Managing External Relations - Disaster Management Center ...

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6 Chapter Developing Strategies for External Relations By studying this chapter you will learn about: ■ The major components of an external relations strategy ■ Some useful tools for illustrating steps in planning and strategy building ■ Some helpful guidelines for creating strategies for relations with governments and the UN System, and for UN Co-ordination at field level, with the media, and with funding and donor agencies Components of a Strategy This chapter suggests some ways to devise strategies for each category of external relationships. These approaches to strategy development may be adapted for use by the entire emergency operation as well as by individual staff members. A strategy is the use of information, plans and methods in an approach designed to reach a goal or goals. An external relations strategy may contain, but is not limited to, the following components: ♦ Goals and objectives for the short- and long-term based on an analysis of the situation, and available resources and needs (that is, what exists and what is needed) ♦ A review of key players and their needs, concerns and capacities ♦ A description of the role of UNHCR staff (for use within UNHCR as well as externally), policies and procedures ♦ Actions required to achieve goals such as the use of interpersonal communications tools, techniques, meetings and briefings ♦ An identification of staff knowledge and training needs ♦ Suggested plans of action and timelines to build relationships and meet needs Useful Tools for Strategy Building When developing an external relations strategy, you should be aware of some general planning tools that are available to facilitate your process. We briefly describe four of these tools below. For a more detailed discussion of these tools, refer to the other modules in this series ‘Contingency Planning’ and ‘Planning an Emergency Response.’ 77
EP 04 78 Managing External Relations Gap Identification Matrix A gap identification matrix helps to clarify differences among needs and available resources. At the simplest level, a gap identification matrix is a grid with a range of resources along the top and a range of needs on the side. Needs that are met by available resources are indicated by an ‘X’ in the cell where the need and resource intersect. Blank spaces may indicate a gap that needs attention. Needs for promotional PI Section– PI Officer– materials Headquarters Field FDRS Other Staff UNHCR ✘ – General PI ✘ – Sends ✘ – Sends ✘ – Requests publications UNHCR publications in local language Requested monthly request to HQ monthly information as needed UNHCR videos Production and approval of ✘ – In stock news releases Fact Sheets ✘ – Approval ✘ – Production Briefing ✘ – Donor packages ✘ – General packages packages Written Procedures Development of written procedures is a necessary step in creating an external relations strategy. Procedures can be written as a step by step list, similar to a checklist, but in more detail. Procedures may contain checklists for different tasks within the procedure. Procedures may be presented as flowcharts and text descriptions. Despite the visual appeal of flowcharts, plain-text statements of procedures are normally more suitable for presenting simple procedures. Flow-charts are appropriate for presenting complex procedures to staff who have the training to understand and follow them. Using Timelines Timelines are essentially calendars of planned events. They can be used to match dates with ‘milestones,’ rather than specific tasks that should be achieved by a given date. This tool is appropriate in the early days of an emergency when exact dates may be uncertain. Timelines are excellent for providing a rapid overview of the planned activities but can also be used to show known events such as scheduled meetings. Timelines may be constructed by: ♦ Working from estimates of when it would be desirable and feasible to carry out activities. This process may help the planning team decide what resources are needed to achieve the targeted times. ♦ Building up estimates of the total time required by estimating the time needed for each task. These may be initiated by field staff based on their experiences.
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