Chapter 9
Redefining impact communications
Communications.
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"Communications" is a widely known term and a commonly used practice. But are we using it as effectively as we could? Are we fully understanding its dynamics and influence to help protect our remaining wild places and endangered species?
In my experience, communication is often overlooked in impact strategies. Many organisations use their channels to make announcements regularly, yet few have a clear purpose behind each publication.
In my view, communications should not primarily be about branding or visibility—those can be secondary objectives. Instead, the main goal should be ensuring that key stakeholders have the necessary information to enact the change we want to achieve. This includes asking critical questions: How do we communicate with local communities? How do we engage with decision-makers, and what information and resources are we providing? Are we actively involved in science communication? Are we making scientific research accessible to communities through clear, understandable resources? Are conservation practitioners engaging in knowledge exchange with us to support and sustain large ecosystems?
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Where to start?
If you've been reading the chapters, you’ll know by now that I’m all about structure and strengthening the reasoning behind every action. Nothing is done "just because"—each step is carefully considered and prioritized to optimize resources and ensure that every action achieves maximum impact - and impact communications are not different.
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Therefore, I would like to begin by refreshing Chapter 8 on situational analysis, stakeholder mapping, and the desired state of the world. It’s essential to have a clear picture of who is influencing—and who is influenced by—the situation we aim to address or support. Understanding this allows us to identify whom we need to engage with (and communicate with) to drive meaningful change.
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In parallel, it’s important to conduct a SWOT analysis to assess the current state of program communications. This analysis should not only consider internal perspectives but also involve key stakeholders, such as partners and local communities, to gauge their satisfaction with current communications and identify potential needs. The analysis can incorporate both qualitative and quantitative methods and target both internal and external audiences. Conducting this process collaboratively with the team ensures that diverse insights are included, resulting in a more comprehensive strategy.
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Once you have a solid understanding of the situation, stakeholders, and communications trajectory, you can begin identifying key audiences to engage with. Keep in mind that, while the program might involve 20 different stakeholders, your communications strategy may not need to target all of them—or perhaps it will. Audience segmentation is critical because each group may require different messaging, levels of engagement, and communication strategies. Prioritization helps allocate resources effectively, ensuring that the most critical audiences receive the most focused attention.
Potential stakeholders
For instance, you may decide that the conservation program working in Kavango-Zambezi Transfrontier Conservation Area (KAZA) must engage with the following audiences:
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Local communities
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Donors
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Tourism Lodges
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General Public
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Fellow Practitioners
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Team Members
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Experts and Scientists
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Policy Makers
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Reserve Authorities
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Board
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Filmmakers
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Hunters
Remember, selecting primary audiences depends on the program’s objectives, the nature of their relationship with the program, their level of influence, and the program’s available resources and specific needs.
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Mapping the 'why' and the 'how'
After identifying the key audiences, you can create a map that outlines each audience’s current behaviour, the actions you want them to take, the information they need, and the most effective ways to convey that information to achieve the desired impact. This is one of my favourite things to do—it helps ensure that every piece of communication is purpose-driven and tailored for maximum effect. This process also ensures a clear understanding of the essential information each audience needs to meet our expectations. For example, it addresses what information donors require to continue supporting the program, or what fellow practitioners need to learn in order to replicate the program’s successes. Be mindful that this work should not be treated independently to the program’s Theory of Change (also presented in Chapter 8); rather, it should actively contribute to strengthening it.
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Now is a good time to revisit the impact, communication, and behavioural goals from Chapter 3 and refine them based on the communication needs and stakeholders identified in this section. Clearly defined goals provide direction for all communication efforts. This step ensures that each audience is being communicated with in a way that aligns with the program’s broader objectives and that specific behaviours (e.g., donations, knowledge sharing, policy change) are being targeted. Clear goals will guide the messaging, tone, and strategies used for each audience group.
What's next?
The next step is to develop clear and consistent key messages that will be used across the program. These messages should resonate with the target audiences, ensuring they are simple, relatable, and aligned with the identified objectives. It’s crucial that the messages are sensitive to cultural contexts and local narratives to enhance both relatability and acceptance.
Consistency in messaging is key to creating a coherent narrative across all communication materials. Clear, simple, and relatable messages help ensure the audience grasps the key points. Additionally, culturally relevant messaging promotes the program’s acceptance, engagement, and overall impact. At this point, you may want to revisit Chapter 4 to learn how to make this process more inclusive by consulting with key stakeholders.
It’s also helpful to create a rough timeline for when each communication piece should be delivered. For example, you might schedule quarterly reports for donors or monthly visits to local communities, perhaps accompanied by workshops. Whether through face-to-face engagement, digital platforms, or printed materials, choosing the right communication channels is essential to ensure high engagement and broad reach.
Based on the insights gathered from mapping out the "why" and the "how," you should now have a clear list of communication products to develop, such as presentations, infographics, reports, videos, StoryMaps, and more, to support both your communication and program objectives.
Notes from the field
A few years ago I read this extraordinary book by Marc Bekoff; Rewilding Our Hearts: Building Pathways of Compassion and Coexistence, which explains very well the need for thoughtful communications to build pathways for compassion and coexistence. The book also introduces the concept and importance of positive media.
The concept of positive media is one that is built around the critical role media plays in shaping perceptions and influencing attitudes toward conservation. Positive media is, therefore, all about highlighting successful conservation efforts, such as species recovery or ecosystem restoration projects, to continue to inspire action rather than portraying losses and bad news. It provides hope in contrast to the often overwhelming negativity of environmental challenges, motivating individuals and communities to engage more actively in protecting the environment and feeling there is still room for action. Positive media also fosters a sense of community and shared purpose and sustains that this can lead to collective efforts to safeguard local ecosystems.