bai valuemail - no. 1 vol 1 - january 2014 v2

8/19/2019 BAI Valuemail - No. 1 Vol 1 - January 2014 v2

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The P-ProcessBAI – ValuEmail

No. 1 – Vol. 1 – January 2014


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2 Confidential Services

P-Process

•

The P-Process is extremely important to a strategiccommunication work plan. This is because:

– It is methodological and rational,

– It takes into consideration facts and research results,

–

It is applicable many (probably all) fields, and – It provides skilled assistance in the determination and

achievement of long-term objectives.

The Health Communication Partnership, Johns Hopkins Bloomberg School of Public Health,

Center for Communication Program, Baltimore, MA. 2003.


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P-Process

Can you provide examples of strategic communication you know of?

Tactics

MessageDevelopment

Audience Identification andResearch


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P-Process

•P-Process was published by Johns Hopkins BloombergSchool of Public Health in 2003 as their strategic

communication method in addressing issues of public health.


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P-Process

• The design is intentionally created to address worldwide health

issues such as AIDS, family planning and infectious diseases.

• Originally used since 1982, the P-Process has been revised to

address more recent communication needs and be applied to

other issues.

The Health Communication Partnership, Johns Hopkins Bloomberg School of Public Health. 2003


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P-Process

1. Analysis2. Strategic Design

3. Development and Testing

4. Implementation and

Monitoring5. Evaluation and Replanning

1-3: Participation Stage

4 and 5: Capacity Strengthening Phase


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P-Process: 1. Analysis

• Identify a learning gap. Focus on one issue, challenge,

problem or observation.

How? Root-Cause-Analysis: Continuously ask why until arriving at ONE

final answer. That’s the issue.

• Conduct a Situation Analysis .

1. Determine severity and causes of the problem.

› How many are affected? What is the impact in production? Etc.

› Review existing or historical data: demographics, survey results, study findings

and any other significant information.


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2. Identify factors inhibiting or facilitating desired changes.

› What are the defined roles, rules, regulations of your intended audience?

› Are there any social, cultural, economic, organizational or financial

challenges?

3. Develop a problem statement = clear, concise and reflective.

a) Describe the IDEAL scenario based on the data gathered from #1 and 2.

Tip: Use time indicating words that denotes the present.

b) Describe reality.

c) Connect statements 1 and 2 with a contrasting conjunction.

d) Describe the consequences or the for the intended audience.

e) Present your campaign. Write it!


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• Conduct a Audience/Communication Analysis .

1. Participation Analysis – identify partners and key allies

2. Carry out a social and behavioral analysis - assess knowledge, attitudes,

skills, and behaviors of participants at the individual level using data

from formative research and additional in-depth studies.

3. Assess communication and training needs – TBD in greater detail.


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In many cases programs will be built on existing initiatives and the

process of analysis need not be long and arduous if program staff

access all available resources and listen to all participants.


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P-Process: 2. Strategic Design

•Strategic = well-planned, calculated, tactical.

• Design= plan, proposal, model.

• Steps:

1. Establish communication objectives

› It should be SMART: Simple, Measurable, Appropriate, Realistic, Time bound.

› Select key audience segments (possibly not all).

›

Quantify the changes in knowledge, attitudes, skills, behaviors,policies, or process changes.

› This must be expected within a specific time frame.


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2. Develop program approaches and positioning.

› Based on the learning objective, select the knowledge, skill or

attitude that needs to be addressed.

› State the assumptions or the desired end result of the program.

› YOU MUST POSITION THAT THE PROGRAM WOULD BRING

BENEFIT.

» Before and After

» Pro’s and Con’s

» Financial Impact

» Process Improvements

» And the list can go on and on and on and on and on and on…


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3. Determine the channels. Use your creativity.

› PowerPoint? Video? Lecture? Classroom? Debate? Case study?

4. Draw up an implementation plan.

› Resource Management: People + Process + Technology = Results

› Schedule, roles and responsibilities, and budget.

5. Develop a monitoring and evaluation plan.

› Any change in knowledge, behavior or attitude = education

› This would determine if the program is successful based on objectives

› Quantitative vs. Qualitative evaluation of data


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Quantitative Evaluation: Pieces of information that can be countedmathematically and analyzed statistically. Used best to address what, when

and who.

› Examples: Surveys, Questionnaires, Pre and Post Tests, Databases, Statistics

Qualitative Evaluation: Usually involves smaller number of respondents. Since

data is used to generalize ,

› Examples: Observations, Interviews, FGDs, other non-Statistical methods


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P-Process: 2. Strategic Design – Task

Knowledge? Attitude? Behavior?

Intended change Objective


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P-Process: 3. Development and Testing

Develop

• New knowledge? Skill? Attitude?

• What medium? PPT? HTML? Comics? Manual?

Test• Pre-Test, Pilot Class• Primary, secondary, tertiary audiences

Revise &Retest

• Make changes based on actual pre-test results


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P-Process: 5. Evaluation and Replanning

• At this stage, evaluation will measure your program against your objectives.

• Steps:

1. Measure outcomes and access impact – combination of Qualitative and

Quantitative evaluations.

2. Disseminate results – make sure all participants and shareholders are aware.

This prompts them to self-action and self-evaluation.

3. Determine future needs.

4. Revise or redesign the program.


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P-Process in action… do you see it?


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P-Process: Plan for Continuity

• Monitoring and feedback are essential elements of good

management.

• Well-managed and facilitated strategic communication programs

can have a measurable impact.

• A well-managed program tracks outputs to ensure quality and timely

delivery throughout the program period.• Program effectiveness and sustainability are enhanced by involving

stakeholders whenever possible.

• Involving stakeholders ensures that programs match their needs, and

it builds their capacity to design and manage their own health

communication program in the future.


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P-Process: Plan for Continuity


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Thank youBPO Asia [email protected]

bai valuemail - no. 1 vol 1 - january 2014 v2

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