ff b ri e fi n g s C o m m u n ic a te o n W e b si te T w it te r, B lo g s, W h a ts A p p ,) In h o u se j o u rn a ls P o lic y M a n u a ls O ri e n ta ti o n p ro g ra m In tr a n e t Te le p h o n e E m a il N o ti ce b o a rd (p ri n t & e le c tr o n ic ) T ra in in g s W o rk sh o p S ta ff r e tr e a t In c re a se d k n o w le d g e a n d su p p o rt o f th e C E P A S tr a te g y. S tr a te g y 1 : Im p ro ve d i n te rn a l co m m u n ic a ti o n f o r in cr e a se d a w a re n e ss , k n o w le d g e a n d u n d e rs ta n d in g o f w a te r a n d e n v ir o n m e n t S tr a te g y 2 : S tr e n g th e n p u b lic p a rt ic ip a ti o n t o p ro m o te i n cl u si ve n e ss a n d c o m m it m e n t fo r a s u cc e ss fu l a p p lic a ti o n o f C E P A S tr a te g y A u d ie n ce K e y M e ss a g e T h e m e s M e th o d o lo g ie s To o ls a n d C h a n n e ls In d ic a to rs TA B L E 9 (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 2 8 B e n e fi c ia ri e s: In d u st ri e s T ra d e rs C o m m e rc ia l F a rm e rs In st it u ti o n s R u ra l & U rb a n r e si d e n ts W a te r p ro v is io n a n d c o st s W a te r sc a rc it y a n d t h e n e e d t o p ro te c t w a te r su p p ly N e w w a te r co n se rv a ti o n a n d m a n a g e m e n t in it ia ti ve s in c o m m u n it ie s Im p le m e n t a s ix m o n th b ra n d e d m u lt i m e d ia c a m p a ig n d e liv e re d t h ro u g h b o th p a id f o r a d ve rt is e m e n t a n d e a rn e d m e d ia n e w s p a p e rs , r a d io s, T V , o u td o o r, d ig it a l p la tf o rm . M o b ili ze U O s, W S D F s, T S U s, N G O s, C B O s to d is se m in a te in fo rm a ti o n m a te ri a ls t o co m m u n it ie s R u n e d u c a ti o n a l ra d io d ra m a l in ke d t o c o m m u n it y co n se rv a ti o n a c ti v it ie s. R a d io I n fo m e rc ia ls . In fo rm a ti o n m a te ri a ls – p o st e rs , b ro c h u re s, b u m p e r st ic k e rs . R a d io a n d T V t a lk s h o w s N e w s a n d f e a tu re a rt ic le s g e n e ra te d t h ro u g h t h e M e d ia A w a rd s c h e m e . C o m m u n it y m e e ti n g s. W a te r F o ru m s. In c re a se d q u a lit y o f k n o w le d g e o n w a te r In c re a se d n u m b e r o f p e o p le p ra c ti c in g p o si ti ve w a te r m a n a g e m e n t & co n se rv a ti o n t e c h n iq u e s. In c re a se i n n u m b e r o f co n su m e rs w h o a re a w a re o f th e ir w a te r ri g h ts a n d re sp o n si b ili ti e s. S tr a te g y 3 : M u lt M e d ia C o m m u n ic a ti o n C a m p a ig n A u d ie n ce K e y M e ss a g e T h e m e s M e th o d o lo g ie s To o ls a n d C h a n n e ls In d ic a to rs M e d ia p ra c ti ti o n e rs E d it o rs , P ro g ra m d ir e c to rs M e d ia e xe c u ti ve s Jo u rn a lis ts P re se n te rs o n r a d io s & T V R o le s a n d re sp o n si b ili ti e s o f d iff e re n t M D A s. W a te r su p p ly W a te r fo r p ro d – a n im a ls W a te r fo r p ro d c ro p s S a n it a ti o n & H e a lt h D e ve lo p a n d i m p le m e n t ro lli n g t h e m a ti c c o m m u n i c a ti o n p ro g ra m s o n w a te r th e m e s. M e d ia k it . T ra in in g w o rk sh o p s, M e d ia A w a rd g u id e lin e s, R a d io a n d T V t a lk s h o w s, E d it o ri a l b ri e fi n g s. In c re a se d c o ve ra g e o f w a te r a n d e n v ir o n m e n ta l is su e s b y t h e m e d ia . In c re a se d n u m b e r o f a cc u ra te a n d a n a ly ti c a l a rt ic le s o n w a te r a n d e n v ir o n m e n ta l is su e s. S tr a te g y 4 : M e d ia e x p o su re t h a t p ro m o te s a cc u ra te a n d a n a ly ti ca l co ve ra g e o f w a te r a n d e n v ir o n m e n ta l is su e s TA B L E 1 0 (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 2 9 M W E ’s C o m m u n ic a ti o n U n it S ta ff o f th e D ir e c to ra te F o c a l p e rs o n f ro m D W D E n g a g e t o p m a n a g e m e n t fo r th e ir su p p o rt a t th e i m p le m e n ta ti o n o f th e C E P A S tr a te g y T ra in e n g in e e rs t o e xe c u te co m m u n ic a ti o n f u n c ti o n a s a n d w h e n r e q u ir e d W o rk sh o p s, s e m in a rs a n d s h o rt co u rs e s C o m m u n ic a ti o n P la n n in g t e m p la te s. F ie ld v is it s a n d s tu d y t o u rs . S tr e n g th e n M W E ’s w e b si te w it h c u rr e n t in fo rm a ti o n f ro m t h e d ir e c to ra te . In c re a se d k n o w le d g e o n t h e h o lis ti c n a tu re o f th e W a te r a n d e n v ir o n m e n t a m o n g e d it o rs a n d r e p o rt e rs . P e rc e n ta g e i n c re a se i n c o ve ra g e o f w a te r a n d e n v ir o n m e n ta l i ss u e s b y th e m e d ia . P e rc e n ta g e i n c re a se o f a cc u ra te a n d A n a ly ti c a l a rt ic le s o n w a te r a n d e n v ir o n m e n ta l is su e s. S tr a te g y 5 : S tr e n g th e n in g t h e c a p a ci ty o f M W E ’s C o m m u n ic a ti o n u n it A u d ie n ce M e th o d o lo g ie s To o ls a n d C h a n n e ls In d ic a to rs TA B L E 1 1 (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 3 0 3 .4 .2 D ir e ct o ra te o f W a te r R e so u rc e s M a n a g e m e n t D ir e c to r S e n io r M a n a g e m e n t D W R M F o c a l P e rs o n D W R M O th e r st a ff D W R M W a te r P o lic y C o m m it te e s S ta ff o f th e D ir e c to ra te T ra in e e s a t th e w a te r R e so u rc e s T ra in in g I n st it u te W a te r P o lic y C o m m it te e R e lig io u s le a d e rs C u lt u ra l le a d e rs M e m b e rs o f P a rl ia m e n t D is tr ic t L e a d e rs L o c a l C o u n c ilo rs G e n e ra l P u b lic W a te r re so u rc e s W e tl a n d p ro te c ti o n W a te r q u a lit y W a te r ri g h ts W a te r fo r h y d ro p o w e r a n d t ra n s b o u n d a ry M o b ili ze t h e p u b lic t o p a rt ic ip a te i n W a te r F o ru m s a t n a ti o n a l, re g io n a l a n d l o c a l le ve ls D is se m in a te i n fo rm a ti o n th ro u g h o p in io n l e a d e rs (M P s, R e lig io u s, C u lt u ra l, L C s, C e le b ri ti e s e tc ) R u n e d u c a ti o n a l ra d io d ra m a l in ke d t o co m m u n it y a c ti v it ie s. M e e ti n g s W a te r F o ru m s W o rk sh o p s S e m in a rs Ta lk s h o w s (r a d io s & T V s) S o c ia l E ve n ts ( C o ro n a ti o n , M a rk e t D a y e tc ) P u b lic E ve n ts ( In d e p e n d e n t, H e ro e s D a y e tc ) In c re a se d k n o w le d g e o f w a te r u se ; m a n a g e m e n t; p ro te c ti o n ; c o n se rv a ti o n , ri g h ts e tc a m o n g t h e p u b lic . F u n c ti o n a l p u b lic p a rt ic ip a ti o n m e c h a n is m s e st a b lis h e d R o le s a n d m a n d a te s o f M W E ; D W R M & D e p a rt m e n ts C o m m u n ic a te u si n g fo rm a l & i n fo rm a l m e th o d s L e ve ra g e t h e c u rr e n t fo ru m s a n d t h e ir m e e ti n g sc h e d u le s, e .g . T S U s, U O s, W S D F s. R e g u la r st a ff b ri e fi n g s C o m m u n ic a te o n W e b si te ( T w it te r, b lo g s, W h a ts A p p ,) In h o u se j o u rn a ls P o lic y M a n u a ls O ri e n ta ti o n p ro g ra m In tr a n e t Te le p h o n e E m a il N o ti ce b o a rd (p ri n t & e le c tr o n ic ) T ra in in g s W o rk sh o p S ta ff r e tr e a t S tr a te g y 1 : Im p ro ve d i n te rn a l co m m u n ic a ti o n f o r in cr e a se d a w a re n e ss , k n o w le d g e a n d u n d e rs ta n d in g o f w a te r a n d e n v ir o n m e n t S tr a te g y 2 : S tr e n g th e n p u b lic p a rt ic ip a ti o n t o p ro m o te i n cl u si ve n e ss a n d c o m m it m e n t fo r a s u cc e ss fu l a p p lic a ti o n o f C E P A S tr a te g y A u d ie n ce K e y M e ss a g e T h e m e s M e th o d o lo g ie s To o ls a n d C h a n n e ls In d ic a to rs TA B L E 1 2 (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 3 1 In d u st ri a lis ts T ra d e rs C o m m e rc ia l F a rm e rs In st it u ti o n s R u ra l & U rb a n r e si d e n ts W a te r p ro v is io n a n d c o st s W a te r sc a rc it y a n d t h e n e e d t o p ro te c t w a te r su p p ly N e w w a te r co n se rv a ti o n a n d m a n a g e m e n t in it ia ti ve s in c o m m u n it ie s Im p le m e n t a s ix m o n th b ra n d e d m u lt i m e d ia c a m p a ig n d e liv e re d t h ro u g h b o th p a id f o r a d ve rt is e m e n t a n d e a rn e d m e d ia i n n e w sp a p e rs , r a d io s, T V , o u td o o r, d ig it a l p la tf o rm . M o b ili ze U O s, W S D F s, T S U s, N G O s, C B O s to d is se m in a te in fo rm a ti o n m a te ri a ls t o co m m u n it ie s R u n e d u c a ti o n a l ra d io d ra m a l in ke d t o c o m m u n it y co n se rv a ti o n a c ti v it ie s. R a d io I n fo m e rc ia ls . In fo rm a ti o n m a te ri a ls – p o st e rs , b ro c h u re s, b u m p e r st ic ke rs . R a d io a n d T V t a lk s h o w s N e w s a n d f e a tu re a rt ic le s g e n e ra te d t h ro u g h t h e M e d ia A w a rd s c h e m e . C o m m u n it y m e e ti n g s. W a te r fo ru m s. S p o rt s a n d C lu b s in s c h o o ls a n d a t co m m u n it y l e ve l. In c re a se d q u a lit y o f k n o w l e d g e o n w a te r In c re a se d n u m b e r o f p e o p le p ra c ti c in g p o si ti ve w a te r m a n a g e m e n t & c o n se rv a ti o n t e c h n iq u e s. In c re a se i n n u m b e r o f co n su m e rs w h o a re a w a re o f th e ir w a te r ri g h ts a n d re sp o n si b ili ti e s. S tr a te g y 3 : B ra n d e d , p h a se d m u lt i m e d ia a n d m u lt i ch a n n e l co m m u n ic a ti o n c a m p a ig n A u d ie n ce K e y M e ss a g e T h e m e s M e th o d o lo g ie s To o ls a n d C h a n n e ls In d ic a to rs M e d ia p ra c ti ti o n e rs E d it o rs , P ro g ra m D ir e c to rs M e d ia E xe c u ti ve s Jo u rn a lis ts P re se n te rs : r a d io s & T V R o le s a n d r e sp o n si b ili ti e s o f th e d iff e re n t M D A s. W a te r re so u rc e s W e tl a n d p ro te c ti o n W a te r q u a lit y W a te r ri g h ts W a te r fo r h y d ro p o w e r a n d tr a n s b o u n d a ry D e ve lo p a n d i m p le m e n t ro lli n g t h e m a ti c co m m u n ic a ti o n p ro g ra m s o n W a te r th e m e s fo r tr a in in g s / w o rk sh o p s / se m in a rs . P a rt ic ip a te i n m a ss m e d ia O rg a n iz e e ve n ts f o r se n si ti za ti o n M e d ia k it . T ra in in g w o rk sh o p s, M e d ia a w a rd g u id e lin e s, R a d io a n d T V t a lk s h o w s, E d it o ri a l b ri e fi n g s. In c re a se d c o ve ra g e o f w a te r a n d e n v ir o n m e n ta l is su e s b y t h e m e d ia . In c re a se d n u m b e r o f a cc u ra te a n d a n a ly ti c a l a rt ic le s o n w a te r a n d e n v ir o n m e n ta l is su e s. S tr a te g y 4 : M e d ia e x p o su re t h a t p ro m o te s a cc u ra te a n d a n a ly ti ca l co ve ra g e o f w a te r a n d e n v ir o n m e n ta l is su e s TA B L E 1 3 (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 3 2 M W E ’s C o m m u n ic a ti o n U n it S ta ff o f th e D W R M F o c a l p e rs o n f ro m D W R M E n g a g e t o p m a n a g e m e n t fo r th e ir su p p o rt a t th e i m p le m e n ta ti o n o f th e C E P A S tr a te g y T ra in e n g in e e rs t o e xe c u te co m m u n ic a ti o n f u n c ti o n a s a n d w h e n r e q u ir e d W o rk sh o p s, S e m in a rs a n d S h o rt co u rs e s C o m m u n ic a ti o n P la n n in g t e m p la te s. F ie ld v is it s a n d s tu d y t o u rs . S tr e n g th e n M W E ’s w e b si te w it h c u rr e n t in fo rm a ti o n f ro m t h e d e p a rt m e n t. In c re a se d k n o w le d g e o n t h e h o lis ti c n a tu re o f th e W a te r a n d e n v ir o n m e n t a m o n g e d it o rs a n d re p o rt e rs . P e rc e n ta g e i n c re a se i n c o ve ra g e o f w a te r a n d e n v ir o n m e n ta l i ss u e s b y th e m e d ia . P e rc e n ta g e i n c re a se o f a cc u ra te a n d A n a ly ti c a l a rt ic le s o n w a te r a n d e n v ir o n m e n ta l is su e s. S tr a te g y 5 : S tr e n g th e n in g t h e c a p a ci ty o f M W E ’s C o m m u n ic a ti o n u n it A u d ie n ce M e th o d o lo g ie s To o ls a n d C h a n n e ls In d ic a to rs TA B L E 1 4 (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 3 3 3 .4 .3 D ir e ct o ra te o f E n v ir o n m e n ta l A ff a ir s D ir e c to r S e n io r M a n a g e m e n t D E A F o c a l P e rs o n D E A O th e r st a ff D E A E n v ir o n m e n ta l C o m m it te e s R e lig io u s le a d e rs C u lt u ra l le a d e rs M e m b e rs o f P a rl ia m e n t D is tr ic t L e a d e rs L o c a l C o u n c ill o rs G e n e ra l P u b lic W a te r p o llu ti o n C a tc h m e n t p ro te c ti o n F o re st ry s e c to r M o b ili ze t h e p u b lic t o p a rt ic ip a te i n W a te r a n d E n v ir o n m e n ta l F o ru m s a t n a ti o n a l, re g io n a l a n d l o c a l le ve ls D is se m in a te i n fo rm a ti o n th ro u g h o p in io n l e a d e rs (M P s, r e lig io u s, c u lt u ra l, L C s, ce le b ri ti e s e tc ) R u n e d u c a ti o n a l ra d io d ra m a lin ke d t o c o m m u n it y a c ti v it ie s. M e e ti n g s W a te r a n d E n v ir o n m e n t F o ru m s W o rk sh o p s S e m in a rs Ta lk s h o w s (r a d io s & T V s) S o c ia l e ve n ts ( co ro n a ti o n , m a rk e t d a y e tc ) P u b lic e ve n ts ( In d e p e n d e n ce , H e ro e s D a y e tc ) In c re a se d k n o w le d g e o f e n v ir o n m e n t; m a n a g e m e n t; p ro te c ti o n ; co n se rv a ti o n , b y t h e p u b lic . F u n c ti o n a l p u b lic p a rt ic ip a ti o n m e c h a n is m s e st a b lis h e d R o le s a n d m a n d a te s o f M W E ; D E A & D e p a rt m e n ts C o m m u n ic a te u si n g C o m m u n ic a te u si n g f o rm a l & i n fo rm a l m e th o d s L e ve ra g e t h e c u rr e n t F o ru m s a n d t h e ir m e e ti n g sc h e d u le s, e .g . T S U s, U O s, W S D F s. R e g u la r st a ff b ri e fi n g s C o m m u n ic a te o n w e b si te ( T w it te r, b lo g s, W h a ts A p p ,) In h o u se j o u rn a ls P o lic y m a n u a ls O ri e n ta ti o n p ro g ra m In tr a n e t Te le p h o n e E m a il N o ti ce b o a rd ( p ri n t & e le c tr o n ic ) T ra in in g s W o rk sh o p S ta ff r e tr e a t In c re a se d k n o w le d g e a n d su p p o rt o f th e C E P A S tr a te g y. S tr a te g y 1 : Im p ro ve d i n te rn a l co m m u n ic a ti o n f o r in cr e a se d a w a re n e ss , k n o w le d g e a n d u n d e rs ta n d in g o f w a te r a n d e n v ir o n m e n t S tr a te g y 2 : S tr e n g th e n p u b lic p a rt ic ip a ti o n t o p ro m o te i n cl u si ve n e ss a n d c o m m it m e n t fo r a s u cc e ss fu l a p p lic a ti o n o f C E P A S tr a te g y A u d ie n ce K e y M e ss a g e T h e m e s M e th o d o lo g ie s To o ls a n d C h a n n e ls In d ic a to rs TA B L E 1 5 (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 3 4 In d u st ri a lis ts T ra d e rs C o m m e rc ia l F a rm e rs In st it u ti o n s R u ra l & U rb a n r e si d e n ts N e w e n v ir o n m e n ta l co n se rv a ti o n a n d m a n a g e m e n t in it ia ti ve s in co m m u n it ie s Im p le m e n t a s ix m o n th b ra n d e d m u lt i m e d ia c a m p a ig n d e liv e re d t h ro u g h b o th p a id f o r a d ve rt is e m e n t a n d e a rn e d m e d ia i n n e w s p a p e rs , r a d io s, T V , o u td o o r, d ig it a l p la tf o rm . M o b ili ze U O s, W S D F s, T S U s, N G O s, C B O s to d is se m in a te in fo rm a ti o n m a te ri a ls t o co m m u n it ie s R u n e d u c a ti o n a l ra d io d ra m a l in ke d t o c o m m u n it y co n se rv a ti o n a c ti v it ie s. In co rp o ra te e n v ir o n m e n t m a n a g e m e n t is su e s in t h e e d u c a ti o n c u rr ic u lu m a n d e x tr a c u rr ic u la r a c ti v it ie s th ro u g h M O E S a t n a ti o n a l le ve l. R a d io I n fo m e rc ia ls . In fo rm a ti o n m a te ri a ls – p o st e rs , b ro c h u re s, b u m p e r st ic ke rs . R a d io a n d T V t a lk s h o w s N e w s a n d f e a tu re a rt ic le s g e n e ra te d t h ro u g h t h e M e d ia A w a rd s c h e m e . C o m m u n it y m e e ti n g s. W a te r a n d E n v ir o n m e n ta l F o ru m s. S p o rt s a n d c lu b s in s c h o o ls a n d a t co m m u n it y l e ve l. In c re a se d q u a lit y o f k n o w l e d g e o n w a te r a n d e n v i ro n m e n t In c re a se d n u m b e r o f p e o p le p ra c ti c in g p o si ti ve e n v ir o n m e n t m a n a g e m e n t te c h n iq u e s. S tr a te g y 3 : B ra n d e d , p h a se d m u lt i m e d ia a n d m u lt i ch a n n e l co m m u n ic a ti o n c a m p a ig n A u d ie n ce K e y M e ss a g e T h e m e s M e th o d o lo g ie s To o ls a n d C h a n n e ls In d ic a to rs M e d ia p ra c ti ti o n e rs E d it o rs , P ro g ra m D ir e c to rs M e d ia E xe c u ti ve s Jo u rn a lis ts P re se n te rs : r a d io s & T V R o le s a n d r e sp o n si b ili ti e s o f th e d iff e re n t M D A s. W a te r p o llu ti o n C a tc h m e n t p ro te c ti o n F o re st ry s e c to r D e ve lo p a n d i m p le m e n t ro lli n g t h e m a ti c c o m m u n i c a ti o n p ro g ra m s o n W a te r a n d E n v ir o n m e n t th e m e s fo r tr a in in g s / w o rk sh o p s / se m in a rs . P a rt ic ip a te i n m a ss m e d ia O rg a n iz e E ve n ts f o r se n si ti za ti o n M e d ia k it . T ra in in g w o rk sh o p s, M e d ia a w a rd g u id e lin e s, R a d io a n d T V t a lk s h o w s, E d it o ri a l b ri e fi n g s. In c re a se d c o ve ra g e o f w a te r a n d e n v ir o n m e n ta l is su e s b y t h e m e d ia . In c re a se d n u m b e r o f a cc u ra te a n d a n a ly ti c a l a rt ic le s o n w a te r a n d e n v ir o n m e n ta l is su e s. S tr a te g y 4 : M e d ia e x p o su re t h a t p ro m o te s a cc u ra te a n d a n a ly ti ca l co ve ra g e o f w a te r a n d e n v ir o n m e n ta l is su e s TA B L E 1 6 (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 3 5 M W E ’s C o m m u n ic a ti o n U n it S ta ff o f th e D W R M F o c a l p e rs o n f ro m D W R M E n g a g e t o p m a n a g e m e n t fo r th e ir su p p o rt a t th e i m p le m e n ta ti o n o f th e C E P A S tr a te g y T ra in e n g in e e rs t o e xe c u te co m m u n ic a ti o n f u n c ti o n a s a n d w h e n r e q u ir e d W o rk sh o p s, S e m in a rs a n d S h o rt co u rs e s C o m m u n ic a ti o n p la n n in g te m p la te s. F ie ld v is it s a n d s tu d y t o u rs . S tr e n g th e n M W E ’s w e b si te w it h c u rr e n t in fo rm a ti o n f ro m t h e d e p a rt m e n t. In c re a se d k n o w le d g e o n t h e h o lis ti c n a tu re o f th e W a te r a n d e n v ir o n m e n t a m o n g e d it o rs a n d re p o rt e rs . P e rc e n ta g e i n c re a se i n c o ve ra g e o f w a te r a n d e n v ir o n m e n ta l i ss u e s b y th e m e d ia . P e rc e n ta g e i n c re a se o f a cc u ra te a n d A n a ly ti c a l a rt ic le s o n w a te r a n d e n v ir o n m e n ta l is su e s. S tr a te g y 5 : S tr e n g th e n in g t h e c a p a ci ty o f M W E ’s C o m m u n ic a ti o n u n it A u d ie n ce M e th o d o lo g ie s To o ls a n d C h a n n e ls In d ic a to rs TA B L E 1 7 (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 3 6 • M W E ’s C o m m u n ic a ti o n U n it • S ta ff o f th e D ir e c to ra te • F o c a l p e rs o n s (D W D , D W R M & D E A ) • R e lig io u s le a d e rs • C u lt u ra l le a d e rs • M e m b e rs o f P a rl ia m e n t • D is tr ic t L e a d e rs • L o c a l C o u n c ill o rs • G e n e ra l P u b lic • In d u st ri e s • T ra d e rs • C o m m e rc ia l F a rm e rs • In st it u ti o n s • M e d ia P ra c ti ti o n e rs • C S O • C o lla b o ra ti n g M in is tr ie s W a te r su p p ly W a te r fo r p ro d – a n im a ls W a te r fo r p ro d c ro p s S a n it a ti o n W a te r re so u rc e s W e tl a n d p ro te c ti o n W a te r q u a lit y W a te r ri g h ts W a te r fo r h y d ro p o w e r a n d tr a n s b o u n d a ry W a te r p o llu ti o n C a tc h m e n t p ro te c ti o n F o re st ry s e c to r C o m m u n ic a te u si n g F o rm a l & I n fo rm a l m e th o d s L e ve ra g e t h e c u rr e n t F o ru m s a n d t h e ir m e e ti n g sc h e d u le s, e .g . T S U s, U O s, W S D F s. M o b ili ze t h e p u b lic t o p a rt ic ip a te i n W a te r F o ru m s a t n a ti o n a l, re g io n a l a n d l o c a l le ve ls D is se m in a te i n fo rm a ti o n th ro u g h o p in io n l e a d e rs (M P s, r e lig io u s, c u lt u ra l, L C s, c e le b ri ti e s e tc ) R u n e d u c a ti o n a l ra d io d ra m a l in ke d t o co m m u n it y c o n se rv a ti o n a c ti v it ie s. D e ve lo p a n d i m p le m e n t ro lli n g t h e m a ti c co m m u n ic a ti o n p ro g ra m s o n W a te r th e m e s. W o rk sh o p s, s e m in a rs a n d sh o rt c o u rs e s C o m m u n ic a ti o n p la n n in g t e m p la te s. F ie ld v is it s a n d s tu d y to u rs . S tr e n g th e n M W E ’s w e b si te w it h c u rr e n t in fo rm a ti o n fr o m t h e d ir e c to ra te . M e d ia k it . T ra in in g w o rk sh o p s, M e d ia a w a rd g u id e lin e s, R a d io a n d T V t a lk s h o w s, e d it o ri a l b ri e fi n g s. In c re a se d k n o w le d g e o n th e e ff e c t o f c lim a te o n W a te r a n d e n v ir o n m e n t P e rc e n ta g e i n c re a se o f a cc u ra te a n d A n a ly ti c a l a rt ic le s o n c lim a te c h a n g e i ss u e s a ff e c ti n g w a te r a n d e n v i ro n m e n ta l. S tr a te g y 6 : C lim a te C h a n g e m it ig a ti o n a n d A d a p ta ti o n N o te : • T h e re a re s o m e o ve rl a p s in t e rm s o f a u d ie n ce s, m e th o d o lo g ie s, t o o ls & c h a n n e ls a n d i n d ic a to rs f o r th e d ir e c to ra te s in o rd e r to m a in ta in c o n si st e n c y i n M W E . • T h e M W E s u m m a ry o f st ra te g ie s fo r th e t h re e d ir e c to ra te s p ro v id e m o re d e ta ils A u d ie n ce K e y M e ss a g e T h e m e s M e th o d o lo g ie s To o ls a n d C h a n n e ls In d ic a to rs TA B L E 1 8 37 CHAPTER 4: Implementation (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 38 4.1 Strategy Implementation Recommendations 4.2.2 Public Participation Mechanisms It is recommended that the CEPA Strategy is implemented in a phased manner so that lessons learned and all the experiences gained during the first year of implementation are analyzed and used where necessary to make sub sequent decisions for the longer term period of driving the desired behavioural change. At MWE the objective is to increase awareness, knowledge and understanding of water and environment so as to build support for the implementation of this strategy by the staffs. The following is proposed to constitute the key principles for internal communication: • Regular departmental meetings to encourage closer links and understanding between top management and staff through regular face to face briefings and sessions; • Circular communication process that emphasizes consultations, debate and feedback; • Management debriefing once every week in order to plan or review plans for the week ahead and to report progress to-date; • Regular meetings with MWE’s staff and other implementers, at least once every month to report and review progress; • Celebrate major accomplishments of the ministry so that all employees are re-energized and empowered with a new sense of direction and fulfilment forged; • Ensure widespread availability of information through notices, e-mail communication; newsletter, website and all other channels for purposes of general information; • Publish quarterly and a bi-annual newsletter including books, reports and various IEC materials for circulation and communication with stakeholders; • Provision of proper orientation to all new and incoming staff, and • Timely and clear communication to staff. 4.2.1 External Communications The main channel of communication for all external communication remains the media. This strategy en courages active engagement with all the major media outlets in Uganda to facilitate improved understand ing of the roles and mandate of the ministry and challenges it faces. To achieve this, the strategy encourages a proactive approach to promote positive information and campaigns in the media. The key principles of engaging with the media include the following: These are provided to act as platforms for engaging stakeholders such as opinion leaders, implementers, and the general public. Decision makers in Government at the centre and districts, the private sector, civil society, development part ners, professional bodies and community and faith-based organizations have an influential role in matters of national importance. Advocacy efforts will be directed at raising decision makers’ awareness on the progress being made, the challenges being faced and the role they can play in helping accelerate the delivery of the ministry’s objectives. The decision makers will be reached through specially targeted policy communication materials. 4.2.3 Multi Media Communication Program Instituting branded, phased multi-media communication that ensures increased awareness, knowledge and the inspiration of stakeholders to adopt positive practices. A theme, logo and slogan will be developed at the beginning of the implementation of this strategy to provide a branded platform for all communication materi als. This will enhance coherence of messages and create synergy across the different communication activities. The campaign will be implemented through phased but carefully linked themes beginning with national public information campaign delivered through the mass media. 4.2 Internal Communication With MWE Staff • Availability of information to the media through appropriate spokespersons; • All media inquiries are directed to the Head of Communication, who will offer the professional lead for dealing with the specific inquiry; • Head of Communication consults with the PS, the relevant directors and heads of departments in order to prepare a well-crafted and informed response; • Forging a sustained positive relationship with the media, especially the local media, and in particular providing clarifications after consultations, and • It is very important to note and remember that media houses operate under tight deadlines, hence the need for speed and promptness in dealing with issues. (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 39 4.2.5 Strengthening The Capacity Of MWE’s Communication 4.3 IEC Materials It is expected that the momentum for the campaign is built through a high profile launch of the ministry’s Water and Environment Week that builds up with activities from the local community and regional levels, and finally cul minating at the national level. The second phase will consist of thematic communication programs focused on key behavioural areas that impact on water and environmental issues. It is probable that communication during the second phase will primarily rely on community based media and mass media will only be used for strategic communication support during the launches. 4.2.4 Media Advocacy It is critical to promote accurate and analytical coverage of water and environmental issues by forming a strong partnership with the media. The media award scheme activities will be linked to the public information campaign to generate the necessary and the right media content early in the implementation of the strategy. The leadership awards are to be presented during the annual Water and Environment Week. This promotion will be hyped in all the mass media and platforms to draw increased excitement for public participations. The consideration will be to promote public interest in water and environmental conservation, management and good practices. Opportunities for participation of the private sector and collaborating partners (NGOs, CSOs) will be created at the national, regional and local level. It is important to enhance the existing capacity of the communication unit to implement the CEPA Strategy and longer term behaviour change programs. Communication officers in the ministry will be core to ensuring the success of implementation of several components in this CEPA Strategy. Therefore capacity strengthening of the communication unit is an important task in this strategy. This will include advocating for elevation of the position of head of unit to a higher level where he or she can influence decisions taken on behalf of the unit; training of key officials on how to integrate communication as a strategic input to support their objectives and equipping the unit with necessary skills to integrate and sustain digital platform. Technical assistance for the relevant directorates to build their capacity to develop and implement communication plans appropriate to their mandates will need to be provided. The IEC materials will be disseminated through a demand-driven network to ensure that they are distributed efficiently and used effectively to the stakeholders. It is important to note that in terms of this messaging; the benefits are mostly emphasized. It has to be recognized that the strategy can only be as good as the efforts geared towards its implementation and support it has on the ground. Therefore promises must match actions. The positive management of the Public expectations will be critical for the successful implementation of this strategy. A number of IEC materials to be developed include billboards, calendars, banners, pull-ups, T-shirts, caps etc. These shall be procured for use as may be appropriate, especially during events and launch activities in the communities. Drama Scripts for both TV and Radio The thematic areas shown below have been cascaded to both radio drama and visuals as well for greater impact in the society. It is important that the CEPA messages are reinforced at all angles for maximum impact in the minds of the target audiences. The messages will become more appreciated by the public and hopefully start to trigger the desired actions. a) Relation with the mass media • Participation in radio and TV talk shows; • Holding press conferences to profile MWE’s activities; • Ensuring that ministry’s information is timely and newsworthy at all times • Encouraging staff to refrain from making statements that the Ministry would not want to be quoted on, or misunderstood; • Never forget to frequently refer to, and use the ministry’s full and proper name in all its media appearances/ talk shows and in written articles. • Telling the truth at all times even if it hurts the image of the Ministry. (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 40 4.4.1 Drama Scripts for Radio and TV 4.4 Drama Scripts for Radio and TV Time Episode Length Target Audience Language Prime time slot 13 Episodes 24 minutes with six minutes reserved for adverts All stakeholders in rural and urban All the major languages spoken across the country Primetime viewing 13 Episodes 15 Minutes All stakeholders in rural and urban English and all the main regional languages Week Episode Theme Radio Drama TV Drama 1 2 3 4 5 6 7 8 9 10 11 12 13 Water Resources Water Quality Pollution From Industrial Waste Deforestation Wetland Protection Water Resources Maintenance & Functionality Catchment Protection For Water Retention Sanitation And Health Catchment Protection To Reduce Flooding Water For Production - Crops Water For Production - Animals Water Rights - Irrigation Water Rights – Hydro Power Generation Lakes and rivers are water resources that are useful for life and general development. They are useful in transport, power genera tion, irrigation, modifying climate Water quality is important for a healthy living. Water can be con taminated by wastes from human being and if consumed may lead to contraction of water borne diseases such cholera, diarrhoea Some industries use a lot of water during the production process; and some discharge heavy metals as part of waste materials Cutting down trees for making charcoal reduces vegetation which affects the process of rain formation as well as agriculture. Wetland are useful water reservoirs and habitats for fish and some animals Water supply to rural and urban areas are dependent on its func tionality Land use in wetland reduces the water catchment areas Good sanitation helps to maintain the environment, minimizes re lated disease and promotes good health Over grazing, increased paved surfaces and urbanization leads to increased run-off and flooding. Water is vital for production of crops. Majority of the population depends on agriculture for their livelihood. Water is very important in the animal husbandry and must be stored in wet season for use in dry seasons Water from rivers or lakes is finite. Use for irrigation must be known and controlled to minimize negative consequences to the environment The quantity of water used for hydro-power generation needs to be regulated and controlled since some of the river or water bod ies are trans-boundary TABLE 19 TABLE 20 (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 41 4.5 Crisis Management In developing CEPA Strategy, it is expected that there will be some threats or negative actions during the implemen tation phase. Crisis may be defined as significant threats to operations that could bear negative consequences if not properly handled. A crisis can create three related threats: Public safety, financial loss and loss of reputation. Some crisis can result in accidents or loss of lives. All crises tend to threaten the reputation of an organization. It is, therefore, important to plan ahead for any potential mishaps that may befall the ministry. In order to mitigate the potential chal lenges there are some steps and actions that must be followed. How Crisis can be handled. Notice that effective crisis management handles the threats sequentially. • Pre-crisis - prevention and preparation • Crisis response – provision of remedial response • Post-crisis – looks at better ways to prepare for the next crisis and fulfilling commitments made during the crisis time. 4.5.1 Pre-Crisis Phase Prevention involves seeking to reduce known risks that could lead to a crisis. This is part of an organization’s risk management program. Preparation involves creating the crisis management plan, selecting and training the crisis management team, and conducting exercises to test the crisis management plan and crisis management team. 4.5.2 Crisis Management Plan A crisis management plan (CMP) is a reference tool, not a blueprint. A CMP provides lists of key contact informa tion, reminders of what typically should be done in a crisis, and forms to be used to document the crisis response. Pre-assigning tasks presumes there is a designated crisis team. The team members should know what tasks and responsibilities they have during a crisis. 4.5.3 Crisis Management Team The common members of the crisis team comprise of officers in public relations, legal, security, operations, finance, and human resources. However, the composition will vary based on the nature of the crisis. Each crisis is unique thus the crisis teams should make the right decisions that are applicable to the prevailing crisis on hand. Crisis media considers the following best practices: In talking to the media: 4.5.4 Pre-draft Messages Create template for crisis messages. Templates include statements by top management and news releases and those to be released to the websites. 4.5.5 Channels to communicate • Avoid the phrase “no comment” because people think it means the organization is guilty and trying to hide something • Present information clearly by avoiding jargon or technical terms. Lack of clarity makes people think the or ganization is purposefully being confusing in order to hide something. • Appear pleasant on camera by avoiding nervous habits that people interpret as deception. A spokesperson needs to have strong eye contact, limited disfluencies such as “uhms” or “uhs”, and avoid distracting nervous gestures such as fidgeting or pacing. • Brief all potential spokespersons on the latest crisis information and the key message points the organization is trying to convey to stakeholders. Public relations officials usually play a critical role in preparing spokespersons for handling questions from the news media. In case of a crisis the following channels should be considered as a priority • Ministry’s website • Intranet and emails • Mass notification (social media platforms – WhatsApp, Twitter (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 42 4.5.6 Crisis response The initial response must be quick, accurate and consistent. It is important to appreciate the value of preparation and templates. The rationale behind being quick is the need for the organization to tell its side of the story. In reality, the ministry’s side of the story is the key points that management wants to convey about the crisis to its stakeholders. When a crisis occurs, people want to know what happened. Crisis experts often talk of an information vacuum being created by a crisis. The news media will lead the charge to fill the information vacuum and be a key source of initial crisis information. Early response allows an organization to generate greater credibility than a slow response. Crisis preparation will make it easier for crisis managers to respond quickly. Speaking with one voice is very important whenever crisis occurs therefore the crisis team needs to share infor mation so that different people can still convey a consistent message. The spokespersons should be briefed on the same information and the key points the organization is trying to convey in the messages. Initial Crisis Response Best Practices 1. Be quick and try to have initial response within the first hour. 2. Be accurate by carefully checking all facts. 3. Be consistent by keeping spokespeople informed of crisis events and key message points. 4. Make public safety the number one priority. 5. Use all of the available communication channels. 6. Provide some expression of concern/sympathy for victims 7. Remember to include employees in the initial response. 8. Be ready to provide stress and trauma counselling to victims of the crisis 4.5.7 List of Reputation Repair Strategies 1. Attack the accuser: crisis manager confronts the person or group claiming something is wrong with the organization. 2. Denial: crisis manager asserts that there is no crisis. 3. Scapegoat: crisis manager blames some person or group outside of the ministry for the crisis. 4. Excuse: crisis manager minimizes organizational responsibility by denying intent to do harm and/or claiming inability to control the events that triggered the crisis. Provocation: crisis was a result of response to someone else’s actions. Defeasibility: lack of information about events leading to the crisis situation. Accidental: lack of control over events leading to the crisis situation. Good intentions: organization meant to do well 5. Justification: crisis manager minimizes the perceived damage caused by the crisis. 6. Reminder: crisis managers tell stakeholders about the past good works of the organization. 7. Ingratiation: crisis manager praises stakeholders for their actions. 8. Compensation: crisis manager offers money or other gifts to victims. 9. Apology: crisis manager indicates the organization takes full responsibility for the crisis and asks stakeholders for forgiveness. 43 CHAPTER 5: Monitoring and Evaluation Framework (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 44 Monitoring and Evaluation is important in determining progress towards the achievements of the objectives of this strategy and in tracking the performance of the activities being undertaken. The key aspects of the M&E framework for this strategy include: 1. Monitoring performance 2. Assessing the outcomes and impact regular intervals. The expected outcomes for the two main objectives of the CEPA Strategy are given below: Objective 1: To increase awareness, knowledge and support for the strategy: • Increased levels of awareness among key stakeholders; • Increased accuracy and analytical nature of media coverage of water and environment, and • Availability of established and functional public participation mechanisms. Objective 2: To promote positive practices among all the stakeholders about conservation, protection and sustainable use of water resources and environment • Increased public interest levels in water resources and environmental issues; • Increased consumer knowledge about their rights and responsibilities; • Increased communications capacity within MDAs as evident by increased resources and implementation of com munication plans; • Increased consensus building and addressing of stakeholder concerns through public participation mechanisms, and; • Increased knowledge of the link between water and sanitation and wealth creation. Monitoring involves tracking and assessing the specific outputs of the communication activities. A mechanism for collecting data and reporting on the specific output indicators for each program activity should be developed and implemented. The overall outcome indicators will form the basis for assessing the short and long term impact of the strategy. It is recommended that independent research firms should execute this level of assessment (e.g. IPSOS, TNS, Research World). It was noted that the Ministry has an in-house M&E team; however, their effort needs to be buttressed by engaging external suppliers to ensure accountability of their financial support, especially as demanded by the funders of programmes and projects. The key methodology will be the stakeholder surveys to assess changes in knowledge, attitudes and behaviours. Tools used for data collection will be: • Questionnaires administered to the general public; • Media content analysis, and; • Feedback through reports, mass media, meetings with stakeholders. The key methodology will be the stakeholder surveys to assess changes in knowledge, attitudes and behaviours. Tools used for data collection will be: • Questionnaires administered to the general public; • Media content analysis, and • Feedback through reports, mass media, meetings with stakeholders. The Ministry will generally rely on the following measures to monitor the success and effectiveness of its Strategy: • Close monitoring of MWE’s media coverage in both print and electronic media; • Stakeholder satisfaction and awareness survey undertaken every year; • Positive Behavioural change (increased reafforestation, reduced levels of wetland degradation, improved sanitation and hygiene practices); • Staff knowledge and satisfaction assessment; • Range, quality and depth of communication materials produced by the MWE for different audience segments; • Delivery of measurable improvements in the quantity of communications delivered through the website and staff intranet; • Increased recognition of the ministry at local, national, regional and international level; • Increased participation of communities in Water and Environment activities • Delivery of best value communication service, and; • Stronger partnerships and collaborations established with different institutions other stakeholders and organized groups. 5.1 Monitoring and Evaluation (M&E) 5.3 Assessing the outcomes and impact of the communication program 5.2 Monitoring of the program performance (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 4 5 To in c re a se a w a re n e ss , k n o w le d g e a n d s u p p o rt f o r th e S tr a te g y To p ro m o te p o si ti ve p ra c ti ce s a m o n g a ll th e st a ke h o ld e rs a b o u t co n se rv a ti o n , p ro te c ti o n a n d su st a in a b le u se o f w a te r re so u rc e s a n d e n v ir o n m e n t E n g a g e t o p m a n a g e m e n t fo r th e ir s u p p o rt a t th e im p le m e n ta ti o n o f th e C E P A S tr a te g y T ra in e n g in e e rs t o e xe c u te c o m m u n ic a ti o n f u n c ti o n a s a n d w h e n r e q u ir e d C o m m u n ic a te u si n g f o rm a l & i n fo rm a l m e th o d s L e ve ra g e th e c u rr e n t fo ru m s a n d th e ir m e e ti n g sc h e d u le s, e .g . T S U s, U O s, W S D F s. M o b ili ze t h e p u b lic t o p a rt ic ip a te i n W a te r F o ru m s a t n a ti o n a l, re g io n a l a n d l o c a l le ve ls D is se m in a te in fo rm a ti o n th ro u g h o p in io n le a d e rs (M P s, r e lig io u s, c u lt u ra l, L C s, c e le b ri ti e s) R u n e d u c a ti o n a l ra d io d ra m a l in ke d t o c o m m u n it y co n se rv a ti o n a c ti v it ie s. D e ve lo p a n d i m p le m e n t ro lli n g t h e m a ti c c o m m u n i c a ti o n p ro g ra m s o n W a te r th e m e s. • In c re a se d l e ve ls o f a w a re n e ss a m o n g k e y s ta ke h o ld e rs . • In c re a se d a cc u ra c y a n d a n a ly ti c a l n a tu re o f m e d ia c o ve ra g e o f w a te r a n d e n v ir o n m e n t. • A v a ila b ili ty o f e st a b lis h e d a n d f u n c ti o n a l p u b lic p a rt ic ip a ti o n m e c h a n is m s. • N u m b e r o f a p p e a ra n ce s a n d o r re fe re n ce s in w e b si te s a n d b lo g s • N u m b e r o f c lip s a p p e a ri n g i n t h e n e w sp a p e rs • To p o f m in d r e c a ll o f M W E ’s m e ss a g e a m o n g t a rg e t a u d ie n ce s • In c re a se d p u b lic i n te re st l e ve ls i n w a te r re so u rc e s a n d e n v ir o n m e n ta l is su e s. • In c re a se d c o n su m e r k n o w le d g e a b o u t th e ir r ig h ts a n d r e sp o n si b ili ti e s. • In c re a se d co m m u n ic a ti o n s c a p a c it y w it h in M D A s a s e v id e n t b y in c re a se d r e so u rc e s a n d i m p le m e n ta ti o n o f co m m u n ic a ti o n p la n s. • In c re a se d c o n se n su s b u ild in g a n d a d d re ss in g o f st a ke h o ld e r co n ce rn s th ro u g h p u b lic p a rt ic ip a ti o n m e c h a n is m s. • In c re a se d k n o w le d g e o f th e l in k b e tw e e n w a te r a n d s a n it a ti o n a n d w e a lt h c re a ti o n . • N u m b e r o f st a ke h o ld e r e n g a g e m e n t m e e ti n g s h e ld • N u m b e r o f w o rk sh o p s h e ld • N u m b e r o f p a rt ic ip a n ts 5 .4 M o n it o ri n g a n d E va lu at io n M at ri x A ct iv it y M e th o d o lo g y I n d ic a to rs TA B L E 2 1 46 CHAPTER 6: Approaches For Resource Mobilisation (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 47 Successful implementation of this strategy will partly depend on the effective mobilization of the required resources. The following resource mobilization strategies have been highlighted below. 6.1 Mainstreaming Communication Strategy in programs of other stakeholders 6.3 Developing partnership with organizations that have wide networks 6.4 Seeking financial support from the development partners 6.5 Tapping into the social responsibility programs of corporate companies 6.2 Leveraging private sectors in communicating water and environmental issuess The Ministry and all the collaborating MDAs are encouraged to integrate components of this strategy into their opera tions. These institutions are requested to communicate key messages on the water and environment activities in their programs. Organizations with large networks, regionally and/or nationally are better suited for dissemination of information ma terials on water and environmental issues in a cost effective manner. Such organizations include educational institu tions, religious entities, large retail trade and supermarket chains and transport companies. Most of these organizations have the capacity to reach a large number of people within a short period of time. Therefore, this mode of information dissemination is suitable for public awareness campaigns. Development partners are very important sources of funding of activities, programs and projects in water and envi ronment. These include the World Bank, European Union, GTZ, SIDA, ADB, DANIDA, Austrian Government, JICA, UN organizations such as UNICEF and UN Habitat, and several others. Several private sector organizations are increasingly recognizing the value that participating in social responsibility contributes to the success of their businesses. Therefore, as a resource mobilization strategy, these companies would be approached to consider supporting water resources and environment activities as part of their social responsibility programs. This strategy could also be linked to the leadership award. It would also be worth approaching organizations that are running other well funded socio-civic and health campaigns such as those funded by the Global Fund for HIV/ AIDS, TB and malaria. The link between positive water and sanitation practices and disease prevention and patient treatment could be a natural entry point for collaboration. The private sector organizations are encouraged to include messages on water and environment in their communica tion and marketing programs. Firms to be specifically targeted are those involved in: • Water service provision. • Water purification and treatment. • Water harvesting and storage. • Water technology including drilling. • Waste management • Environmental protection advocacy • Media organizations. 48 CHAPTER 7: Implementation plan and budget (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 4 9 7. 1 Im p li m e n ta ti o n P la n A ct iv it ie s T im e F ra m e Y e a r 1 Q 1 S tr a te g y 1 : I m p ro v e d i n te rn a l co m m u n ic a ti o n L a u n c h t h e C E P A S tr a te g y o n w a te r a n d e n v ir o n m e n t E st a b lis h s tr u c tu re s to i m p le m e n t th e S tr a te g y A p p o in t p e rs o n n e l fo r S tr a te g y i m p le m e n ta ti o n P ro v id e o ri e n ta ti o n t ra in in g P ro d u ce p ro g re ss u p d a te S tr a te g y 2 : E n su re p u b lic p a rt ic ip a ti o n O rg a n iz e a n d c o n v e n e w a te r a n d e n v ir o n m e n t fo ru m s. O rg a n iz e a n d c o n d u c t le a d e rs h ip A w a rd C o n d u c t w o rk sh o p s fo r im p o rt a n t p e rs o n s in c o m m u n it ie s S tr a te g y 3 : M e d ia e x p o su re P ro d u c e a n d d is se m in a te m e d ia k it s C o n d u c t m e d ia t ra in in g w o rk sh o p s (n a ti o n a l & r e g io n a l) Im p le m e n t a p ro a c ti ve m e d ia r e la ti o n s p ro g ra m P la n a n d i m p le m e n t th e M e d ia A w a rd S c h e m e S tr a te g y 4 : B r a n d e d , p h a se d m u lt i m e d ia a n d m u lt i c h a n n e l co m m u n ic a ti o n c a m p a ig n C re a te c a m p a ig n t h e m e s fo r e xe c u ti o n n a ti o n a lly P ro d u ce a d ve rt o ri a ls a n d r a d io i n fo m e rc ia ls . C o o rd in a te m e d ia p la ce m e n ts D is se m in a te m a te ri a ls t h ro u g h r e le v a n t c h a n n e ls O rg a n iz e a n d c o n v e n e w a te r a n d e n v ir o n m e n t fo ru m s M o b ili ze N G O s, p ri v a te s e c to r a n d e d u c a ti o n a l in st it u ti o n s P ro d u ce r a d io s e ri a l d ra m a p ro g ra m S tr a te g y 5 : S tr e n g th e n C a p a c it y o f co m m u n ic a ti o n u n it S tr a te g y 6 : C lim a te C h a n g e M it ig a ti o n & A d a p ta ti o n P ro c u re e q u ip m e n t C o n d u c t o ri e n ta ti o n w o rk sh o p f o r to p m a n a g e m e n t S e t u p n a ti o n a l co o rd in a ti o n c o m m u n ic a ti o n c o m m it te e Q 1 Q 1 Q 1 Q 1 Q 2 Q 2 Q 2 Q 2 Q 2 Q 3 Q 3 Q 3 Q 3 Q 3 Q 4 Q 4 Q 4 Q 4 Q 4 Y e a r 2 Y e a r 3 Y e a r 4 Y e a r 5 TA B L E 2 2 (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 50 7.2 Budget notes Inflation Exchange Rate Branding Materials Internal Communications Public Participation & Advocacy Events Public Information campaigns Assume 5% inflation rate in line with the projection from the Bank of Uganda for years 2018 – 2022. The current rate is below 5%. Current Average Exchange Rate (November 2018) is 1 US$ = UGX 3,800 Branding materials are used to communicate visually as well as by message. The materials budg eted for include flying banners for placement at venues; pull-up banners at the venues; gazebos for outdoor events; over-wrap for waste bins; inflatables; T-shirts; caps; pens; note books; calen dars and umbrellas. To enhance internal communications, the following items have been considered in the budgeting framework: • Website will be redesigned in Year 1 and again re-done in Year 3 to be in sync with the pre vailing circumstances and trends during the five-year implementation of the CEPA Strategy. • Website re-development fees are paid once, that is, in Year 1. This site will be maintained by qualified IT officers already working in the Ministry. • One-time payment will be made for site content management in Year 1. It is expected that this function will revert to the IT department in the subsequent years and therefore attract no charges for Years 2 up to Year 5. • Sensitization of the MWE staff about the CEPA Strategy and its implementation in Year 1 prior to its fully fledged roll-out. • Quarterly staff briefings and workshops in Year 1. • Staff retreats are planned for every other year during the Strategy Implementation period. This item comprises of Hire of venues, meals and workshop equipment. The budgeted contents included: • Water Forums in the four Water Management Zones. Each zone is budgeted to hold one meeting per year. Meetings include venue hire, facilitations, meeting materials and meals. Key participants include UOs, DWO, TSUs and other key officials from DWD and DWRM. • Local and International events will be leveraged. A total of 16 International Events have been planned to take place in a year. Local events include Water and Environment Week and an average of two launch event per region (East, North, South, West and Kampala) per year. • Annual Environmental Awards are intended to recognize the excellence in observing and practicing sustainable use of water and environmental resources by the individual member of the community. This event is hosted by DEA in collaboration with the local government officials. One male and one female will be rewarded in each of the respective regions. • Community meetings (barazas) is an important channel for interfacing with public. The Min istry will work very closely with the district local government officials (the LCs) to promote public awareness, participation and sensitizations. The budgeted annual costs are for meals and facilitations. • Community Award by MWE is given to an individual member of the public who has been out standing in promoting sustainable use of water and environment. This event will be cascaded to all the regions. With the collaboration of local district officials, the public are invited to attend such a function that is enlivened up with music, dance, drama and comedy by popular artists. • Opinion leaders from the region (cultural, religious) and celebrities are formally hosted to sensitization workshops and seminars with the hope that they too will be able to spread the important message about water and environment. All the three directorates are expected to implement accordingly on an annual basis. The costs provided are for meals and facilitations per region per year. • Facilitations, t-shirts and branding materials are provided for each directorate on an annual basis. • Advertorials these are intended to reinforce the free publicities offered to government min istries from the various electronic and print media outlets. 18 one page advertisements in the New Vision and Daily Monitor (once per week for 6 months) • Radio and TV infomercials are provided for each directorate and their flightings on air will be decided by the central coordination committee for the implementation of CEPA Strategy. The informercials are strictly pieces of information directed to the public. The rates used are the average rate cards value provided by radios and TVs. However, the rate cards in rural ar eas are much lower than those in urban areas. • Talk shows on both radios and TVs have been provided for by each directorate. Rates used are average rate cards which were provided by the Radio and TV outlets. • Radios and TV drama series are provided for each directorate. Applicable values are rate cards per unit of air time offered. (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 51 Media Advocacy Capacity Strengthening Monitoring and Evaluation Administrative costs • Outdoor costs include costs for producing the vinyl as well as site holding. These are indicat ed for each directorate on annual basis. Different executions are rotated on a bi-annual basis at the different sites. • Branding materials (posters, flyers and stickers) are costed for each directorates. Rates shown are the current average costs offered by suppliers in Kampala. • Annual Medial Awards are intended to recognize the excellence in reporting and writing about water and environment by journalists. This idea is open to all journalists. The best three journalists from each of the four categories will be rewarded at the end of each calendar year. The Categories include Newspapers, TV, Radio and Digital. An award comprises of a token of cash and a plaque. Other criteria such rural, urban and regions will be agreed by the top team and central coordination team for the Implementation of CEPA Strategy. Invitees will be treated to an eventful evening gala, hosted by DEA. • Other budgeted expenses include annual design, development and production of media kits for each of the three directorates. Rates provided are costs in design and development and printing of necessary materials. • Orientation workshops are planned every year to refresh management team, ensure com plete realignment and continuous support to the achievement of the Strategy objectives. • Technical assistance is key to the success of the newly designed CEPA Strategy for the Minis try. The assistance is critical since he or she will provide the necessary expertise for delivery of the Strategy. Annual costs are provided to the Ministry budget as indicated. Monitoring and Evaluation are key to determining the success of this project. Annual costs are provided to the Ministry budget as indicated. Administrative costs are valued at 10% of total costs. Please note that under capacity development, the Ministry needs to discuss and agree on the position of beefing up the staffing under the Communication unit as provided for in the proposed new structure. This implies advocating for increased allocation of financial resources to hire and recruit new communication officers. (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 5 2 7. 3 S u m m a ry o f C E P A b u d g e t fo r M W E C O M P O N E N T S B u d g e t It e m Y e a r 1 Y e a r 2 Y e a r 3 Y e a r 4 Y e a r 5 To ta l C o st In te rn a l C o m m u n ic a ti o n s P u b lic P a rt ic ip a ti o n & A d vo c a c y E ve n ts P u b lic I n fo rm a ti o n C a m p a ig n s M e d ia A d vo c a c y C a p a c it y S tr e n g th e n in g M o n it o ri n g a n d E v a lu a ti o n A d m in st ra ti ve C o st s G ra n d T o ta l (I n cl . A d m in c o st s) R e d e si g n o f W e b si te 1 8 ,8 2 5 ,0 0 0 N il N il 2 4 ,4 7 2 ,5 0 0 N il 4 3 ,2 9 7, 5 0 0 W e b si te F e e s 9 4 1, 2 5 0 9 4 1, 2 5 0 G ra p h ic D e si g n e r fo r In te rn a l N e w sl e tt e r 1 2 ,0 0 0 ,0 0 0 1 2 ,0 0 0 ,0 0 0 S it e C o n te n t M a n a g e r 1 8 ,0 0 0 ,0 0 0 18 ,0 0 0 ,0 0 0 S ta ff R e tr e a ts 3 0 ,0 0 0 ,0 0 0 3 0 ,0 0 0 ,0 0 0 3 0 ,0 0 0 ,0 0 0 9 0 ,0 0 0 ,0 0 0 Q u a rt e rl y S ta ff B ri e fi n g s b y M in is te rs , P S & D ir e c to rs 1 6 ,0 0 0 ,0 0 0 16 ,0 0 0 ,0 0 0 A n n u a l T ra in in g o f C o m m u n ic a ti o n t e a m + F o c a l p e rs o n s 4 0 ,0 0 0 ,0 0 0 4 3 ,0 0 0 ,0 0 0 4 6 ,0 0 0 ,0 0 0 4 9 ,0 0 0 ,0 0 0 5 1, 0 0 0 ,0 0 0 2 2 9 ,0 0 0 ,0 0 0 S u b T o ta l 1 3 5 ,7 6 6 ,2 5 0 4 3 ,0 0 0 ,0 0 0 9 5 ,7 6 6 ,2 5 0 4 9 ,0 0 0 ,0 0 0 8 1, 0 0 0 ,0 0 0 4 0 4 ,5 3 2 ,5 0 0 C o m m u n it y W a te r F o ru m s 9 6 ,0 0 0 ,0 0 0 1 0 0 ,8 0 0 ,0 0 0 1 0 5 ,8 4 0 ,0 0 0 1 11 ,13 2 ,0 0 0 1 16 ,6 8 8 ,6 0 0 5 3 0 ,4 6 0 ,6 0 0 E n v ir o n m e n ta l D a y s L o c a l In it ia ti ve ( P la n & O rg a n iz e ) 4 8 ,0 0 0 ,0 0 0 5 0 ,4 0 0 ,0 0 0 5 2 ,9 2 0 ,0 0 0 5 5 ,5 6 6 ,0 0 0 5 8 ,3 4 4 ,3 0 0 2 6 5 ,2 3 0 ,3 0 0 L e ve ra g in g I n te rn a ti o n a l E ve n ts (1 6 E ve n ts ) 8 0 ,0 0 0 ,0 0 0 9 8 ,2 8 0 ,0 0 0 1 0 3 ,19 4 ,0 0 0 1 0 8 ,3 5 3 ,7 0 0 9 7, 2 4 0 ,5 0 0 4 8 7, 0 6 8 ,2 0 0 E n v ir o n m e n ta l A w a rd s A n n u a l 5 0 ,0 0 0 ,0 0 0 5 2 ,5 0 0 ,0 0 0 5 2 ,5 0 0 ,0 0 0 5 2 ,5 0 0 ,0 0 0 2 0 7, 5 0 0 ,0 0 0 C o m m u n it y M e e ti n g s w it h t h e P u b lic ( b a ra za s) 1 8 ,0 0 0 ,0 0 0 1 8 ,9 0 0 ,0 0 0 1 9 ,8 4 5 ,0 0 0 2 0 ,8 3 7, 2 5 0 2 1, 8 7 9 ,11 3 9 9 ,4 6 1, 3 6 3 C o m m u n it y A w a rd s b y M W E 3 5 ,0 0 0 ,0 0 0 3 6 ,7 5 0 ,0 0 0 3 8 ,5 8 7, 5 0 0 4 0 ,5 16 ,8 7 5 4 2 ,5 4 2 ,7 19 1 9 3 ,3 9 7, 0 9 4 M e e ti n g s & W o rk sh o p s w it h O p in io n L e a d e rs 2 1, 0 0 0 ,0 0 0 2 2 ,0 5 0 ,0 0 0 2 3 ,15 2 ,5 0 0 2 4 ,3 10 ,12 5 2 5 ,5 2 5 ,6 3 1 1 16 ,0 3 8 ,2 5 6 F a c ili ta ti o n s + T S h ir ts f o r C o m m u n it y M o b ili se rs 1 5 0 ,0 0 0 ,0 0 0 1 5 7, 5 0 0 ,0 0 0 1 6 5 ,3 7 5 ,0 0 0 1 7 3 ,6 4 3 ,7 5 0 1 8 2 ,3 2 5 ,9 3 8 8 2 8 ,8 4 4 ,6 8 8 A d ve rt o ri a ls : 1 8 o n e p g a d s in N V & D M ( o n ce /w k f o r 6 m o n th s) 17 1, 0 0 0 ,0 0 0 17 9 ,5 5 0 ,0 0 0 1 8 8 ,5 2 7, 5 0 0 1 9 7, 9 5 3 ,8 7 5 2 0 7, 8 5 1, 5 6 9 9 4 4 ,8 8 2 ,9 4 4 R a d io I n fo m e rc ia ls 2 2 6 ,8 0 0 ,0 0 0 2 3 8 ,14 0 ,0 0 0 2 5 0 ,0 4 7, 0 0 0 2 6 2 ,5 4 9 ,3 5 0 2 7 5 ,6 7 6 ,8 18 1 ,2 5 3 ,2 13 ,16 8 T V I n fo m e rc ia ls 4 6 0 ,8 0 0 ,0 0 0 4 8 3 ,8 4 0 ,0 0 0 5 0 8 ,0 3 2 ,0 0 0 5 3 3 ,4 3 3 ,6 0 0 5 6 0 ,10 5 ,2 8 0 2 ,5 4 6 ,2 10 ,8 8 0 R a d io T a lk S h o w s 18 0 ,0 0 0 ,0 0 0 18 9 ,0 0 0 ,0 0 0 1 9 8 ,4 5 0 ,0 0 0 2 0 8 ,3 7 2 ,5 0 0 2 18 ,7 9 1,1 2 5 9 9 4 ,6 13 ,6 2 5 T V T a lk S h o w s (U rb a n C o n te m p o ra ry S ta ti o n s) 15 ,0 0 0 ,0 0 0 15 ,7 5 0 ,0 0 0 1 6 ,5 3 7, 5 0 0 1 7, 3 6 4 ,3 7 5 1 8 ,2 3 2 ,5 9 4 8 2 ,8 8 4 ,4 6 9 T V T a lk S h o w s (R u ra l a n d L o c a l) 2 1, 0 0 0 ,0 0 0 2 2 ,0 5 0 ,0 0 0 2 3 ,15 2 ,5 0 0 2 4 ,3 10 ,12 5 2 5 ,5 2 5 ,6 3 1 1 16 ,0 3 8 ,2 5 6 R a d io D ra m a F lig h ti n g ( 3 0 m in u te s) 9 1, 0 0 0 ,0 0 0 9 5 ,5 5 0 ,0 0 0 1 0 0 ,3 2 7, 5 0 0 1 0 5 ,3 4 3 ,8 7 5 1 10 ,6 11 ,0 6 9 5 0 2 ,8 3 2 ,4 4 4 T V D ra m a F lig h ti n g ( 3 0 m in u te s) 13 0 ,0 0 0 ,0 0 0 13 6 ,5 0 0 ,0 0 0 1 4 3 ,3 2 5 ,0 0 0 1 5 0 ,4 9 1, 2 5 0 1 5 8 ,0 15 ,8 13 7 18 ,3 3 2 ,0 6 3 P ro d u c ti o n : R a d io & T V D ra m a ( 2 6 e p is o d e s: T V & 5 2 f o r ra d io ) 5 4 2 ,16 0 ,0 0 0 5 6 9 ,2 6 8 ,0 0 0 5 9 7, 7 3 1, 4 0 0 6 2 7, 6 17 ,9 7 0 6 5 8 ,9 9 8 ,8 6 9 2 ,9 9 5 ,7 7 6 ,2 3 9 O u td o o r: P ro d u c ti o n a n d F lig h ti n g ( B ill b o a rd s) 3 0 0 ,0 0 0 ,0 0 0 3 15 ,0 0 0 ,0 0 0 3 3 0 ,7 5 0 ,0 0 0 3 4 7, 2 8 7, 5 0 0 3 6 4 ,6 5 1, 8 7 5 1 ,6 5 7, 6 8 9 ,3 7 5 D e ve lo p m e n t a n d P ro d u c ti o n o f M e d ia K it s 7 2 ,0 0 0 ,0 0 0 7 5 ,6 0 0 ,0 0 0 7 9 ,3 8 0 ,0 0 0 8 3 ,3 4 9 ,0 0 0 8 7, 5 16 ,4 5 0 3 9 7, 8 4 5 ,4 5 0 M e d ia A p p re c ia ti o n T ra in in g w o rk sh o p s 3 0 ,0 0 0 ,0 0 0 3 1, 5 0 0 ,0 0 0 3 3 ,0 7 5 ,0 0 0 3 4 ,7 2 8 ,7 5 0 3 6 ,4 6 5 ,18 8 1 6 5 ,7 6 8 ,9 3 8 W a te r & E n v ir o n m e n t M e d ia A w a rd s 6 0 ,0 0 0 ,0 0 0 6 3 ,0 0 0 ,0 0 0 6 6 ,15 0 ,0 0 0 6 9 ,4 5 7, 5 0 0 7 2 ,9 3 0 ,3 7 5 3 3 1, 5 3 7, 8 7 5 S u b T o ta l 16 2 ,0 0 0 ,0 0 0 17 0 ,1 0 0 ,0 0 0 1 7 8 ,6 0 5 ,0 0 0 1 8 7, 5 3 5 ,2 5 0 1 9 6 ,9 12 ,0 13 8 9 5 ,1 5 2 ,2 6 3 O ri e n ta ti o n W o rk sh o p s fo r M a n a g e m e n t Te a m 4 0 ,0 0 0 ,0 0 0 4 2 ,0 0 0 ,0 0 0 4 4 ,10 0 ,0 0 0 4 6 ,3 0 5 ,0 0 0 4 8 ,6 2 0 ,2 5 0 2 2 1, 0 2 5 ,2 5 0 Te c h n ic a l A ss is ta n ce f o r C E P A I m p le m e n ta ti o n 12 6 ,0 0 0 ,0 0 0 16 3 ,8 0 0 ,0 0 0 1 2 0 ,9 9 0 ,0 0 0 1 2 1, 5 8 9 ,5 0 0 1 2 2 ,4 18 ,9 7 5 6 5 4 ,7 9 8 ,4 7 5 S u b T o ta l 16 6 ,0 0 0 ,0 0 0 2 0 5 ,8 0 0 ,0 0 0 1 6 5 ,0 9 0 ,0 0 0 1 6 7, 8 9 4 ,5 0 0 1 7 1, 0 3 9 ,2 2 5 8 7 5 ,8 2 3 ,7 2 5 M & E T e c h n ic a l A ss is ta n ce 2 0 5 ,0 0 0 ,0 0 0 2 15 ,2 5 0 ,0 0 0 2 2 6 ,0 12 ,5 0 0 2 3 7, 3 13 ,12 5 2 4 9 ,17 8 ,7 8 1 1 ,13 2 ,7 5 4 ,4 0 6 S u b T o ta l 2 0 5 ,0 0 0 ,0 0 0 2 15 ,2 5 0 ,0 0 0 2 2 6 ,0 12 ,5 0 0 2 3 7, 3 13 ,1 2 5 2 4 9 ,1 7 8 ,7 8 1 1 ,1 3 2 ,7 5 4 ,4 0 6 To ta l 3 ,6 8 3 ,5 2 6 ,2 5 0 3 ,8 13 ,9 2 8 ,0 0 0 4 ,0 0 1, 6 15 ,6 5 0 4 ,0 8 9 ,5 6 6 ,8 7 0 4 ,3 5 4 ,3 14 ,3 2 9 1 9 ,9 4 2 ,9 5 1, 0 9 9 10 % 3 6 8 ,3 5 2 ,6 2 5 3 8 1, 3 9 2 ,8 0 0 4 0 0 ,16 1, 5 6 5 4 0 8 ,9 5 6 ,6 8 7 4 3 5 ,4 3 1, 4 3 3 1 ,9 9 4 ,2 9 5 ,11 0 4 ,0 5 1, 8 7 8 ,8 7 5 4 ,1 9 5 ,3 2 0 ,8 0 0 4 ,4 0 1, 7 7 7, 2 15 4 ,4 9 8 ,5 2 3 ,5 5 7 4 ,7 8 9 ,7 4 5 ,7 6 1 2 1, 9 3 7, 2 4 6 ,2 0 8 P o st e rs 6 0 ,0 0 0 ,0 0 0 6 3 ,0 0 0 ,0 0 0 6 6 ,15 0 ,0 0 0 6 9 ,4 5 7, 5 0 0 7 2 ,9 3 0 ,3 7 5 3 3 1, 5 3 7, 8 7 5 F ly e rs 4 0 ,0 0 0 ,0 0 0 4 2 ,0 0 0 ,0 0 0 4 4 ,10 0 ,0 0 0 4 6 ,3 0 5 ,0 0 0 4 8 ,6 2 0 ,2 5 0 2 2 1, 0 2 5 ,2 5 0 B u m p e r S ti c ke rs 4 0 ,0 0 0 ,0 0 0 4 2 ,0 0 0 ,0 0 0 4 4 ,10 0 ,0 0 0 4 6 ,3 0 5 ,0 0 0 4 8 ,6 2 0 ,2 5 0 2 2 1, 0 2 5 ,2 5 0 S u b T o ta l 2 ,3 5 7, 2 6 0 ,0 0 0 2 ,4 7 5 ,1 2 3 ,0 0 0 2 ,5 9 8 ,8 7 9 ,1 5 0 2 ,7 2 8 ,8 2 3 ,1 0 8 2 ,8 6 5 ,2 6 4 ,2 6 3 1 3 ,0 2 5 ,3 4 9 ,5 2 0 S u b T o ta l 6 5 7, 5 0 0 ,0 0 0 7 0 4 ,6 5 5 ,0 0 0 7 3 7, 2 6 2 ,7 5 0 7 19 ,0 0 0 ,8 8 8 7 9 0 ,9 2 0 ,0 4 7 3 ,6 0 9 ,3 3 8 ,6 8 4 A ss o rt m e n t o f B ra n d in g f o r a ll E ve n ts ( P u ll u p b a n n e rs , te a rd ro p b a n n e rs , b a c kd ro p b a n n e rs , t ru ss in g ) In d o o r B ra n d in g ( A ss o rt m e n t o f m a te ri a ls p u lls , b a c kd ro p s, b a n n e rs ) 7 9 ,5 0 0 ,0 0 0 8 3 ,4 7 5 ,0 0 0 8 7, 6 4 8 ,7 5 0 9 2 ,0 3 1,1 8 8 9 6 ,6 3 2 ,7 4 7 4 3 9 ,2 8 7, 6 8 4 15 9 ,5 0 0 ,0 0 0 16 7, 4 7 5 ,0 0 0 17 5 ,8 4 8 ,7 5 0 18 4 ,6 4 1,1 8 8 1 9 3 ,8 7 3 ,2 4 7 8 8 1, 3 3 8 ,18 4 TA B L E 2 3 (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 5 3 7. 4 C ri ti ca l b u d g e t 7. 4 .1 C ri ti ca l b u d g e t ye a r 1 In te rn a l C o m m u n ic a ti o n s P u b lic P a rt ic ip a ti o n & A d vo c a c y E ve n ts P u b lic In fo rm a ti o n C a m p a ig n s M e d ia A d vo c a c y C a p a c it y S tr e n g th e n in g M o n it o ri n g a n d E v a lu a ti o n ( M & E ) R e d e si g n o f W e b si te 18 ,8 2 5 ,0 0 0 1 8 ,8 2 5 ,0 0 0 W e b si te F e e s 9 4 1, 2 5 0 9 4 1, 2 5 0 G ra p h ic D e si g n e r fo r In te rn a l N e w sl e tt e r 1 2 ,0 0 0 ,0 0 0 12 ,0 0 0 ,0 0 0 S it e C o n te n t M a n a g e r 18 ,0 0 0 ,0 0 0 18 ,0 0 0 ,0 0 0 S ta ff R e tr e a ts 3 0 ,0 0 0 ,0 0 0 3 0 ,0 0 0 ,0 0 0 Q u a rt e rl y S ta ff B ri e fi n g s 16 ,0 0 0 ,0 0 0 16 ,0 0 0 ,0 0 0 A n n u a l T ra in in g o f C o m m u n ic a ti o n t e a m + F o c a l p e rs o n s 4 0 ,0 0 0 ,0 0 0 4 0 ,0 0 0 ,0 0 0 C o m m u n it y W a te r F o ru m s 4 8 ,0 0 0 ,0 0 0 4 8 ,0 0 0 ,0 0 0 9 6 ,0 0 0 ,0 0 0 E n v ir o n m e n ta l D a y s L o c a l In it ia ti ve ( P la n & O rg a n iz e ) 4 8 ,0 0 0 ,0 0 0 4 8 ,0 0 0 ,0 0 0 L e ve ra g in g I n te rn a ti o n a l E ve n ts (1 6 E ve n ts ) 2 1, 8 0 0 ,0 0 0 2 1, 8 0 0 ,0 0 0 3 6 ,4 0 0 ,0 0 0 8 0 ,0 0 0 ,0 0 0 E n v ir o n m e n ta l A w a rd s A n n u a l 5 0 ,0 0 0 ,0 0 0 5 0 ,0 0 0 ,0 0 0 C o m m u n it y M e e ti n g s w it h t h e P u b lic ( b a ra za s) 1 8 ,0 0 0 ,0 0 0 1 8 ,0 0 0 ,0 0 0 C o m m u n it y A w a rd s b y M W E 3 5 ,0 0 0 ,0 0 0 3 5 ,0 0 0 ,0 0 0 M e e ti n g s & W o rk sh o p s w it h O p in io n L e a d e rs 7 ,0 0 0 ,0 0 0 7 ,0 0 0 ,0 0 0 7, 0 0 0 ,0 0 0 2 1, 0 0 0 ,0 0 0 F a c ili ta ti o n s + T S h ir ts f o r C o m m u n it y M o b ili se rs 5 0 ,0 0 0 ,0 0 0 5 0 ,0 0 0 ,0 0 0 5 0 ,0 0 0 ,0 0 0 15 0 ,0 0 0 ,0 0 0 B ra n d in g M a te ri a ls 5 3 ,0 0 0 ,0 0 0 5 3 ,0 0 0 ,0 0 0 5 3 ,5 0 0 ,0 0 0 1 5 9 ,5 0 0 ,0 0 0 A d ve rt o ri a ls : 1 8 o n e p g a d s in N V & D M ( o n ce /w k f o r 6 m o n th s) 5 7, 0 0 0 ,0 0 0 5 7, 0 0 0 ,0 0 0 5 7, 0 0 0 ,0 0 0 1 7 1, 0 0 0 ,0 0 0 R a d io I n fo m e rc ia ls 7 5 ,6 0 0 ,0 0 0 7 5 ,6 0 0 ,0 0 0 7 5 ,6 0 0 ,0 0 0 2 2 6 ,8 0 0 ,0 0 0 T V I n fo m e rc ia ls 15 3 ,6 0 0 ,0 0 0 15 3 ,6 0 0 ,0 0 0 15 3 ,6 0 0 ,0 0 0 4 6 0 ,8 0 0 ,0 0 0 R a d io T a lk S h o w s 6 0 ,0 0 0 ,0 0 0 6 0 ,0 0 0 ,0 0 0 6 0 ,0 0 0 ,0 0 0 18 0 ,0 0 0 ,0 0 0 T V T a lk S h o w s (U rb a n C o n te m p o ra ry S ta ti o n s) 5 ,0 0 0 ,0 0 0 5 ,0 0 0 ,0 0 0 5 ,0 0 0 ,0 0 0 15 ,0 0 0 ,0 0 0 T V T a lk S h o w s (R u ra l a n d L o c a l) 7, 0 0 0 ,0 0 0 7, 0 0 0 ,0 0 0 7, 0 0 0 ,0 0 0 2 1, 0 0 0 ,0 0 0 R a d io D ra m a F lig h ti n g ( 3 0 m in u te s) 3 0 ,5 0 0 ,0 0 0 3 0 ,0 0 0 ,0 0 0 3 0 ,5 0 0 ,0 0 0 9 1, 0 0 0 ,0 0 0 T V D ra m a F lig h ti n g ( 3 0 m in u te s) 4 3 ,0 0 0 ,0 0 0 4 3 ,5 0 0 ,0 0 0 4 3 ,5 0 0 ,0 0 0 1 3 0 ,0 0 0 ,0 0 0 P ro d u c ti o n : R a d io & T V D ra m a ( 2 6 e p is o d e s: T V & 5 2 f o r ra d io ) 18 0 ,7 2 0 ,0 0 0 18 0 ,7 2 0 ,0 0 0 18 0 ,7 2 0 ,0 0 0 5 4 2 ,16 0 ,0 0 0 O u td o o r: P ro d u c ti o n a n d F lig h ti n g ( B ill b o a rd s) 10 0 ,0 0 0 ,0 0 0 1 0 0 ,0 0 0 ,0 0 0 10 0 ,0 0 0 ,0 0 0 3 0 0 ,0 0 0 ,0 0 0 In d o o r B ra n d in g ( A ss o rt m e n t o f m a te ri a ls p u lls , b a c kd ro p s, b a n n e rs ) 2 6 ,5 0 0 ,0 0 0 2 6 ,5 0 0 ,0 0 0 2 6 ,5 0 0 ,0 0 0 7 9 ,5 0 0 ,0 0 0 P o st e rs 2 0 ,0 0 0 ,0 0 0 2 0 ,0 0 0 ,0 0 0 2 0 ,0 0 0 ,0 0 0 6 0 ,0 0 0 ,0 0 0 F ly e rs 13 ,5 0 0 ,0 0 0 13 ,5 0 0 ,0 0 0 13 ,0 0 0 ,0 0 0 4 0 ,0 0 0 ,0 0 0 B u m p e r S ti c ke rs 13 ,0 0 0 ,0 0 0 13 ,5 0 0 ,0 0 0 13 ,5 0 0 ,0 0 0 4 0 ,0 0 0 ,0 0 0 D e ve lo p m e n t a n d P ro d u c ti o n o f M e d ia K it s 7 2 ,0 0 0 ,0 0 0 7 2 ,0 0 0 ,0 0 0 M e d ia A p p re c ia ti o n T ra in in g w o rk sh o p s 3 0 ,0 0 0 ,0 0 0 3 0 ,0 0 0 ,0 0 0 W a te r & E n v ir o n m e n t M e d ia A w a rd s 6 0 ,0 0 0 ,0 0 0 6 0 ,0 0 0 ,0 0 0 O ri e n ta ti o n W o rk sh o p s fo r M a n a g e m e n t Te a m 4 0 ,0 0 0 ,0 0 0 4 0 ,0 0 0 ,0 0 0 Te c h n ic a l A ss is ta n ce f o r C E P A I m p le m e n ta ti o n 1 2 6 ,0 0 0 ,0 0 0 12 6 ,0 0 0 ,0 0 0 M & E T e c h n ic a l A ss is ta n ce 2 0 5 ,0 0 0 ,0 0 0 2 0 5 ,0 0 0 ,0 0 0 S u b T o ta l 13 5 ,7 6 6 ,2 5 0 13 5 ,7 6 6 ,2 5 0 S u b T o ta l 5 3 ,0 0 0 ,0 0 0 1 7 9 ,8 0 0 ,0 0 0 1 7 9 ,8 0 0 ,0 0 0 2 4 4 ,9 0 0 ,0 0 0 6 5 7, 5 0 0 ,0 0 0 S u b T o ta l 7 8 5 ,4 2 0 ,0 0 0 7 8 5 ,9 2 0 ,0 0 0 7 8 5 ,9 2 0 ,0 0 0 2 ,3 5 7, 2 6 0 ,0 0 0 S u b T o ta l 16 2 ,0 0 0 ,0 0 0 16 2 ,0 0 0 ,0 0 0 S u b T o ta l 1 6 6 ,0 0 0 ,0 0 0 16 6 ,0 0 0 ,0 0 0 S u b T o ta l 2 0 5 ,0 0 0 ,0 0 0 2 0 5 ,0 0 0 ,0 0 0 G ra n d T o ta l (I n cl . A d m in c o st s) 7 9 3 ,9 4 2 ,8 7 5 1, 0 6 1, 74 2 ,0 0 0 1, 8 5 5 ,6 8 4 ,8 7 5 1, 13 3 ,9 0 2 ,0 0 0 4 ,0 5 1, 8 7 8 ,8 7 5 To ta l 7 2 1, 7 6 6 ,2 5 0 9 6 5 ,2 2 0 ,0 0 0 9 6 5 ,7 2 0 ,0 0 0 1, 0 3 0 ,8 2 0 ,0 0 0 3 ,6 8 3 ,5 2 6 ,2 5 0 10 % 7 2 ,1 7 6 ,6 2 5 9 6 ,5 2 2 ,0 0 0 9 6 ,5 7 2 ,0 0 0 10 3 ,0 8 2 ,0 0 0 3 6 8 ,3 5 2 ,6 2 5 C O M P O N E N T S B U D G E T I T E M M W E D W D D W R M D E A T O TA L A d m in st ra ti ve C o st s TA B L E 2 4 (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 5 4 7. 4 .2 C ri ti ca l b u d g e t ye a r 2 In te rn a l C o m m u n ic a ti o n s P u b lic P a rt ic ip a ti o n & A d vo c a c y E ve n ts P u b lic In fo rm a ti o n C a m p a ig n s M e d ia A d vo c a c y C a p a c it y S tr e n g th e n in g M o n it o ri n g a n d E v a lu a ti o n ( M & E ) R e d e si g n o f W e b si te W e b si te F e e s G ra p h ic D e si g n e r fo r In te rn a l N e w sl e tt e r S it e C o n te n t M a n a g e r S ta ff R e tr e a ts Q u a rt e rl y S ta ff B ri e fi n g s A n n u a l T ra in in g o f C o m m u n ic a ti o n t e a m + F o c a l p e rs o n s 4 3 ,0 0 0 ,0 0 0 4 3 ,0 0 0 ,0 0 0 C o m m u n it y W a te r F o ru m s 5 0 ,4 0 0 ,0 0 0 5 0 ,4 0 0 ,0 0 0 1 0 0 ,8 0 0 ,0 0 0 E n v ir o n m e n ta l D a y s L o c a l In it ia ti ve ( P la n & O rg a n iz e ) 4 8 ,0 0 0 ,0 0 0 4 8 ,0 0 0 ,0 0 0 L e ve ra g in g I n te rn a ti o n a l E ve n ts (1 6 E ve n ts ) 2 2 ,8 9 0 ,0 0 0 2 2 ,8 9 0 ,0 0 0 5 2 ,5 0 0 ,0 0 0 9 8 ,2 8 0 ,0 0 0 E n v ir o n m e n ta l A w a rd s A n n u a l 5 2 ,5 0 0 ,0 0 0 5 2 ,5 0 0 ,0 0 0 C o m m u n it y M e e ti n g s w it h t h e P u b lic ( b a ra za s) 1 8 ,9 0 0 ,0 0 0 1 8 ,9 0 0 ,0 0 0 C o m m u n it y A w a rd s b y M W E 3 6 ,7 5 0 ,0 0 0 3 6 ,7 5 0 ,0 0 0 M e e ti n g s & W o rk sh o p s w it h O p in io n L e a d e rs 7, 3 5 0 ,0 0 0 7 ,3 5 0 ,0 0 0 7 ,3 5 0 ,0 0 0 2 2 ,0 5 0 ,0 0 0 F a c ili ta ti o n s + T S h ir ts f o r C o m m u n it y M o b ili se rs 5 2 ,5 0 0 ,0 0 0 5 2 ,5 0 0 ,0 0 0 5 2 ,5 0 0 ,0 0 0 1 5 7, 5 0 0 ,0 0 0 B ra n d in g M a te ri a ls 5 5 ,6 5 0 ,0 0 0 5 5 ,6 5 0 ,0 0 0 5 6 ,17 5 ,0 0 0 1 6 7, 4 7 5 ,0 0 0 A d ve rt o ri a ls : 1 8 o n e p g a d s in N V & D M ( o n ce /w k f o r 6 m o n th s) R a d io I n fo m e rc ia ls T V I n fo m e rc ia ls R a d io T a lk S h o w s T V T a lk S h o w s (U rb a n C o n te m p o ra ry S ta ti o n s) T V T a lk S h o w s (R u ra l a n d L o c a l) R a d io D ra m a F lig h ti n g ( 3 0 m in u te s) T V D ra m a F lig h ti n g ( 3 0 m in u te s) P ro d u c ti o n : R a d io & T V D ra m a ( 2 6 e p is o d e s: T V & 5 2 f o r ra d io ) O u td o o r: P ro d u c ti o n a n d F lig h ti n g ( B ill b o a rd s) In d o o r B ra n d in g ( A ss o rt m e n t o f m a te ri a ls p u lls , b a c kd ro p s, b a n n e rs ) P o st e rs F ly e rs B u m p e r S ti c ke rs D e ve lo p m e n t a n d P ro d u c ti o n o f M e d ia K it s M e d ia A p p re c ia ti o n T ra in in g w o rk sh o p s W a te r & E n v ir o n m e n t M e d ia A w a rd s 7 5 ,6 0 0 ,0 0 0 7 5 ,6 0 0 ,0 0 0 3 1, 5 0 0 ,0 0 0 3 1, 5 0 0 ,0 0 0 6 3 ,0 0 0 ,0 0 0 6 3 ,0 0 0 ,0 0 0 O ri e n ta ti o n W o rk sh o p s fo r M a n a g e m e n t Te a m Te c h n ic a l A ss is ta n ce f o r C E P A I m p le m e n ta ti o n 4 2 ,0 0 0 ,0 0 0 4 2 ,0 0 0 ,0 0 0 16 3 ,8 0 0 ,0 0 0 1 6 3 ,8 0 0 ,0 0 0 M & E T e c h n ic a l A ss is ta n ce 2 15 ,2 5 0 ,0 0 0 2 15 ,2 5 0 ,0 0 0 S u b T o ta l 4 3 ,0 0 0 ,0 0 0 4 3 ,0 0 0 ,0 0 0 S u b T o ta l 5 5 ,6 5 0 ,0 0 0 1 8 8 ,7 9 0 ,0 0 0 1 8 8 ,7 9 0 ,0 0 0 2 7 1, 4 2 5 ,0 0 0 7 0 4 ,6 5 5 ,0 0 0 S u b T o ta l 8 2 4 ,6 9 1, 0 0 0 8 2 5 ,2 16 ,0 0 0 8 2 5 ,2 16 ,0 0 0 2 ,4 7 5 ,1 2 3 ,0 0 0 S u b T o ta l 17 0 ,1 0 0 ,0 0 0 17 0 ,1 0 0 ,0 0 0 S u b T o ta l 2 0 5 ,8 0 0 ,0 0 0 2 0 5 ,8 0 0 ,0 0 0 S u b T o ta l 2 15 ,2 5 0 ,0 0 0 2 15 ,2 5 0 ,0 0 0 G ra n d T o ta l (I n cl . A d m in c o st s) 7 5 8 ,7 8 0 ,0 0 0 1, 11 4 ,8 2 9 ,1 0 0 1 ,1 15 ,4 0 6 ,6 0 0 1 ,2 0 6 ,3 0 5 ,1 0 0 4 ,1 9 5 ,3 2 0 ,8 0 0 To ta l 10 % 6 8 9 ,8 0 0 ,0 0 0 1, 0 13 ,4 8 1, 0 0 0 1, 0 14 ,0 0 6 ,0 0 0 1, 0 9 6 ,6 4 1, 0 0 0 3 ,8 13 ,9 2 8 ,0 0 0 6 8 ,9 8 0 ,0 0 0 10 1, 3 4 8 ,1 0 0 10 1, 4 0 0 ,6 0 0 10 9 ,6 6 4 ,1 0 0 3 8 1, 3 9 2 ,8 0 0 C O M P O N E N T S B U D G E T I T E M M W E D W D D W R M D E A T O TA L A d m in st ra ti ve C o st s 5 9 ,8 5 0 ,0 0 0 5 9 ,8 5 0 ,0 0 0 5 9 ,8 5 0 ,0 0 0 17 9 ,5 5 0 ,0 0 0 7 9 ,3 8 0 ,0 0 0 7 9 ,3 8 0 ,0 0 0 7 9 ,3 8 0 ,0 0 0 2 3 8 ,14 0 ,0 0 0 16 1, 2 8 0 ,0 0 0 1 6 1, 2 8 0 ,0 0 0 16 1, 2 8 0 ,0 0 0 4 8 3 ,8 4 0 ,0 0 0 6 3 ,0 0 0 ,0 0 0 6 3 ,0 0 0 ,0 0 0 6 3 ,0 0 0 ,0 0 0 1 8 9 ,0 0 0 ,0 0 0 5 ,2 5 0 ,0 0 0 5 ,2 5 0 ,0 0 0 5 ,2 5 0 ,0 0 0 1 5 ,7 5 0 ,0 0 0 7, 3 5 0 ,0 0 0 7 ,3 5 0 ,0 0 0 7, 3 5 0 ,0 0 0 2 2 ,0 5 0 ,0 0 0 3 2 ,0 2 5 ,0 0 0 3 1, 5 0 0 ,0 0 0 3 2 ,0 2 5 ,0 0 0 9 5 ,5 5 0 ,0 0 0 4 5 ,15 0 ,0 0 0 4 5 ,6 7 5 ,0 0 0 4 5 ,6 7 5 ,0 0 0 13 6 ,5 0 0 ,0 0 0 18 9 ,7 5 6 ,0 0 0 18 9 ,7 5 6 ,0 0 0 18 9 ,7 5 6 ,0 0 0 5 6 9 ,2 6 8 ,0 0 0 10 5 ,0 0 0 ,0 0 0 10 5 ,0 0 0 ,0 0 0 1 0 5 ,0 0 0 ,0 0 0 3 15 ,0 0 0 ,0 0 0 2 7, 8 2 5 ,0 0 0 2 7, 8 2 5 ,0 0 0 2 7, 8 2 5 ,0 0 0 8 3 ,4 7 5 ,0 0 0 2 1, 0 0 0 ,0 0 0 2 1, 0 0 0 ,0 0 0 2 1, 0 0 0 ,0 0 0 6 3 ,0 0 0 ,0 0 0 14 ,17 5 ,0 0 0 14 ,17 5 ,0 0 0 13 ,6 5 0 ,0 0 0 4 2 ,0 0 0 ,0 0 0 13 ,6 5 0 ,0 0 0 14 ,17 5 ,0 0 0 14 ,17 5 ,0 0 0 4 2 ,0 0 0 ,0 0 0 T A B L E 2 5 (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 5 5 7. 4 .3 C ri ti ca l b u d g e t ye a r 3 In te rn a l C o m m u n ic a ti o n s P u b lic P a rt ic ip a ti o n & A d vo c a c y E ve n ts P u b lic In fo rm a ti o n C a m p a ig n s M e d ia A d vo c a c y C a p a c it y S tr e n g th e n in g M o n it o ri n g a n d E v a lu a ti o n ( M & E ) R e d e si g n o f W e b si te W e b si te F e e s G ra p h ic D e si g n e r fo r In te rn a l N e w sl e tt e r S it e C o n te n t M a n a g e r S ta ff R e tr e a ts Q u a rt e rl y S ta ff B ri e fi n g s A n n u a l T ra in in g o f C o m m u n ic a ti o n t e a m + F o c a l p e rs o n s 1 9 ,7 6 6 ,2 5 0 1 9 ,7 6 6 ,2 5 0 3 0 ,0 0 0 ,0 0 0 3 0 ,0 0 0 ,0 0 0 4 6 ,0 0 0 ,0 0 0 C o m m u n it y W a te r F o ru m s E n v ir o n m e n ta l D a y s L o c a l In it ia ti ve ( P la n & O rg a n iz e ) L e ve ra g in g I n te rn a ti o n a l E ve n ts (1 6 E ve n ts ) E n v ir o n m e n ta l A w a rd s A n n u a l C o m m u n it y M e e ti n g s w it h t h e P u b lic ( b a ra za s) C o m m u n it y A w a rd s b y M W E M e e ti n g s & W o rk sh o p s w it h O p in io n L e a d e rs F a c ili ta ti o n s + T S h ir ts f o r C o m m u n it y M o b ili se rs B ra n d in g M a te ri a ls A d ve rt o ri a ls : 1 8 o n e p g a d s in N V & D M ( o n ce /w k f o r 6 m o n th s) R a d io I n fo m e rc ia ls T V I n fo m e rc ia ls R a d io T a lk S h o w s T V T a lk S h o w s (U rb a n C o n te m p o ra ry S ta ti o n s) T V T a lk S h o w s (R u ra l a n d L o c a l) R a d io D ra m a F lig h ti n g ( 3 0 m in u te s) T V D ra m a F lig h ti n g ( 3 0 m in u te s) P ro d u c ti o n : R a d io & T V D ra m a ( 2 6 e p is o d e s: T V & 5 2 f o r ra d io ) O u td o o r: P ro d u c ti o n a n d F lig h ti n g ( B ill b o a rd s) In d o o r B ra n d in g ( A ss o rt m e n t o f m a te ri a ls p u lls , b a c kd ro p s, b a n n e rs ) P o st e rs F ly e rs B u m p e r S ti c ke rs D e ve lo p m e n t a n d P ro d u c ti o n o f M e d ia K it s M e d ia A p p re c ia ti o n T ra in in g w o rk sh o p s W a te r & E n v ir o n m e n t M e d ia A w a rd s 7 9 ,3 8 0 ,0 0 0 7 9 ,3 8 0 ,0 0 0 3 3 ,0 7 5 ,0 0 0 3 3 ,0 7 5 ,0 0 0 6 6 ,15 0 ,0 0 0 6 6 ,15 0 ,0 0 0 O ri e n ta ti o n W o rk sh o p s fo r M a n a g e m e n t Te a m Te c h n ic a l A ss is ta n ce f o r C E P A I m p le m e n ta ti o n 4 4 ,10 0 ,0 0 0 4 4 ,10 0 ,0 0 0 12 0 ,9 9 0 ,0 0 0 1 6 3 ,8 0 0 ,0 0 0 M & E T e c h n ic a l A ss is ta n ce 2 2 6 ,0 12 ,5 0 0 2 2 6 ,0 12 ,5 0 0 S u b T o ta l 9 5 ,7 6 6 ,2 5 0 9 5 ,7 6 6 ,2 5 0 S u b T o ta l 5 8 ,4 3 2 ,5 0 0 1 9 8 ,2 2 9 ,5 0 0 1 9 8 ,2 2 9 ,5 0 0 2 8 2 ,3 7 1, 2 5 0 7 3 7, 2 6 2 ,7 5 0 S u b T o ta l 8 6 5 ,9 2 5 ,5 5 0 8 6 6 ,4 7 6 ,8 0 0 8 6 6 ,4 7 6 ,8 0 0 2 ,5 9 8 ,8 7 9 ,1 5 0 S u b T o ta l 1 7 8 ,6 0 5 ,0 0 0 1 7 8 ,6 0 5 ,0 0 0 S u b T o ta l 1 6 5 ,0 9 0 ,0 0 0 16 5 ,0 9 0 ,0 0 0 S u b T o ta l 2 2 6 ,0 12 ,5 0 0 2 2 6 ,0 12 ,5 0 0 G ra n d T o ta l (I n cl . A d m in c o st s) 7 9 6 ,2 9 6 ,8 7 5 1 ,1 7 0 ,5 7 0 ,5 5 5 1 ,1 7 1, 17 6 ,9 3 0 1, 2 6 3 ,7 3 2 ,8 5 5 4 ,4 0 1, 7 7 7, 2 15 To ta l 10 % 7 2 3 ,9 0 6 ,2 5 0 1 ,0 6 4 ,1 5 5 ,0 5 0 1 ,0 6 4 ,7 0 6 ,3 0 0 1 ,1 4 8 ,8 4 8 ,0 5 0 4 ,0 0 1, 6 15 ,6 5 0 7 2 ,3 9 0 ,6 2 5 1 0 6 ,4 15 ,5 0 5 1 0 6 ,4 7 0 ,6 3 0 11 4 ,8 8 4 ,8 0 5 4 0 0 ,1 6 1, 5 6 5 C O M P O N E N T S B U D G E T I T E M M W E D W D D W R M D E A T O TA L A d m in st ra ti ve C o st s 6 2 ,8 4 2 ,5 0 0 6 2 ,8 4 2 ,5 0 0 6 2 ,8 4 2 ,5 0 0 18 8 ,5 2 7, 5 0 0 8 3 ,3 4 9 ,0 0 0 8 3 ,3 4 9 ,0 0 0 8 3 ,3 4 9 ,0 0 0 2 5 0 ,0 4 7, 0 0 0 16 9 ,3 4 4 ,0 0 0 1 6 9 ,3 4 4 ,0 0 0 16 9 ,3 4 4 ,0 0 0 5 0 8 ,0 3 2 ,0 0 0 6 6 ,15 0 ,0 0 0 6 6 ,15 0 ,0 0 0 6 6 ,15 0 ,0 0 0 1 9 8 ,4 5 0 ,0 0 0 5 ,5 12 ,5 0 0 5 ,5 12 ,5 0 0 5 ,5 12 ,5 0 0 1 6 ,5 3 7, 5 0 0 7, 7 17 ,5 0 0 7 ,7 17 ,5 0 0 7, 7 17 ,5 0 0 2 3 ,15 2 ,5 0 0 3 3 ,6 2 6 ,2 5 0 3 3 ,0 7 5 ,0 0 0 3 3 ,6 2 6 ,2 5 0 10 0 ,3 2 7, 5 0 0 4 7, 4 0 7, 5 0 0 4 7, 9 5 8 ,7 5 0 4 7, 9 5 8 ,7 5 0 1 4 3 ,3 2 5 ,0 0 0 19 9 ,2 4 3 ,8 0 0 1 9 9 ,2 4 3 ,8 0 0 19 9 ,2 4 3 ,8 0 0 5 9 7, 7 3 1, 4 0 0 11 0 ,2 5 0 ,0 0 0 1 10 ,2 5 0 ,0 0 0 11 0 ,2 5 0 ,0 0 0 3 3 0 ,7 5 0 ,0 0 0 2 9 ,2 16 ,2 5 0 2 9 ,2 16 ,2 5 0 2 9 ,2 16 ,2 5 0 8 7, 6 4 8 ,7 5 0 2 2 ,0 5 0 ,0 0 0 2 2 ,0 5 0 ,0 0 0 2 2 ,0 5 0 ,0 0 0 6 6 ,15 0 ,0 0 0 14 ,8 8 3 ,7 5 0 1 4 ,8 8 3 ,7 5 0 14 ,3 3 2 ,5 0 0 4 4 ,10 0 ,0 0 0 14 ,3 3 2 ,5 0 0 1 4 ,8 8 3 ,7 5 0 14 ,8 8 3 ,7 5 0 4 4 ,10 0 ,0 0 0 5 2 ,9 2 0 ,0 0 0 5 2 ,9 2 0 ,0 0 0 1 0 5 ,8 4 0 ,0 0 0 5 2 ,9 2 0 ,0 0 0 5 2 ,9 2 0 ,0 0 0 2 4 ,0 3 4 ,5 0 0 2 4 ,0 3 4 ,5 0 0 5 5 ,12 5 ,0 0 0 1 0 3 ,19 4 ,0 0 0 5 2 ,5 0 0 ,0 0 0 5 2 ,5 0 0 ,0 0 0 1 9 ,8 4 5 ,0 0 0 1 9 ,8 4 5 ,0 0 0 3 8 ,5 8 7, 5 0 0 3 8 ,5 8 7, 5 0 0 7, 7 17 ,5 0 0 7 ,7 17 ,5 0 0 7, 7 17 ,5 0 0 2 3 ,15 2 ,5 0 0 5 5 ,12 5 ,0 0 0 5 5 ,12 5 ,0 0 0 5 5 ,12 5 ,0 0 0 1 6 5 ,3 7 5 ,0 0 0 5 8 ,4 3 2 ,5 0 0 5 8 ,4 3 2 ,5 0 0 5 8 ,9 8 3 ,7 5 0 1 7 5 ,8 4 8 ,7 5 0 TA B L E 2 6 (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 5 6 7. 4 .4 C ri ti ca l b u d g e t ye a r 4 In te rn a l C o m m u n ic a ti o n s P u b lic P a rt ic ip a ti o n & A d vo c a c y E ve n ts P u b lic In fo rm a ti o n C a m p a ig n s M e d ia A d vo c a c y C a p a c it y S tr e n g th e n in g M o n it o ri n g a n d E v a lu a ti o n ( M & E ) R e d e si g n o f W e b si te W e b si te F e e s G ra p h ic D e si g n e r fo r In te rn a l N e w sl e tt e r S it e C o n te n t M a n a g e r S ta ff R e tr e a ts Q u a rt e rl y S ta ff B ri e fi n g s A n n u a l T ra in in g o f C o m m u n ic a ti o n t e a m + F o c a l p e rs o n s 4 9 ,0 0 0 ,0 0 0 4 9 ,0 0 0 ,0 0 0 C o m m u n it y W a te r F o ru m s E n v ir o n m e n ta l D a y s L o c a l In it ia ti ve ( P la n & O rg a n iz e ) L e ve ra g in g I n te rn a ti o n a l E ve n ts (1 6 E ve n ts ) E n v ir o n m e n ta l A w a rd s A n n u a l C o m m u n it y M e e ti n g s w it h t h e P u b lic ( b a ra za s) C o m m u n it y A w a rd s b y M W E M e e ti n g s & W o rk sh o p s w it h O p in io n L e a d e rs F a c ili ta ti o n s + T S h ir ts f o r C o m m u n it y M o b ili se rs B ra n d in g M a te ri a ls A d ve rt o ri a ls : 1 8 o n e p g a d s in N V & D M ( o n ce /w k f o r 6 m o n th s) R a d io I n fo m e rc ia ls T V I n fo m e rc ia ls R a d io T a lk S h o w s T V T a lk S h o w s (U rb a n C o n te m p o ra ry S ta ti o n s) T V T a lk S h o w s (R u ra l a n d L o c a l) R a d io D ra m a F lig h ti n g ( 3 0 m in u te s) T V D ra m a F lig h ti n g ( 3 0 m in u te s) P ro d u c ti o n : R a d io & T V D ra m a ( 2 6 e p is o d e s: T V & 5 2 f o r ra d io ) O u td o o r: P ro d u c ti o n a n d F lig h ti n g ( B ill b o a rd s) In d o o r B ra n d in g ( A ss o rt m e n t o f m a te ri a ls p u lls , b a c kd ro p s, b a n n e rs ) P o st e rs F ly e rs B u m p e r S ti c ke rs D e ve lo p m e n t a n d P ro d u c ti o n o f M e d ia K it s M e d ia A p p re c ia ti o n T ra in in g w o rk sh o p s W a te r & E n v ir o n m e n t M e d ia A w a rd s 8 3 ,3 4 9 ,0 0 0 8 3 ,3 4 9 ,0 0 0 3 4 ,7 2 8 ,7 5 0 3 4 ,7 2 8 ,7 5 0 6 9 ,4 5 7, 5 0 0 6 9 ,4 5 7, 5 0 0 O ri e n ta ti o n W o rk sh o p s fo r M a n a g e m e n t Te a m Te c h n ic a l A ss is ta n ce f o r C E P A I m p le m e n ta ti o n 4 6 ,3 0 5 ,0 0 0 4 6 ,3 0 5 ,0 0 0 12 1, 5 8 9 ,5 0 0 1 2 1, 5 8 9 ,5 0 0 M & E T e c h n ic a l A ss is ta n ce 2 3 7, 3 13 ,12 5 2 3 7, 3 13 ,12 5 S u b T o ta l 4 9 ,0 0 0 ,0 0 0 4 9 ,0 0 0 ,0 0 0 S u b T o ta l 6 1, 3 5 4 ,1 2 5 2 0 8 ,1 4 0 ,9 7 5 2 0 8 ,1 4 0 ,9 7 5 2 9 3 ,8 6 4 ,8 13 7 19 ,0 0 0 ,8 8 8 S u b T o ta l 9 0 9 ,2 2 1, 8 2 8 9 0 9 ,8 0 0 ,6 4 0 9 0 9 ,8 0 0 ,6 4 0 2 ,7 2 8 ,8 2 3 ,1 0 8 S u b T o ta l 1 8 7, 5 3 5 ,2 5 0 18 7, 5 3 5 ,2 5 0 S u b T o ta l 1 6 7, 8 9 4 ,5 0 0 16 7, 8 9 4 ,5 0 0 S u b T o ta l 2 2 6 ,0 12 ,5 0 0 2 2 6 ,0 12 ,5 0 0 G ra n d T o ta l (I n cl . A d m in c o st s) 1, 9 5 8 ,8 9 2 ,4 5 0 1, 2 2 9 ,0 9 9 ,0 8 3 3 ,1 8 7, 9 9 1, 5 3 3 1 ,3 2 4 ,0 3 1, 9 9 8 4 ,4 9 8 ,5 2 3 ,5 5 7 To ta l 10 % 7 0 3 ,0 9 7, 0 0 0 1, 11 7, 3 6 2 ,8 0 3 1 ,1 17 ,9 4 1, 6 15 1, 2 0 3 ,6 6 5 ,4 5 3 4 ,0 8 9 ,5 6 6 ,8 7 0 7 0 ,3 0 9 ,7 0 0 11 1, 7 3 6 ,2 8 0 1 11 ,7 9 4 ,1 6 2 12 0 ,3 6 6 ,5 4 5 4 0 8 ,9 5 6 ,6 8 7 C O M P O N E N T S B U D G E T I T E M M W E D W D D W R M D E A T O TA L A d m in st ra ti ve C o st s 6 5 ,9 8 4 ,6 2 5 6 5 ,9 8 4 ,6 2 5 6 5 ,9 8 4 ,6 2 5 19 7, 9 5 3 ,8 7 5 8 7, 5 16 ,4 5 0 8 7, 5 16 ,4 5 0 8 7, 5 16 ,4 5 0 2 6 2 ,5 4 9 ,3 5 0 17 7, 8 11 ,2 0 0 17 7, 8 11 ,2 0 0 17 7, 8 11 ,2 0 0 5 3 3 ,4 3 3 ,6 0 0 6 9 ,4 5 7, 5 0 0 6 9 ,4 5 7, 5 0 0 6 9 ,4 5 7, 5 0 0 2 0 8 ,3 7 2 ,5 0 0 5 ,7 8 8 ,12 5 5 ,7 8 8 ,12 5 5 ,7 8 8 ,12 5 1 7, 3 6 4 ,3 7 5 8 ,10 3 ,3 7 5 8 ,10 3 ,3 7 5 8 ,10 3 ,3 7 5 2 4 ,3 10 ,12 5 3 5 ,3 0 7, 5 6 3 3 4 ,7 2 8 ,7 5 0 3 5 ,3 0 7, 5 6 3 1 0 5 ,3 4 3 ,8 7 5 4 9 ,7 7 7, 8 7 5 5 0 ,3 5 6 ,6 8 8 5 0 ,3 5 6 ,6 8 8 15 0 ,4 9 1, 2 5 0 2 0 9 ,2 0 5 ,9 9 0 2 0 9 ,2 0 5 ,9 9 0 2 0 9 ,2 0 5 ,9 9 0 6 2 7, 6 17 ,9 7 0 11 5 ,7 6 2 ,5 0 0 1 15 ,7 6 2 ,5 0 0 11 5 ,7 6 2 ,5 0 0 3 4 7, 2 8 7, 5 0 0 3 0 ,6 7 7, 0 6 3 3 0 ,6 7 7, 0 6 3 3 0 ,6 7 7, 0 6 3 9 2 ,0 3 1,1 8 8 2 3 ,15 2 ,5 0 0 2 3 ,15 2 ,5 0 0 2 3 ,15 2 ,5 0 0 6 9 ,4 5 7, 5 0 0 15 ,6 2 7, 9 3 8 1 5 ,6 2 7, 9 3 8 15 ,0 4 9 ,12 5 4 6 ,3 0 5 ,0 0 0 1 5 ,0 4 9 ,12 5 1 5 ,6 2 7, 9 3 8 15 ,6 2 7, 9 3 8 4 6 ,3 0 5 ,0 0 0 5 5 ,5 6 6 ,0 0 0 5 5 ,5 6 6 ,0 0 0 1 11 ,13 2 ,0 0 0 5 5 ,5 6 6 ,0 0 0 5 5 ,5 6 6 ,0 0 0 2 5 ,2 3 6 ,2 2 5 2 5 ,2 3 6 ,2 2 5 5 7, 8 8 1, 2 5 0 1 0 8 ,3 5 3 ,7 0 0 5 2 ,5 0 0 ,0 0 0 5 2 ,5 0 0 ,0 0 0 2 0 ,8 3 7, 2 5 0 2 0 ,8 3 7, 2 5 0 4 0 ,5 16 ,8 7 5 4 0 ,5 16 ,8 7 5 8 ,10 3 ,3 7 5 8 ,10 3 ,3 7 5 8 ,10 3 ,3 7 5 2 4 ,3 10 ,12 5 5 7, 8 8 1, 2 5 0 5 7, 8 8 1, 2 5 0 5 7, 8 8 1, 2 5 0 1 7 3 ,6 4 3 ,7 5 0 6 1, 3 5 4 ,12 5 6 1, 3 5 4 ,12 5 6 1, 9 3 2 ,9 3 8 1 8 4 ,6 4 1,1 8 8 TA B L E 2 7 (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 5 7 7. 4 .5 C ri ti ca l b u d g e t ye a r 5 In te rn a l C o m m u n ic a ti o n s P u b lic P a rt ic ip a ti o n & A d vo c a c y E ve n ts P u b lic In fo rm a ti o n C a m p a ig n s M e d ia A d vo c a c y C a p a c it y S tr e n g th e n in g M o n it o ri n g a n d E v a lu a ti o n ( M & E ) R e d e si g n o f W e b si te W e b si te F e e s G ra p h ic D e si g n e r fo r In te rn a l N e w sl e tt e r S it e C o n te n t M a n a g e r S ta ff R e tr e a ts Q u a rt e rl y S ta ff B ri e fi n g s A n n u a l T ra in in g o f C o m m u n ic a ti o n t e a m + F o c a l p e rs o n s 3 0 ,0 0 0 ,0 0 0 3 0 ,0 0 0 ,0 0 0 5 1, 0 0 0 ,0 0 0 5 1, 0 0 0 ,0 0 0 C o m m u n it y W a te r F o ru m s E n v ir o n m e n ta l D a y s L o c a l In it ia ti ve ( P la n & O rg a n iz e ) L e ve ra g in g I n te rn a ti o n a l E ve n ts (1 6 E ve n ts ) E n v ir o n m e n ta l A w a rd s A n n u a l C o m m u n it y M e e ti n g s w it h t h e P u b lic ( b a ra za s) C o m m u n it y A w a rd s b y M W E M e e ti n g s & W o rk sh o p s w it h O p in io n L e a d e rs F a c ili ta ti o n s + T S h ir ts f o r C o m m u n it y M o b ili se rs B ra n d in g M a te ri a ls A d ve rt o ri a ls : 1 8 o n e p g a d s in N V & D M ( o n ce /w k f o r 6 m o n th s) R a d io I n fo m e rc ia ls T V I n fo m e rc ia ls R a d io T a lk S h o w s T V T a lk S h o w s (U rb a n C o n te m p o ra ry S ta ti o n s) T V T a lk S h o w s (R u ra l a n d L o c a l) R a d io D ra m a F lig h ti n g ( 3 0 m in u te s) T V D ra m a F lig h ti n g ( 3 0 m in u te s) P ro d u c ti o n : R a d io & T V D ra m a ( 2 6 e p is o d e s: T V & 5 2 f o r ra d io ) O u td o o r: P ro d u c ti o n a n d F lig h ti n g ( B ill b o a rd s) In d o o r B ra n d in g ( A ss o rt m e n t o f m a te ri a ls p u lls , b a c kd ro p s, b a n n e rs ) P o st e rs F ly e rs B u m p e r S ti c ke rs D e ve lo p m e n t a n d P ro d u c ti o n o f M e d ia K it s M e d ia A p p re c ia ti o n T ra in in g w o rk sh o p s W a te r & E n v ir o n m e n t M e d ia A w a rd s 8 7, 5 16 ,4 5 0 8 7, 5 16 ,4 5 0 3 6 ,4 6 5 ,18 8 3 6 ,4 6 5 ,18 8 7 2 ,9 3 0 ,3 7 5 7 2 ,9 3 0 ,3 7 5 O ri e n ta ti o n W o rk sh o p s fo r M a n a g e m e n t Te a m Te c h n ic a l A ss is ta n ce f o r C E P A I m p le m e n ta ti o n 4 8 ,6 2 0 ,2 5 0 4 8 ,6 2 0 ,2 5 0 12 2 ,4 18 ,9 7 5 1 2 2 ,4 18 ,9 7 5 M & E T e c h n ic a l A ss is ta n ce 2 4 9 ,17 8 ,7 8 1 2 4 9 ,17 8 ,7 8 1 S u b T o ta l 8 1, 0 0 0 ,0 0 0 8 1, 0 0 0 ,0 0 0 S u b T o ta l 6 4 ,4 2 1, 8 3 1 2 18 ,5 4 8 ,0 2 4 2 18 ,5 4 8 ,0 2 4 2 8 9 ,4 0 2 ,1 6 8 7 9 0 ,9 2 0 ,0 4 7 S u b T o ta l 9 5 4 ,6 8 2 ,9 19 9 5 5 ,2 9 0 ,6 7 2 9 5 5 ,2 9 0 ,6 7 2 2 ,8 6 5 ,2 6 4 ,2 6 3 S u b T o ta l 19 6 ,9 12 ,0 13 19 6 ,9 12 ,0 13 S u b T o ta l 1 7 1, 0 3 9 ,2 2 5 17 1, 0 3 9 ,2 2 5 S u b T o ta l 2 4 9 ,1 7 8 ,7 8 1 2 4 9 ,1 7 8 ,7 8 1 G ra n d T o ta l (I n cl . A d m in c o st s) 8 3 8 ,8 0 7, 0 3 5 1, 2 9 0 ,5 5 4 ,0 3 7 1 ,2 9 1, 2 2 2 ,5 6 5 1 ,3 6 9 ,1 6 2 ,1 2 4 4 ,7 8 9 ,7 4 5 ,7 6 1 To ta l 10 % 7 6 2 ,5 5 1, 8 5 0 1, 17 3 ,2 3 0 ,9 4 3 1 ,1 7 3 ,8 3 8 ,6 9 6 1 ,2 4 4 ,6 9 2 ,8 4 0 4 ,3 5 4 ,3 14 ,3 2 9 7 6 ,2 5 5 ,1 8 5 11 7, 3 2 3 ,0 9 4 1 17 ,3 8 3 ,8 7 0 12 4 ,4 6 9 ,2 8 4 4 3 5 ,4 3 1, 4 3 3 C O M P O N E N T S B U D G E T I T E M M W E D W D D W R M D E A T O TA L A d m in st ra ti ve C o st s 6 9 ,2 8 3 ,8 5 6 6 9 ,2 8 3 ,8 5 6 6 9 ,2 8 3 ,8 5 6 2 0 7, 8 5 1, 5 6 9 9 1, 8 9 2 ,2 7 3 9 1, 8 9 2 ,2 7 3 9 1, 8 9 2 ,2 7 3 2 7 5 ,6 7 6 ,8 18 18 6 ,7 0 1, 7 6 0 18 6 ,7 0 1, 7 6 0 1 8 6 ,7 0 1, 7 6 0 5 6 0 ,10 5 ,2 8 0 7 2 ,9 3 0 ,3 7 5 7 2 ,9 3 0 ,3 7 5 7 2 ,9 3 0 ,3 7 5 2 18 ,7 9 1,1 2 5 6 ,0 7 7, 5 3 1 6 ,0 7 7, 5 3 1 6 ,0 7 7, 5 3 1 1 8 ,2 3 2 ,5 9 4 8 ,5 0 8 ,5 4 4 8 ,5 0 8 ,5 4 4 8 ,5 0 8 ,5 4 4 2 5 ,5 2 5 ,6 3 1 3 7, 0 7 2 ,9 4 1 3 6 ,4 6 5 ,18 8 3 7, 0 7 2 ,9 4 1 11 0 ,6 11 ,0 6 9 5 2 ,2 6 6 ,7 6 9 5 2 ,8 74 ,5 2 2 5 2 ,8 74 ,5 2 2 15 8 ,0 15 ,8 13 2 19 ,6 6 6 ,2 9 0 2 19 ,6 6 6 ,2 9 0 2 19 ,6 6 6 ,2 9 0 6 5 8 ,9 9 8 ,8 6 9 12 1, 5 5 0 ,6 2 5 12 1, 5 5 0 ,6 2 5 1 2 1, 5 5 0 ,6 2 5 3 6 4 ,6 5 1, 8 7 5 3 2 ,2 10 ,9 16 3 2 ,2 10 ,9 16 3 2 ,2 10 ,9 16 9 6 ,6 3 2 ,7 4 7 2 4 ,3 10 ,12 5 2 4 ,3 10 ,12 5 2 4 ,3 10 ,12 5 7 2 ,9 3 0 ,3 7 5 16 ,4 0 9 ,3 3 4 16 ,4 0 9 ,3 3 4 1 5 ,8 0 1, 5 8 1 4 8 ,6 2 0 ,2 5 0 15 ,8 0 1, 5 8 1 16 ,4 0 9 ,3 3 4 1 6 ,4 0 9 ,3 3 4 4 8 ,6 2 0 ,2 5 0 5 8 ,3 4 4 ,3 0 0 5 8 ,3 4 4 ,3 0 0 1 16 ,6 8 8 ,6 0 0 5 8 ,3 4 4 ,3 0 0 5 8 ,3 4 4 ,3 0 0 2 6 ,4 9 8 ,0 3 6 2 6 ,4 9 8 ,0 3 6 4 4 ,2 4 4 ,4 2 8 9 7, 2 4 0 ,5 0 0 5 2 ,5 0 0 ,0 0 0 5 2 ,5 0 0 ,0 0 0 2 1, 8 7 9 ,11 3 2 1, 8 7 9 ,11 3 4 2 ,5 4 2 ,7 19 4 2 ,5 4 2 ,7 19 8 ,5 0 8 ,5 4 4 8 ,5 0 8 ,5 4 4 8 ,5 0 8 ,5 4 4 2 5 ,5 2 5 ,6 3 1 6 0 ,7 7 5 ,3 13 6 0 ,7 7 5 ,3 13 6 0 ,7 7 5 ,3 13 1 8 2 ,3 2 5 ,9 3 8 6 4 ,4 2 1, 8 3 1 6 4 ,4 2 1, 8 3 1 6 5 ,0 2 9 ,5 8 4 19 3 ,8 7 3 ,2 4 7 TA B L E 2 8 (C E P A ) S tr a te g y F o r T h e M in is tr y O f W a te r A n d E n v ir o n m e n t (2 0 19 2 0 2 3 ) 5 8 7. 5 D e p a rt m e n t b u d g e t 1 5 y e a rs In te rn a l C o m m u n ic a ti o n s P u b lic P a rt ic ip a ti o n & A d vo c a c y E ve n ts P u b lic In fo rm a ti o n C a m p a ig n s M e d ia A d vo c a c y C a p a c it y S tr e n g th e n in g M o n it o ri n g a n d E v a lu a ti o n ( M & E ) R e d e si g n o f W e b si te W e b si te F e e s G ra p h ic D e si g n e r fo r In te rn a l N e w sl e tt e r S it e C o n te n t M a n a g e r S ta ff R e tr e a ts Q u a rt e rl y S ta ff B ri e fi n g s A n n u a l T ra in in g o f C o m m u n ic a ti o n t e a m + F o c a l p e rs o n s 18 ,8 2 5 ,0 0 0 1 8 ,8 2 5 ,0 0 0 9 4 1, 2 5 0 9 4 1, 2 5 0 12 ,0 0 0 ,0 0 0 1 2 ,0 0 0 ,0 0 0 18 ,0 0 0 ,0 0 0 1 8 ,0 0 0 ,0 0 0 3 0 ,0 0 0 ,0 0 0 3 0 ,0 0 0 ,0 0 0 16 ,0 0 0 ,0 0 0 1 6 ,0 0 0 ,0 0 0 4 0 ,0 0 0 ,0 0 0 4 0 ,0 0 0 ,0 0 0 C o m m u n it y W a te r F o ru m s E n v ir o n m e n ta l D a y s L o c a l In it ia ti ve ( P la n & O rg a n iz e ) L e ve ra g in g I n te rn a ti o n a l E ve n ts (1 6 E ve n ts ) E n v ir o n m e n ta l A w a rd s A n n u a l C o m m u n it y M e e ti n g s w it h t h e P u b lic ( b a ra za s) C o m m u n it y A w a rd s b y M W E M e e ti n g s & W o rk sh o p s w it h O p in io n L e a d e rs F a c ili ta ti o n s + T S h ir ts f o r C o m m u n it y M o b ili se rs B ra n d in g M a te ri a ls A d ve rt o ri a ls : 1 8 o n e p g a d s in N V & D M ( o n ce /w k f o r 6 m o n th s) R a d io I n fo m e rc ia ls T V I n fo m e rc ia ls R a d io T a lk S h o w s T V T a lk S h o w s (U rb a n C o n te m p o ra ry S ta ti o n s) T V T a lk S h o w s (R u ra l a n d L o c a l) R a d io D ra m a F lig h ti n g ( 3 0 m in u te s) T V D ra m a F lig h ti n g ( 3 0 m in u te s) P ro d u c ti o n : R a d io & T V D ra m a ( 2 6 e p is o d e s: T V & 5 2 f o r ra d io ) O u td o o r: P ro d u c ti o n a n d F lig h ti n g ( B ill b o a rd s) In d o o r B ra n d in g ( A ss o rt m e n t o f m a te ri a ls p u lls , b a c kd ro p s, b a n n e rs ) P o st e rs F ly e rs B u m p e r S ti c ke rs D e ve lo p m e n t a n d P ro d u c ti o n o f M e d ia K it s M e d ia A p p re c ia ti o n T ra in in g w o rk sh o p s W a te r & E n v ir o n m e n t M e d ia A w a rd s 7 2 ,0 0 0 ,0 0 0 7 2 ,0 0 0 ,0 0 0 3 0 ,0 0 0 ,0 0 0 3 0 ,0 0 0 ,0 0 0 6 0 ,0 0 0 ,0 0 0 6 0 ,0 0 0 ,0 0 0 O ri e n ta ti o n W o rk sh o p s fo r M a n a g e m e n t Te a m Te c h n ic a l A ss is ta n ce f o r C E P A I m p le m e n ta ti o n 4 0 ,0 0 0 ,0 0 0 4 0 ,0 0 0 ,0 0 0 12 6 ,0 0 0 ,0 0 0 1 2 6 ,0 0 0 ,0 0 0 M & E T e c h n ic a l A ss is ta n ce 2 0 5 ,0 0 0 ,0 0 0 2 0 5 ,0 0 0 ,0 0 0 S u b T o ta l 1 3 5 ,7 6 6 ,2 5 0 1 3 5 ,7 6 6 ,2 5 0 S u b T o ta l 5 3 ,0 0 0 ,0 0 0 17 9 ,8 0 0 ,0 0 0 1 7 9 ,8 0 0 ,0 0 0 2 4 4 ,9 0 0 ,0 0 0 6 5 7, 5 0 0 ,0 0 0 S u b T o ta l 7 8 5 ,4 2 0 ,0 0 0 7 8 5 ,9 2 0 ,0 0 0 7 8 5 ,9 2 0 ,0 0 0 2 ,3 5 7, 2 6 0 ,0 0 0 S u b T o ta l 1 6 2 ,0 0 0 ,0 0 0 16 2 ,0 0 0 ,0 0 0 S u b T o ta l 1 6 6 ,0 0 0 ,0 0 0 16 6 ,0 0 0 ,0 0 0 S u b T o ta l 2 0 5 ,0 0 0 ,0 0 0 2 0 5 ,0 0 0 ,0 0 0 G ra n d T o ta l (I n cl . A d m in c o st s) 7 9 3 ,9 4 2 ,8 7 5 1, 0 6 1, 74 2 ,0 0 0 1 ,0 6 2 ,2 9 2 ,0 0 0 1 ,1 3 3 ,9 0 2 ,0 0 0 4 ,0 5 1, 8 7 8 ,8 7 5 To ta l 10 % 7 2 1, 7 6 6 ,2 5 0 9 6 5 ,2 2 0 ,0 0 0 9 6 5 ,7 2 0 ,0 0 0 1, 0 3 0 ,8 2 0 ,0 0 0 3 ,6 8 3 ,5 2 6 ,2 5 0 7 2 ,1 7 6 ,6 2 5 9 6 ,5 2 2 ,0 0 0 9 6 ,5 7 2 ,0 0 0 1 0 3 ,0 8 2 ,0 0 0 3 6 8 ,3 5 2 ,6 2 5 C O M P O N E N T S B U D G E T I T E M M W E D W D D W R M D E A T O TA L A d m in st ra ti ve C o st s 5 7, 0 0 0 ,0 0 0 5 7, 0 0 0 ,0 0 0 5 7, 0 0 0 ,0 0 0 1 7 1, 0 0 0 ,0 0 0 7 5 ,6 0 0 ,0 0 0 7 5 ,6 0 0 ,0 0 0 7 5 ,6 0 0 ,0 0 0 2 2 6 ,8 0 0 ,0 0 0 15 3 ,6 0 0 ,0 0 0 1 5 3 ,6 0 0 ,0 0 0 15 3 ,6 0 0 ,0 0 0 4 6 0 ,8 0 0 ,0 0 0 6 0 ,0 0 0 ,0 0 0 6 0 ,0 0 0 ,0 0 0 6 0 ,0 0 0 ,0 0 0 18 0 ,0 0 0 ,0 0 0 5 ,0 0 0 ,0 0 0 5 ,0 0 0 ,0 0 0 5 ,0 0 0 ,0 0 0 15 ,0 0 0 ,0 0 0 7, 0 0 0 ,0 0 0 7 ,0 0 0 ,0 0 0 7, 0 0 0 ,0 0 0 2 1, 0 0 0 ,0 0 0 3 0 ,5 0 0 ,0 0 0 3 0 ,0 0 0 ,0 0 0 3 0 ,5 0 0 ,0 0 0 9 1, 0 0 0 ,0 0 0 4 3 ,0 0 0 ,0 0 0 4 3 ,5 0 0 ,0 0 0 4 3 ,5 0 0 ,0 0 0 13 0 ,0 0 0 ,0 0 0 18 0 ,7 2 0 ,0 0 0 1 8 0 ,7 2 0 ,0 0 0 18 0 ,7 2 0 ,0 0 0 5 4 2 ,16 0 ,0 0 0 10 0 ,0 0 0 ,0 0 0 1 0 0 ,0 0 0 ,0 0 0 1 0 0 ,0 0 0 ,0 0 0 3 0 0 ,0 0 0 ,0 0 0 2 6 ,5 0 0 ,0 0 0 2 6 ,5 0 0 ,0 0 0 2 6 ,5 0 0 ,0 0 0 7 9 ,5 0 0 ,0 0 0 2 0 ,0 0 0 ,0 0 0 2 0 ,0 0 0 ,0 0 0 2 0 ,0 0 0 ,0 0 0 6 0 ,0 0 0 ,0 0 0 13 ,5 0 0 ,0 0 0 1 3 ,5 0 0 ,0 0 0 13 ,0 0 0 ,0 0 0 4 0 ,0 0 0 ,0 0 0 13 ,0 0 0 ,0 0 0 1 3 ,5 0 0 ,0 0 0 13 ,5 0 0 ,0 0 0 4 0 ,0 0 0 ,0 0 0 4 8 ,0 0 0 ,0 0 0 4 8 ,0 0 0 ,0 0 0 9 6 ,0 0 0 ,0 0 0 4 8 ,0 0 0 ,0 0 0 4 8 ,0 0 0 ,0 0 0 2 1, 8 0 0 ,0 0 0 2 1, 8 0 0 ,0 0 0 3 6 ,4 0 0 ,0 0 0 8 0 ,0 0 0 ,0 0 0 5 0 ,0 0 0 ,0 0 0 5 0 ,0 0 0 ,0 0 0 18 ,0 0 0 ,0 0 0 18 ,0 0 0 ,0 0 0 3 5 ,0 0 0 ,0 0 0 3 5 ,0 0 0 ,0 0 0 7 ,0 0 0 ,0 0 0 7 ,0 0 0 ,0 0 0 7, 0 0 0 ,0 0 0 2 1, 0 0 0 ,0 0 0 5 0 ,0 0 0 ,0 0 0 5 0 ,0 0 0 ,0 0 0 5 0 ,0 0 0 ,0 0 0 15 0 ,0 0 0 ,0 0 0 5 3 ,0 0 0 ,0 0 0 5 3 ,0 0 0 ,0 0 0 5 3 ,5 0 0 ,0 0 0 1 5 9 ,5 0 0 ,0 0 0 TA B L E 2 9 59 Annexes (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 60 Annex 1: Annual Event Cycle Calender Event Date Significance World Wetland day International women’s day World Water day World Health day World Day for Cultural Diversity for Dialogue and Development International Day for Biodiversity World Environment Day World Day for Combat Desertifica tion and Drought World Refugee Day World Population Day International Day for the World Indig enous People International Youth Day World Food Day International Day for the Preservation of the Ozone Layer United Nations Day and World Development Information Day International day for Preventing the Exploitation of the Environment in War and Armed Conflict International Civil Aviation Day International Mountain Day United Nations Day for South-South Cooperation 2 February 8 March 22 March 23 March 21 March 22 March 5 June 17 June 20 June 11 July 9 August 12 August 16 October 16 September 24 October 6 November 7 December 11 December 19 December Critical Important Critical Critical Critical Critical Critical Critical Important Important Critical Important Important Critical Important Critical Important Important Important (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 61 Annex 2: Sample Key Messages for Radio Drama Scripts, TV Scripts and IEC Materials Key Messages Key Messages for Radio Drama & TV Scripts Key Messages for IEC Materials / Outdoor 1. DWD • Water Supply • Water for produc tion – animals • Water for produc tion - crops • Sanitation 2. DWRM • Water Resources • Wetland protec tion • Water quality • Water Rights • Water for Hy dropower and trans-boundary 3. DEA • Water pollution • Catchment pro tection • Forestry sector • Water supply to rural and urban are as is dependent on its functionality. • Water is vital for germination, growth and maturity of crops. Ma jority of the population depends on agriculture for their livelihood. • Water needs to be stored during rainy seasons for use during dry seasons in order to sustain health, growth and productivity of animals • Water from rivers or lakes is finite and its use for irrigation must be known and controlled to minimize negative consequences to the envi ronment • Sanitation helps improve the living environment and minimize sanitation related diseases from communities • Lakes and rivers are water resourc es that are useful for life, transport, power generation, irrigation, climate and general development. • Quantity of water used for hy dro-power generation needs to be regulated and controlled since some of the river or water bodies and trans-boundary. • Water is important for healthy living. Water can be contaminated by hu man waste and if consumed untreat ed, may lead to cholera, dysentery, typhoid, diarrhea, etc. • Land use in wetlands reduces the catchment areas • Over grazing, increase in paved surfaces and urbanization leads to increased run off. This leads to flooding • Some industries discharge heavy metals that potentially enter the food chain and pose a great danger to human beings. • Burning charcoal reduces vegetation cover. It also affects the process of rain formation and agriculture on which the vast majority depends. • Wetlands are useful as water res ervoirs and habitats for fish and animals • Water is Life. • When water flows. Life flourishes • When water flows. Transport flows • Preserve water sources for constant supply • Big harvests starts with constant water supply • Protect water resources • Preserve the water sources • Constant supply of Electricity comes from constant flow of water • Keep water sources clean. Save yourself • Building in wetland is disastrous. Stop Swamp Reclamation. Save the Environment. • Polluting Air Is Cancerous. Stop Air Pollution. Save the Environment. • Cutting Down Trees Is Suicidal. Plant Trees. Save the Environment. • Dumping plastics in the Environment is Destructive. Practice Proper Waste Disposal. Save the Environment. • When the Earth dies we die • When you cut down trees you’re killing yourself • When you pollute the Earth you’re killing yourself • When you contaminate Water Bodies , you’re killing yourself (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 62 Annex 3: Approach and Methodology for carrying out the Assignment The approach and methodology for carrying out this assignment involved several activities which included review of relevant documents, identification of stakeholders, conducting stakeholders’ engagement workshops, Key informant interviews, face-to-face interviews and observations. 1. Initial consultative meeting with MWE in order to: 2. Document Reviews 3. Identification of stakeholders 4. Town-hall meetings • Gain understanding of the MWE’s structure and its interface with other Government departments and partner agencies • Secure relevant policy and position documents • Construct an issue priority map showing water and environment concerns by area • Agree the administrative and logistical support that are available to the process • Carry out a SWOT and PEST analyses for determining issues impacting on the different categories of stake holders • Construct the stakeholder matrix through a consulta tive process Document reviews are a form of qualitative research in which documents are interpreted by the researcher to give voice and meaning around the assessment topic. The list of documents and materials under review are provid ed below. They include current and past communication efforts by MWE and affiliated agencies to provide context and clarity in approach, planning, direction and design of the communication strategy. • Government of Uganda’s communication strategy • Minutes of the Joint Technical Report 2017 • The Clients’ Charter for MWE • MWE Strategic Plan • MWE Communication Strategy – draft • DWRM communication strategy • MWE Annual Sector Performance Report 2017 • Uganda Catchment Management Planning guidelines • District Implementation manual • Extension Workers hand book • Project Assessment Documents (PADs) • Previous IEC and outreach materials • State of Uganda’s Forestry 2016 • The Water Act • Report on Monitoring of Water and Environment Sec tor Activities FY 2016/17 Stakeholders are people or organizations that are vital to the success or failure of an organization or project to reach its goals. Both SWOT and PEST analyses were de ployed to help identify both internal and external stake holders. 1. Primary stakeholders are needed for permission, ap proval and financial support; and are directly affected by the activities of the ministry. 2. Secondary stakeholders are those who are indirectly affected. 3. Tertiary stakeholders are those who are not affected or involved, but who can influence opinions either for or against. 1. Primary Stakeholders (National government, Regional and Districts; Development Partners) – • Ministry of Water and Environment • Ministry of Agriculture, Animal, Industries and Fish eries This is a forum convened to interact with local stakehold ers to discuss pertinent issues. The meetings were held in secure and convenient halls. Participants included key leaders in the districts (local government, religious, cul tural, etc.). Why this technique? It allows for extensive consultations with several groups of the constituents or local target audiences with minimal costs and disruptions. This was largely a listening session about what the audiences had to say and clarity was pro vided where necessary. Each session lasted for two and a-half hours; an experienced staff moderated the sessions. All attendees were invited ahead of time with emphasis on date, venue and time for their scheduled meeting thus enabling them to make adequate preparations to attend. Invitations were followed up by phone calls and actual vis its in some cases to ensure that the invitees attended in person. • Ministry of Industry, Trade and Tourism • Ministry of Local Government • Ministry of Education and Sports • Ministry of Health • Ministry of Finance Planning and Economic Develop ment • Ministry of the Presidency • World Bank, GIZ, ADB, JICA etc. Directly affected (Corporate & private sectors,) • Landowners and landlords • Industrialists or manufacturers e.g. fish processors, Hydro-electricity etc • Recreational and other users (Hospitality industries, bird watchers, etc.) • Local Forest owners 2. Secondary Stakeholders (Civil Society, Public, Inter national & Trans-boundary organizations) - indirectly af fected by activities under MWE • Local businesses (Hospitality, traders, etc.) • Landowners and or residents outside the protected area • NGOs concerned with water and environment (Water Aid, UWASNET, Environmental Alert, etc.) • Nile Basin Initiative, LVBC, IGAD 3. Tertiary Stakeholders (Special Interest groups, Aca demic & Research institutions etc.) - not involved or af fected, but can influence opinions for or against it • Local opinion leaders (religious leaders, business or trade union leaders, teachers, local celebrities) • Parliamentarians • National and Local media (Radios, TV, Newspapers, Billboard site holder etc.) • Academia, (Research centres, universities, institutes, schools) (CEPA) Strategy For The Ministry Of Water And Environment (2019 -2023) 63 5. Key In-depth Interviews 6. Face-to-face interviews 7. Observations This is a qualitative technique used to conduct intensive interviews with a respondent who has significant knowledge and experience on the issues being investigated. Participants included top officers at MWE, affiliated agencies, directorates, programs, projects, TSUs, and other imple menting ministries. Why This Technique? This is an important technique for getting a better understanding of some of the issues pertaining to this assignment from people with experience, skills and knowledge in the water resources and environment. A qualified and experi enced interviewer conducted each interview lasting between 30-45 minutes with support from the Principal. This technique refers to a one-on-one conversation with respondents using questions that are (open or close-ended or structured). Respondents are randomly selected using a screener. The responses got, provided an opportunity to better validate and quantify the magnitude of issues raised during the data collection process. This methodology was used to interview respondents who preferred to provide information individually rather than as a group. Field visits were made to observe validate and gain a better understanding of the issues raised in the consultative meetings, reports reviewed and finding from the research. The visits were both formally and informally carried out in the four regions (North, South, West and East). Climate change is a terrible problem, and it ab solutely needs to be solved. It deserves to be a huge priority. Bill Gates Plot 21 / 23 Portbell Road Luzira P.O.Box 20026, Kampala - Uganda www.mwe.go.ug ‘..We owe it to ourselves and to the next generation to conserve the environment so that we can bequeath our children a sustainable world that benefits all...’ Wangari Maathai