guidelines for who partner recognition · and holistic recognition of the value of partnering with...

GUIDELINES FOR WHO PARTNER RECOGNITION Partnering for a healthier humanity

Contact for more information: Graham McNeill: [email protected] Paul Garwood: [email protected] Brunier: [email protected]

GUIDELINES FOR WHO PARTNER

RECOGNITION Partnering for a healthier humanity

TABLE OF CONTENTS

1. INTRODUCTIONP. 6

P. 8

P. 10

P. 11

P. 12

P. 14

P. 16

P. 18

P. 20

P. 24

P. 32

P. 34

P. 38

P. 36

2. OBJECTIVES

3. GOALS OF PARTNER RECOGNITION

4. WHO THESE GUIDELINES ARE FOR

5. PRINCIPLES

6. RECOGNITION PLANS AND ACTIVITIES

7. DOS AND DON’TS OF PARTNER RECOGNITION

8. FULFILLING PARTNER RECOGNITION: JOIN ACTION ACROSS WHO’S THREE LEVELS

9. PRODUCTS TO LEVERAGE FOR PARTNER RECOGNITION

10. SCENARIOS AND STEPS FOR THREE-LEVEL PLANNING AND COORDINATION

11. PUTTING IT INTO PRACTICE/CHECKLIST FOR DONOR VISIBILITY

BEFORE YOU START – QUICK CHECKLIST

ANNEX I

ANNEX II

THREE LEVELS WORKING TOGETHER

WHO, across its three levels, has powerful platforms and channels for effectively recognizing partner support.

THIS GUIDE PRESENTS

Principles, Options and Advice

for WHO staff to effectively recognize our partners and the support they provide to our mission.

WHAT THIS GUIDE OFFERS

The advice on the following pages cover:

• why we need to provide visibility

• how to plan recognition activities

• how to choose the right options

• how to avoid pitfalls

This document, too, combines ambition and purpose with recognition that constant review and refinement is needed to sustain effective partner support.

KEEPING PACE WITH CHANGE

Partner priorities can shift to meet changing health needs and priorities. In the same light, our partner recognition activities will evolve to meet new needs and opportunities.

6 Guidelines for WHO Partner Recognition

1INTRODUCTION

7Guidelines for WHO Partner Recognition

The World Health Organization (WHO) has embarked on a bold new agenda, led by the WHO’s 13th General Programme of Work (GPW13) for 2019-2023, and its ambitious “Triple Billion” targets, which prioritizes the deepening of cooperation with partners in order to achieve impact and improvements in people’s health and well-being in countries and communities around the world.

To do so, WHO is strengthening and improving its resource mobilization efforts through a transformation of the Organization’s External Relations functions. The development and launch, in 2018, of the WHO Financing Campaign and The WHO Investment Case for 2019-2023 are helping bring this vision for a stronger and more reliably funded Organization into clearer focus.

In line with this, WHO is developing a better model for strategic engagement with partners and donors who contribute financially or in-kind to WHO. These efforts are aimed at generating increased funding that is more flexible and predictable, and derived from a broader donor base.

Success on this front requires close coordination between the three levels of the Organization, and a clear and aligned understanding of the needs, strengths and roles of WHO’s country, regional and headquarters offices.

Effective recognition also requires keen awareness of partner expectations, as well as the most appropriate entry points – whether that be from country or regional offices, or from headquarters. Calibrating these dynamics will ensure more coherent and holistic recognition of the value of partnering with WHO.

Improved recognition of our partners’ contributions to WHO’s work and, where requested, higher donor visibility, are an integral part of a strengthened resource mobilization effort, one which can help the Organization deliver on its target of generating an extra US$ 10 billion over the next 5 years to cover the US$ 14 billion needed to deliver on the “Triple Billion” targets during this period.

Importantly, partner recognition should be implemented in a way that, in addition to recognizing our partners, strengthens the WHO brand and reinforces the Organization’s value and impact.

Partner recognition is important to our partners, particularly in times of austerity and scrutiny of international development aid.


OBJECTIVES2


This document is a tool for all WHO staff involved in resource mobilization, communications and donor engagement across the three levels of the Organization.

It recognizes the need for strong coordination among colleagues at country, regional and headquarters levels to ensure effective recognition of partner support, and good use of WHO resources and platforms.

The content should guide the discussion and negotiation of grants and agreements as appropriate. It will help manage partner expectations on how WHO conducts partner recognition.

These guidelines:

set out the main principles for partner recognition;

propose specific activities – building on current practices – to create a stronger culture of partner recognition across the three levels of WHO; and

identify some simple processes for implementing the suggested activities.


3

Ensure continued resources, including flexible and unearmarked, for implementing WHO programmes and activities.

Strengthen the engagement with our donors and partners by focusing on shared priorities and goals for health.

Provide a universally understood and embraced rationale and approach to appropriately recognizing partner contributions for helping achieve WHO’s “Triple Billion” targets.

Highlight the importance of WHO’s role in advancing the health-related Sustainable Development Goals (SDGs) by the impact achieved in countries as a result of collaboration with partners and donors.

GOALS OF PARTNER RECOGNITION


4

These guidelines have been developed for WHO staff and are designed to be implemented by each level of the Organization either independently or jointly, depending on the commitment from the partner in question.

They acknowledge that recognition plans and the activities included within them must be designed first and foremost to demonstrate impact in health outcomes in communities and countries, and be tailored and aligned with the needs of WHO and partners in the relevant settings (country, regional and global levels).

The overarching aim is to provide a clear path to deliver agreed recognition via the most appropriate level of the Organization, and when needed, amplified and supported by the others.

WHO THESE GUIDELINES

ARE FOR


5PRINCIPLES

These guidelines aim to ensure appropriate recognition of WHO’s partners in contributing to joint health goals and how our work impacts the lives of people.

Below are the principles that WHO should apply towards partner recognition:

PartnershipWHO places great importance on partnering with stakeholders and recognizing their support to achieve the Organization’s overarching objectives, as set out in the “Triple Billion” targets.

TransparencyWHO is committed to transparency in its collaboration with partners, including by showing clearly where and how contributions are generated and used for ensuring a “Healthier Humanity.”

Focus on impactDemonstrating how contributions by partners to WHO’s activities deliver real impact is what drives the Organization’s partner recognition work.

Country and community ownershipThe shared goal of WHO and its partners is to improve people’s health all over the world. This is sustainably achieved when countries and communities are equipped, through the support of WHO and partners, to set their national health agendas and drive the response.

Fairness and objectivityImproved health services and outcomes are achieved through financial and in-kind contributions. Deployment of professionals, development of tools and implementation knowledge are all strong contributors to improved health and therefore require recognition in a fair and objective manner.

Impartiality and neutralityWHO’s reputation, and the essential life-saving nature of its work, are fostered by working to promote and protect people’s health. To protect its reputation, and that of its mission to ensure health for all, WHO always operates with impartiality and neutrality during conflicts and in peace time.

AccountabilityPartner recognition is a clear way to demonstrate how stakeholders fulfill global and national commitments made to advance health and support the Organization’s achievement of the “Triple Billion” targets. At the same time, partner recognition activities also support transparency at WHO by demonstrating how the Organization is making use of partner contributions.


RECOGNITION PLANS AND ACTIVITIES

6


PARTNER RECOGNITION OF NON-STATE ACTORS

These guidelines apply to all partners, such as foundations, Member States and other major donors. When developing recognition plans and visibility activities for partners who are not Member States, the general principles should be followed.

However, staff should bear in mind WHO’s Framework of Engagement with Non-State Actors (FENSA)2, which guides the Organization’s partnering with the private sector, foundations, academia and nongovernmental organizations (NGOs).

Successful recognition of a partner’s contribution to WHO’s work requires:

Three level planning and coordination: Planning donor recognition activities should be discussed as part of the development and finalization of donor agreements. Planning and coordination between the three levels of WHO is essential to identify needed visibility activities and materials, which WHO office (country, regional or headquarters) is best placed to deliver the activity and, in turn, guide how other levels can effectively support and amplify the needed recognition.

Some recognition activities will be managed routinely from headquarters (see section Partner recognition action matrix on p. 21) in collaboration and with input from regional and country offices as appropriate.

Update donor focal point: Regardless of which WHO level or department leads the agreement, visibility plans and the timings should be routinely shared among the relevant focal point for the partner in the WHO Departments of coordinated resource mobilization (CRM)1 and communications (DCO).

Implementation and reporting back: Implementation of the recognition plans is essential so 1) WHO’s drive to promote a “Healthier Humanity” and the achievement of the “Triple Billion” targets are advanced, and 2) that the financial or in-kind contribution is effectively recognized by required audiences and reported back to the partner.

1 https://intranet.who.int/homes/crm/contacts/2 http://www.who.int/about/collaborations/non-state-actors/en/ 3 http://intranet.who.int/homes/dco/logo/

Many WHO partners request visibility as part of joint projects and for donations, including use of the WHO logo (please see the Guidelines on use of the World Health Organization logo)3.

HOW TO IMPLEMENT PARTNER RECOGNITION

The following sections, including “Dos and don’ts for partner recognition” (on p. 17) and “Partner recognition action matrix,” identify the key responsibilities and functions for each of the three levels of the Organization in the implementation of partner engagement activities.

WHO will routinely implement a standard set of activities to recognize partner contributions towards the achievement of the Organization’s work and agenda.

These activities will be implemented following detailed planning and close coordination among the three levels of WHO, and with partners, to capture the various opportunities and requirements associated with the contribution.

http://intranet.who.int/homes/dco/logo/

http://intranet.who.int/homes/dco/logo/


DOS AND DON’TS OF PARTNER RECOGNITION

7


DO DON’T

Ensure coordination between the three levels of WHO to be clear on who does what to ensure a holistic, coherent partner recognition response is implemented.

In particular, country level ownership and input around partner recognition is essential.

Do not duplicate activities planned by another WHO office or implement an activity without a clear understanding between each of the three levels.

Make a plan/calendar for partner recognition and assign resources - be strategic with the what, how and when.

Do not let the partner alone set the terms of the recognition.

Focus on the work to be delivered and highlight impact expected from the contribution.

Do not focus on the “donation” or promote just the financial value of the contribution.

Highlight country/community ownership when possible. Lead with how the contribution will make an impact on people’s health.

Lead with how the contribution is making an impact on people’s health - Do not promote only the resources WHO is receiving.

Highlight the value of flexible funding in all recognition activities and materials.

Do not thank donors for results inconsistent with information provided in official documents (such as donor reports).

Link the work to WHO’s “Triple Billion Targets” and other relevant WHO priorities.

Do not promise visibility without checking that it is possible within WHO’s current guidelines on communications (including PNA and LEG requirements around use of logos, etc.)

Use existing networks and offices of WHO to disseminate the products. This includes social media accounts of senior WHO managers to amplify recognition of partner support.

Recognize contributions in-kind and other types of support such as championing, advocacy, etc.

Do not compromise the Organization’s reputation, ethics and recommendations.

Recognize and factor in partner domestic audience requirements - including languages of production of materials.

Do not forget to thank/recognize the partner for their contribution and other partners for their role in implementation/achieving impact.

Ensure quality of communications and visibility products (social media posts, reports, announcement stories) before sharing them.

Prioritize staff security and WHO neutrality over public recognition of donors in crisis or conflict situations.

Do not forget the political context in which recognition might be requested by the donor. This extends to partners involved in conflicts. This requires a clear understanding from all concerned on the parameters of WHO’s recognition activities.

Familiarize yourself with the products that should be leveraged for partner recognition and use them.

Do not recreate feature, stories, videos – use available materials and look how to incorporate your specific message for the target audience to recognize the partner(s) contribution


FULFILLING PARTNER RECOGNITION: JOINT ACTION ACROSS WHO’S THREE LEVELS

8


These guidelines and the following products and platforms exist to ensure partner recognition at global, regional and country levels.

Country and regional offices are instrumental in agreeing on the “approach” needed for each partner recognition activity. A clear understanding of the needs and dynamics of each partner is essential for guiding how the individual recognition activities will be developed and implemented.

It is not necessary for every partner recognition activity to include each option highlighted below. What is critical, however, is that there be an agreed three-level engagement plan to identify the approach, emphasis, responsibilities, actions and audiences for each partner recognition.

Any framework agreement with our top donors will include either a generic clause on donor visibility, or a clause that has been tailored to accommodate the needs of the donor.

The process to develop each plan will consider needs identified by partners and donors as part of their own visibility requirements that are routinely associated with the contribution to WHO. Each donor engagement must include a dedicated section setting out the agreed partner recognition actions. Such tasks will vary depending on the partner and level of the contribution. In developing the plan, the principles and “dos and don’ts” of these guidelines need to be considered.

4 WHO Funding and managing humanitarian operations in countries: A toolkit. Developing emergency project proposals Guidance Note, 2016. Accessed on 23 November 2018. http://intranet.who.int/public-drives/PubClusters/HAC%20-%20Health%20Action%20in%20Crises/intranet/funding_toolkit/module4_preparing_proposals/b_documents_uploaded_to_toolkit/guidelines/proposal_development_guidance_note_module4new.pdf

GENERIC CLAUSEClick on WHO standard agreement from the CRM Intranet page

“WHO will make an appropriate acknowledgement of the contribution in all of its publications emanating from the Project, or in reports that are habitually made available to its Member States. In the absence of the consent of the other party, neither party may otherwise refer to the contribution or to the relationship between the parties in any material of a promotional nature. Of course, donors are always entitled to make reference to their donations in their internal documents and in their annual reports.”

TAILORED CLAUSEDifferent donors might have specific requirements, including on how to address visibility both in project proposals and during the project implementation. The main donors with visibility requirements include: Japan, Kuwait, United Arab Emirates, ECHO (see its visibility website)4:

ACTION Contact the focal point for the donor in WHO departments of coordinated resource mobilization (CRM) and communications (DCO), to provide a heads up and advice before developing any agreement.

Useful linksyou will find here standard templates for agreements with some our top donors: http://intranet.who.int/homes/crm/templates

http://intranet.who.int/homes/crm/templates/

http://www.echo-visibility.eu

http://intranet.who.int/homes/crm/templates


9PRODUCTS TO LEVERAGE FOR PARTNER RECOGNITION


PRODUCT/PLATFORM

WHAT OWNER USE FOR RECOGNITION

Three level engagement plan for each partner recognition – linked to donor engagement plans.

See Focal points in CRM.

Dependent on the scale and nature of the partner commitment, the plan will identify communications and visibility objectives, tactics and responsibilities for the various levels.

WHO headquarters (HQ) cluster of external relations (EXR), but an individual plan can be initiated from regional and/or country office levels, with headquarters support. Essential to have agreement on which level leads, and how others support.

Guides all the communications/visibility activities to be implemented, sets accountability for the respective WHO levels.

CORPORATE PRODUCTS TO BE LEVERAGED FOR PARTNER RECOGNITION

WHO Web Funding Portal provides details on WHO funding, income, budget and expenditureshttp://open.who.int/2018-19/home

Most up-to date info on financial flows. Historical overview.

Planning, Resource Coordination & Performance Monitoring (PRP).

Link can be included in social media posts, and all products acknowledging contributions from partners and donors.

WHO Funding page www.who.int/about-us/planning-finance-and-accountability/financing-campaign

Key messages on investment case, short stories on partner engagement, announcements of funding, links to partnership donor pages. Ensure there are links to feature stories and links to existing parts of the WHO website.

WHO departments of external relations and communications.

These pages are being re-designed with our contributors in mind as main audience.

Results reports:PRP led development of a biennial results report and a mid-term results report from 2018

Details financials of the last closed biennium and includes stories (building on existing ones) to visualize achievements.

Planning, Resource Coordination & Performance Monitoring (PRP).

Partnership web pages (digital impact sheets) that describe and give visibility to joint efforts and impacts led by our top contributors in global health.

Department of coordinated resource mobilization (CRM).

Three levels

https://intranet.who.int/homes/crm/contacts/


http://www.who.int/about-us/planning-finance-and-accountability/financing-campaign




https://www.who.int/news-room/feature-stories

https://www.who.int/about/finances-accountability/budget-portal/rr_2016-17.pdf

https://www.who.int/about/finances-accountability/budget-portal/rr_2016-17.pdf

http://www.who.int/news-room/feature-stories

http://www.who.int/news-room/feature-stories


PRODUCT/PLATFORM


Press releases and events: largely country or region- driven, but depending on the scale and donor, HQ could consider driving.

Highlight health need/impact that the contribution is for, partners involved and level of contribution to be shared with press in relevant markets.

Department of coordinated resource mobilization (CRM).

Share press release with relevant markets to highlight the need and contribution.

Social media graphics/tiles and statements from senior management: Key social media tools for recognizing partner contributions.

Social media tiles: Following a consistent design and visual identity, these tiles will identify the actual or planned impact and recognize the partner making the commitment. They will be used across the three levels, consistent in messaging approach and style, yet tailored to each setting through language and image used.

Statements from management: Primarily via Twitter, sharing of messages from individual WHO leaders, tagged to identify key stakeholders and influencers.

Department of communications (DCO) units at the three levels.

Routine social media recognition from agreed outlets (headquarters, regional and country offices, senior management).


PRODUCT/PLATFORM


FOR TOP 20 OVERALL CONTRIBUTORS

Partnership impact brochure highlighting impact for last biennium-

Visually engaging brochure, summary of key impact highlights in areas of joint interest.

WHO Cluster of external relations.

Available in pdf format from the website, to make available to partners and distribute as relevant.

Web-based Impact sheets of ongoing engagement*present key highlights on the partnership, developed in consultation with the relevant partners and aim to be regularly updated, reflecting new developments and achievements.

(SEE ANNEX) - Web-based partnership page of top 20 donors to WHO.

WHO Cluster of external relations.

Captures latest developments and relevant products from the collaboration with the partner.


10SCENARIOS AND STEPS FOR THREE-LEVEL PLANNING AND COORDINATION

To deliver the required partner recognition, a series of steps must be taken to develop the engagement plan, agree responsibilities and implement identified tasks and tactics. Partner recognition is important for multiple levels of the Organization’s work, from normative and capacity building to emergency preparedness and response.

Partner and donor stewardship requires maintenance of close donor relations through continuous dialogue, cooperation, timely reporting, demonstrating returns on investment and providing them appropriate recognition and visibility.

In regions and countries, existing practices and channels should be considered when planning and implementing partner visibility and recognition activities. It is understood that our colleagues closest to the need are best placed to handle required interactions.

However, three-level planning and coordination maximizes the potential for effective partner recognition. The capacities and platforms offered by country, regional and headquarters levels should be maximized coherently

The following 4 scenarios describe partner recognition actions for different levels of engagement:

Scenario 1Contributions to WHO’s normative work, key moments, conferences and replenishment events (level of visibility depending on conditions)

Scenario 2Strategic/high-level meeting between WHO leadership and partner

Scenario 3Finalization of implementation of a project/agreement

Scenario 4Emergencies, including contributions to the Contingency Fund for Emergencies managed by the WHO Health Emergencies Programme (WHE).

and consistently in this regard. Pooling communications and advocacy activities across the three levels can also alleviate gaps that may exist in certain settings to deliver required visibility support to donors and partners.


Scenario 1 Contributions to WHO’s normative work, key moments, conferences and replenishment events (level of visibility depending on conditions)

Signing of a new agreement The following steps and criteria should be considered in deciding on developing visibility activities for a partner:

WHO-partner meetingA meeting between WHO and the partner on providing visibility for the planned contribution is essential to understanding the needs of both sides and identifying activities. Decision points can become part of the official agreement between both sides. The following points should be considered:

What is the planned impact of the contribution? Leading our visibility approach is the beneficiary and how the contribution will make, or has made, a difference in terms of public health. Special mention should be made of how it relates to GPW13.

Are they a new donor? New sources of support warrant special recognition.

Is it a substantial new contribution? Large scale contributions also warrant special recognition.

Is there a longer framework agreement in place that offers more predictability? Such longer-term commitment warrant special recognition.

Flexible funding: Receiving unearmarked funding is essential to WHO’s financing activities and should be promoted.


Possible donor recognition activities:

Standard activities:

Announcement featured on WHO corporate “Investing for a healthier world” website5

Social media, including tweet from the Director-General, Regional Director or WHO Country Representative.

Media outreach, including targeted pitching to media outlets important to relevant partner markets and audiences.

Additional activities to be agreed:

Products from the field: photos, videos and stories must be prepared and rapidly shared from emergency locations to demonstrate WHO’s leadership, technical advisory and convening role. Products include:

• Feature stories profiling beneficiaries, and contributions from WHO and partner organizations.

Press releases/announcements:

• Decision to be made as part of engagement plan on which of WHO three levels issues an announcement recognizing the need and partner contribution plan.

• Include a sentence at the end thanking WHO’s donors along the following lines: “The World Health Organization gratefully acknowledges the financial contribution of [contributor] towards [description of the outcome or activity]”.

Dedicated website (in the event of a large conference):

• WHO will build and maintain a conference website, working closely with the relevant partners

5 http://www.who.int/about-us/planning-finance-and-accountability/financing-campaign

MEDIUM HIGH VERY HIGH

Level of flexibility

Earmarked Category level/some flexibility

Fully flexible core funding

Overall $ amount

<US$ 5 million US$ 5 million-US$ 15 million

>US$ 15 million

Length of commitment

2019-2020 2019-2021 2019-2021 and beyond

Novelty

Existing contributor with no remarkable change to level of contribution

Returning lapsed contributorOR unusual increase of contribution at 10%-20%

New donorORunusual increase of >20%

Partners meeting at least one criteria in the “very high” column are placed on WHO’s highest priority list for visibility efforts. If a partner meets multiple criteria in the “high” column, they may also be prioritized.


on the content, functionality and branding. Examples of this have been for the Global conference on health promotion, the Global conference on NCDs and the Global conference on primary health care.

Graphic materials (infographics, publications):

• Use of WHO and approved partner logos.

• Develop social media tiles in relevant languages for sharing from WHO channels (donor and recipient countries/regions, senior management, etc.).

• Be conscious of eManual provisions for acknowledgement of financial contributions for publications: “If an external entity has provided funds towards the development of a publication, it should be acknowledged in the acknowledgements section with a separate mention of its contribution (see section VIII.2.1, paragraphs 40 to 100). The contribution of funds should not be acknowledged by placing the logo of the external entity on the cover or title page.6”

• If there is any chance that a new collaborative effort may require a new logo/visual identity of some kind, discussions are needed first with the WHO legal (LEG), partnership and non-State actors (PNA), and communications (DCO) departments regarding branding, and the decision must be reflected in the agreement.

WHO financing, technical and, when appropriate, corporate websites:

• These platforms are used to feature above content and profile partner contributions.

• Impact sheets.

Social media:

• Tweets from director-general, regional director, WHO country representative or other members of WHO senior technical leadership, or a combination, to thank partners.

• Share social media tiles and stories/digital content from the field.

• Use all relevant WHO and partner platforms to amplify contribution.

Official reporting:

• Contributions received from non-State actors (NSAs) are listed in WHO’s financial reports and audited financial statements, as well as the WHO programme budget web portal and the WHO register of NSAs.

Other tailored products/activities include:

• DG letter after visit to a country, shared with partners, detailing impact of contributions and recognition of contribution.

• Focal points in CRM to engage communications and advocacy officers before signing of a contribution engagement so visibility actions and products can be identified and prepared.

6 https://emanual.who.int/p08/s08/Pages/VIII81UseoftheWHOlogo.aspx

http://www.who.int/healthpromotion/conferences/9gchp/en/

http://www.who.int/healthpromotion/conferences/9gchp/en/

http://www.who.int/conferences/global-ncd-conference/en/

http://www.who.int/conferences/global-ncd-conference/en/

http://www.who.int/primary-health/conference-phc





• Three level engagement plan for partner recognition is developed, identifying communications and visibility products/actions, including sharing with partner focal points before use and implementation for feedback. Each plan identifies channels of dissemination from the platforms maintained by WHO’s three levels as well as partner channels.

Partner amplification:

• NSAs may make reference to the contribution in their annual reports or similar documents. In addition, they may mention the contribution on their websites, and in special non-promotional publications, provided that the content and context have been agreed with WHO.

Planning and coordination: Agreement to be reached before the meeting on the required communications activities, involving the WHO departments of coordinated resource mobilization (CRM) and communications (DCO). Activities required include:

Scenario 2 Strategic/high-level meeting between WHO leadership and partner

Arrange photography: where official photographer is not in attendance, WHO staff in attendance take photo of the customary handshake and other meeting scenes.

Immediately after meeting: email the relevant communications unit/department with the following as inputs for tweets:

a) Who the meeting was withb) Key outcomesc) Highlighted quotationsd) Photographs

Announcement: Short web story or social media message can be developed, with appropriate visuals, before being published and shared.

Check what you need to develop a web story about an event like this – page 37.


Planning and coordination: As part of the initial planning for partner visibility, decide on the needs for reflecting the end of a project/agreement, the overriding goal of which is to demonstrate the impact achieved from the contribution.

Through coordination with stakeholders, necessary products and activities will be developed and implemented to describe the achievements of the project and how it has contributed to improving the health of beneficiaries and the advancing of GPW13.

Scenario 3 Finalization of implementation of a project/agreement

Scenario 4 Emergencies, including contribution to the Contingency Fund for Emergencies (managed by WHE)

Specific emergencies (with WHO in the lead): in sudden onset and protracted emergencies, partner recognition for contributions to WHO activities is routinely required. To be effective, sufficient capacities are needed in-country and, often, on

a surge support basis, to meet the multiple communication demands that arise. These range from routine WHO communications on health impacts and needs, to ensuring appropriate recognition for donors through digital/multimedia channels, social media platforms and traditional media.

WHE communications colleagues at headquarters, regional and country offices lead on visibility arrangements. Decisions are made as part of engagement plan on which of WHO’s three levels issues an announcement recognizing the emergency need and partner contribution plan.

Various activities tend to include:

• products from the field: Photos, videos and stories must be prepared in and rapidly shared from emergency locations that demonstrate WHO’s leadership and convening role (as lead of global and national health clusters).Products include:

» Feature stories profiling beneficiaries;

» Feature stories profiling WHO and partner organization staff working on the ground.

• Press releases/announcements:

» Include a sentence at the end thanking WHO’s donors along the following lines: “The World Health Organization gratefully acknowledges the financial contribution of [Nongovernmental


organization] towards [description of the outcome or activity]”.

• Graphic materials (infographics, publications):

» Use of WHO and approved partner logos.

» Develop social media tiles in relevant languages for sharing from WHO channels (donor and recipient countries/regions, senior management, etc.)

» Consider eManual provisions for acknowledgement of financial contributions for publications: “If an external entity has provided funds towards the development of a publication, it should be acknowledged in the acknowledgements section with a separate mention of its contribution (see section VIII.2.1, paragraphs 40 to 100). The contribution of funds should not be acknowledged by placing the logo of the external entity on the cover or title page.”7

» If there is any chance that a new collaborative effort may require a new logo/visual identity of some kind, discussions are needed first with LEG/PNA/DCO regarding branding, and the decision must be reflected in the agreement.

WHO emergency and financing websites:

• These platforms are used to feature above content and profile partner contributions.

• Impact sheets.

Social media:

• Tweets from the director-general, regional director, WHO country representative or other members of WHO senior technical leadership, or a combination, to thank partners.

• Share social media tiles and stories/digital content from the field.

• Use all relevant WHO and partner platforms to amplify contribution.

Contributions received from non-State actors (NSAs) are listed in WHO’s financial report and audited financial statements, as well as the WHO programme budget web portal and the WHO register of NSAs.

When a donor (Member State or otherwise) requests additional “branding” or “visibility” in connection with a project-based grant, this is currently addressed on a case-by-case basis, with input from LEG, DCO, and in the case of a Non-State Actor donor, PNA, and, depending on the depth/scope of the proposal, final decision by DGO.

7 https://emanual.who.int/p08/s08/Pages/VIII81UseoftheWHOlogo.aspx


11PUTTING IT INTO PRACTICE/CHECKLIST FOR DONOR VISIBILITY

The following points should be considered in the consideration, development and implementation of any partner visibility plan.


OBJECTIVE ACTIONS RESPONSIBLE P

lan

Develop an appropriate partner recognition plan that considers the principles of WHO’s partner recognition

• Ensure common understanding of i) guiding principles underpinning WHO’s visibility and recognition approach and ii) contributor’s primary objectives and target audiences

• Review visibility and recognition menu of options to determine tactics that will best meet contributor objectives while respecting WHO’s guiding principles

• Ensure the plan leverages all products to leverage for partner recognition

• As applicable, promote ownership and engagement of recipient Member State in visibility and recognition approach

Global: Global Resource Mobilization Coordination Team (GRMCT)Regional: GRMCT

Country: WHO representative

Cle

ar a

nd

Coo

rdin

ate

Agree on specific visibility and recognition initiatives and how they will be implemented and monitored

• Using the visibility and recognition matrix of options as a guide, agree on specific activities to be undertaken, using both parties’ communications assets

• Identify appropriate WHO spokespeople (typically director-general for core voluntary contribution or organization-wide initiatives, assistant director-general for category level, director for programme level, regional director for regional focus, WHO representative for country initiatives)

• Ensure internal clearance of messaging as appropriate (for contributor announcements on www.who.int, for example, this would involve the directors of the WHO Departments of coordinated resource mobilization8 and communications. and technical counterparts)

• Determine monitoring requirements

Global: GRMCTRegional: GRMCT focal pointWHO:

Country: HWO

Imp

lem

ent

Conduct activities, highlighting as much as possible the demonstration of public health impact

• Acknowledge the importance of the partnership in improving public health

• Showcase organizational, and where applicable, recipient country leadership

• Consider follow-up opportunities to report on emerging results

• Consider secondary distribution of the message

Global: GRMCTRegional: GRMCT

Country: HWO

Mon

itor

an

d R

epor

t Track visibility and recognition initiatives and assess impact

• Identify the relevant WHO staff member to monitor implementation

• Ensure information reaches the Member State capital

• Provide feedback to all WHO parties involved in partner recognition

Global: GRMCTRegional: GRMCT

Country: HWO

8 https://intranet.who.int/homes/crm/contacts/


12BEFORE YOU START – QUICK CHECKLIST


ISSUE YES

For new and key donors.

Check clause on visibility in the standard framework agreement.

Check with WHO department of coordinated resource mobilization (CRM) focal point.

Review the “Do’s and don’ts” in Section VII.

Review the criteria in Section X.

Develop a visibility plan, either in conjunction with the overall partnership agreement or connected to the agreement, referring to the menu of products in Section IX.

Coordinate closely among relevant colleagues in the three levels of WHO to establish who is doing what.

Align planned visibility products with the principles of recognition on p. 12.


ANNEX ITools and materials

1) Press release template

The following example is a guide, offering suggestions for how to structure a story, and identifying areas where the text canbe modified to reflect WHO country office needs and actions.

Collaboration between WHO and XXX (add donor) delivers essential services to XXX people in need

17 December, 2019 | XXXCITYXXX – To respond to the XXXXXXXX (insert health threat/issue – cholera outbreak, increase in violence, rise in obesity, etc) affecting XXXXX (insert number of people in the rounded “millions” or “thousands”) in (identify country/location), the World Health Organization and the Government of XXXX (or name of other donor) have launched a new initiative to respond to this health threat. The goal is to treat XXX people/deliver XXX in medical supplies (or whichever other aim of the contribution).

The Government of XXXX has provided $XXX,000 (specify amount and appropriate currency) to support the new initiative.

“Draft a quote on the health need and how the donation/support will make a difference to people’s lives,” said Dr XX XXX, WHO’s Representative to XXXXX.

Add a sub headline detailing context

Cholera is endemic to southern regions of country. Since the start of the year, 500 000 people have been infected with the disease, of which approximately 5000 have died, according to WHO estimates.

In response, WHO and partners have been providing clean drinking water for the affected populations and testing the quality of water sources.

“Insert a quote from the donor/government providing the support and saying how it is important to support WHO’s work and the protection/promotion of people’s health,” said Dr XX XXX, Minister of Health of XXXXX (or whatever other appropriate person to attribute the quote to. Note: it is important to get this quote cleared by the partner before sharing with media).

“The World Health Organization gratefully acknowledges the financial contribution of [contributor] towards [description of the outcome or activity]”.

WHO directs and coordinates international health within the United Nations system. Working with its 194 Member States, WHO’s mission is to promote health, keep the world safe and serve the vulnerable. For more information about WHO, visit www.who.int For more information:XXX XXXXCommunications officerWHO XXXXX (add country name)Email:Mobile:Office:


2) Web story for the Funding website: (https://www.who.int/about-us/planning-finance-and-accountability/financing-campaign).

Main elements include:

Photo: • Image of WHO senior management with donor, or in-country photo showing how

partner support is assisting health efforts.• Email photo to Chris Black [email protected] and contacts included in this document.

Story of approx. 300-400 words featuring:• The “health issue” being addressed by the donation• The level of the donation• Quotes from WHO and partner officials

Title for story: describing the key joint project/priority

15 December 2019 | XXXCITYXXX – A delegation of senior representatives of “country X “ met with the DG and senior management of the WHO in Geneva headquarters to discuss key priorities which will drive the collaboration during the next xxx years.

During the day, a number of topics were discussed, including health system strengthening, anti-microbial resistance, polio eradication and transition, emergency response and XXX.

“Quote ,” said “ Name Surname, title, head of the “country X” delegation. “Quote” from high level WHO representative at the meeting.

Country xxx is the WHO’s xth largest donor, with a contribution of a total of US$ xx million in the 2016-17. Of this, US$ xx million went toward WHO’s Core Voluntary Contribution Account, which allows WHO to fill in critical strategic gaps and act quickly by allocating funds when and where they are needed.

Related information:Add existing links to the partners-in-health relevant page if existing.

mailto:[email protected]

https://www.who.int/partnering-for-a-healthier-world


ACTIVITIES FOR VISIBILITY AGREED

VISIBILITY PLAN

Responsible focal point

Expected delivery date

Comments

SIGNATURE OF AGREEMENT6 / HIGH LEVEL STRATEGIC MEETING

Fun

din

g a

gre

emen

t on

ly

Announcement on WHO funding website – including targeted media outreach:• pitching to media

outlets important to relevant partner markets and audiences

• WHO newsletter with the announcement to segmented WHO newsletter audience

Liaise with CRM focal point and DCO

Photo-op & tweet from the DG and other senior management (the Director-General, Regional Director, WHO Country Representative)

Launch/Update of a web-based partnership impact page

Bespoke social media tile

6 Bear in mind the criteria regarding the importance of the agreement before committing to the activities.

ANNEX IIWHO donor recognition sheet




6 Bear in mind the criteria regarding the importance of the agreement before committing to the activities.


VISIBILITY PLAN

Fun

din

g a

gre

emen

t fo

r n

ew c

olla

bor

atio

n Press release (focusing on impact)

Dedicated website (see guidelines on new logos and visual identities)

Photos of signing ceremonies, media interviews and field visits shared on social media

KEY MOMENTS IN PARTNERSHIP – CONFERENCES, EVENTS, MILESTONES

Strategic high-level meeting

Slideshow of photos of WHO on web and social media

Photo exhibit in major locations

Video on the impact of a contribution/thank-you video in the donor’s language

Dedicated mission (from CO/RO/HQ) to collect donor visibility --- photos/videos

Photos showing donor marking or people reached with donor support

Donor logo/name on banners/signs at project sites



VISIBILITY PLAN

COMPLETION OF PROJECT

WHO press release

Summary of press clippings for donor

Mention of donor in media interviews

Mention of donor support in reports

Highlight WHO staff who are nationals of donor countries

Highlight partnerships with NGOs/universities/companies of donor country

EVENTS & VISITS

Handover ceremony with local officials with/without media

Field visit by local or international media

Field visit for donor Ambassador

Field visit for Mission or Donor HQ representatives or donors based in their capitals

Donor name/logo on external communications products



VISIBILITY PLAN

Donor recognition on pamphlet/written materials distributed to beneficiaries

Donor logo/name on banners/signs at project sites

SIGNANGE & RECOGNITION

B

B

C

OTHER

BFramed photo for donor with caption

CPhoto books for donor counterparts

CDonor logo + WHO branded apparel for donor visits

A

Highlight recognition efforts including press releases, beneficiary stories, links to videos and photos in donor reports

www.who.int

guidelines for who partner recognition · and holistic recognition of the value of partnering with...

Documents