In 2017, in his Jamhuri day (Kenya’s independence day) speech, President Kenyatta of Kenya announced his Big Four Agenda. To enhance the manufacturing sector, to build 500,000 affordable homes, to ensure all Kenyans are food secure and to build and deploy a universal health coverage (UHC) system to ensure all Kenyans have access to affordable health care. Since then technical committees have sat and designed the requisite policies, regulations and actions needed to make this a reality. However, in a recent conversation, I had with someone working on the UHC policy, I was struck when told that without better political support, and funding; UHC in Kenya would remain consigned to the realm of flowery speeches. A policy that could save millions of Kenyans misery and bankruptcy will die a slow death for lack of money and support.

Africa does not lack for good policy. Around the continent, there are reams of policy that could genuinely change people’s lives sitting on shelves in the offices of government departments, think-tanks, civil society groups and universities, all of them gathering dust. In the world of policy, good policy is often stopped by two things political reality and financial constraints. Ambitious policy rarely ever survives the gauntlet that those two constraints pose. In a previous post, I talked about reforms that would enable governments to better implement good and ambitious policy. In this post, I want to take a step back and examine how we can get good policy to the stage of implementation in the first place with proper funding commitment and political support built using effective and persistent communication

 

Embedding core policy support

Policy has to be sold. To the public, to those who will implement it, to experts, to civil society, to the media and even to digital influencers. This selling is done via communication with all those stakeholders. Crucially, this communication has to start before policy gets to the implementation phase. Public opinion has (as Samantha Power once put it) a circular problem. Circular, because public opinion is rarely roused on its own, it is usually provoked by public leadership (e.g. political or other community leaders making something an issue), and public leadership is usually itself provoked by public opinion (e.g. public outrage at a particular issue provoking a political response). Thus, when done properly, communicating policy is a journey. A journey that first builds a base of support for the ideas and goals behind the policy and how it is relevant and beneficial among key stakeholders. A presidential speech or two and some articles in the newspapers are not enough, you need to engage people who will form the core base of support in forums, spaces, and channels where they are comfortable and attentive.

Getting public support

Once you have that critical base of support you then need to sell your policies to the two most important groups of stakeholders; the public and people within government who have to implement it.

Effective broad public communication is not merely a matter of adverts or getting a popular musician or sportsman to tout a particular policy. It is a multi-channel and messenger affair. Rather than telling the public that some policy is good for them, you need to engage people, from the mass media right down to community forums and door to door campaigns. That way you build an understanding of the policy, its goals and benefits at an individual, community and mass level. By successfully selling a policy to the public, you can bypass the political viability problem. When people quote political viability as a problem, they are usually referring to the lack of political support for a particular policy. However, by building public support through smart and inclusive communications, you can create political viability through public pressure. And with political viability and support, you have the ability to get proper funding.

The people within the government are usually forgotten in policy advocacy campaigns, but it is crucial that you get the support of the people who will be implementing the policy. Do they understand it, do they understand the impact it will have on the lives of their fellow citizens, do they see what role they are playing in bringing those positive outcomes to life. If the people implementing the policy don’t buy into its chances of success diminish significantly. The people in government who are implementing the policy need to understand and back the policy because they, they are also the people who have to defend and sell those policies to the public and political policymakers and if they aren’t invested, then the investment of others likely won’t follow.

Communicating Policy Implementation and beyond

Getting support for a policy is not enough though. Communication does not stop at implementation. Rather communication is an essential element of implementation. Stakeholders and the wider public need to know and understand what is happening with a policy that they lent their support to, to get it off the ground. They need to understand what progress is being made, the successes, and achievements of the policy. Beyond keeping people up to date, this allows you to make mistakes, to withstand the inevitable missteps that happen in all complex programs. However, because you have been open and upfront with your stakeholders and the public about those mistakes and clearly communicated solutions for these problems, you will be in a much better position to recover from any issues with an understanding public willing to cut you some slack.

Communicating policy in Africa

African governments can be singularly terrible at communicating policy. Policy generally comes as a surprise, presented as a fait accompli something from on high that is good for development and thus good for you and you better not question it. Which ends up with people being suspicious about those policies, and the people who are charged with implementation see it as just another order they need to carry out (or look like they are carrying out as opposed to being invested in the policy and its success.

Policy does not sell itself, even if it is fantastic. It needs to be communicated to all the people that will be impacted by it. It’s an often-overlooked part of the policy process, especially in Africa. Around the continent, it’s not just Kenya attempting to implement some form of universal health coverage. South Africa is exploring plans, Lagos state is set to make it mandatory, Tanzania has a political commitment to do so. As Africa explores and tries to implement ambitious policies such as these, policymakers and governments need to understand that part of good policy is good communications. That through effective communication they can build broad effective support for their policies and in doing so create the political will that will give them the political and financial ability to actually implement them properly.