Applying Strategic Communication for Lasting Social Change

Imagine the social change landscape in Kenya as an intricate Venn diagram where circles of influence intersect and overlap, creating a harmonious symphony of transformation. At the heart of this complex web lies the power of narratives and strategic communication – forces capable of catalyzing movements, inspiring hearts, and forging lasting change. 

Within the converging circles of strategic communication professionals, change agents and funders, an extraordinary potential exists to harness an unstoppable force for social change. However, despite this immense promise, a fragmented ecosystem persists, with each group operating either in isolation or in disregard of the other, unaware of the untapped opportunities that lie at the intersection of their work.

In Kenya, the potential for social change is staggering, yet the landscape remains fragmented as strategic communication professionals, change agents and funders fail to recognize the potential that emerges when their efforts converge.

Consider the inspiring journey of Wawira Njiru, the visionary founder of Food 4 Education. Through strategic partnerships with communities, parents and the government, her social enterprise has redefined education and nutrition for underprivileged children, leaving an indelible impact on countless lives. However, without effective strategic communication, this transformative work might have remained concealed, failing to reach potential partners, donors and stakeholders. The urgency of her vision, coupled with her organization’s remarkable accomplishments, demands a platform that resonates deeply with hearts and minds across the nation.

Despite the expertise of strategic communication agencies in crafting compelling narratives and amplifying the voices of change seekers, these influential circles continue to operate in isolation. The question lingers: why does this persistent divide prevail?

To shed light on these inquiries, Luminate, a global philanthropic organization dedicated to supporting social change initiatives worldwide, commissioned a comprehensive study dubbed Winning Hearts and Minds. This study delved into the dynamics among strategic communication professionals, change agents and funders in Kenya. The findings not only spotlight the challenges but also highlight the opportunities that emerge at the intersection of these circles.

First, the digital age has ushered in a transformative shift in the landscape of social change. The rise of accessible media and digital platforms has armed change agents with unprecedented tools for advocacy and activism on an unprecedented scale. Equipped with real-time data and direct access to their audiences, they sometimes question the necessity of collaborating with strategic communication firms and individual strategic communication professionals. After all, if they can directly reach their audiences and measure impact in real time, why involve external professionals?

However, amidst the fervor of their missions, change agents often focus on tactical communication efforts rather than comprehensive communication strategies. The urgency of their goals compels them to prioritize immediate actions, occasionally sidelining the strategic vision necessary for sustained success. The accessibility of digital platforms and social media sometimes leads them to assume that a programs officer can handle communication just as effectively as a dedicated communication professional or agency.

Strategic communication professionals, possessing the specialized skills to craft narratives, target audiences and orchestrate impactful campaigns, hold the key to unlocking the full potential of grand initiatives. By investing in developing social impact practices and aligning their efforts with specific Sustainable Development Goals (SDGs), these professionals can become indispensable collaborators for change agents.

Consider another illustration: the French Embassy’s FSPI PISCCA Decid’her program, aimed at Kenyan civil society organizations working towards gender equality. The French Embassy engages strategic communication professionals to support the project’s communication by assessing the communication capacities of local CSO partners. This expert then devises individualized communication plans and training activities. The potential for success in such initiatives is evident.

Despite this potential for collaboration, change agents and strategic communication firms often fail to connect due to perceived disparities in budgets, differences in knowledge and contrasting working styles. Breaking down these barriers is essential to foster productive and fruitful collaborations.

Amidst these circles of change, funders play a transformative role. With their support and resources, they act as the lifeblood of social change initiatives. Yet, a lack of emphasis on communication activities has often deterred change agents from allocating resources to strategic communication efforts.

The Luminate report calls for a collective endeavor to bridge these gaps and amplify the impact of social change in Kenya. For change agents, it is crucial to dedicate focused time to reflect on communication goals and the role of strategic communication. This introspection, supported by external facilitators when necessary, can lead to a more comprehensive and informed approach to communication.

Secondly, change agents ought to recognize the importance of in-house resources and the upskilling of staff to effectively manage strategic communication. The study advocates for exploring diverse communication channels, both traditional and modern, and partnering with peers for joint campaigns and learning sessions.

Thirdly, strategic communication firms need to realize their potential impact in the social sector. By investing in developing the necessary expertise and aligning their services with specific SDGs, these firms can become sought-after partners for change agents. Proactivity is key to elevating their visibility among change agents. This can be achieved by cultivating relationships through in-person and online interactions to showcase expertise and build trust. It can further be achieved by innovating pricing models, maintaining consistent personnel assignments and offering flexible client-agency commercial models to strengthen these relationships.

To support social impact, Luminate recommends acknowledging and valuing the role of strategic communication firms. Funders can incentivize firms by offering exclusive networks and events. By adjusting request for proposal (RFP) and grant processes to prioritize strategic communication, funders can encourage change agents to allocate budgets for this crucial work, thereby significantly transforming the landscape of social change.

Granted, the boundless potential of strategic communication for driving social change in Kenya calls for a unified approach. The time has come for funders, civil society organizations, and strategic communication circles to converge, creating a powerful force that reverberates through society, making what seems impossible, possible. The transformational impact of CSOs is desperately waiting to be unlocked.