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EgyptDR CongoBurundi Ethiopia Kenya Rwanda S. Sudan Sudan Tanzania Uganda
COMMUNICATION AND STAKEHOLDER ENGAGEMENT STRATEGY2013-2016
NBI Communication and Stakeholder Engagement Strategy [i]
AcknowledgementsThe following persons contributed to the preparation of the 2013 - 2016 Communication and Stakeholder Engagement Strategy
Drafting TeamDr. Wubalem Fekade, ENTROMs. Jane Baitwa, Nile-SECMs. Emerita Mugorewicyeza, Nile-SECMr. Warren Nyamugasira, Consultant
ContributorsMs. Dorothy Kaggwa, Nile-SEC Dr. Abdulkarim Seid, Nile-SEC Dr. Mohsen Alarabawy, Nile-SECMr. Tom Waako, Nile-SECMs. Juliet Nakassaga, Nile-SEC Ms. Beatrice Adongakulu, Nile-SEC Mr. Peter Kanyi Maina, NELSAP-CUMs. Mwikali Wambua, NELSAP-CUMr. William Katete, NELSAP-Rusumo ProjectDr. Salah Shazali, ENTROMr. Tumwebaze Wycliffe, Ministry of Water-Uganda Mr. Willy Mugenzi, GWP Eastern Africa Mr. Steffen Schwörer, GIZ
NBI Communication and Stakeholder Engagement Strategy [ii]
Table of Contents
1. Introduction 1
2. Background and Context 1
3. NBI Communication and Stakeholder Engagement: A Brief Review 2
4. NBI 2012-2016 Strategic Plan: Providing a framework for the Communication and Stakeholder Engagement Strategy 3
5. This (2013-2016) NBI Communication and Stakeholder Engagement Strategy 3
6. NBI Communication and Stakeholder Engagement: Problems and Challenges 5
7. Defining Communications 6
8. Principles Guiding Communication and Stakeholder Engagement 9
9. Managing Communication in a Crisis Situation 9
10. Defining Stakeholder Engagement 10
11. Implementation Planning of the Communication and Stakeholder Engagement Strategy 12
12. Limitations 14
13. Appendices 14
NBI Communication and Stakeholder Engagement Strategy [1]
1. INTRODUCTIONThis NBI 2013-2016 Communication and Stakeholder Engagement Strategy is companion to the NBI Strategic Plan for the period 2012 - 2016. Serious effort has been made to ensure that the Strategy is logically consistent and coherent with the NBI Strategic Plan. This strategy will from the vantage of conducting effective communication and stakeholder engagement activities, be one of the tools to realize the goal and objectives of the NBI 2012-2016 Strategic plan.
The Strategy has been prepared in a consultative way, where all three NBI centers were represented and took part (see Appendix 4). This Strategy, while providing an NBI wide overarching framework and guideline, nevertheless is not a one-size fits all document. The document enunciates shared principles and approaches to be adhered to, while permitting each Centre (Nile-SEC, ENTRO and NELSAP-CU) to implement it in a way that is more adaptive to Centre specific demands and requirements.
2. BACKGROUND AND CONTEXTThe Nile Basin Initiative (NBI) is a transitional, 10-country, intergovernmental partnership institution established in February 1999. The partnership is guided by a Shared Vision: ‘To achieve sustainable socioeconomic development through equitable utilization of, and benefit from, the common Nile Basin Water resources’. NBI Member States are: Burundi, DR Congo, Egypt, Ethiopia, Kenya, Rwanda, South Sudan, The Sudan, Tanzania, and Uganda.
NBI is governed by a Council of 10 Ministers (Nile-COM) in charge of Water Affairs in Member States, which is the highest decision and policy-making body. Nile-COM meets at least once a year and is supported by a Technical Advisory Committee (Nile-TAC), of 20 senior government officials from the partner states. Nile-TAC meets at least twice a year.
NBI is managed from three centers - a basin-wide Secretariat, the Nile Basin Initiative Secretariat (Nile-SEC) located in Entebbe, Uganda responsible for overall corporate direction. The Eastern Nile Technical Regional Office (ENTRO) in Addis Ababa, Ethiopia executes the Eastern Nile Subsidiary Action Program (ENSAP)- comprising Egypt, Ethiopia, South Sudan and Sudan. The Nile Equatorial Lakes Subsidiary Action Program Coordination Unit (NELSAP-CU) based in Kigali, Rwanda executes the Nile Equatorial Lakes Subsidiary Action Program (NELSAP)- comprising Burundi, Democratic Republic of Congo, Egypt, Ethiopia, Kenya, Rwanda, South Sudan, Sudan, Tanzania and Uganda. In each member country there is an NBI office, the Focal Point, which coordinates and links transboundary NBI and national plans and activities. With the above structure in place, soon after it was formed in February 1999, the NBI launched its first basin-wide cooperative water resources Strategic Action Program consisting of:
• The Shared Vision Program (SVP)- a number of [soft] capacity and confidence building projects [canvassing water resources planning and management, power trade, environment, applied training, confidence building and stakeholder involvement, agriculture water, socioeconomic development] spread across the Basin to lay the foundation for basin-wide cooperation and build capacity for integrated water resources management all in a trans-boundary context.
• Two Subsidiary Action Programs (SAPs) aimed at delivering concrete investments/benefits ‘on the ground’ in the Eastern Nile and the Nile Equatorial Lakes sub-basins.
Both programs have delivered significant results to-date. The SVP has built hitherto unavailable water resources related basin-wide data, information and knowledge as well as regional and national capabilities and systems. The SAPs have identified and prepared cooperative investment projects worth
NBI Communication and Stakeholder Engagement Strategy [2]
over USD 1 billion.
Since December 2008, NBI has been implementing a four-year (2008 - 2012) Institutional Strengthening Project (ISP), designed to strengthen NBI in readiness for the ultimate transition to the intended Nile River Basin Commission (NRBC) under the Cooperative Framework Agreement (CFA). The ISP enabled NBI to achieve a sound institutional foundation to deliver its core functions of facilitating basin wide cooperation, managing the water resources of the Nile in a sustainable manner and promoting water resources investment.
In a separate and parallel track distinct from the Strategic Action Program- ”the cooperation track” - The Nile-cOM has been facilitating negotiation over a Cooperative Framework Agreement (CFA) - “the negotiation track”- among NBI Member States in a bid to enable creation of a permanent institution, the River Nile Basin Commission, to replace the current transitional arrangements under the NBI.
The foregoing developments have had significant impact on NBI’s Communication and Stakeholder engagement efforts - and constitute the communication Problematique. On the one hand, the achievements of the SVPs and SAPs provide opportunity to highlight NBI’s success stories and achievements - and thus its relevance to the wellbeing of both the Nile and its basin wide inhabitants. On the other hand, keeping the “negotiation” and “cooperation” track separate have proved increasingly difficult, particularly since June 2010 after the CFA was concluded among six upstream countries. The latter development - the disagreements over the CFA - proved more “attention” and “headline” grabbing and overshadowed conversation among the media and stakeholders about the former i.e. discussion about managing and developing the common Nile Basin water resources cooperatively and sustainably and success stories. This communication-stakeholder engagement challenge is expected to persist into the 2012-2016 strategic planning period.
3. NBI COMMUNICATION AND STAKEHOLDER ENGAGEMENT: A BRIEF REVIEWEngaging stakeholders, keeping stakeholders informed and facilitating engagement through robust communication and participation has been given due emphasis as one of the building blocks of NBI from the very first days. An entire SVP Project, the ex-CBSI (Confidence Building and Stakeholder Involvement), was established to pursue this agenda. Significant achievements have been scored under CBSI in terms of engaging a wide array of stakeholders from across the basin. Various forums have been organized that provided space to stakeholders for dialogue and participation in and thus influence NBI activities and ultimately results. Forums targeting engagement of specific stakeholder groups such as women, parliamentarians, media, academia, civil society, NBI elders, ex-diplomats and lawyers have been organized. Though regrettably it has not been possible to sustain them. A range of communication products highlighting NBI achievements and advocating NB cooperation have been produced.
Whether these efforts resulted in robust support for NBI among stakeholders has been of paramount interest to NBI. A 2008 World Bank commissioned Qualitative Survey of NBI stakeholders in 8 countries provided mixed results, both pluses and minuses. On the minus side it was revealed that NBI has not succeeded in communicating its results widely and effectively; that NBI lacks visible authority and results on the ground to demonstrate effectiveness and that it is elitist and an ivory tower entity. On the plus side, NBI has been cited as honest broker, center of excellence for water knowledge, forum for deliberation among politicians, experts, countries and civil society , some 65% respondents are familiar with it. The Survey also highlighted the challenge of managing citizens’ expectations and perceptions.
A similar NBI commissioned web-based survey of 300 NBI stakeholders (including regional organizations,
NBI Communication and Stakeholder Engagement Strategy [3]
development organizations, international NGOs, NBI Member State government departments, parliamentarians, media, civil society, universities) in 2012 revealed comparable findings, indicating lots of work remaining. Managing expectations, communicating results, increasing NBI visibility in Member States remain perennial tasks. Examination of Mid-term reviews of NBI projects, including the ISP, also intimate outstanding challenges pertaining to communicating results and engaging stakeholders effectively as well as managing expectations.
Given the shortage of time and resources to conduct one, the above findings, together with in-house NBI expert opinion, have been considered in lieu of a CBA (Communication Based Assessment) that would have provided a more targeted and precise understanding of the current status of stakeholder perceptions, expectations and challenges and firm baseline of indicators thereof. A CBA would have clearly identified the information needs/gaps of stakeholders, an evaluation of the institutional set up of communication structures and communication environment and best communication outlets in the Nile Basin, etc.
4. NBI 2012-2016 STRATEGIC PLAN: PROVIDING A FRAMEWORKFOR THE COMMUNICATION AND STAKEHOLDER ENGAGEMENT STRATEGYThe 2012-2016 NBI Strategic Plan identifies three core functions or program areas namely basin cooperation - to support and nurture cooperation amongst member countries and joint actions among member states; water resources management - to assess, safeguard and manage the water resources base; water resources development - to identify, prepare and facilitate trans-boundary investment projects. Within this parameter, the Plan strives to achieve the following strategic objectives:
• Raising level and degree of cooperation among NBI member countries• Intensifying effectiveness, impact and reputation of SAPs• Reinforcing and making National Focal Points (NFPs) more effective• Establishing and making operational a single architecture of NBI integrated knowledge management
system• Scaling up Member States commitment [to cooperation]• Streamlining Nile-SEC into a professional and highly focused Secretariat• Formulating and implementing an NBI financial sustainability plan
To achieve the foregoing, the Plan has identified strategic directions for each of the NBI centres to leverage their respective strengths and mandates. An accompanying budget for the period has been estimated.
5. THIS (2013-2016) NBI COMMUNICATION AND STAKEHOLDERENGAGEMENT STRATEGYThis Communication and Stakeholder Engagement Strategy is not a stand-alone document. It is part and parcel of the 2012-2016 NBI Strategic Plan, and is prepared to support its successful implementation. More specifically, this Strategy has the following features:
GoalThe goal of this Communication and Stakeholder Engagement Strategy is “To keep NBI stakeholders well informed, actively engaged and committed to Nile cooperation in support of the realization ofNBI’s 2012-2016 Strategic Plan”.
NBI Communication and Stakeholder Engagement Strategy [4]
Objectivesa) To advocate for increased riparian governments’ commitment to Nile Basin cooperation and trans-
boundary non-governmental platforms for dialogue. [Indicator: a. Country contributions - i. Arrears cleared; ii. All MS pay contributions on time; iii MS
increase contributions as per Strategic Plan; b. at least five MOWR public accurate statements; c. Countries are open to track-two diplomacy]; d. At least 10 fora organized targeting key basin wide non-governmental stakeholders - private sector and civil society at national and regional level . Drawing from NBI knowledge products, five priority thematic/issue papers produced and disseminated for basin-wide discussion].
b) To increase national level awareness and knowledge of the benefits of cooperation for the sustainable management and development of the common Nile Basin water resources.
[Indicator: a. Survey respondents that identify NBI’s core activities, vision i.e. what NBI is about accurately from about 60% in 2012 to 90% in 2016).
c) To keep NBI staff/NFPs well informed and updated. [Indicator: >90% of NBI staff/NFPs able to provide accurate basic information about NBI].d) To build a positive image of NBI.
[Indicator : 70% of survey respondents mentioning at least one positive result or attribute of NBI].Formulation of the above Strategy objectives has been preceded with a rigorous identification and analysis of NBI stakeholders and problems - from the vantage of communication and stakeholder engagement - that impede their participation in and support to NBI.
The following Diagram outlines the analytical and work flow of the formulation of the Communication and Stakeholder Engagement Strategy. NBI 2013- 2016 Communication & Stakeholder Engagement Strategy Preparation Schematic
CBA
In lieu of ...
SWOT
ANALYSIS
2012-2016 NBI Strategic Plan
• Annual work plan and Budget
• M & E Plan (time line, baseline, targets, etc.)
Implementation
Planning
Analysis
Communication Stakeholders Challenges
2012-16 Communication & Sakehodler Engagement Strategy
Key Stakeholders Identified
Thematic Messages formulated
Communication Channels Identified
Expected Results defined
2013-16
NBI Communication and Stakeholder Engagement Strategy [5]
6. NBI COMMUNICATION AND STAKEHOLDER ENGAGEMENT:PROBLEMS AND CHALLENGESNBI has had to grapple with challenges in its communication and stakeholder engagement undertaking. These challenges originate both from operational and structural causes, from internal and externalcauses, all of which this strategy intends to address.
Failure to clearly communicate what NBI is (and IS NOT) - CORPORATE Branding: A critical challenge is building and strengthening the NBI “corporate brand” which is essential to establishing the Institution’s reputation and identity. A strong brand will become the face of the Institution. In short, an organization needs to clearly define itself to the outside world in order to establish its identity and set the parameters of what is to be expected from it. If there is a void here, outsiders instead of the organization will define what the organization is, which, however may not necessarily and always be accurate. Sometimes outsider-definition might even be outright wrong and harmful. NBI is primarily about transboundary cooperation -- creating opportunities; creating enabling environments for cooperation and win-win outcomes among member countries; minimizing competitive and wasteful utilization of the common but finite Nile resources; seeking solutions to national problems through the transboundry window; managing the Nile resources for posterity i.e. sustainably. In short, NBI is for bringing to the fore the transboundary dimension, about which national plans are, by their very nature too limited and insufficient to address effectively. NBI is more about delivering long-term, trans-boundary benefits and supporting countries to delivering direct and immediate benefits, which is the responsibility of sovereign member governments of the NBI. This message has not been well communicated resulting in unrealistic expectations on the part of its stakeholders, particularly local communities.
Inadequate communication of Results: In over a decade of its existence NBI has delivered significant results. Through the SAPs it has facilitated water resources investment of over USD 1 billion. Through the SVPs it has enabled the building of a robust institutional architecture, enhanced riparian collective and national level technical capabilities in terms of scientifically informing decision making through robust generation of water resources data, information and knowledge. NBI has further restructured itself to deliver more results - both in terms of promoting trust and confidence and in terms of understanding and sustaining the Nile itself. These notwithstanding NBI has not made these achievements be widely known in the riparian countries and beyond. There is a lot of space to improve the communication of scientific and technical information in a way that is accessible to wider spectrum of stakeholders. Further, there is a need to enable NBI leaders, including Heads of NBI Centres (Nile-SEC, ENTRO, NELSAP-CU) and members of NBI governance active spokespersons of the institution and engage diverse media outlets boldly and proactively.
Inability to sustain Momentum and leverage gains: Some initial successes notwithstanding, NBI could have more effectively exploited and communicated achievements made under the SVPs and SAPs (program communication). For example, had NBI continued engaging stakeholders and networks of stakeholders that have been built under the CBSI, they would have possibly played a critical role in ameliorating and managing the fallout from the dispute around signing of the CFA by six upstream Member States in 2010. NBI could have succeeded in making its presence felt in member countries more strongly using these networks (corporate communication). NBI could also have drawn more attention to key challenges and created awareness about issues that threaten the long term sustain-ability of the Nile itself (advocacy communication) and finally it has lots of room to improve its own resiliency in terms of communication (internal communication). This strategy is envisaged to make up improvements in these domains.
CFA-related: The upstream-downstream disagreement surrounding the CFA negotiations has caused a
NBI Communication and Stakeholder Engagement Strategy [6]
communication and stakeholder engagement challenge for NBI. Suffice to mention though that this problem has more to do with the design - mandate and structure - of the NBI itself and less with communication and stakeholder engagement performance per se.
Managing Expectations in an evolving, fluid environment: NBI processes, by their very nature of being transboundary requiring consultation and consensus among countries, are long-drawn, particularly when it comes to the identification, preparation and implementation of large scale cooperative investment projects and speedy delivery of tangible benefits on the ground to improve livelihoods. The “here and now” pressing demands of basin communities that wallow in endemic poverty and threatened livelihoods, on the one hand, and the “there and then” orientation of NBI, mandated besides delivering short-term benefits, to deal primarily with strategic intergenerational issues that determine the fate of the Nile River itself (e.g. ecosystem and river sustainability; basin wide scientific knowledge generation and building analytic capabilities; putting in place structures and building institutions for cooperative management and development; building regional confidence, trust and promoting peace, security; regional economic integration and transboundary investments, etc.), on the other, will inherently generate tension and sometimes what may even seem contradictory expectations among a range of stakeholders. This has made the management of stakeholder expectations challenging and complex, but not impossible. This Strategy regularly updated and revised, shall remain flexible, adaptive and open to improvement in order to mitigate the impacts of these “structural” variables.
National Presence: An added challenge here is ensuring adequate NBI presence at the National Level especially during this period when the NBI facilitated investment projects are nearing implementation by Member States. This strategy shall leverage to the utmost the fact that currently each Member State government has provided staff to ensure that the NBI can maintain a national level presence through the National NBI Offices. However, managing the consequences of a rapid rate of staff turnover in these National NBI offices requires constant monitoring and response.
Corporate branding: Building and strengthening the NBI “corporate brand” is another critical challenge. This brand is integral to establishing the Institution’s reputation and identity. A strong brand will become the face of the Institution.
This Communication and Stakeholder Engagement Strategy will address the above challenges during the next four years.
7. DEFINING COMMUNICATIONSStakeholders; Messages; Channels/Medium/Approaches; Expected Results7.1 Stakeholders: This Strategy identifies and prioritizes 11 categories of stakeholders, whose support is deemed critical to the successful implementation of the NBI 2012-2016 Strategic Plan. The characterization of the Stakeholders succinctly analyzes why the specific stakeholder matters most for the resolution of particular problems NBI grapples with.
7.2. Messages: If the objective of any communication exercise is to bring about desired change in the recipient audience or stakeholder, then a one-size fits all message will not help. It matters most to work out as to what kind of thematic messages need to be formulated to reach the stakeholder , calibrate and formulate the content accordingly (the specificities of the messages will need to be elaborated in annual plans to be able to respond to changes in the operating environment and the evolving information needs of stakeholders). This strategy has attempted to formulate “custom-made” thematic messages for each stakeholder identified as related to NBI Strategic Plan. (See Appendix 1)
NBI Communication and Stakeholder Engagement Strategy [7]
Overall, the messages will focus on the following themes and topics, to be reformulated according to the needs of each NBI Centre, while staying on the key message/theme. By providing a common reference and vocabulary, the messages will reinforce the “One-NBI” image across Centres and countries.
NBI Communication and Stakeholder Engagement Strategy [8]
7.3. Channels/Medium/Approaches: There is a wide range of communication media in the Nile Basin to choose from. They range from the most basic personalized, face-to-face type of communication medium [supported by audiovisual tools, including Power Point Presentations, promotional/visibility products, open day, exchange visits, exhibitions during relevant events, stakeholders’ forums ] to written communication which is slower but favors delivery of a clearer and more calibrated messages [press releases, Op-Eds, reaction statements, letters to the editor, newsletters, corporate reports, project profiles; brochures, posters, success stories, case studies, information bulletins, specific reports on various subjects etc.] to electronic -mail and web-based platforms/web-portals where project documents, knowledge products and disclosures can be availed to the broader public or select group of stakeholders, as needed [library, Nile-IS] ; to electronic and print media [newspapers, television, radio and video documentaries. What is most important will be to choose the most effective and efficient medium appropriate to the message and the stakeholders in question and the desired change in the stakeholder awareness/attitude. A combination of the various channels/medium/approaches will multiply the impact of NBI’s Communication efforts. It should be noted here that this part of the Strategy needs to be revised and re-evaluated annually to ensure continued relevance.
7.4 Expected Results/Desired Changes: Communication activities are undertaken for a purpose, to get a result. Communicating without a priori defining what we expect to get out of it will be an undirected, futile exercise and a waste of resources. We need to answer the question: why, after all, do we need to send messages and receive feedback (i.e. communicate) with stakeholder A, B, C, etc.? This Strategy outlines the expected results for each stakeholder in terms of desired change in awareness, knowledge, attitude and behaviour or practice of the specific stakeholder pertaining to NBI in particular and Nile issues in general. We illustrate this with the following example:
The starting point or the problem related to this particular stakeholder we are to address is defined as “less than desired level of cooperation among NBI member countries”; the objective then is to change this state of affairs into a better one by “advocating for increased riparian governments’ commitment to Nile Basin Cooperation” through a set of communication activities. The primary stakeholders whose support is critical to achieve the objective (or solve the given problem] are identified as: basin country Ministers of Water Resources (Nile-COM, Nile-TAC, Permanent Secretaries, National Focal Points) (SH1) + Energy, Environment, Finance, Agriculture and Foreign Affairs (SH2). This Communication Strategy thus aims to shift the orientation of the stakeholders from emphasizing “securitization and politicization of the management and development of the common Nile Basin water resources” toward viewing “the Nile as primarily a shared trans-boundary cooperative water resources management and development challenge/problem”. Effecting a shift from perceiving the Nile primarily as a “political-security problem” into “a resource management challenge” among ALL Ministers of member countries would indeed be a paradigm shift with huge, positive transformational implications for the entire Nile Basin. This is what this Communication Strategy strives to achieve. Similarly, messages toward changing the NBI from, by-and-large, development partner funded undertaking into primarily a riparian-owned institution would be transformational. Messages are crafted toward this end. Appendix 1 details Stakeholders, Messages, Channels, Expected Results, etc. for each category of stakeholder identified in the prior analyses.
NBI Communication and Stakeholder Engagement Strategy [9]
8. PRINCIPLES GUIDING COMMUNICATION AND STAKEHOLDERENGAGEMENTCommunication and stakeholder engagement should adhere to timeless ethical and accuracy prin¬ciples in order to be effective. This Strategy therefore will adhere to the following:
9. MANAGING COMMUNICATION IN A CRISIS SITUATIONA crisis is a situation threatening or one which could threaten to harm people or property, seriously interrupt or impact one’s business or negatively impact on the image of an organization. A crisis is the ultimate unplanned activity and the ultimate test for managers. In a time of crisis, conventional management practices are inadequate. A crisis can take on many forms, including natural or man-made disasters, environmental damage, geographical conflict or criminal acts, to name a few. We live in a conflict/crisis prone part of the world and what makes an event a crisis is sudden focus of intense scrutiny. Being about a river basin, a crisis of one sort or another - floods, droughts, environmental disasters, etc, is bound to happen.
The first few hours of a crisis situation are crucial and the media will not wait. The key to success is preparation and planning.• Update Q&As, facts and figures and holding statements, and be sure everyone who needs them has
access.• Appoint spokespersons and make sure the media have their number.• Identify key messages• Coordinate with key people, senior staff at all 3 NBI centers and the legal advisor• Ensure partners know what NBI thinks - explain the situation to them quickly so they know NBI’s point
of view.• Never speculate and do not be afraid to say you do not know.• Make preparations for a news conference.• Do not get bogged down in operational details.
NBI Communication and Stakeholder Engagement Strategy [10]
10. DEFINING STAKEHOLDER ENGAGEMENT10.1 Definition: Stakeholder engagement is a process of consultation to address shared problems by soliciting and inputting stakeholder contributions to arrive at sustainable decision outcomes. The process ensures that decisions are based on shared knowledge and experience of stakeholders, allows adequate space for stakeholders to influence the process and result of the decision making process.
10.2 Rationale: The following are the rationale for this Stakeholder Engagement Strategy:a. Diversity of NBI Stakeholders: NBI is a ten Member States institution. No wonder the decision making process is complex and involves reconciling a diversity of - not necessarily and always harmonious sectoral and water user interests and interested parties within and among countries. Even though NBI member countries have agreed on a Shared Vision of promoting socio-economic development (ensuring the food, water security of basin inhabitants and the elimination of abject poverty), sustaining the environment, etc. getting them to agree on prioritization of water use benefits and allocations, investments, requires extensive engagement and consultation of both powerful and powerless stakeholders within and across countries.
b. Integrated Water Resources Management: This NBI-adopted water resources management principle is widely accepted as the best approach to lead to sustainable and integrated management of the common Nile water resources, by reconciling conflicting water demands and uses among a wide array of stakeholders. These conflicts by and large reflect the tension among the three pillars; state-led, market-led and civil-society-led articulation and promotion of water resource management priorities and approaches. The lack of or undeveloped enabling conditions - both institutional and legal - in Nile Basin countries for effective bargaining among these sectors makes consultation all the more imperative. Without providing a consultation platform for stakeholders and interests from the private, public and civil society sectors, integrated and hence sustainable management that addresses the concerns of all is impossible.
c. Need for sustainable social development outcomes: Social development means addressing the challenges of endemic poverty, threatened livelihoods, social conflicts, social exclusion, gender inequality in an irreversible manner i.e. sustainably. The water sector is most where all these social inequalities converge and manifest themselves particularly in the water resources development sector. For far too long, the poor and marginalized, those who were supposed to be beneficiaries of water resources development (e.g. big dams), have instead been victims of such measures - internally displaced and dispossessed. Among others, one of the reasons for such negative outcomes has been that the needs and interests of the marginalized, the poor, women, the landless has hardly been a primary consideration in the decision making process and hardly influenced it. NBI projects and programs need to make sustainability of social development outcomes a priority. Principled and institutionalized stakeholder engagement (see Appendix 2-NBI Stakeholder Participation Framework and Appendix 3-NBI Stakeholder engagement guidelines) will ensure that all voices of NBI stakeholders - both primary and secondary - matter. Stakeholder engagement will ensure that there is early buy-in and public support and ownership of programs and projects and that there is adequate space for participation.
d. Need to ensure transparency and accountability: Good governance is the order of the day. Good governance ensures that NBI member countries adhere to international conventions and standards they are signatories to. Where there is stakeholder engagement and participation - there is transparency.Where there is transparency there will be fair collective and individual responsibility for the adverse consequences (be the- adverse social or environmental impacts) the decisions entail. This is one morereason why NBI has adopted stakeholder participation as a cardinal principle.
NBI Communication and Stakeholder Engagement Strategy [11]
10.3 Goal: The goal of this stakeholder engagement strategy is to build informed stakeholder support base, ownership and provide adequate stakeholder participation space for the successful implementation of programs and projects of the NBI 2012-2016 Strategic Plan.
10.4 Stakeholders: Broadly there are two categories of NBI stakeholders: primary and secondary.Primary Stakeholders: These are stakeholders that will be directly affected by NBI projects. They are the main focus of the SAPs. These include local basin communities (Project Affected Persons, people whose livelihood for better or for worse will be impacted by water resources development projects -including resettlement). Primary stakeholders are project specific and their identification and planning their engagement constitutes the NBI project preparation process. Examples include in NEL, communities to be affected by the various projects including the Regional Rusumo Falls Hydro-electric Project, in Eastern Nile those affected by the Watershed, Flood Prevention and Early Warning, Irrigation development, Sudan-Ethiopia Interconnection Projects. There cannot be one-size-fits all, standardized stakeholder approach for engaging primary stakeholders (very specific social analysis need to inform the design of the involvement strategy including analysis of power structures and relationships, literacy, gender relationships, local norms and institutions, etc.). Though primary stakeholders are the main focus of the SAPs, project associated and relevant secondary stakeholders such as opinion makers, academicians, environmentalists, civil society groups, media, etc. including development partner or bilateral agencies pursuing particular agendas (e.g. aids prevention, environment, forestation, food security, etc.) are also critical. In the context of NBI SAP projects they focus on secondary stakeholders, particularly civil society - the Nile Discourse Forum and Nile Media Network - are crucial partners. Also relevant are important stakeholders who have been engaged in NBI activities for the past decade - individuals, members of parliament, chambers of commerce, ex-NBI/SAP staff.
Secondary Stakeholders: Though not directly impacted by project decisions, secondary stakeholders matter most when it comes to building support, particularly for high level (e.g. policy level, negotiations) decisions. The Nile-SEC-will primarily focus on engaging secondary stakeholders critical for fostering basin wide cooperation, for building trust and confidence. As such, international development partners, multilateral agencies (UN specialized agencies, World Bank, African Development Bank, African Union), NBI governance structure and member country main ministries (water, energy, foreign affairs, environment, agriculture, finance) and related stakeholders will be focused on. Also issue-based (e.g. environment, gender, youth, poverty, conservation) basin-based and international civil society groups will be critical partners. Stakeholders from the private sector are important partners, particularly when it comes to financing or co-financing (viz. public-private partnership) of water resources development projects (e.g. hydropower generation, transmission, commercial agriculture, water storage infrastructure, etc). While this strategy provides an overall framework, specific engagement of each one of these categories of secondary stakeholders will nevertheless need to be planned and implemented on case by case, issue by issue basis.
10.5 Guiding principles for stakeholders engagementThis strategy will be implemented on the basis of the following principles:
NBI Communication and Stakeholder Engagement Strategy [12]
10.6. Stakeholder Engagement ProcessThe value addition stakeholder engagement brings forth in terms of better decision outcomes depends to a significant extent on how well the consultation process has been planned, organized and executed. Within the parameters of the NBI Stakeholder Participation Framework and the Guidelines (see appendices 2 and 3), the following steps will be followed in the planning and implementation of specific stakeholder engagement or consultation plans:
a. Defining the objective of the consultation: This is the why aspect which needs to be answered a priori. This means we need to be very clear about what NBI, as the organizer of the process, promises to the stakeholders, and what specific results are expected out of the consultation.
b. Identify and create a database of possible stakeholders: that might have a stake in the project or issue under consideration. Refine the process by characterizing and ranking them in terms of their relevance, interest, influence etc. Short list participants for invitation on that basis of the screening exercise. This addresses the who aspect (who will take part, who will organize).
c. Define the issues to be discussed: This is the crux of the consultation. Stakeholders have been invited and come to the meeting to learn (and influence) about what is going to happen, why it is happening, how it is going to affect them, to voice their fears, concerns, and contributions etc. Whether the consultation is about very specific Resettlement Action Plan or very broad deliberation on policy, the principles outlined in the above section need to be taken into consideration i.e. inclusiveness, transparency, integrity, etc. This addresses the what aspect. Also here it is important to clearly work out ahead of time and prepare the information requirements for the consultation.
d. Workout the communication and dissemination arrangements: Stakeholder consultation is in many ways about sharing accurate information - about providing information and receiving feedback and disseminating and reporting results. Here decision has to be made about the type of medium to be used- appropriate for the stakeholders - Forums, TV, radio, web-portals, written communication materials, etc. This aspect also includes a monitoring exercise - to follow and report what happened to or with the stakeholder inputs.
e. Arrange the appropriate venue and time: This is about logistics, how long and where the consultation is to take, including determining the required resources, human as well as financial - budgeting, identifying the right persons to organize the consultation. This takes care of the when and where aspect.
f. Decide on how the consultation is to happen : Who is going to do the facilitation? Does the consultation require expert persons and resources? Does the consultation require third party participation? How records are to be kept? How is the consultation to be documented? These and related questions need to be answered very concretely. This will take care of the how aspect of the consultation.
11. IMPLEMENTATION PLANNING OF THE COMMUNICATION AND STAKEHOLDER ENGAGEMENT STRATEGYThis four year NBI Communication and Stakeholder Engagement Strategy is meant to accompany and support the successful implementation of activities and realization of the goals and objectives of the 2012-2016 NBI Strategic Plan. As such, the Strategy will be implemented on annual basis, and will be translated into and reflected in the annual work plan and budget of each of the three centres.
NBI Communication and Stakeholder Engagement Strategy [13]
The NBI Communication and Social Development Thematic Team, which represents the three NBI Centers, will be responsible for implementing the strategy.
At the SAPs level, communication will focus on program/project implementation i.e. on dissemination of project specific information and knowledge to relevant stakeholders; facilitating engagement and participation of project stakeholders; supporting social and environmental safeguards implementation such as Resettlement Action Plans (RAP), disclosures, inclusion and mainstreaming of social development viz. gender mainstreaming, poverty reduction; social inclusion and cohesion, conflict management -dispute resolution, etc.
At Nile-SEC level, the focus will be targeting appropriate stakeholders, but will not be limited to corporate communication and water resources management (policies, strategies, SOB reports). Engaging key stakeholders in NBI activities and processes will be a key vector for raising awareness.
In all three centers, though the extent of the focus might vary, all five dimensions of NBI communication - internal, external, corporate and programmatic/development and advocacy will be undertaken. Strong 3-center collaboration and coordination will mark the implementation efforts.
Partnerships: This strategy will leverage multiple resources and outlets to send NBI messages and reach relevant stakeholders and audiences. Nile Basin media in member countries (national television, radio, print media outlets) will be more extensively reached to disseminate particularly advocacy communication materials and project communication to affected communities. Nile-TAC members will play active roles as “NBI faces” in their respective countries and in revamping NBI Focal Points to play a lead role in stakeholder participation. Partner civil society such as the Nile Basin Discourse, Global Water Partnership along with issue based NGOs (that focus on environment, poverty, gender, etc.) will be linked with to strengthen the communication reach out. Private sector is a key stakeholder group to partake in future NBI interventions and a strong ally for influencing decision makers. Communication outlets of other intergovernmental organizations within the Nile Basin such as LVBC, East African Community, IGAD, AU, IRIN and UN Agencies will be utilised as needed.
NBI organized events such as Nile Basin Development Forum, National and Regional Nile Day Celebrations, Governance meetings will be utilized to launch new communication products whenever possible, in addition to print and electronic displays.
Monitoring and Evaluation: In the absence of a firm baseline of pertinent indicators it will be difficult to gauge effectiveness of NBI’s communication and stakeholder engagement work. This is the apparent weakness of this strategy, [owing to non CBA preceding the formulation] which needs to be remedied during the course of implementation. Hence conducting a CBA survey and revision of the indicators used is envisaged. However, M&E will be undertaken using the following tools:
• M&E questionnaire.• Stakeholder/partner feedback (Informal and formal).• Media monitoring, including Op-eds, letters to the editor.• Input received at public meetings (official feedback from evaluations and discussions during
meetings).• Web site hits.• Track questions phoned into office. Look for trends.• Attend community meetings whenever possible, not just to speak, but to listen as well.• Opinion Survey every two years.
NBI Communication and Stakeholder Engagement Strategy [14]
12. LIMITATIONSOne of the requirements for the formulation of an effective Communication and Stakeholder Engagement Strategy normally is Communication Based Assessment (CBA) through which key stakeholders are identified; issues surrounding the NBI (including risks and opportunities and concerns) as perived by relevant stakeholders are assessed. Quantification of stakeholder knowledge, perceptions and attitudes would be in this case necessary to formulate the most appropriate strategy, and more important to establish a baseline for latter evaluation of the impact of the communication interventions to support NBI vision and programs. This would require conducting expensive basin-wide survey. Ideally, even more important, communication and information systems, institutions, capacities - the communication media and media environment - relevant for each stakeholder category, both basin-wide and nationally need to be assessed. This strategy has been formulated without benefiting and being informed by such prior activities and outputs. As a result, this strategy is most likely to exhibit shortcomings thereof. This said though, it is worth mentioning that the strategy was not formulated in the void.
First, the Strategy made use of the 2008 World Bank supported “Report of Finding from Opinion Research with Key Stakeholders”. Though undertaken in 2008, most of the issues highlighted and the stakeholder perceptions and communications challenges by and large remain valid. Second, a good number of those who took part in the strategy workshop are senior professionals (lead specialists and communication officers) brought forth from the NBI SVP ex-Confidence Building and Stakeholder Participation Project. As such over 5 years of experience and familiarity in the basin of these professionals has been useful input.
Third, water resources professionals working in the NBI three centers who hail from member countries and who took part in the strategy workshop informed the deliberation from an NBI water resources management and development perspective. All this has helped immensely in formulating the communication Problematique i.e. in identification of what constitute as priority action areas.
Going forward however, this limitation makes it imperative that the Strategy is constantly reviewed; surveys be conducted and that indicators are revised and few but more valid indicators are included.
13. APPENDICESAppendix 1: Table of stakeholders, messages, results and indicators Appendix 2: NBI Public Participation Framework Appendix 3: Stakeholder Engagement GuidelinesAppendix 4: List of NBI Center participants in NBI 2010-2016 Communication and Stakeholder Strategy workshop
NBI Communication and Stakeholder Engagement Strategy [15]
NILE BASIN INITIATIVE
24 2013-2016 Communication and Stakeholder Engagement Strategy
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H-
AKAB
) In
dica
tors
Base
line
Basi
n co
untr
y M
inis
ters
of
Wat
er R
esou
rc-
es (
Nile
-COM
, Ni
le-T
AC, P
er-
man
ent
Secr
e-ta
ries
, Nat
iona
l Fo
cal P
oint
s)
(SH1
) +
Ene
rgy,
En
viro
nmen
t,
agri
cult
ure,
Fi-
nanc
e, F
orei
gn
Affa
irs
(SH2
)
DS: D
owns
trea
mUS
: Ups
trea
m
D/S:
Sec
uriti
zatio
n an
d Po
litic
izat
ion
of
the
man
agem
ent a
nd
deve
lopm
ent o
f th
e co
mm
on N
ile B
asin
wat
er
reso
urce
s;
DS/U
S: In
adeq
uate
ow
ners
hip
of N
BI (o
ver
90%
con
tinue
d do
nor
depe
nden
cy fo
r fin
anci
al
and
tech
nica
l sup
port
);
DS/U
S: N
ot c
lear
ab
out ‘
Wha
t is
in it
for
me’
(WIF
M);
U/S:
Inad
equa
te m
obili
-za
tion
and
enga
gem
ent
of re
leva
nt s
take
hold
ers
Insu
ffic
ient
col
labo
ratio
n w
ith th
e pr
ivat
e se
ctor
an
d c
ivil
soci
ety .
D/S:
Nile
; pri
mar
ily a
tran
s-bo
unda
ry
coop
erat
ive
WRM
/WRD
pro
blem
;
NBI i
s no
t and
oug
ht n
ot re
mai
n/be
a
dono
r dr
iven
inst
itutio
n. C
ount
ries
nee
d to
ass
ume
mor
e fin
anci
al re
spon
sibi
lity
of N
BI;
Expe
dite
join
t WR
inve
stm
ents
und
er
SAPs
for
win
-win
nat
iona
l ben
efits
;
U/S:
Giv
e pr
omin
ence
to
Nile
wat
er
issu
es in
regu
lar
disc
ours
e;
U/S:
Acq
uire
/Con
vey
accu
rate
fact
s ab
out t
he N
ile;
Conv
ey a
ccur
ate
fact
s ab
out t
he N
ile
incl
udin
g ab
out b
enef
its o
f coo
pera
tion
for
vari
ous
cate
gori
es o
f sta
keho
lder
s ;
Invo
lve
and
harn
ess
the
cont
ribu
tions
of
civi
l soc
iety
and
pri
vate
sec
tor
tow
ards
st
reng
then
ing
Nile
Coo
pera
tion.
Foru
ms:
Nile
Day
, NBD
F, Ni
le-T
AC
& Ni
le-C
OM m
eetin
g, N
FP fo
rum
s (t
wic
e a
year
), Ni
le-S
EC W
RMD
annu
al b
rief
ing
roun
ds o
n SO
B,
stud
y to
urs;
Com
mun
icat
ion
prod
ucts
: Cor
-po
rate
repo
rt, n
ewsl
ette
rs, p
ress
re
leas
es, s
ucce
ss s
tori
es, w
eb-
port
al, i
nfor
mat
ion
bulle
tins,
case
st
udie
s vi
deo
docs
, Nile
-TAC
bri
ef-
ing
pack
, pol
icy
brie
fs, p
roje
cts
fact
shee
ts; I
ssue
bas
ed m
edia
ca
mpa
igns
;
D/S:
A s
hift
in p
oliti
-ca
l lea
ders
’ sta
tem
ents
em
phas
izin
g th
e sh
ared
re
spon
sibi
lity
in T
B co
op-
erat
ive
man
agem
ent a
nd
deve
lopm
ent o
f the
com
-m
on N
B w
ater
reso
urce
s;
DS/U
S: P
aym
ent o
f ar-
rear
s; ti
mel
y pa
ymen
t of,
incr
ease
d pa
ymen
t ann
ual
cont
ribu
tion;
US/D
S: C
oope
rativ
e TB
Nile
re
sour
ces
mng
t + d
evpt
fe
atur
ing
prom
inen
tly in
po
litic
al s
tate
men
ts;
COM
, TAC
, PSs
, NFP
s m
otiv
ated
to p
ortr
ay N
BI
natio
nally
;
Whe
re n
atio
nal l
evel
maj
or
unila
tera
l inv
estm
ents
ha
ppen
, use
NBI
to c
reat
e a
plat
form
for
info
sha
ring
an
d di
alog
ue;
Take
lead
role
in c
ham
pi-
onin
g NB
I in
othe
r se
ctor
m
inis
trie
s.
D/S:
At
leas
t 10
stat
emen
ts
incl
udin
g ; f
orum
s De
clar
atio
n/Re
solu
tion
;
D/S
& U/
S:
Incr
ease
d vi
sibi
lity
of
NBI n
atio
n-al
ly;
U/S:
At l
east
10
diff
eren
t st
atem
ents
in
10 e
ngag
e-m
ent f
orum
s.
(Pro
blem
): Le
ss th
an d
esire
d le
vel o
f coo
pera
tion
amon
g NB
I cou
ntri
es
Obje
ctiv
e 1:
To
advo
cate
for
incr
ease
d ri
pari
an g
over
nmen
ts’ c
omm
itm
ent
to N
ile B
asin
Coo
pera
tion
and
tra
ns-b
ound
ary
non-
gove
rnm
enta
l pla
tfor
ms
for
dial
ogue
Note
: AKA
B =
Awar
enes
s, K
now
ledg
e, A
ttitu
de, B
ehav
ior/
prac
tice,
SH1
= p
rimar
y st
akeh
olde
rs; S
H2 =
sec
onda
ry s
take
hold
ers
Appe
ndix
1: C
omm
unic
atio
n Ob
ject
ives
, Sta
keho
lder
s, M
essa
ges,
Cha
nnel
s, R
esul
ts
NBI Communication and Stakeholder Engagement Strategy [16]
NILE BASIN INITIATIVE
252013-2016 Communication and Stakeholder Engagement Strategy
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H-
AKAB
) In
dica
tors
Base
line
Med
ia (
Nati
onal
, Re
gion
al, I
nter
-na
tion
al)
Awar
enes
s an
d kn
owle
dge
defic
it;
NBI n
ot p
ro-a
ctiv
ely
send
-in
g pe
riod
ic u
sabl
e an
d ac
cess
ible
bri
efs
abou
t NB
I;
No m
edia
wor
ksho
ps a
nd
few
iss
ue b
ased
pre
ss
brie
fings
org
aniz
ed;
Lack
of i
nnov
ativ
e m
edia
en
gage
men
t.
Med
ia is
an
impo
rtan
t NBI
sta
keho
lder
;
Prom
ote
NB w
ater
reso
urce
s as
cat
a-ly
sts
for
join
t inv
estm
ent a
nd r
egio
nal
inte
grat
ion;
NBI i
s th
e m
ain
sour
ce fo
r al
l inf
orm
a-tio
n pe
rtai
ning
to N
ile B
asin
Wat
er
Reso
urce
s.
Foru
ms:
med
ia e
ngag
emen
t for
a
e.g.
CC,
env
ironm
ent,
SOB,
DSS
/Ni
le s
cien
ce li
tera
cy; I
ssue
bas
ed
pres
s br
iefin
gs ;
Visi
ts to
pro
ject
s;
conf
eren
ces;
med
ia –
inte
rvie
ws.
Com
mun
icat
ion
prod
ucts
: Cor
-po
rate
repo
rt, n
ewsl
ette
rs, p
ress
re
leas
es, s
ucce
ss s
tori
es, w
eb-
port
al +
Soc
ial m
edia
, inf
orm
atio
n bu
lletin
s, c
ase
stud
ies
vide
o do
cs,
med
ia k
it, p
roje
cts
fact
shee
ts;
Issu
e ba
sed
med
ia c
ampa
igns
.
NB m
edia
pro
fess
iona
ls
valu
e an
d c
onta
ct N
BI
regu
larl
y fo
r in
form
atio
n an
d fa
ct c
heck
ing
Less
fact
ual
erro
rs in
me-
dia
repo
rts;
Freq
uenc
y of
[pos
itive
] m
edia
cov
er-
age
of N
ile
issu
es;
NBI r
ole
in
inve
stm
ent
proj
ects
m
entio
ned.
De
velo
pmen
t Pa
rtne
rsAn
xiet
y ab
out i
mpa
ct o
f th
e CF
A ne
gotia
tion
trac
k;
Conc
ern
abou
t del
iver
y of
tang
ible
ben
efits
to
basi
n in
habi
tant
s (p
over
ty
alle
viat
ion)
;
Sust
aini
ng p
erce
ptio
n of
fa
ir p
artn
er/h
ones
t bro
-ke
r to
all
(U/S
+ D
/S).
NBI i
s th
e ON
LY a
ll in
clus
ive
ripa
rian
pl
atfo
rm fo
r de
batin
g pa
st, p
rese
nt a
nd
futu
re N
ile B
asin
issu
es ,
incl
udin
g fo
r CC
ada
ptat
ion;
NBI d
eliv
ers
beyo
nd in
vest
men
t pro
j-ec
ts –
regi
onal
inte
grat
ion,
pea
ce a
nd
secu
rity
;
Sust
ain
supp
ort t
o an
d en
gage
men
t with
NB
I;
NBI i
s ho
me
to u
niqu
e ha
bita
ts o
f wor
ld
heri
tage
.
Foru
ms:
Con
sulta
tive
mee
tings
(e
.g. a
nnua
l SD)
; Nile
Day
; NBD
F.
Com
mun
icat
ion
prod
ucts
: W
eb
port
al; N
BI v
ideo
doc
s; C
orpo
-ra
te R
epor
t; Ni
le n
ews;
Suc
cess
st
orie
s; c
ase
stud
ies;
info
rmat
ion
bulle
tins;
Med
ia s
tori
es; P
ress
re
leas
es; I
ssue
bas
ed m
edia
ca
mpa
igns
.
Sust
aine
d lo
ng te
rm c
om-
mitm
ent t
o NB
coo
pera
-tio
n, a
s th
e on
ly o
ptio
n by
br
ingi
ng fa
ctua
l kno
wle
dge
to th
e de
bate
s (in
spi
te o
f te
mpo
rary
hur
dles
); A
shi
ft in
in a
ttitu
de
tow
ards
TB
coop
erat
ion
on
Nile
wat
ers;
Part
ners
do
not m
ake
stat
e-m
ents
/act
ions
that
can
be
cons
true
d as
par
tisan
;
Mor
e ap
prec
iatio
n of
hi
stor
ical
bac
kgro
und
of N
B co
oper
atio
n.
New
DPs
su
ppor
ting
NBI;
Cur
rent
DPs
co
ntin
ue s
up-
port
ing
NBI
(fin
anci
al +
te
chni
cal);
DPs
repo
rt
NBI a
chie
ve-
men
ts.
NBI Communication and Stakeholder Engagement Strategy [17]
NILE BASIN INITIATIVE
26 2013-2016 Communication and Stakeholder Engagement Strategy
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H-
AKAB
) In
dica
tors
Base
line
Mem
bers
of
Parl
iam
ent
Not w
ell i
nfor
med
abo
ut
the
Nile
and
unc
lear
ab
out ‘
WIF
M’;
Play
ing
less
er ro
le th
an
pote
ntia
l;
Inad
equa
te a
war
enes
s ab
out N
ile tr
ans-
boun
d-ar
y di
men
sion
.
The
Nile
is a
sha
red
tran
-bou
ndar
y W
ater
Res
ourc
e;
Nile
Bas
in L
egis
lato
rs a
re c
olle
ctiv
ely
repo
nsib
le fo
r th
e Ni
le;
Supp
ort b
ills/
legi
slat
ion
that
favo
r NB
co
oper
atio
n an
d jo
int i
nves
tmen
ts.
For
ums:
Nile
Day
; NBD
F; [R
eviv
e]
regi
onal
NB
parl
iam
enta
rian
s fo
rum
+ n
atio
nal r
elev
ant p
arlia
-m
enta
ry c
omm
ittee
s Co
nsul
ta-
tive
mee
tings
(e.g
. Rou
nd ta
ble)
; st
udy
tour
s.
Com
mun
icat
ion
prod
ucts
: MP
Targ
eted
acc
essi
ble
publ
icat
ions
; po
licy
brie
fs, W
eb p
orta
l; NB
I vi
deo
docs
; Cor
pora
te R
epor
t; Ni
le n
ews;
Suc
cess
sto
ries
; cas
e st
udie
s; in
form
atio
n bu
lletin
s;
Med
ia; P
ress
rele
ases
; Iss
ue
base
d m
edia
cam
paig
ns.
Part
ners
hips
Incr
ease
d su
ppor
t to
NBI i
n na
tiona
l par
liam
ents
No
. of b
ills/
legi
slat
ions
th
at fa
vor
NB
coop
erat
ion;
No. o
f Nile
re
late
d Pa
r-lia
men
tary
he
arin
gs;
No o
f in
form
atio
n pr
oduc
ts
sent
to M
Ps;
Freq
uenc
y of
NB
I int
erac
-tio
n in
MPs
di
scus
sion
s.
Opin
ion
lead
ers
(ex
-dip
lom
ats,
pa
rlia
men
tar-
ians
; HOS
s);
arti
stes
; tr
adit
iona
l +
relig
ious
lead
-er
s; b
usin
ess
peop
le; s
port
s pe
ople
Inad
equa
te in
form
atio
n ab
out N
BI a
nd th
e Ni
le
Basi
n.
You
are
an im
port
ant s
take
hold
er w
ith
expe
rtis
e to
mak
e a
+ve
diff
eren
ce in
NB
coo
pera
tion
Foru
ms:
Nile
Day
, NBD
F .
Com
mun
icat
ion
prod
ucts
: Cor
-po
rate
repo
rt, n
ewsl
ette
rs, p
ress
re
leas
es, s
ucce
ss s
tori
es, w
eb-
port
al +
Soc
ial m
edia
, inf
orm
atio
n bu
lletin
s, c
ase
stud
ies
vide
o do
cs,
med
ia k
it po
licy
brie
fs, p
roje
cts
fact
shee
ts; m
edia
sto
ries
; Iss
ue
base
d m
edia
cam
paig
ns.
Part
ners
hips
Impr
oved
Opi
nion
lead
ers
awar
enes
s an
d kn
owle
dge
abou
t NBI
and
the
Nile
Ba
sin;
Supp
ort t
o NB
coo
pera
tion
No. o
f opi
n-io
n le
ader
s ta
king
par
t in
nat
iona
l or
regi
onal
con
-su
ltatio
ns o
n NB
issu
es;
No. o
f opi
n-io
n le
ader
s’
stat
emen
ts/
actio
ns in
su
ppor
t of
NB c
oope
ra-
tion
NBI Communication and Stakeholder Engagement Strategy [18]
NILE BASIN INITIATIVE
272013-2016 Communication and Stakeholder Engagement Strategy
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H-
AKAB
) In
dica
tors
Base
line
Priv
ate
sec-
tor
(pow
er
utili
ties
, lar
ge
scal
e ir
riga
ted
com
mer
cial
fa
rmer
s/pl
anta
-ti
ons,
wat
er
user
s as
soci
a-ti
ons,
bev
erag
e co
mpa
nies
, ho
telie
rs)/
Cham
bers
of
Com
mer
ce,
tour
ist
com
pa-
nies
Inad
equa
te in
form
atio
n ab
out N
BI a
nd th
e Ni
le
Basi
n;
Insu
ffic
ient
info
rmat
ion
abou
t the
invo
lvem
ent
of th
e th
ree
pilla
rs (g
ov-
ernm
ent,
mar
ket,
civi
l so
ciet
y) w
hich
are
act
ors
of IW
RM
Priv
ate
sect
or is
a s
igni
fican
t Nile
wat
er
reso
urce
use
r an
d th
us s
houl
d be
the
torc
h be
arer
for
join
t inv
estm
ents
in th
e w
ater
reso
urce
s se
ctor
and
targ
eted
de
bate
s;
Priv
ate
sect
or h
as a
pro
min
ent r
ole
in
sust
aini
ng th
e Ni
le (
CC a
dapt
atio
n an
d re
silie
nce,
wat
er u
se e
ffic
ienc
y, in
vest
-m
ent i
n W
RD);
Incr
ease
col
labo
ratio
n w
ith g
over
nmen
t an
d ci
vil s
ocie
ty.
Foru
ms:
Nile
Day
, NBD
F; P
ublic
-Pr
ivat
e se
ctor
foru
ms;
NBI
par
-tic
ipat
ion
in ta
rget
ed P
S fo
rum
s.
Com
mun
icat
ion
prod
ucts
: Cor
-po
rate
repo
rt, n
ewsl
ette
rs, p
ress
re
leas
es, s
ucce
ss s
tori
es, w
eb-
port
al +
Soc
ial m
edia
, inf
orm
atio
n bu
lletin
s, c
ase
stud
ies
vide
o do
cs,
med
ia k
it po
licy
brie
fs, p
roje
cts
fact
shee
ts; m
edia
sto
ries
, Inv
est-
men
t opp
ortu
nity
pro
files
; Iss
ue
base
d m
edia
cam
paig
ns.
Part
ners
hips
Priv
ate
sect
or ta
kes
activ
e pa
rt in
, an
d su
ppor
ts N
BI
activ
ities
No. o
f pri
-va
te s
ecto
r in
stitu
tions
fin
anci
ally
su
ppor
ting
NB
I eve
nts
e.g.
Nile
Day
, NB
DF;
No. o
f in
stitu
tions
re
pres
entin
g th
e pr
ivat
e se
ctor
, tak
-in
g pa
rt in
NB
I eve
nts
Regi
onal
/mul
ti-
late
ral o
rgan
i-za
tion
s (A
MCO
W, L
VBC,
EA
C, IG
AD, A
U,
COM
ESA,
SDAC
, CP
EGEL
, ECA
, UN
EP, I
WM
I, UN
ESCO
-IHE,
Ti
ger
Net)
and
RB
Os –
Sen
egal
, M
ekon
g, O
ka-
vang
o, O
rang
e-Se
qu)
Inad
equa
tely
eng
aged
an
d le
vera
ged
to p
ro-
mot
e NB
coo
pera
tion.
Part
neri
ng w
ith N
BI e
nhan
ces
OUR
effo
rts
to im
prov
e th
e liv
es o
f bas
in
popu
latio
ns .
Foru
ms:
Nile
Day
, NBD
F; R
BO
exch
ange
vis
its; N
BI’s
par
ticip
a-tio
n in
regi
onal
mee
tings
.
Com
mun
icat
ion
prod
ucts
: Cor
-po
rate
repo
rt, n
ewsl
ette
rs, p
ress
re
leas
es, s
ucce
ss s
tori
es, w
eb-
port
al +
Soc
ial m
edia
, inf
orm
atio
n bu
lletin
s, c
ase
stud
ies
vide
o do
cs,
med
ia k
it po
licy
brie
fs, p
roje
cts
fact
shee
ts; m
edia
sto
ries
, Tar
-ge
ted
com
mun
icat
ion
mat
eria
ls;
Issu
e ba
sed
med
ia c
ampa
igns
.
Part
ners
hips
Regi
onal
Org
aniz
atio
ns e
n-ga
ging
NBI
mor
e fr
eque
ntly
an
d su
bsta
ntiv
ely
to s
up-
port
NB
coop
erat
ion
No. o
f co
nsul
tativ
e m
eetin
gs
with
NBI
;
No.
of e
nqui
-ri
es to
NBI
.
NBI Communication and Stakeholder Engagement Strategy [19]
NILE BASIN INITIATIVE
28 2013-2016 Communication and Stakeholder Engagement Strategy
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H-
AKAB
) In
dica
tors
Base
line
Acad
emia
and
Re
sear
ch in
sti-
tuti
ons
Not a
dequ
atel
y en
gagi
ng
in N
BI a
ctiv
ities
Part
neri
ng w
ith N
BI e
ngen
ders
win
-win
ou
tcom
es
Foru
ms:
NBD
F, Ni
le D
ay, w
ork-
shop
s.
Com
mun
icat
ion
prod
ucts
: Cor
-po
rate
repo
rt, n
ewsl
ette
rs, p
ress
re
leas
es, s
ucce
ss s
tori
es, w
eb-
port
al +
Soc
ial m
edia
, inf
orm
atio
n bu
lletin
s, c
ase
stud
ies
vide
o do
cs,
med
ia k
it po
licy
brie
fs, p
roje
cts
fact
shee
ts; m
edia
sto
ries
, Iss
ue
base
d m
edia
cam
paig
ns.
Inte
rnsh
ips.
Cons
ulta
ncie
s.
Part
ners
hips
.
Impr
oved
und
erst
andi
ng (s
ci-
entif
ic k
now
ledg
e) o
f NB;
Usa
ble
and
accu
rate
WR
re-
late
d in
form
atio
n av
aila
ble
for
NBI.
No. o
f int
ern-
ship
s at
NBI
;
No. o
f re
sear
ch
outp
uts
on
NB;
No.
of c
on-
sulta
ncie
s as
sign
ed to
NB
aca
dem
ia
and
rese
arch
in
stitu
tions
Loca
l gov
ern-
men
ts (
LG)
+ Lo
cal b
asin
co
mm
unit
ies
(incl
. wom
en,
yout
h , e
lder
s)
Inad
equa
tely
info
rmed
ab
out N
BI;
Inad
equa
tely
eng
aged
in
NBI
.
NBI i
s yo
ur p
artn
er in
impr
ovin
g yo
ur
livel
ihoo
ds (f
ood
secu
rity
, pow
er, p
or-
tabl
e +
irri
gatio
n w
ater
, env
ironm
ent)
Foru
ms:
NBI
pro
ject
are
a co
m-
mun
ity m
eetin
gs (s
take
hold
er
cons
ulta
tion
foru
ms
e.g.
for
RAPs
, co
mm
unity
mob
iliza
tion)
; Pig
gy
back
ing
loca
lly o
rgan
ized
maj
or
even
ts;
NBI i
nves
tmen
t pro
ject
s ac
-ce
pted
and
app
reci
ated
;
LG a
nd p
roje
ct b
asin
com
-m
uniti
es a
ctiv
ely
taki
ng
part
in N
BI o
rgan
ized
co
nsul
tatio
n fo
rum
s;
No. o
f NBI
in
vita
tions
to
LG
and
loca
l bas
in
com
mun
ities
m
eetin
gs;
No. o
f lo-
cal b
asin
co
mm
unity
pa
rtic
ipan
ts’
inpu
ts in
pr
ojec
t con
-su
ltatio
ns
Co
mm
unic
atio
n Pr
oduc
ts: P
ost-
ers
on L
G, c
hurc
h an
d m
osqu
e no
tice
boar
ds.
NBI Communication and Stakeholder Engagement Strategy [20]
NILE BASIN INITIATIVE
292013-2016 Communication and Stakeholder Engagement Strategy
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H-
AKAB
) In
dica
tors
Base
line
Civi
l soc
iety
(n
atio
nal,
regi
onal
NGO
s –
NBD,
NM
N,
NBCB
N; a
nd
inte
rnat
iona
l –
IRN)
Inad
equa
tely
info
rmed
ab
out N
BI;
Inad
equa
tely
eng
aged
in
NBI
;
Insu
ffic
ient
info
rmat
ion
abou
t the
invo
lvem
ent
of th
e th
ree
pilla
rs (g
ov-
erne
men
t, m
arke
t, ci
vil
soci
ety)
whi
ch a
re a
ctor
s of
IWRM
.
Part
neri
ng w
ith N
BI e
nhan
ces
OUR
effo
rts
to im
prov
e th
e liv
es o
f bas
in
popu
latio
ns (e
.g. p
over
ty a
llevi
atio
n,
gend
er e
qual
ity, y
outh
em
pow
erm
ent,
envi
ronm
ent p
rote
ctio
n, w
ater
and
sa
nita
tion,
etc
);
Impr
ove
colla
bora
tion
with
gov
ernm
ent
and
priv
ate
sect
or.
Foru
ms:
NBD
F, Ni
le D
ay, w
ork-
shop
s, ta
rget
ed c
ivil
soci
ety
foru
ms;
stu
dy to
urs.
Com
mun
icat
ion
prod
ucts
: Cor
-po
rate
repo
rt, n
ewsl
ette
rs, p
ress
re
leas
es, s
ucce
ss s
tori
es, w
eb-
port
al +
Soc
ial m
edia
, inf
orm
atio
n bu
lletin
s, c
ase
stud
ies
vide
o do
cs,
med
ia k
it po
licy
brie
fs, p
roje
cts
fact
shee
ts; m
edia
sto
ries
, Iss
ue
base
d m
edia
cam
paig
ns.
Part
ners
hips
.
Incr
ease
d aw
aren
ess
abou
t NB
I and
Nile
Bas
in is
sues
;
Incr
ease
d en
gage
men
t w
ith a
nd s
uppo
rt fo
r NB
I ac
tiviti
es.
No. o
f in
vita
tion
to
civi
l soc
iety
or
gani
zed
foru
ms;
No. o
f ci
vil s
ocie
ty
part
icip
a-tio
n in
NBI
or
gani
zed
foru
ms.
NBI Communication and Stakeholder Engagement Strategy [21]
NILE BASIN INITIATIVE
30 2013-2016 Communication and Stakeholder Engagement Strategy
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H-
AKAB
) In
dica
tors
Base
line
Basi
n co
untr
y M
inis
-te
rs o
f Wat
er R
esou
rc-
es (N
ile-C
OM, N
ile-T
AC,
Perm
anen
t Sec
reta
r-ie
s, N
atio
nal F
ocal
Po
ints
) (SH
1) +
Ene
rgy,
En
viro
nmen
t, Fi
nanc
e,
Fore
ign
Affa
irs (S
H2)
DS/U
S: D
raw
ing
at-
tent
ion
away
from
tr
ansb
ound
ary
focu
s;
US/D
S: L
ack
of c
lari
ty
abou
t nat
iona
l lev
el
bene
fits
deri
ved
from
Ni
le B
asin
coo
pera
tion;
US/D
S: In
adeq
uate
m
obili
zatio
n an
d en
gage
men
t of r
elev
ant
stak
ehol
ders
.
The
Nile
doe
s no
t beg
in
and
end
in y
our
coun
try-
w
hat h
appe
ns in
one
co
untr
y af
fect
s th
e ot
her.
NB c
oope
ratio
n is
a
mus
t fo
r ea
ch c
ount
ry
to d
eriv
e be
nefit
s w
ith-
out h
arm
ing
the
othe
r;
Give
pro
min
ence
to
Nile
is
sues
in y
our
disc
ours
e.
Foru
ms:
Nile
Day
, NBD
F, Ni
le-T
AC &
Nile
-COM
mee
ting,
NF
P fo
rum
s, N
ile-S
EC W
RMD
annu
al b
rief
ing
roun
ds o
n SO
B, s
tudy
tour
s.
Com
mun
icat
ion
prod
ucts
: Co
rpor
ate
repo
rt, n
ewsl
et-
ters
, pre
ss re
leas
es, s
ucce
ss
stor
ies,
web
port
al +
soc
ial
med
ia, i
nfor
mat
ion
bulle
tins,
ca
se s
tudi
es v
ideo
doc
s,
Nile
-TAC
bri
efin
g pa
ck, m
edia
st
orie
s, c
ase
stud
ies,
pol
icy
brie
fs; I
ssue
bas
ed m
edia
ca
mpa
igns
.
Bene
fits
of N
B co
oper
a-tio
n ex
pres
sed
in te
rms
of
natio
nal i
nter
est m
ore
freq
uent
ly a
nd c
ham
pion
ing
co
oper
atio
n;
Paym
ent o
f arr
ears
; tim
ely
paym
ent o
f cou
ntry
con
trib
u-tio
ns, p
lann
ed in
crea
men
t im
plem
ente
d;
Coop
erat
ive
TB N
ile re
sour
c-es
mng
t + d
evpt
feat
urin
g pr
omin
ently
in p
oliti
cal s
tate
-m
ents
;
COM
, TAC
, PSs
, NFP
s m
otiv
at-
ed to
por
tray
NBI
nat
iona
lly.
At l
east
10 s
tate
-m
ents
;
At le
ast 1
0 di
ffer
ent
stat
emen
ts in
10
enga
gem
ent f
orum
s;
Incr
ease
d vi
sibi
lity
of N
BI n
atio
nally
Med
ia (
Nati
onal
(SH1
)
Aw
aren
ess
and
know
ledg
e de
ficit
(NBI
not
pro
-ac
tive
ly s
endi
ng p
erio
dic
usab
le a
nd a
cces
sibl
e br
iefs
abo
ut N
BI);
(No
med
ia w
orks
hops
and
is
sue
base
d pr
ess
brie
f-in
gs o
rgan
ized
); (
Lack
of
inno
vati
ve m
edia
eng
age-
men
t)
NBI i
s re
ady
to s
uppo
rt th
e m
edia
with
info
rmat
ion
abou
t the
ben
efits
of N
ile
coop
erat
ion;
Natio
nal m
edia
has
a
resp
onsi
bilit
y to
info
rm
citiz
ens
on d
evel
opm
ents
of
NB
coop
erat
ion,
cha
l-le
nges
, and
opp
ortu
nitie
s.
Foru
ms:
Med
ia w
orks
hops
, pr
ess
brie
fing/
conf
eren
ces,
in
vita
tion
to N
BI e
vent
s (N
BDF,
Nile
Day
, Nile
-COM
), m
edia
in
terv
iew
s; Is
sue
base
d pr
ess
brie
fings
e.g
. CC,
env
ironm
ent,
SOB,
DSS
/Nile
sci
ence
lite
racy
; Vi
sits
to p
roje
cts
site
s.
Com
mun
icat
ion
prod
ucts
: Cor
-po
rate
repo
rt, n
ewsl
ette
rs, p
ress
re
leas
es, s
ucce
ss s
tori
es, w
eb-
port
al, i
ssue
pap
ers,
vid
eo d
ocs,
st
akeh
olde
r fo
rum
s pr
ocee
ding
s;
Issu
e ba
sed
med
ia c
ampa
igns
Natio
nal m
edia
pro
fess
iona
ls
valu
e an
d c
onta
ct N
BI re
gula
rly
for
info
rmat
ion
and
fact
che
ck-
ing.
At le
ast 1
0 Na
tiona
l m
edia
initi
ated
con
-ta
cts
to N
BI;
Freq
uenc
y of
[pos
itive
] m
edia
cov
erag
e on
th
e be
nefit
s of
Nile
co
oper
atio
n
(Pro
blem
): Lo
w n
atio
nal l
evel
aw
aren
ess
and
appr
ecia
tion
of b
enef
its o
f NB
coop
erat
ion
Obje
ctiv
e 2:
To
incr
ease
nat
iona
l lev
el a
war
enes
s an
d kn
owle
dge
of t
he b
enef
its
of c
oope
rati
on a
bout
the
man
agem
ent
and
deve
lopm
ent
of t
he c
omm
on N
ile
Basi
n w
ater
res
ourc
es
Note
: AKA
B =
Awar
enes
s, K
now
ledg
e, A
ttitu
de, B
ehav
ior/
prac
tice
NBI Communication and Stakeholder Engagement Strategy [22]
NILE BASIN INITIATIVE
312013-2016 Communication and Stakeholder Engagement Strategy
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H-
AKAB
) In
dica
tors
Base
line
Nati
onal
leve
l Dev
elop
-m
ent
Part
ners
: em
bas-
sies
, UN
agen
cies
, mul
ti-la
tera
l ban
ks (S
H2)
Inad
equa
te in
form
atio
n ab
out N
B/I [
not w
ell
reac
hed
out]
NBI b
ring
s ba
sin
coun
trie
s to
geth
er to
sus
tain
the
R.
Nile
for
post
erity
, pro
mot
e re
gion
al d
evel
opm
ent,
peac
e an
d se
curi
ty.
Foru
ms:
Invi
tatio
n to
NBI
Nat
ion-
al le
vel f
orum
s (N
ile D
ay, N
BDF)
; NB
I cou
rtes
y ca
lls to
em
bass
ies.
Com
mun
icat
ion
prod
ucts
: Co
rpor
ate
Repo
rt +
New
slet
ters
+
Succ
ess
stor
ies
+ th
emat
ic
repo
rts
+ ca
se s
tudi
es +
Pre
ss
rele
ases
; NBI
vid
eo d
ocs,
For
ums
repo
rts
and
proc
eedi
ngs
; med
ia
stor
ies;
info
rmat
ion
bulle
tins;
Is
sue
base
d m
edia
cam
paig
ns.
DPs
cons
ider
NBI
as
one
of th
e w
indo
ws
to s
uppo
rt b
asin
cou
n-tr
ies’
nat
iona
l wat
er re
sour
ce
prog
ram
s.
At le
ast 3
DPs
con
tact
NB
I to
chan
nel s
uppo
rt
to M
embe
r St
ates
;
DPs
refe
r to
NBI
ac
hiev
emen
ts in
thei
r co
mm
unic
atio
ns.
Nati
onal
Mem
bers
of
Parl
iam
ent
(SH1
)
Not w
ell i
nfor
med
abo
ut
the
Nile
and
unc
lear
ab
out ‘
WIF
M’;
Play
ing
less
er ro
le th
an
pote
ntia
l;
Inad
equa
te a
war
enes
s ab
out N
ile tr
ans-
boun
d-ar
y di
men
sion
.
Coop
erat
ion
on th
e Ni
le
is k
ey fo
r yo
ur c
ount
ry’s
de
velo
pmen
t and
inte
-gr
atio
n in
the
regi
on;
Natio
nal l
egis
lato
rs a
re
resp
onsi
ble
for
the
Nile
Supp
ort b
ills/
legi
slat
ion
that
favo
r NB
coo
pera
-tio
n.
Foru
ms:
Eng
agin
g re
leva
nt
parl
iam
enta
ry c
omm
ittee
s th
roug
h pe
riod
ic ro
und
tabl
e br
iefin
gs;
Stud
y to
urs,
Nile
Da
y, N
BDF.
Com
mun
icat
ion
prod
ucts
: ta
rget
ed u
ser
frie
ndly
pub
li-ca
tions
; Co
rpor
ate
Repo
rt +
Ne
wsl
ette
rs +
Suc
cess
sto
ries
+
them
atic
repo
rts
+ ca
se
stud
ies
+ Pr
ess
rele
ases
; NBI
vi
deo
docs
, For
ums
repo
rts
and
proc
eedi
ngs
; med
ia
stor
ies;
Issu
e ba
sed
med
ia
cam
paig
ns.
Expe
rt o
pini
on o
n Ni
le re
late
d pa
rlia
men
tary
hea
ring
s.
Part
ners
hips
.
Incr
ease
d su
ppor
t to
NBI i
n na
tiona
l par
liam
ents
.
No. o
f bill
s/le
gisl
a-tio
ns th
at fa
vor
NB
coop
erat
ion;
No. o
f Nile
rela
ted
parl
iam
enta
ry h
ear-
ings
.
NBI Communication and Stakeholder Engagement Strategy [23]
NILE BASIN INITIATIVE
32 2013-2016 Communication and Stakeholder Engagement Strategy
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H-
AKAB
) In
dica
tors
Base
line
Opin
ion
lead
ers
(ex
-dip
lom
ats,
par
liam
en-
tari
ans;
HOS
s);
artis
tes;
tr
aditi
onal
+ re
ligio
us
lead
ers;
bus
ines
s pe
ople
; spo
rts
peop
le
(SH1
)
Inad
equa
te in
form
atio
n ab
out N
BI a
nd th
e Ni
le
Basi
n.
You
are
an im
port
ant
stak
ehol
der
with
exp
er-
tise
to a
rtic
ulat
e na
-tio
nal b
enef
its a
ccru
ing
from
NB
coop
erat
ion.
Foru
ms:
Nat
iona
l Nile
Day
, Na
tiona
l NBD
F et
c.
Com
mun
icat
ion
prod
ucts
: Na
tiona
l pri
nt a
nd e
lect
roni
c m
edia
; NBI
vid
eo d
ocs;
NBI
re
port
s a
nd p
roce
edin
gs;
info
rmat
ion
bulle
tins,
suc
cess
st
orie
s; c
ase
stud
ies
; Iss
ue
base
d m
edia
cam
paig
ns.
Part
ners
hips
.
Impr
oved
Opi
nion
lead
ers
awar
enes
s an
d kn
owle
dge
abou
t NBI
nat
iona
l lev
el
bene
fits;
Supp
ort t
o NB
coo
pera
tion.
No. o
f opi
nion
le
ader
s ta
king
par
t in
nat
iona
l con
sula
-tio
ns o
n NB
issu
es;
No. o
f opi
nion
lead
-er
s’ s
tate
men
ts/
actio
ns h
ighl
ight
ing
natio
nal b
enef
its a
c-cr
uing
from
NBI
.
Pr
ivat
e se
ctor
(pow
er
utili
ties,
larg
e sc
ale
irri
-ga
ted
com
mer
cial
farm
-er
s/pl
anta
tions
, wat
er
user
s as
soci
atio
ns,
beve
rage
com
pani
es,
hote
liers
)/Ch
ambe
rs o
f Co
mm
erce
(SH1
)
Inad
equa
te in
form
atio
n ab
out N
BI
Priv
ate
sect
or is
a
sign
ifica
nt N
ile w
ater
re
sour
ce u
ser;
Priv
ate
sect
or h
as
a pr
omin
ent r
ole
in
sust
aini
ng th
e Ni
le (e
.g.
miti
gatin
g CC
impa
ct,
wat
er u
se e
ffic
ienc
y,
inve
stm
ent i
n W
RD).
Foru
ms:
Nile
Day
, NBD
Fs,
Publ
ic -P
riva
te P
artn
ersh
ip
foru
ms,
etc
.
Com
mun
icat
ion
prod
ucts
: Co
rpor
ate
Repo
rt +
New
slet
-te
rs +
Suc
cess
sto
ries
+ th
e-m
atic
repo
rts
+ is
sue
brie
fs
+ Pr
ess
rele
ases
; NBI
vid
eo
docs
; Tar
gete
d m
essa
ges;
In
vest
men
t opp
ortu
nity
pr
ofile
s; Is
sue
base
d m
edia
ca
mpa
igns
.
Part
ners
hips
Priv
ate
sect
or a
rtic
ulat
e an
d co
mm
unic
ate
bene
fits
accr
u-in
g fr
om N
BI c
oope
ratio
n
No. o
f pri
vate
se
ctor
inst
itutio
ns
finan
cial
ly in
volv
ed
in P
PPs
in re
latio
n to
NB
I inv
estm
ents
;
No. o
f ins
titut
ions
re
pres
entin
g th
e pr
i-va
te s
ecto
r, ta
king
pa
rt in
NBI
eve
nts;
No. o
f pri
vate
sec
tor
enqu
irie
s to
NBI
.
NBI Communication and Stakeholder Engagement Strategy [24]
NILE BASIN INITIATIVE
332013-2016 Communication and Stakeholder Engagement Strategy
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H-
AKAB
) In
dica
tors
Base
line
Acad
emia
and
Res
earc
h in
stitu
tions
(SH1
)No
t ade
quat
ely
enga
g-in
g in
NBI
act
iviti
esPa
rtne
ring
with
NBI
Na
tiona
l Foc
al P
oint
s en
gend
ers
win
-win
ou
tcom
es
Foru
ms:
NBD
F; N
ile D
ay; N
BI
pres
enta
tions
in n
atio
nal
conf
eren
ces.
Com
mun
icat
ion
prod
ucts
: Co
rpor
ate
Repo
rt +
New
s-le
tter
s +
Succ
ess
stor
ies
+ th
emat
ic re
port
s +
issu
e br
iefs
; NBI
vid
eo d
ocs;
Issu
e ba
sed
med
ia c
ampa
igns
;
Inte
rnsh
ips.
Cons
ulta
ncie
s.
Part
ners
hips
Impr
oved
und
erst
andi
ng
of N
BI a
nd b
enef
its o
f Nile
co
oper
atio
n;
Usab
le a
nd a
ccur
ate
WR
rela
ted
info
rmat
ion
avai
labl
e fo
r NB
I;
No. o
f int
erns
hips
at
NBI
;
No. o
f res
earc
h ou
tput
s on
NB;
No.
of c
onsu
ltanc
ies
assi
gned
to N
B ac
a-de
mia
and
rese
arch
in
stitu
tions
.
Loca
l gov
ernm
ents
(LG)
+
Loca
l bas
in c
omm
uni-
ties
(incl
. wom
en, y
outh
el
ders
), =
SH1
Inad
equa
tely
info
rmed
ab
out N
BI/C
ben
efits
;
Inad
equa
tely
eng
aged
in
NBI.
NBI i
s yo
ur p
artn
er in
im
prov
ing
your
live
lihoo
ds
(foo
d se
curi
ty, p
ower
, po
rtab
le +
irri
gatio
n w
ater
, en
viro
nmen
t).
Foru
ms:
NBI
pro
ject
are
a co
m-
mun
ity m
eetin
gs (s
take
hold
er
cons
ulta
tion
foru
ms
e.g.
for
Rese
ttle
men
t Act
ion
Plan
s RA
Ps,
com
mun
ity m
obili
zatio
n);P
iggy
ba
ckin
g lo
cally
org
aniz
ed m
ajor
ev
ents
.
Com
mun
icat
ion
prod
ucts
: No-
tices
on
LG, c
hurc
h an
d m
osqu
e no
tice
boar
ds.
Natio
nal M
edia
-Iss
ue b
ased
m
edia
cam
paig
ns.
Part
ners
hips
NBI i
nves
tmen
t pro
ject
s ac
cept
ed
and
appr
ecia
ted;
LG a
nd p
roje
ct b
asin
com
mun
i-tie
s ac
tivel
y ta
king
par
t in
NBI
orga
nize
d co
nsul
tatio
n fo
rum
s.
No. o
f NBI
invi
tatio
ns to
LG
and
loca
l bas
in c
om-
mun
ities
mee
tings
;
No. o
f loc
al b
asin
com
-m
unity
par
ticip
ants
’ in
puts
in p
roje
ct c
onsu
l-ta
tions
.
NBI Communication and Stakeholder Engagement Strategy [25]
NILE BASIN INITIATIVE
34 2013-2016 Communication and Stakeholder Engagement Strategy
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H-
AKAB
) In
dica
tors
Base
line
Nati
onal
Civ
il so
ciet
y
(SH1
)
Inad
equa
tely
info
rmed
ab
out N
BI a
nd a
chie
ve-
men
ts o
f Nile
coo
pera
tion;
Inad
equa
tely
eng
aged
in
NBI.
Part
neri
ng w
ith N
BI
enha
nces
OUR
eff
orts
to
impr
ove
the
lives
of b
asin
po
pula
tions
(e.g
. pov
erty
al
levi
atio
n, g
ende
r eq
ualit
y,
yout
h em
pow
erm
ent,
envi
-ro
nmen
t pro
tect
ion,
wat
er
and
sani
tatio
n, e
tc)
Foru
ms:
Nile
Day
, NBD
F, et
c.
Com
mun
icat
ion
prod
ucts
: Iss
ue
base
d ta
rget
ed c
omm
unic
atio
n pr
oduc
ts, W
eb p
orta
l, Co
rpor
ate
Repo
rt +
New
slet
ters
+ S
ucce
ss
stor
ies
+ th
emat
ic re
port
s +
issu
e br
iefs
+ P
ress
rele
ases
; NBI
vi
deo
docs
; Is
sue
base
d m
edia
ca
mpa
igns
.
Part
ners
hips
Incr
ease
d aw
aren
ess
abou
t NB
/I
issu
es;
Incr
ease
d en
gage
men
t w
ith a
nd
supp
ort t
o N
BI a
ctiv
ities
.
No. o
f inv
itatio
n to
ci
vil s
ocie
ty o
rgan
ized
fo
rum
s;
No. o
f civ
il so
ciet
y pa
rtic
ipat
ion
in N
BI
orga
nize
d fo
rum
s
NBI M
embe
r St
ates
M
issi
ons
Inad
equa
tely
info
rmed
ab
out
NBI a
nd a
chie
ve-
men
ts o
f Nile
coo
pera
-tio
n;
Giv
e pr
omin
ence
to
Nile
issu
es in
you
r di
scou
rse.
Foru
ms:
Nile
Day
, NBD
F, co
urte
sy c
all t
o m
issi
on o
f-fic
es b
y NB
I SM
T;
Com
mun
icat
ion
prod
ucts
: Is
sue
base
d ta
rget
ed c
om-
mun
icat
ion
prod
ucts
, Web
po
rtal
, Cor
pora
te R
epor
t +
New
slet
ters
+ S
ucce
ss s
tori
es
+ th
emat
ic re
port
s +
issu
e br
iefs
+ P
ress
rele
ases
; NBI
vi
deo
docs
; Is
sue
base
d m
edia
cam
paig
ns;
Part
ners
hips
Incr
ease
d en
gage
men
t w
ith
and
supp
ort t
o N
BI a
ctiv
ities
No. o
f men
tions
of
NBI i
n pu
blic
sta
te-
men
ts;
No. o
f inq
uiri
es
abou
t wat
er re
late
d is
sues
in th
e Ni
le
Basi
n
NBI Communication and Stakeholder Engagement Strategy [26]
NILE BASIN INITIATIVE
352013-2016 Communication and Stakeholder Engagement Strategy
(Pro
blem
): NB
I im
age
thre
aten
ed d
ue to
free
zing
of p
artic
ipat
ion
by E
gypt
and
Sud
an; l
ong
gest
atio
n an
d in
dire
ctne
ss o
f ben
efits
of T
B co
oper
atio
n; lo
w
natio
nal l
evel
vis
ibili
ty, a
mon
g ot
hers
.
Obje
ctiv
e 3:
To
build
a p
osit
ive
imag
e of
NBI
Note
: AKA
B =
Awar
enes
s, K
now
ledg
e, A
ttitu
de, B
ehav
ior/
prac
tice
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H- A
KAB)
In
dica
tors
Base
line
Min
istr
ies
of W
ater
Re
sour
ces,
Ene
rgy,
En
viro
nmen
t, ag
ricu
lture
, tr
ansp
ort
(SH1
)
Unm
et/u
ninf
orm
ed/u
nrea
listic
ex
pect
atio
ns;
Perc
eptio
n of
slo
w p
rogr
ess
in re
alis
ing
NBI o
bjec
tivie
s
By th
eir
natu
re, t
rans
-bo
unda
ry p
roce
sses
are
lo
ng d
raw
n;
NBI h
as d
elie
vere
d si
g-ni
fican
t res
ults
to M
embe
r St
ates
(ref
. to
bene
fits
of
coop
erat
ion)
;
NBI h
as re
habi
liate
d lo
ng s
talle
d pr
ojec
ts e
.g.
Rusu
mo;
NBI i
s ab
out f
acili
tatin
g co
oper
atio
n, p
rom
otin
g W
RM (u
nder
stan
ding
the
rive
r sy
stem
) and
WRD
(in
vest
men
t pro
ject
s)
and
not a
bout
neg
otia
t-in
g le
gal t
reat
ies
amon
g M
embe
r St
ates
;
NBI i
nves
tmen
t pro
ject
s m
eet i
nter
natio
nally
ac-
cept
ed s
tand
ards
;
NBI’s
man
date
is to
co
oper
ativ
ely
iden
tify
and
prep
are
inve
stm
ent p
roj-
ects
for
Mem
ber
Stat
es to
im
plem
ent.
Foru
ms:
Nile
Day
, NBD
F, Ni
le-T
AC &
Nile
-COM
mee
t-in
g, N
FP fo
rum
s, N
ile-S
EC
WRM
D an
nual
bri
efin
g ro
unds
on
SOB,
NBI
vis
its
to P
Ss.
Com
mun
icat
ion
prod
ucts
: Co
rpor
ate
repo
rt, n
ews-
lett
ers,
pre
ss re
leas
es,
succ
ess
stor
ies,
ben
efits
of
coo
pera
tion,
web
port
al,
issu
e pa
pers
, vid
eo d
ocs,
m
edia
(pri
nt &
ele
ctro
nic)
, pr
esen
tatio
ns d
urin
g fo
rum
s, s
tudy
tour
s .
Issu
e ba
sed
med
ia c
am-
paig
ns.
Part
ners
hips
Real
istic
exp
ecta
tions
from
NBI
(a
ppre
ciat
ion
of th
e co
mpl
exity
of
tran
sbou
ndar
y co
oper
ativ
e pr
o-ce
sses
invo
lvin
g 10
Mem
ber
Stat
es);
NBI r
esul
ts u
nder
stoo
d an
d ap
prec
i-at
ed b
ette
r;
Coop
erat
ive
TB N
ile w
ater
reso
urce
s m
ngt +
dev
pt fe
atur
ing
prom
inen
tly
in p
oliti
cal s
tate
men
ts in
rela
tion
to N
BI;
Nile
-COM
, Nile
-TAC
, PSs
, NFP
s m
oti-
vate
d to
pos
itive
ly p
ortr
ay N
BI;
NBI’s
role
not
con
fuse
d w
ith th
e le
gal t
rack
;
NBI’s
ach
ieve
men
ts in
faci
litat
ing
Nile
coo
pera
tion,
und
erst
andi
ng th
e ri
ver
syst
em a
nd p
repa
ring
inve
st-
men
t pro
ject
s gi
ven
cred
it.
Incr
ease
d vi
sibi
lity
of
NBI
(thr
ough
med
ia
repo
rts,
invi
tatio
ns a
nd
visi
ts to
web
por
tal;
At le
ast 1
0 di
ffer
ent
posi
tive
stat
emen
ts in
10
eng
agem
ent f
orum
s an
d m
eetin
gs, m
edia
re
port
s
NBI Communication and Stakeholder Engagement Strategy [27]
NILE BASIN INITIATIVE
36 2013-2016 Communication and Stakeholder Engagement Strategy
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H- A
KAB)
In
dica
tors
Base
line
Med
ia (N
atio
nal,
Re-
gion
al, I
nter
natio
nal)
(SH1
)
Awar
enes
s an
d kn
owl-
edge
def
icit
(NBI
not
pro
-ac
tivel
y se
ndin
g pe
riod
ic
usab
le a
nd a
cces
sibl
e br
iefs
abo
ut N
BI);
(No
med
ia w
orks
hops
and
is
sue
base
d pr
ess
brie
f-in
gs o
rgan
ized
); (L
ack
of
inno
vativ
e m
edia
eng
age-
men
t)
NBI c
onsi
ders
med
ia
as a
key
ally
in p
ro-
mot
ing
the
role
of N
BI
and
the
bene
fits
of
Nile
coo
pera
tion;
NBI i
s re
ady
to p
rovi
de
the
med
ia w
ith fa
ctua
l an
d u
p to
dat
e in
for-
mat
ion
abou
t NBI
and
th
e be
nefit
s of
Nile
co
oper
atio
n;
NBI i
nves
tmen
t pr
ojec
ts m
eet i
nter
-na
tiona
lly a
ccep
ted
stan
dard
s;
NBI i
s ab
out f
a-ci
litat
ing
coop
era-
tion,
pro
mot
ing
WRM
(u
nder
stan
ding
the
rive
r sy
stem
) and
WRD
(in
vest
men
t pro
j-ec
ts) a
nd n
ot a
bout
ne
gotia
ting
lega
l tre
a-tie
s am
ong
Mem
ber
Stat
es;
NBI’s
man
date
is to
co
oper
ativ
ely
iden
tify
and
prep
are
inve
st-
men
t pro
ject
s fo
r M
embe
r St
ates
to
impl
emen
t.
Foru
ms:
Med
ia w
ork-
shop
s, p
ress
bri
efin
g/co
nfer
ence
s, in
vita
tion
to N
BI e
vent
s (N
BDF,
Nile
Day
, Nile
-COM
); Vi
sits
to p
roje
cts
site
s;
Med
ia in
terv
iew
s; o
pin-
ion
edito
rial
s.
Com
mun
icat
ion
prod
-uc
ts: C
orpo
rate
repo
rt,
new
slet
ters
, pre
ss
rele
ases
, suc
cess
sto
-ri
es, w
ebpo
rtal
, iss
ue
pape
rs, v
ideo
doc
s, u
se
of h
igh
leve
l per
sona
li-tie
s Sp
orts
, per
form
ing
artis
tes.
Issu
e ba
sed
pres
s br
ief-
ings
e.g
. CC,
env
iron-
men
t, SO
B, D
SS/N
ile
scie
nce
liter
acy.
Med
ia p
rofe
ssio
nals
val
ue a
nd
cont
act N
BI re
gula
rly
for
info
r-m
atio
n an
d fa
ct c
heck
ing
At le
ast 1
0 m
edia
in
itiat
ed c
onta
cts
to N
BI a
nnua
ly;
At le
ast 1
0 [p
osi-
tive]
med
ia c
over
-ag
e on
the
role
of
NBI a
nd b
enef
its o
f Ni
le c
oope
ratio
n,
annu
ally
;
Use
of N
BI p
ress
re
leas
es (a
t lea
st
60%
use
).
NBI Communication and Stakeholder Engagement Strategy [28]
NILE BASIN INITIATIVE
372013-2016 Communication and Stakeholder Engagement Strategy
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H- A
KAB)
In
dica
tors
Base
line
Deve
lopm
ent
Part
-ne
rs: e
mba
ssie
s, U
N ag
enci
es, m
ulti-
late
ral
bank
s (S
H2)
Inad
equa
te in
form
atio
n ab
out N
B/I (
quat
ified
re-
sults
and
ben
efits
) [no
t w
ell r
each
ed o
ut]
NBI p
rovi
des
the
only
in
clus
ive
regi
onal
pl
atfo
rm fo
r di
alog
ue
by M
embe
r St
ates
;
NBI w
orks
with
re
leva
nt p
artn
ers
to
com
mun
icat
e an
d de
liver
ben
efits
to
Mem
ber
Stat
es a
nd
ripa
rian
citi
zens
;
NBI i
nsis
ts th
at
inve
stm
ent p
roje
cts
mee
t int
erna
tiona
lly
acce
pted
sta
ndar
ds;
NBI h
as d
elie
vere
d si
gnifi
cant
resu
lts to
M
embe
r St
ates
(ref
. to
bene
fits
of c
oope
ra-
tion)
;
NBI s
houl
d be
as-
sess
ed in
rela
tion
to it
s m
anda
te o
f fa
cilit
atin
g co
oper
a-tio
n, p
rom
otin
g W
RM
(und
erst
andi
ng th
e ri
ver
syst
em) a
nd W
RD
(inve
stm
ent p
roj-
ects
) and
not
abo
ut
nego
tiatin
g le
gal t
rea-
ties
amon
g M
embe
r St
ates
;
NBI’s
man
date
is to
co
oper
ativ
ely
iden
tify
and
prep
are
inve
st-
men
t pro
ject
s fo
r M
embe
r St
ates
to
impl
emen
t.
Foru
ms:
Invi
tatio
n to
NB
I eve
nts
and
foru
ms
(Nile
Day
, NBD
F, SD
); NB
I cou
rtes
y ca
lls to
em
bass
ies.
Com
mun
icat
ion
prod
-uc
ts: C
orpo
rate
Rep
ort
+ Ne
wsl
ette
rs +
Suc
cess
st
orie
s +
them
atic
re-
port
s +
targ
ette
d is
sue
brie
fs +
Pre
ss re
leas
es;
NBI v
ideo
doc
s, w
eb
port
al, m
edia
sto
ries
, ta
rget
ed u
pdat
es (m
id
year
).
Part
ners
hips
Incr
ease
d fin
anci
al a
nd te
chni
-ca
l sup
port
;
DPs
cham
pion
NBI
cau
se in
the
cour
se o
f the
ir w
ork;
New
DPs
com
e on
boa
rd.
DPs
cont
inue
thei
r su
ppor
t to
NBI
beyo
nd N
BTF;
DPs
refe
r to
the
role
and
ach
ieve
-m
ents
of N
BI in
th
eir
wor
k an
d co
mm
unic
atio
ns;
At le
ast o
ne n
ew
DP.
NBI Communication and Stakeholder Engagement Strategy [29]
NILE BASIN INITIATIVE
38 2013-2016 Communication and Stakeholder Engagement Strategy
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H- A
KAB)
In
dica
tors
Base
line
Mem
bers
of P
arlia
-m
ent
(SH1
)
Not w
ell i
nfor
med
abo
ut
the
Nile
and
unc
lear
ab
out ‘
WIF
M’;
CFA
not s
igne
d by
all
Mem
ber
Stat
es.
NBI i
s ab
out f
a-ci
litat
ing
coop
era-
tion,
pro
mot
ing
WRM
(u
nder
stan
ding
the
rive
r sy
stem
) and
WRD
(in
vest
men
t pro
j-ec
ts) a
nd n
ot a
bout
ne
gotia
ting
lega
l tre
a-tie
s am
ong
Mem
ber
Stat
es;
NBI h
as d
eliv
ered
si
gnifi
cant
resu
lts to
M
embe
r St
ates
(ref
. to
bene
fits
of c
oope
ra-
tion)
;
Supp
ort b
ills/
legi
sla-
tion
that
favo
r NB
co
oper
atio
n;
NBI’s
man
date
is to
co
oper
ativ
ely
iden
tify
and
prep
are
inve
st-
men
t pro
ject
s fo
r M
embe
r St
ates
to
impl
emen
t.
Foru
ms:
MPs
foru
m,
Nile
Day
, NBD
F, En
gag-
ing
rele
vant
nat
iona
l pa
rlia
men
tary
com
mit-
tees
thro
ugh
peri
odic
ro
und
tabl
e br
iefin
gs,
Stud
y to
urs.
Com
mun
icat
ion
prod
ucts
: Tar
gete
d us
er
frie
ndly
pub
licat
ions
, Co
rpor
ate
Repo
rt +
Ne
wsl
ette
rs +
Suc
cess
st
orie
s +
them
atic
re-
port
s +
targ
ette
d is
sue
brie
fs +
Pre
ss re
leas
es;
NBI v
ideo
doc
s, w
eb
port
al, S
ocia
l med
ia,
med
ia s
tori
es; I
ssue
ba
sed
med
ia c
ampa
igns
.
Expe
rt o
pini
on o
n Ni
le
rela
ted
parl
iam
enta
ry
hear
ings
.
Part
ners
hips
Bett
er u
nder
stan
ding
of t
he
role
of N
BI v
is a
vis
the
lega
l pr
oces
ses;
Incr
ease
d su
ppor
t to
NBI.
No. o
f MPs
who
un
ders
tand
the
role
of N
BI (a
t le
ast 5
0% o
f tho
se
invo
lved
in N
BI
rela
ted
activ
ities
);
No. o
f MPs
con
tact
-in
g NB
I for
exp
ert
info
rmat
ion.
NBI Communication and Stakeholder Engagement Strategy [30]
NILE BASIN INITIATIVE
392013-2016 Communication and Stakeholder Engagement Strategy
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H- A
KAB)
In
dica
tors
Base
line
Opin
ion
lead
ers
(ex
-dip
lom
ats,
par
lia-
men
tari
ans;
HOS
s);
artis
tes;
trad
ition
al
+ re
ligio
us le
ader
s;
busi
ness
peo
ple;
spo
rts
pers
onal
ities
(SH1
)
Inad
equa
te a
nd o
r di
s-to
rted
info
rmat
ion
abou
t NB
I and
the
Nile
Bas
in.
You
are
an im
port
ant
stak
ehol
der
with
ex
pert
ise
to a
rtic
ulat
e be
nefit
s ac
crui
ng fr
om
NB c
oope
ratio
n;
NBI’s
man
date
is to
co
oper
ativ
ely
iden
tify
and
prep
are
inve
st-
men
t pro
ject
s fo
r M
embe
r St
ates
to
impl
emen
t; NB
I has
del
iver
ed
sign
ifica
nt re
sults
to
Mem
ber
Stat
es (r
ef. t
o be
nefit
s of
coo
pera
-tio
n).
Foru
ms:
Nat
iona
l Nile
Da
y, N
BDF
, oth
er
natio
nal a
nd re
gion
al
foru
ms
etc.
Com
mun
icat
ion
prod
ucts
: med
ia; N
BI
vide
o do
cs;Ta
rget
ed
user
frie
ndly
pub
lica-
tions
, Cor
pora
te R
epor
t +
New
slet
ters
+ S
ucce
ss
stor
ies
+ th
emat
ic
repo
rts
+ ta
rget
ed is
sue
brie
fs +
Pre
ss re
leas
es;
web
por
tal,
Soci
al m
e-di
a, m
edia
sto
ries
; Iss
ue
base
d m
edia
cam
paig
ns.
Part
ners
hips
Impr
oved
Opi
nion
lead
ers
awar
enes
s an
d kn
owle
dge
abou
t NBI
(man
date
)and
ben
-ef
its o
f coo
pera
tion;
Supp
ort t
o NB
I and
NB
coop
-er
atio
n.
No. o
f opi
nion
le
ader
s ta
king
par
t in
con
sulta
tions
on
NB is
sues
;
No. o
f med
ia
repo
rts
on o
pini
on
lead
ers’
sta
te-
men
ts/a
ctio
ns
high
light
ing
bene
fits
accr
uing
fr
om N
BI.
NBI Communication and Stakeholder Engagement Strategy [31]
NILE BASIN INITIATIVE
40 2013-2016 Communication and Stakeholder Engagement Strategy
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H- A
KAB)
In
dica
tors
Base
line
Civi
l soc
iety
(nat
iona
l, re
gion
al a
nd in
tern
a-tio
nal)
Inad
equa
tely
info
rmed
an
d/or
mis
info
rmed
ab
out N
BI a
nd b
enef
its o
f co
oper
atio
n;
Inad
equa
tely
eng
aged
in
NBI
NBI i
s yo
ur p
artn
er in
im
prov
ing
livel
ihoo
ds
(foo
d se
curi
ty, p
ower
, po
rtab
le +
irri
gatio
n w
ater
, env
ironm
ent)
;
NBI’s
man
date
is to
co
oper
ativ
ely
iden
tify
and
prep
are
inve
st-
men
t pro
ject
s fo
r M
embe
r St
ates
to
impl
emen
t ;
NBI h
as d
elie
vere
d si
gnifi
cant
resu
lts to
M
embe
r St
ates
(ref
. to
bene
fits
of c
oope
ra-
tion)
;
NBI i
nsis
ts th
at
inve
stm
ent p
roje
cts
mee
t int
erna
tiona
lly
acce
pted
sta
ndar
d;
NBI i
s ab
out f
a-ci
litat
ing
coop
era-
tion,
pro
mot
ing
WRM
(u
nder
stan
ding
the
rive
r sy
stem
) and
WRD
(in
vest
men
t pro
j-ec
ts) a
nd n
ot a
bout
ne
gotia
ting
lega
l tre
a-tie
s am
ong
Mem
ber
Stat
es.
Foru
ms:
Nile
Day
, NBD
F, pa
rtne
rshi
ps e
tc.
Com
mun
icat
ion
prod
ucts
: med
ia; N
BI
vide
o do
cs;Ta
rget
ed
user
frie
ndly
pub
lica-
tions
, Cor
pora
te R
epor
t +
New
slet
ters
+ S
ucce
ss
stor
ies
+ th
emat
ic
repo
rts
+ ta
rget
ed is
sue
brie
fs +
Pre
ss re
leas
es;
web
por
tal,
Soci
al m
e-di
a, m
edia
sto
ries
; Iss
ue
base
d m
edia
cam
paig
ns.
Part
ners
hips
NBI i
nves
tmen
t pro
ject
s ac
-ce
pted
and
app
reci
ated
;
Role
of N
BI u
nder
stoo
d; Ci
vil S
ocie
ty s
uppo
rt a
nd c
re-
ate
awar
enes
s on
NBI
and
NB
coop
erat
ion
At le
ast t
hree
NBI
in
vita
tions
to c
ivil
soci
ety
orga
nise
d m
eetin
gs;
Posi
tive
med
ia
repo
rts
Posi
tive
Mes
sage
s ab
out N
BI o
n ci
vil
soci
ety
web
site
s
No. o
f civ
il so
ciet
y pa
rtic
ipat
ion
in N
BI
orga
nize
d fo
rum
s
NBI Communication and Stakeholder Engagement Strategy [32]
NILE BASIN INITIATIVE
412013-2016 Communication and Stakeholder Engagement Strategy
Prob
lem
: Int
erna
l com
mun
icat
ion
func
tion
not o
pera
ting
optim
ally
with
in a
nd a
cros
s NB
I Cen
ters
Obje
ctiv
e 4:
To
keep
NBI
sta
ff a
nd N
FPs
wel
l inf
orm
ed a
nd u
pdat
ed
Note
: AKA
B =
Awar
enes
s, K
now
ledg
e, A
ttitu
de, B
ehav
ior/
prac
tice
Stak
ehol
der
(SH)
Why
SH
to p
robl
em?
Mes
sage
(s)
Chan
nel(s
)/Ap
proa
ches
Resu
lts
(cha
nge
in S
H- A
KAB)
In
dica
tors
Base
line
Seni
or M
anag
e-m
ent
Inad
equa
te a
nd a
t tim
es
untim
ely
shar
ing
of
info
rmat
ion
rega
rdin
g ke
y ‘m
ust k
now
’ dev
elop
men
ts
acro
ss N
BI c
ente
rs
We
are
‘One
NBI
’. It
is th
e re
spon
sibi
lity
of H
eads
of
NBI C
ente
rs to
ade
quat
ely
info
rm a
bout
and
pro
mot
e th
e w
ork
of a
ll Ce
nter
s;
It is
in th
e in
tere
st o
f Se-
nior
Man
agem
ent t
o tim
ely
shar
e in
form
atio
n ab
out
NBI a
ctiv
ities
and
resu
lts
with
NBI
sta
ff;
It is
in th
e in
tere
st o
f Se
nior
Man
agem
ent t
o pa
ckag
e an
d sh
are
NBI
gene
rate
d kn
owle
dge
with
NB
I sta
ff .
Atte
ndin
g ke
y m
eetin
gs, r
egul
ar
inte
ract
ion
thro
ugh
tele
phon
e, s
kype
, em
ail,
wri
tten
bri
efs.
Gene
ral s
taff
mee
tings
, Pro
gram
Tea
m
mee
tings
, dep
artm
enta
l mee
tings
, in
tran
et, n
ewsl
ette
r, em
ail,
Frid
ay T
ea,
‘Bro
wn
Bag’
lunc
h
Impr
oved
com
mun
icat
ion
amon
g Ce
nter
s;
Staf
f bet
ter
info
rmed
abo
ut N
BI
and
the
Nile
Bas
in
All S
enio
r M
anag
emen
t ab
le h
ave
up to
dat
e in
form
atio
n ab
out e
ach
Cent
er;
90 %
of N
BI s
taff
abl
e to
pro
vide
acc
urat
e
basi
c in
form
atio
n ab
out
NBI
Othe
r s
taff
In
adeq
uate
ly in
form
ed
abou
t NBI
act
iviti
es a
nd
resu
lts
You
have
a re
spon
sibi
lity
to
com
mun
ciat
e ba
sic
info
rmat
ion
abou
t NB
I ac
tiviti
es a
nd re
sults
;
It is
you
r re
spon
sibi
lity
to p
roac
tivel
y ac
quire
in
form
atio
n an
d kn
owle
dge
abou
t NB/
I act
iviti
es a
nd
resu
lts
Pers
onal
con
tact
s, N
BI c
omm
unic
atio
n an
d kn
owle
dge
prod
ucts
Gene
ral s
taff
mee
tings
, Pro
gram
Tea
m
mee
tings
, dep
artm
enta
l mee
tings
, in
tran
et, n
ewsl
ette
r, em
ail,
Frid
ay T
ea,
‘Bro
wn
Bag’
lunc
h
Mor
e st
aff a
ble
to p
rovi
de b
asic
in
form
atio
n ab
out N
BI a
nd th
e Ni
le B
asin
.
90%
of N
BI s
taff
abl
e to
pro
vide
acc
urat
e
basi
c in
form
atio
n ab
out
NBI
Nati
onal
Foc
al
Poin
ts(N
FPs)
Not a
dequ
atel
y in
form
ed
abou
t dev
elop
men
ts w
ithin
NB
I and
the
Nile
Bas
in.
You
have
a re
spon
sibi
lity
to
com
mun
icat
e ba
sic
info
rmat
ion
abou
t NB
I ac
tiviti
es a
nd re
sults
;
It is
you
r re
spon
sibi
lity
to p
roac
tivel
y ac
quire
in
form
atio
n an
d kn
owle
dge
abou
t NB/
I act
iviti
es a
nd
resu
lts.
Corp
orat
e re
port
, new
slet
ters
, pre
ss
rele
ases
, suc
cess
sto
ries
, web
port
al,
vide
o do
cs, i
nfor
mat
ion
bulle
tins,
fa
ctsh
eets
.
NFPs
bet
ter
info
rmed
abo
ut N
BI
and
the
Nile
Bas
in.
All N
FPs
able
to p
rovi
de
info
rmat
ion
abou
t NBI
an
d kn
owle
dge
abou
t th
e Ni
le B
asin
to n
a-tio
nal l
evel
sta
keho
lder
s
NBI Communication and Stakeholder Engagement Strategy [33]
NILE BASIN INITIATIVE
42 2013-2016 Communication and Stakeholder Engagement Strategy
Appe
ndix
2: N
BI P
ublic
Par
tici
pati
on F
ram
ewor
k (A
dopt
ed fr
om IA
AP)
The
prin
cipl
es o
f sta
keho
lder
invo
lvem
ent a
nd p
ublic
con
sulta
tions
are
now
wid
ely
embr
aced
as
inte
gral
feat
ures
of I
nteg
rate
d W
ater
Res
ourc
e M
anag
emen
t (IW
RM).
Yet b
oth
are
appa
rent
ly u
nder
stoo
d an
d/or
app
lied
diff
eren
tly b
y th
e va
ried
act
ors
and
play
ers
in N
ile B
asin
cou
ntri
es. T
his
pose
s a
form
idab
le c
halle
nge
to N
BI
Team
s in
pur
suin
g st
rate
gies
for
initi
atio
n of
in-c
ount
ry s
take
hold
er in
volv
emen
t pro
cess
es, a
s in
pro
mot
ing
the
esta
blis
hmen
t of a
bas
in-w
ide
NBI P
ublic
Con
sulta
-tio
ns F
ram
ewor
k. C
onse
nsus
bui
ldin
g fo
r th
e NB
I Pub
lic C
onsu
ltatio
ns F
ram
ewor
k in
volv
es a
ser
ies
of d
ilige
nt c
onsu
ltatio
ns w
ith g
over
nmen
tal a
nd n
ongo
vern
men
tal
stak
ehol
ders
at v
ario
us le
vels
. NBI
has
alre
ady
cons
ulte
d w
ith N
ile-T
AC in
som
e co
untr
ies
on th
e co
ncep
t, ap
proa
ches
to, a
nd le
vels
of t
he p
ropo
sed
NBI P
ublic
Con
sul-
tatio
ns F
ram
ewor
k. V
aria
tions
see
m to
ste
m fr
om c
ount
ry-s
peci
fic in
stitu
tiona
l set
up, p
olic
ies,
and
pra
ctic
es (l
evel
of d
ecen
tral
izat
ion,
cap
acity
to fo
rmul
ate
and
impl
emen
t wat
er s
ecto
r re
form
s, e
tc.).
In N
BI a
ctiv
ities
the
follo
win
g fr
amew
ork
appl
ies
and
can
be a
dopt
ed b
y NB
cou
ntri
es a
s go
od p
ract
ice.
Info
rmCo
nsul
tIn
volv
eCo
llabo
rate
Empo
wer
Publ
ic p
arti
cipa
tion
goa
l
To p
rovi
de th
e st
akeh
olde
rs w
ith
bala
nced
and
obj
ectiv
e in
form
atio
n to
ass
ist t
hem
in u
nder
stan
ding
NB
I pro
gram
mes
, the
ir b
enef
its a
nd
limita
tions
.
To o
btai
n st
akeh
olde
rs’ f
eedb
ack
on a
naly
sis,
alte
rnat
ives
, and
/or
deci
sion
s
To w
ork
dire
ctly
with
the
stak
ehol
ders
th
roug
h-ou
t the
NBI
pro
cess
to e
nsur
e th
at s
take
hold
ers
issu
es a
nd c
once
rns
are
unde
rsto
od a
nd c
onsi
dere
d.
To p
artn
er w
ith th
e st
akeh
old-
ers
in e
ach
aspe
ct o
f NBI
de
cisi
on-m
akin
g pr
oces
s,
incl
udin
g th
e de
velo
pmen
t of
alte
rnat
ives
and
indi
catio
n of
th
e pr
efer
red
solu
tion
To p
lace
fina
l dec
isio
n m
akin
g in
the
hand
s of
the
stak
ehol
ders
.
Com
mit
men
ts
We
will
kee
p yo
u in
form
edW
e w
ill k
eep
you
info
rmed
, lis
ten
to
and
ackn
owle
dge
conc
erns
and
as-
pira
tions
, pro
vide
feed
back
on
how
pu
blic
inpu
t inf
luen
ced
the
deci
sion
We
will
wor
k w
ith y
ou to
ens
ure
that
you
rco
ncer
ns a
nd a
spira
tions
dire
ctly
re-
flect
ed in
the
alte
rnat
ives
dev
elop
ed a
nd
prov
ide
feed
back
on
how
the
publ
ic in
put
influ
ence
d th
e de
cisi
ons
We
will
look
to y
ou fo
r di
rect
ad
vice
and
inno
vatio
n in
fo
rmul
atin
g so
lutio
ns a
nd
inco
rpor
ate
your
adv
ice
and
reco
mm
enda
tions
into
the
deci
sion
s to
the
max
imum
ex
tent
pos
sibl
e
Will
impl
emen
t wha
t you
de
cide
.
Tool
s an
d Te
chni
ques
Publ
ic c
omm
ents
Focu
s gr
oups
Surv
eys
Publ
ic m
eetin
gs
Wor
ksho
psDe
liber
ate
polli
ngCi
tizen
Adv
isor
y Co
mm
ittee
sCo
nsen
sus-
build
ing
Part
icip
ator
y de
cisi
on-m
akin
g
Citiz
en ju
ries
Ballo
tsDe
lega
ted
deci
sion
s
Publ
ic c
omm
ents
Focu
s gr
oups
Surv
eys
Publ
ic m
eetin
gs
NBI Communication and Stakeholder Engagement Strategy [34]
NILE BASIN INITIATIVE
432013-2016 Communication and Stakeholder Engagement Strategy
Appe
ndix
3: S
TAKE
HOLD
ER E
NGAG
EMEN
T GU
IDEL
INES
1.
EN
GAGE
MEN
T FR
EAM
EWOR
KSt
akeh
olde
r en
gage
men
t is
not
an
ad h
oc b
ut a
pla
nned
and
str
uctu
red
a pr
oces
s
Poss
ible
inte
rven
tions
Co
nsid
erat
ions
1.1 d
efin
e th
e co
ntex
t of p
artic
ipat
ion
Com
plet
e a
stak
ehol
der
map
ping
to d
eter
min
e th
e fa
ctor
s in
fluen
cing
sta
keho
lder
eng
agem
ent.
Fact
ors
to c
on-
side
r in
clud
e ec
onom
ic, s
ocia
l, cu
ltura
l, po
litic
al, i
nstit
utio
nal a
nd le
gal.
1.2 Id
entif
y an
d cl
assi
fy a
ll po
tent
ial s
take
hold
ers
Cond
uct a
sta
keho
lder
ana
lysi
s to
det
erm
ine
the
char
acte
rist
ics
to c
onsi
der
: int
eres
ts, r
esou
rces
, inf
luen
ces,
pe
rcep
tions
, rel
atio
nshi
ps a
nd p
ower
s
1.3 D
evel
op a
n en
gage
men
t str
ateg
yDe
fine
the
desi
re s
cale
s( lo
cal/
nat
iona
l/ in
tern
atio
nal)
and
scop
e ( p
olic
y/ p
rogr
am/
proj
ect)
and
form
of e
n-ga
gem
ent (
info
rmat
ion/
con
sulta
tion/
col
labo
ratio
n)
1.4 C
reat
e an
ena
blin
g en
viro
nmen
t De
velo
p an
impl
emen
tatio
n pl
an w
hich
sho
uld
dete
rmin
e th
e m
etho
ds a
nd a
ctiv
ities
sel
ecte
d, th
e re
spon
sibi
li-tie
s of
all
play
ers,
the
budg
et, t
he n
eces
sary
cap
acity
bui
ldin
g m
echa
nism
s an
d de
adlin
es fo
r ea
ch s
teps
.
2.
COM
MUN
ICAT
ION
AND
OUTR
EACH
St
akeh
olde
r en
gage
men
t in
volv
es r
elev
ant
info
rmat
ion
shar
ing
wit
h in
form
atio
n of
sta
keho
lder
s
Poss
ible
inte
rven
tions
Co
nsid
erat
ions
2.1
Sens
itize
the
broa
der
publ
ic
Initi
ate
med
ia c
ampa
ign
to p
rese
nt is
sues
at s
take
or
use
adve
rtis
emen
t to
brin
g pa
rtic
ular
pol
icie
s, p
rogr
ams
and
proj
ects
to th
e at
tent
ion
of p
ublic
2.2
Prov
ide
in-d
epth
ana
lysi
s on
impo
rtan
t iss
ues
Use
publ
icat
ion
as fa
ct s
heet
s, b
roch
ures
, new
slet
ters
, ar
ticle
s to
pro
vide
bac
kgro
und
and
tech
nica
l inf
orm
atio
n
2.3
Prov
ide
first
han
d ex
posu
re o
n NB
I act
iviti
es
Orga
nize
foru
ms
and
publ
ic e
vent
s ( e
xhib
ition
, fie
ld v
isits
, op
en-h
ouse
, etc
)
2.4
Reac
h ou
t to
mar
gina
lized
gro
ups,
(wom
en g
roup
s an
d yo
unge
r au
dien
ces
)Co
nvey
mes
sage
s th
roug
h ar
t and
ent
erta
inm
ent(
cont
ests
, film
s, c
once
rts,
FM
radi
o br
oadc
asts
) and
dev
elop
ed
ucat
iona
l mat
eria
ls (
post
ers,
sch
ool c
urri
culu
m, i
n sc
hool
act
iviti
es ,
etc
)
2.5
Deve
lop
upda
tes
and
web
spe
cific
info
rmat
ion
, vid
eos,
etc
on
NBI a
ctiv
ities
De
velo
p a
web
site
off
erin
g a
plat
form
for
dow
nloa
ding
and
upl
oadi
ng N
BI d
ocum
enta
tion,
pic
ture
s an
d ot
her
audi
o-vi
sual
mat
eria
ls)
3.
STAK
EHOL
DER
CONS
ULTA
TION
SIn
add
itio
n to
sha
ring
info
rmat
ion,
NBI
will
col
lect
sam
e fr
om s
take
hold
er t
o be
tter
und
erst
and
thei
r ne
eds
and
inte
rest
s.
Poss
ible
inte
rven
tions
Co
nsid
erat
ions
3.1O
btai
n co
ntex
tual
info
rmat
ion
Adm
inis
ter
surv
eys
and
ques
tionn
aire
s to
dra
w fr
om th
e st
akeh
olde
rs’ k
now
ledg
e an
d ex
peri
ence
of t
he e
nviro
n-m
ent
3.2
Obta
in v
iew
s an
d co
mm
ents
on
NBI a
ctiv
ities
Co
nduc
t int
ervi
ews
with
key
sta
keho
lder
s to
dra
w in
puts
on
part
icul
ar w
ater
man
agem
ent i
ssue
s
3.3
Gain
inpu
ts o
n pr
iori
ties
and
pref
eren
ces
Orga
nize
focu
s di
scus
s gr
oups
to e
xplo
re th
e st
akeh
olde
rs a
ttitu
des
on p
oten
tial o
ptio
ns
4.
COLL
ABOR
ATIO
N W
ITH
STAK
EHOL
DERS
Colla
bora
tion
impl
ies
that
sta
keho
lder
s co
ntri
bute
to d
ecis
ion
mak
ing
proc
esse
s
Poss
ible
inte
rven
tions
Co
nsid
erat
ions
4.
1 Ela
bora
te a
nd s
hare
dev
elop
men
t pla
ns
Set u
p ad
viso
ry g
roup
s an
d ta
sk fo
rces
to m
ap o
ut p
ossi
ble
solu
tions
on
prog
ram
mes
of a
ctio
ns
4.2
Form
aliz
e fr
amew
ork
for
enga
ging
sta
keho
lder
s Es
tabl
ish
at N
B ba
sin
leve
l per
man
ent s
take
hold
ers
foru
ms
to a
ddre
ss tr
ansb
ound
ary
issu
es a
s ne
cess
ary
4.3
Deve
lop
stak
ehol
ders
cap
aciti
esFo
rmul
ate
and
impl
emen
t cap
acity
bui
ldin
g pl
ans
to im
prov
e st
akeh
olde
rs’ a
cces
s to
kno
wle
dge,
ski
lls a
nd in
stitu
-tio
ns
NBI Communication and Stakeholder Engagement Strategy [35]
NILE BASIN INITIATIVE
44 2013-2016 Communication and Stakeholder Engagement Strategy
NILE-SEC STAFFS
TEFERRA BEYENEExecutive DirectorNile Basin Initiative Secretariat P O Box 192 Entebbe, Uganda. Tel : +256 414 321 329/424Fax : +256-414 320 971Email: [email protected]
DOROTHY KAGGWAHead of Strategic Planning and ManagementNile Basin Initiative Secretariat P O Box 192 Entebbe, Uganda. Tel : +256 414 321 329/424Fax : +256-414 320 971Email: [email protected]
ABDULKARIM SEIDHead of Water Resources ManagementNile Basin Initiative Secretariat P O Box 192 Entebbe, Uganda. Tel : +256 414 321 329/424Fax : +256-414 320 971Email : [email protected]
JANE BAITWACommunication SpecialistNile Basin Initiative Secretariat P O Box 192 Entebbe, Uganda. Tel : +256 414 321 329/424Fax : +256-414 320 971Email: [email protected]
MOHSEN ALARABAWYBasin Management SpecialistNile Basin Initiative Secretariat P O Box 192 Entebbe, Uganda. Tel : +256 414 321 329/424Fax : +256-414 320 971Email: [email protected]
TOM WAAKOProjects OfficerNile Basin Initiative SecretariatP. O. Box 192Mpigi road, Plot no. 12Entebbe, Uganda.Tel: +256-41-321424Fax: +256-41-320971 E-mail: [email protected]
EMERITA MUGOREWICYEZAStakeholder Participation SpecialistNile Basin Initiative SecretariatP. O. Box 192Mpigi road, Plot no. 12Entebbe, Uganda.Tel: +256-41-321424Fax: +256-41-320971 E-mail: [email protected]
JULIET NAKASSAGALibrarianNile Basin Initiative SecretariatP. O. Box 192Mpigi road, Plot no. 12Entebbe, Uganda.Tel: +256-41-321424Fax: +256-41-320971 E-mail: [email protected]
BEATRICE ADONGAKULUBi-lingual SecretaryNile Basin Initiative SecretariatP. O. Box 192Mpigi Road, Plot no. 12Entebbe, Uganda.Tel : +256-41-321424 Fax : +256-41-320971E-mail: [email protected]
LIST OF PARTICIPANTSREVIEW AND UPDATE OF NBI COMMUNICATION AND STAKEHOLDER MANAGEMENT STRATEGY
WORKSHOPMAY 20 – 21, 2013 Nile-SEC, Entebbe
Appendix 4:
NBI Communication and Stakeholder Engagement Strategy [36]
NILE BASIN INITIATIVE
452013-2016 Communication and Stakeholder Engagement Strategy
NELSAP STAFFS
PETER KANYI MAINASenior Economist /M&ENile Equatorial Lakes Subsidiary Action Program (NELSAP)Nile Basin InitiativeKigali City Tower4th and 5th floor.P. O. Box 6759Kigali.Rwanda. Tel : +250 03025528 +254 720948084Office Tel : +250 788307334Fax: +250 252580100Cell phone: +254-720-948084E-mail: [email protected]
MWIKALI WAMBUASocial Development OfficerNile Equatorial Lakes Subsidiary Action Program (NELSAP)Nile Basin InitiativeP. O. Box 6759Kigali.Rwanda. Tel: +250-782211390E-mail: [email protected]
WILLIAM KATETECommunications OfficerNile Equatorial Lakes Subsidiary Action Program (NELSAP)Nile Basin InitiativeKigali City Tower4th and 5th floor.P. O. Box 6759Kigali.Rwanda. Tel : +250 788494521E-mail: [email protected]
NBI Communication and Stakeholder Engagement Strategy [37]
ENTRO STAFFS
SALAH SHAZALISenior Operations Officer/Head, Strategic PlanningEasten Nile Technical Regional Office (ENTRO)Eastern Nile Subsidiary Action Program (ENSAP)Nile Basin Initiative (NBI)Tel: +251 11 646 1130/32Fax: +251 11 645 94 07P.O. Box 27173-1000Addis Ababa, EthiopiaEmail: [email protected]
WUBALEM FEKADESocial Development OfficerENTRO, Nile Basin InitiativeDessie Road, In Front of Arrarat Hotel, P.O. Box 27173-1000 Addis Ababa, EthiopiaTel: +251 - 11 646 1130/32Fax: +251 - 11 645 9407E-mail@ [email protected]
NBI NATIONAL DESK OFFICER UGANDA GWP
TUMWEBAZE WYCLIFFE MR. Senior Water OfficerMinistry of Water and EnvironmentP.O Box 19Entebbe. Uganda.Tel: +256 772438630E-mail: [email protected]@yahoo.com
WILLY MUGENZIRegional Communications OfficerGWP Eastern AfricaNile Basin Initiative SecretariatP. O. Box 192Mpigi road, Plot no. 12Entebbe, Uganda.Tel: +256 779 499908E-mail: [email protected]
GIZ CONSULTANT
WARREN NYAMUGASIRAIndepenent ConsultantP. O. Box 2868Nyamugasira close, Bunga hill lane BungaKampalaUganda.Tel: +256 756 109311E-mail: [email protected]
TEFERRA BEYENEDOROTHY KAGGWAABDULKARIM SEIDJANE BAITWAMOHSEN ALARABAWYTOM WAAKOEMERITA MUGOREWICYEZAJULIET NAKASSAGABEATRICE ADONGAKULUPETER KANYI MAINAMWIKALI WAMBUAWILLIAM KATETESALAH SHAZALIWUBALEM FEKADETUMWEBAZE WYCLIFFE MR. WILLY MUGENZISTEFFEN SCHWÖRERWARREN NYAMUGASIRA
Steffen SchwörerGIZ Technical AdvisorP.O. Box 10346KampalaUgandaTel: +256 414 268658Cell phone: +256 775 349635Fax: +256 414 268653E-mail: [email protected]
NBI Communication and Stakeholder Engagement Strategy [38]
The NBI Communication and Stakeholder Engagement Strategy is available online at http://nileis.nilebasin.org© The Nile Basin InitiativeISBN: 978-9970-444-05-2For more information contact:The Nile Basin Initiative SecretariatPlot 12 Mpigi Road,P.O. Box 192, Entebbe, UgandaTel: +256 414 321424/321329; +256 417 705000Fax: +256 414 320971Email: [email protected]://www.nilebasin.org/
© Pictures: NBI (top and bottom right, back cover) GIZ/Steffen Schwörer (front cover, middle right)