Tag Archives: public relations

Growing misconceptions about the role of nonprofits in the USA

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In addition to sitting in on various local government meetings in the small town where I live in Oregon, I’ve been volunteering with a local unit of my state’s League of Women Voters, registering voters and sitting in on numerous candidate debates. My goal in these activities, which I’ve said before, is to compare what I’ve seen and experienced abroad working in international aid and development with what happens locally in my own community in the USA.

In doing these activities, I’ve noticed a disturbing trend that greatly affects nonprofits in terms of how the public, the private sector and government think about them, and how the public, the private sector and government feel about their funding and support for such. There is a growing chorus of elected officials and their supporters who say variations of the following:

There are enough resources in our region, via nonprofits and communities of faith – charity – for anyone who is homeless, who has an addiction or has mental issues to get the help they need. All someone needs to do to get help is to contact those organizations. 

There was a time in the USA when poverty was successfully and completely addressed by charity, usually through churches, not by government. Charity used to help all the people that were poor, and we should go back to that way of addressing poverty. 

People who have addiction issues, mental issues, homelessness issues or any issues associated with poverty just aren’t working hard enough. They lack morals or willpower and they could stop their drug use or their slide into mental illness simply by choosing to, by really trying.

These statements are not true.

The truth:

Programs that serve the homeless, whether they provide temporary housing or more permanent housing, or even just serve food, are utterly overwhelmed all across the USA and do not have enough resources to help everyone that needs it. Their waiting lists for housing assistance are months, even a few years. And providing food and temporary shelter does not prevent homelessness nor reduce the number of people who are homeless.

Before the creation of Social Security, most people in the USA supported themselves into old age by working. The 1930 census found 58 percent of men over 65 still in the workforce; in contrast, by 2002, the figure was 18 percent. Children and other relatives bore the major cost of supporting the aged. The Great Depression swept this world away: many of the elderly could no longer find work and their family could not afford to support them anymore. To get by in that time, the elderly took to panhandling, moving into dingy, unsafe almshouses or poorhouses, many run by charities or churches, or simply dying impoverished, which was the fate that befell 1 in every 2 older Americans in the years after the 1929 stock market crash.

Homelessness and poverty can be triggered by a range of issues in the USA, including divorce, medical bills/bankruptcy, income vs. housing affordability, decline in public/government assistance and mental health issues. Simply getting a different, better-paying job usually isn’t an option for someone facing homelessness and poverty.

Addiction is a chronic disease that creates a compulsion or even a physical need to use drugs. Drugs, including alcohol, affect the brain’s “reward circuit,” causing euphoria as well as flooding the brain with the chemical messenger dopamine. A properly functioning reward system doesn’t result in addiction. Whether a person is born with a disfunctional reward system or if the disfunction results entirely from drug use continues to be debated and researched; most agree that a combination of genetic, environmental and developmental factors influences risk for addiction, and the more risk factors a person has, the greater the chance that taking drugs can lead to addiction. The initial decision to take drugs is voluntary for most people and often relates to a medical issue rather than recreation, but repeated use of drugs, including alcohol, can lead to brain changes that interfere with an addicted person’s ability to resist intense urges to continue to use. As with most other chronic diseases, such as diabetes, asthma, or heart disease, treatment for drug addiction generally isn’t a cure. Addiction is treatable,  however, like other chronic diseases, such as diabetes, asthma, or heart disease, treatment for drug addiction requires professional intervention and guidance – a person can’t address the issues entirely on their own.

So, that’s the truth. But how did the misinformation happen, and how does this misinformation affect nonprofits now?

The misinformation happened not only because of the political agendas of the people saying such; it also has happened because nonprofits have done a poor job of explicitly, frequently talking about the issues they are addressing and educating the public about those issues.

If anyone believes any of these myths, then any sense of urgency regarding homelessness, addiction or poverty vanishes for potential donors, whether individuals or corporate giving programs or foundations. In addition to these myths creating the idea that nonprofits, communities of faith and “charity” can address all the needs of anyone at risk for harm in a community, these myths also create the idea that poverty happens primarily because of bad personal choices: if you’re homeless, then you just have been lazy and not bothered to contact a nonprofit that could help you. If you are addicted to opioids, it’s because you lack willpower.

I’ve been looking at the web sites of various nonprofit organizations serving my communities and various others, and, for the most part, all I see are pleas for support, for donations. What I don’t see:

  • a list, with citations, as to what causes a man, a woman or an entire family to be homeless, with profiles of clients (actual names can be changed and photos can be taken in such as way as to hide the identity of clients)
  • what activities precede a person becoming addicted to a substance, particularly opioids, with profiles of clients (again, actual names can be changed and photos can be taken in such as way as to hide the identity of clients)
  • a list of exactly what donations to a nonprofit pay for (emphasizing why paid staff is needed, rather than relying solely on volunteers helping whenever they might have some time)
  • information on the number of people the organization turns away, or puts on waiting lists, because it does not have the resources to help them, information on what activities or services the community needs but that the organization cannot provide because of a lack of resources, etc.

Nonprofits have got to be much more deliberate and direct in all of their communications about the issues they are addressing, why those issues exist, and what resources they lack. If tax cuts and tax breaks for corporations have resulted in less money for these critical services, nonprofits must say so. 

Our futures depend on it.

Sources:

Homelessness in Portland, Sept. 26, 2018, Travel Oregon

Roads before homes: Our Homeless Crisis, March 18, 2015, The Oregonian

U.S. Department of Housing and Urban Development. The 2016 Annual Homeless Assessment Report (AHAR) to Congress, November 2016

National Alliance to End Homelessness. Homelessness: A State of Emergency.Feb. 6, 2016

“A Great Calamity Has Come Upon Us”, Jan. 23, 2005, The New York Times

16 Ways People Survived Before Social Security — Could You Do It?, April 12, 2018, GoBankingRates

What causes homelessness, downloaded Nov. 2, 2018

Why Are People Homeless?, July 2009, National Coalition for the Homeless

Understanding Drug Use and Addiction, June 2018, National Institute on Drug Abuse, National Institutes of Health, U.S. Department of Health and Human Services (and see more sources at the end of this NIH article)

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Something New & Innovative? How about something that WORKS?

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So often – TOO OFTEN – I hear nonprofits, government initiatives, NGOs, charities and other mission-based programs complaining that they aren’t getting good attendance at their events or program activities, or aren’t getting any press coverage, or don’t have enough volunteers, and so they are looking for something innovative and new in marketing.

But is something innovative and new really what they need?

In my junior year at Western Kentucky University, a million years ago, one of my professors proposed an idea to me: for one of my senior year classes, to fulfill my minor in theater, I could be in charge of marketing the Fall Children’s Theatre series, a then-annual event where three to four student-directed productions were presented, all focused on children audiences. I would get credit for a full senior-level class for such. I had also been working at the local arts center as a marketing intern outside of classes and had a wonderful mentor there who had taught me a lot about getting press coverage – combining this experience with my journalism major and newspaper experience, it was an offer I couldn’t refuse!

I was oh-so-successful at getting kids and their parents to the plays. One performance had to be delayed a few minutes because there were so many kids pouring in from an area kindergarten. We consistently sold out of intermission snacks, filling the coffers of our student theater society. Of course, I got an “A” for my efforts: my professor said they had never had so many full houses for the Fall Children’s Theater series.

Was I innovative in my approach to marketing these shows? No. All I did was the basics:

  • Sent press releases in a timely manner, with complete information, to area newspapers, and the one local TV station, in time to get into their calendar sections.
  • Sent press releases to local schools and kindergartens as early as possible.

That’s it. That’s all I did. And I sent these by mail – there was no Internet in my world back in those days. I had no budget to do anything else. All I did to be so wildly successful was the basics of marketing. And I did the basics WELL. Before my involvement, press releases were never sent, or were sent too late for information to be included in a local newspaper or on TV, or didn’t have complete information.

Before you start looking for something innovative to improve attendance at your events, increase program participants, recruit more volunteers, increase your visibility, etc., look at your current communications:

  • Is information on your web site up-to-date and complete, with answers to Who?, What?, Where?, Why? and When? right in the first paragraph of any information about events?
  • When you post about information on social media, do you make sure it includes Who?, What?, Where? and When? (you may not have enough room on Twitter for Why?)
  • Are you sending press releases and announcements to every area media outlet in your area, including newspapers, radio stations and TV stations watched in your area, in a TIMELY manner?
  • If you have a poster or brochure about the event, are the answers to Who?, What?, Where?, Why? and When? obvious and easy to find/easy to see?
  • Has your up-to-date, complete information been emailed directly to every employee, every consultant and every volunteer at your organization, in a timely manner?

There’s nothing innovative about any of that – but these steps are absolutely fundamental to successful marketing by nonprofits. And often, it’s all that’s needed.

Also see:

awards for plain language

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Earlier this month, the Center for Plain Language named 14 winners at the 2018 ClearMark Awards. These awards recognize effective plain language writing and information design that help people find information, understand it, and act confidently based on what they’ve learned. As with every year, the winners include a range of communication materials, from a knee surgery decision aid to a law school’s bylaws—and a newsletter I’m quite fond of, called We ❤Health Literacy.

Here is what the Center for Plain Language says about plain language:

A communication is in plain language if its wording, structure, and design are so clear that the intended readers can easily find what they need, understand what they find, and use that information.

The definition of “plain” depends on the audience. What is plain for one audience may not be plain at all for another audience.

Our measure of plain language is behavioral: Can the people who are the audience for the material quickly and easily:

  • Find what they need
  • Understand what they find
  • Act on that understanding

Plain language is more than just short words and short sentences – although those tactics are important guidelines for clear communication. When you create material in plain language, you also organize it logically for the audience. You consider how well the layout of your pages or screens works for the audience. You anticipate their questions and needs.

When people have complimented me for my communications abilities, whether writing press releases or editing a massive United Nations report or writing a technical manual on how to use an online tool, I say thank you and, if I think they might care to know it, that it’s a dedication to plain language that makes me a good communicator.

I’m on a constant quest to improve my communications skills, and learning from plain language communicators has been better than any course I have ever taken since my journalism classes back at Western Kentucky University a million years ago. I loathe jargon, text and graphics that are more about making the author or host look important or an expert than trying to help people connect with an idea, change a mind, encourage a new way of doing something, etc.

A lead from a friend online is still a lead from a friend

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When you see a list of how people find out about volunteering opportunities, you will often see the number one reference, by far, as from someone else already involved in the group. That gets categorized as word of mouth.

You might also see other highly-scoring references, like from a community of faith or from a local newspaper. And very low on the list of ways people got leads for volunteering will probably be the organization’s web site or Facebook.

BUT WAIT!!

There’s a big problem with the question and the way people were given to answer on these surveys.

For instance, I may have been referred to an organization to volunteer by a friend VIA FACEBOOK. So, is the reference from a friend, word-of-mouth, or Facebook? Which category does it go into?

I may have been referred to an organization via a newspaper’s FACEBOOK PAGE. So, who gets the credit – the newspaper or Facebook?

I hear a lot of people still dismissing the Internet as a tool for volunteer recruitment and they base it on things like this survey from the National Council for Voluntary Organisations in the UK. But you need to be VERY cautious about such surveys. Remember: we think of messages on social media from friends as messages from friends, or from a church or temple, or from a newspaper, not from the platform itself. We might think of a message on Twitter from a newspaper as a message from the newspaper, not Twitter. If a survey asking volunteers how they heard about a service opportunity doesn’t also ask, for instance, in what context friends talked about the volunteering activity – face-to-face in a social setting, in a phone conversation (yes, people still have those), etc. – you can’t make assumptions about how that referral happened, that it must have happened face-to-face.

Indeed, word-of-mouth, in a traditional face-to-face setting or via a social media platform – remains the number one marketing tool for MOST things, not just volunteer recruitment. I’ve witnessed no better example of this recently than the reaction to Black Panther, one of the biggest grossing movies ever here in the USA. I have seen a huge number of people among my online friends post testimonials on Facebook about this movie, and responses from their friends saying they are going to go now based on that feedback. The people commenting have ranged from the wife of a local pastor here in my tiny town, both white and over 50, to friends that are teachers all over the USA. But credit doesn’t go to Facebook for the reference – it goes to the friends.

But with THAT said, here’s another consideration: the more sincere a word-of-mouth testimonial is, online or face-to-face, the more effective it will be in motivating friends. The more it sounds scripted, the more likely it won’t have as much effect. If a volunteer is sharing how great it is to volunteer somewhere, and is sharing that info – online or face-to-face – in a sincere moment of spontaneity and honesty and excitement, it’s going to have a much more impact than a statement an organization has given the volunteer to share with friends. A volunteer sharing a scripted message that an organization has asked them to isn’t going to have nearly the same impact – if it has any at all.

And one more thing: if you haven’t seen Black Panther, you totally need to ASAP. It’s awesome!

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How schools & small governments should be using social media

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The days of everyone getting their information from one newspaper is over. Newspapers continue to disappear and most of those that are left don’t readily print school-related information anymore, like weekly lunch menus, sports scores, the dates and times of the Spring musical, etc. A growing number of people get their community information ONLY from social media. If your government agency, school or nonprofit isn’t posting to social media, you are leaving out that growing number of people.

Here’s the good news: you aren’t creating any new text to use social media. Rather, you are using information you already have prepared for other communications. If it’s public information, it needs to be on your mail social media accounts. Often, that means just cutting and pasting information from another platform.

I’ve added two new resources on my web site, one to help local governments to use social media, like Facebook, Twitter, etc., one to help schools to use social media:


Tips for small cities, towns and counties on using social media

To not be using social media to deliver information and to engage means you are denying critical information to much of your community and promoting an image of secrecy and lack of transparency. In fact, the lack of use of social media can be seen as your city council or county government trying to hide something, and even lead to rumors that are much harder to dispel than they would have been to prevent. This advice talks not only about exactly what your school should be posting to social media, but also how to handle tough questions and criticism.

 


Tips for schools on using social media

No excuses: your school needs to be using social media. Whether you are just K – 6 or all the way K – 12 or anything in between, your school MUST be using social media. To not be using it means you are denying critical information away from parents and the community.

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What Mad Men Can Teach Nonprofits & NGOs About Story-Telling

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I love the television show Mad Men. The characters and their storylines were immediately and continually compelling and surprising to me. The sets and costumes evoke ever-fading memories of my early childhood – I remember some of those outfits on my mother and the styles of kitchens in particular.

I’ve been rewatching Mad Men in the last few months, and I was struck by something I hadn’t remembered: how much I love the fictional advertising firm’s use of simple storytelling for clients in order to sell ideas. I am as spellbound as the pretend clients on the show during these sessions. With no Powerpoint presentation, no high tech, just words and maybe a still image, the advertising staff use compelling words, tone of voice, eye contact and subtle body language to sell concepts that evoke emotions so strong that, sometimes, clients tear up. It’s theater, without the clients knowing that it is, without the clients knowing there is acting happening. It’s the art of story-telling through talking.

Here are three examples of how effective the Mad Men low-tech approach could be:

Note that the first thing the ad person in these scenes does is set a mood, just by talking. You see moving images as they start pitching an idea, even though no moving images of whatever they are trying to sell are shown. Every time, they are telling a story, and you want to hear that story. You are intrigued, and you listen.

I have no idea how many times I have sat in an audience or meeting room and waited for someone to get the computer started, get the wireless network connected, get the software booted up, make sure the sound is working, and on and on, in order to start or continue telling me about some idea. By the time they begin, or continue, the room is often not in-the-moment anymore, and there’s nothing the presenter can do – the presentation can’t be altered based on the changed mood of the audience and the presentation can’t adjust the message to the moment.

I also have no idea how many times I’ve changed how I am going to do a workshop or presentation because of reading the room. I walked into a room to do a workshop and found just five people in my audience, so instead of turning on the overhead, I had everyone come up to the front of the room, we sat in a circle, I opened my laptop in case I needed to reference it, but I did a discussion instead of the lecture. We talked. I still did my presentation, but it didn’t feel like a presentation. It wouldn’t have worked with 50 people. As a result of experiences like this, I always ask to have a flip chart and markers in the room where I will present because I may suddenly find that we need to have a spontaneous brainstorming session in order for me to keep the room engaged and to ultimately sell the idea I’ve come to pitch to the group.

Mad Men reminds me of the importance of being able to not rely entirely on a pre-programmed presentation and technology, and instead, knowing what the heart of a message is, the key points, the essence, and being able to say such in a way that feels honest. Polish isn’t the most important thing – the substance and feeling of sincerity is, as well as a clear speaking voice. Yes, of course, I use visual aids and technology sometimes – but I always remember that it’s the message, not the tech, that needs to shine.

I’ll save my thoughts about the way Mad Men perfectly shows what women in the workplace face, even today, for another blog…

Also see:

No app can substitute for actually talking with people

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Back in 2001, when I started directing the United Nation’s Online Volunteering Service , then a part of NetAid, one of the first things I did was ask to spend a week answering emails from users. Before I arrived, the junior associates had recruited volunteers – unpaid interns – to do this, because they themselves hated doing it. They could not understand why I wanted to spend time doing such low-level administrative work myself. Neither could my new boss, who tried to give me a lecture about the appropriate work for someone directing an entire program.

I insisted, and I did it. Why? Because there was no better way for me to learn, in just a week, what the users of the service were asking and saying, what they understood, what they didn’t, and what they wanted. It took about two hours a day, total, and what I learned in that week, as well as other days when I filled in for sick staff and interns, was invaluable to creating effective strategies for the program. It also helped me better direct staff in how to support users of the service – our customers. Staff had never thought of those people on the other end of those emails, trying to use the OV service, as customers or clients, and I worked hard to change staff perceptions of the site’s users.

I worked at a professional theater back in the late 1980s. I had graduated from university less than four months before. I remember the executive director saying that he would cut any position in a time of budgetary crisis except the box office staff. He said that most of our audience would never interact personally with anyone other than the box office staff at the theater. Sure, many would get a call from the fundraising staff if they didn’t respond to the postal mailing about donating, but most – MOST – would interact personally only with someone in the box office. For most of our audience, the box office staff was their personal connection to the theater – not the actors on stage. That box office experience, therefore, should be STELLAR and have all the resources it needed to be such. That executive director made sure the box office staff was well-trained (and often re-trained), well-supported, actively supervised and well paid. And the box office staff, in turn, gave the marketing staff and fundraising staff invaluable information regularly on what our audiences were saying, information that was far more regular and reliable than any research consultant could provide.

I bring up these experiences which have shaped my approaches to communications and management of staff to this day because I am stunned at how, at most nonprofit organizations, NGOs, international agencies, government programs and more, many senior staff members are not aware of what staff on the front lines are dealing with, nor what clients or the public are saying. Yes, you should do a variety of surveys and focus groups and formal pulse-taking, and ask your staff to produce reports on what they are hearing via their interactions with your clients, customers, the public, etc., but there’s no substitute for interacting with customers yourself. That includes on social media. Why are you having inexperienced young people or a short-term intern manage your social media? Social media is about interacting, about engaging – not just one-way communication. If you had an onsite event for a large number of clients or the general public or donors, who would you have to facilitate that event – a short-term intern new to your organization, or a senior staff member? Who would your clients or the general public or major donors expect to work with them? What you would do offline, onsite at your organization with clients you should also do online.

And that brings me to apps and chatbots. I regularly see nonprofit staff post questions to online groups, trying to find a magical app or chatbot that will replace a staff member from having to actually engage with users, or replace a staff member actually having to read social media messages. TechSoup recently did a series of breathless blogs about how wonderful artificial intelligence and chatbots are for nonprofits. Yes, chatbots might reduce overhead administrative costs, but at what cost to the organization in other wasy?

  • Chatbots take away an opportunity for real people to interact with current and potential clients, donors, volunteers and others at a nonprofit organization, which denies an organization critical information that can help staff know whatcurrent and potential clients, donors, volunteers and others are saying, how they are feeling, etc.
  • They also frustrate people – many people will end their interactions with a chatbot once they realize it isn’t an actual human being and their questions aren’t being answered properly, and have a negative viewpoint of the company that uses that chatbot.

This response to the TechSoup blogs really sums it up well:

I have not ever had a satisfying experience with a chatbot. far too often there are unique situations and circumstances that cannot be anticipated or made a part of the program. It is immensely frustrating to be stuck talking to a chatbot that is only able to respond to things that are part of its program. I would rather have a little slower response and talk to a real person who listens and cares.

For-profit companies can get away with not having a reputation of listening and caring – they can still be profitable, despite such a perception. Nonprofits, however, cannot.

Not only do you need actual humans to interact with clients, donors, volunteers and the general public – you need senior staff to be doing so, at least occasionally. If these human interactions aren’t integrated into your organization’s practices and culture, and central to your strategies regarding public relations, they should be.

Also see:

How to change minds

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I’m a part of the March for Science Facebook group, for people that were in the Marches for Science all across the USA on April 2017 or that supported such. A lot of the talk on the group has been about science education and public relations. There are individuals and communities all over the USA – and the world – fighting against science-based decision making in public policies and science education in schools, and many on the group feel this is because of poor wording and poor outreach by scientists and those that support science regarding public relations. In my ongoing quest to be a better communicator, I’ve watched these discussions closely.

Recently, someone posted the following regarding how we communicate about science. I think it’s a great testimony regarding what works, and what doesn’t, regarding swaying public opinion, changing people’s minds and fighting misinformation. I’m sharing it here, with her permission, but without her name to protect her identity:

—

I’m not a scientist. I’m not afraid of science but I also don’t have a strong grasp of most science related jargon. I joined this group along with a few other science groups/pages as I heard more and more of anti-science rhetoric from our govt. Allthough I don’t understand a lot of scientific things that doesn’t mean I don’t realize the importance of science for our society and for our future.

I have learned SO MUCH from reading posts and comments. The reason I have learned so much? The reason I am no longer “afraid” of GMO’s? The reason I have changed my mind on other popular misconceptions? Because my fear was never the science. My fear was that I didn’t know what information to trust. Money talks. It’s hard to figure out who is paying. Do I trust a science study that was paid for by a big corporation? Do I trust a study that’s published but not peer reviewed? WHO do you trust?

The common thread I’ve found as I read posts and comments in order to learn more is how stupid I am. How dumb was I to not trust GMO’s. People’s comments were blatantly MEAN. And sure, I was completely uneducated about GMO’s. I read the wrong information. I trusted the wrong sources. But again, without hours of research to find out funding sources, etc HOW do I know what to trust?

This question was amazing. I always want to learn more. I want to understand about so many things – to give my kids the best future possible. The best food to eat. The best meds for my asthmatic child. The best environment for them to grow up in, etc. But here’s the thing. If I wasn’t determined to do the best for my kids . . . by the 100th ridiculing comment on a post I found interesting I would have stopped following and learning. Heck by the 20th I would have written off these sciences pages.

Even in this thread there are those using terms like “stupid,” “brainwashing,” etc. Very derogatory terms and grouping all people who don’t have a knack for science into one realm. I have a great head for business, finances and can analyze the heck out of any non-technical literature. I don’t make fun or ridicule those people who don’t have have that ability. It accomplishes nothing.

So thank you to those of you who answered this post thoughtfully. I’m certain there are many of you who diligently try over and over again to get your point across. Don’t give up. Changing peoples’ minds is never easy but in this case it’s worth the fight.

—end quoted text—

Also see:

Behavioural Insights at the United Nations – Achieving the 2030 Agenda

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The United Nations has embraced the use of behavioral science to help it craft effective development activities and interventions. As it notes on this November 2016 blog:

Across the globe, all people – poor or rich – sometimes make choices that are not conducive to their own well-being. Saving enough for retirement, eating healthy, investing in education – all too often we humans postpone intended actions to ‘tomorrow’, succumb to inertia or get stuck in habits.

In light of the extensive research on the cognitive biases that influence human decision-making, there is a broad consensus that traditional economic models are insufficient for effective policy-making. Behind every policy lie assumptions about how humans will behave in light of new regulations and why we act the way we do.

UNDP has embraced the idea of network nudges, where people are influenced by the behavior of friends and members of their extended social network, and that people observe other people’s behavior as guidelines for what’s acceptable and desirable. UNDP has been cooperating with the UK Behavioural Insights Team since 2013, and UNDP’s report, Behavioural Insights at the United Nations – Achieving the 2030 Agenda, advocates this approach for inclusion in every policy maker’s toolbox and presents 10 valuable case studies. This is from the page at the aforementioned link:

In 2016, the UNDP Innovation Facility collaborated with the newly engaged UN Behavioural Science Advisor to work on behaviorally-informed design with 8 UNDP Country Offices in all 5 regions: Bangladesh, Cameroon, China, Ecuador, Jordan, Moldova, Montenegro and Papua New Guinea. This Progress Report highlights the potential of behavioural insights to help achieve the Sustainable Development Goals and provides an overview of the 8 initiatives.

Behavioural insights draw from research findings from psychology, economics and neuroscience. These insights about how people make decisions matter for development. They matter for policy-formulation and addressing last mile problems.

UN Secretary General Ban Ki-moon noted that, “In order to succeed, Agenda 2030 must account for behavioural insights research… Our organization, our global agenda – and most importantly the people worldwide they are intended to serve – deserve nothing less than the best science available. A human-centered agenda requires a rigorous, research-based understanding of people.”

The report shows that approaching development challenges with behavioural insights leads to better diagnoses of problems and to better designed solutions. Public policy and programme officials around the world can achieve better outcomes — often at low or no cost — simply by leveraging our current understanding of human psychology and behaviour.

In January 2016, the UN Secretary-General appointed two “Behavioural Insights Advisors” for initially six months. They worked with the UNDP Innovation Facility to improve uptake of an e-waste recycling solution in China, crowdfunding efforts for green energy in Ecuador, the anti-corruption initiative ‘Phones Against Corruption’ in Papua New-Guinea, and more.

Wikipedia actually has some good pages that provide an overview of these and related subjects:

And here are some of my own resources on these and related subjects:

Frank description of what it’s like to work in communications in the UN

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UNLogoI love working for the United Nations – except when I don’t.

The United Nations can do amazing work, and I’ve been honored to be a part of it on occasion, in Ukraine, in Afghanistan, and in various locations with UNDP/UNV. It can also stumble badly, and it can be painful to be a part of.

The reason for missteps by the UN, or perceptions of missteps, can be attributed to various things:

  • pressure from donor countries and host countries regarding messaging and action that’s out-of-step with reality,
  • profound misunderstandings by donor countries, host countries and the press regarding the challenges and needs related to humanitarian aid and development, such that they see what the UN is doing and find it lacking,
  • a fear by UN staff that reporting honestly about what’s not working will be seen as institutional failure or will cause donors to withdraw funds, host countries to withdraw support and the media and grass roots groups to attack,
  • a UN culture that recoils from any controversy and confrontation,
  • some people who end up in positions of power and are either unqualified for the position or deeply flawed in their motivations and intent for the position.

The excerpt below from a long article in PassBlue by Barbara Crossette from December 4, 2016 offers an excellent account of what happens when many of these challenges align – and they align all too often. The links are the article’s:

In 1999, Kofi Annan, UN secretary-general at the time, and his spokesman, Fred Eckhard, published media guidelines for UN officials that for the first time in the organization’s history introduced a formal policy of being “open and transparent in its dealings with the press.” The guidelines, initially devised for the peacekeeping department, gave all Secretariat staff members the right to speak to the media on subjects “within your area of competence and responsibility,” but to “provide facts, but not opinions or comment.” The guidelines are still in effect, according to the UN spokesman’s office, though they have languished and are disregarded repeatedly.

In no area has this unwillingness to listen to UN staff or allow them to do honest reporting been more harmful to the organization than in peacekeeping. Internal information on scandals of various sorts have been suppressed, ignored or shelved for unconscionable periods of time by higher-ranking people in a hierarchical system. Outsiders — in the media, nongovernmental organizations and sometimes courageous staff within the UN — make these scandals public, putting the organization immediately in a defensive position, as allegations fire up critics…

Every peacekeeping mission has a large public information unit dedicated to ensuring that the local population understands the mandate of the peacekeepers and to garnering international support for their operations. But lately, with shrinking newsroom budgets and the closing of international bureaus, news organizations don’t send as many reporters to cover far-flung conflicts that are only simmering, or cooling, when more dramatic stories compete…

In peacekeeping missions, communications officers are expected to sell trite “positive” stories to the media, while withholding comment on more complex or sensitive issues, from political negotiations to outbreaks of violence. Recent headlines — from attacks on civilians in South Sudan to sex abuse by peacekeepers in Central Africa and the cholera epidemic in Haiti — dominate in media, which give minimal coverage to other aspects of a mission, each one a complex operation taking more than tweets to explain fully.

Roberto Capocelli, a Fulbright scholar from Italy, worked as a human-rights public information officer with Monusco — the United Nations Organization Stabilization Mission in the Democratic Republic of the Congo — the largest peacekeeping operation. The mission had been mired in bad news when a landmark human-rights trial took place in 2014, conducted by Congolese courts with assistance from Monusco and UN human-rights officials. A notorious war criminal, Bedi Mobuli Engangela, or “Colonel 106,” who had long terrorized communities in eastern Congo, was finally meeting justice.

Capocelli got to the trial ahead of the international media and with his deep knowledge of the issues, wrote up the story, stressing the UN’s contributions in logistics and protecting witnesses. He sent it for release to his superiors at the Office of the UN High Commissioner for Human Rights in Geneva. It was published two months later, virtually unchanged but buried in an obscure part of the UN Human Rights website. A video he made on the event was never used.

“In the end, we are not journalists,” Capocelli said recently. “But everyone had been complaining about impunity and after a huge investment of time and resources, [the UN] managed to do something good, especially at the moment the UN was under criticism for child abuse, corruption and inaction. Everyone is aware of this dynamic, how much the bureaucratic process can stop you from acting. I had the impression my work was not really needed.”

Susan Manuel, a writer for PassBlue and an American journalist before joining the UN, worked in some of the most important and dangerous peacekeeping missions in the world, in addition to spending eight years in UN headquarters. During that time, she saw the relationship between UN missions and the media shrink from her first decade in Cambodia, South Africa, the Balkans and Afghanistan to her final posting in Darfur before retiring in 2012.

“In Cambodia, the UN peacekeeping mission, Untac [the United Nations Transitional Authority in Cambodia] was narrating the electoral process to a large international press corps,” she said in a written interview. “In the former Yugoslavia, I literally saw coverage of the UN improve after making an effort to get to know the local and regional journalists and provide them with concrete information. We told the story, even when the UN failed, even when the so-called UN-protected enclaves in Croatia and Bosnia were overrun. We public information officers were reporting these events in real time to media because these people were our responsibility.”

“In Kosovo we were narrating the growth of a new administration — with regular press briefings, interviews, guided visits for journalists,” she said. “We fed them constantly, and not with fluff, as these were discerning professionals, some of them veteran war correspondents.

“There were incidents of exploitation and abuse of the local population by peacekeepers in those earlier missions –particularly Cambodia and Somalia,” Manuel said. “But they didn’t threaten to bring down UN peacekeeping. Journalists knew these were complex and largely vital enterprises, which they covered on a daily basis. Scandals weren’t the only headlines.

“In Afghanistan, the UN mission was the most credible voice during a long saga of conflict, peace processes and human rights struggles, and the media depended a great deal on it.

“But when I arrived in Darfur [in 2011], the international media were gone, local media were ignored and the conflict was invisible, even — to a large extent — to the peacekeepers. We weren’t saying much about it.

“Senior UN mission officials disdained the sole opposition radio station, Dabanga,” she recalled. “Sometimes it was only when a blogger, Matthew [Russell] Lee, who is based in New York, read out reports from Dabanga on incidents in Darfur at the daily briefing by the secretary-general’s spokesman in New York that we could convince the mission leaders to respond. Or, I would figure out ways to release information surreptitiously by embedding it in otherwise anodyne messages or op-eds from the head of mission.”

When she retired from the UN, Manuel wrote in her end-of-assignment report on Darfur — where hundreds of thousands of civilians were killed as Sudan’s repressive government battled a regional rebellion from 2003 to 2009 — that UN policy makers needed to decide whether the peacekeeping information offices are there to promote only the “good news” of the mission or to “get and disseminate clear factual information about the situation on the ground related to our mandate,” which, Manuel added, “could enhance our credibility and lead to realistic responses.”

“Is it our role to report publicly on the conflict, as part of the mission’s security and protection of civilians’ mandate, or is it ‘none of your business,’ as one senior official told me after repeated requests to be included in information on fighting and human rights abuses?”

The entire article is very much worth your time to read. It’s focused primarily on how the Trump Presidency will affect the United Nations.

Also see:

United Nations personnel system needs radical overhaul

Legacy of Early Tech4Good Initiatives (including UN initiatives)

My experience in humanitarian aid and development initiatives

My consulting services regarding communications and community engagement