Country Coordinating Mechanism (CCM) in Iran has been established as a public-private partnership at the national level to function as the governing body for the use of the Global Fund. The structure and the concept of the CCM are intended to reflect the principles of national ownership and participatory decision making.
The CCM needed to develop and implement a communication strategy and action plan to ensure wide and transparent information sharing and communication with the CCM members and other stakeholders. Communication is the basis of transparency, which is the basis of accountability, which in turn is the basis of integrity, where all are main pillars of the CCM model for governing the Global Fund resources.
This communication strategy was developed through review of literature, some interviews with CCM members, participation of some CCM members in a half-a-day workshop and analysis of some responses to a questionnaire developed by the consultant.This document reflects the strengths and achievements, assesses the gaps in two-way communication and meaningful participation of constituencies in CCM and proposes some changes and interventions to resolve those issues.
Generally seven types of factors affect the communication within and beyond CCM; role clarity, structural factors, power imbalances, functioning of communication mechanisms, networking and collective learning, communication styles and technology.
There are various stakeholders within and outside of CCM and GFATM system that should be engaged in two-way communication. In this context advocating, capacity building and improving engagement are the main strategies which could be exerted through different channels, messages and activities, targeting different stakeholders.
Fortunately there is a strong will and enthusiasm among all CCM members and MoHME as the leading partner for reform and improvement in CCM structure, communication and performance.
A set of actions are recommended to be conducted in 12 months as the implementation plan of this communication strategy. The total cost estimate is 70,950 USD which is a reasonable amount considering the annual cash flow of GFATM projects in Iran and remembering thatCCM can save through engaging its constituent partners in conducting some of the activities.
Finally some recommendations and tools are provided for better monitoring and evaluation of this communication strategy. A key recommendation is that effective communication emerges from a process of engagement and dialogue, from listening and responding and that CCM needs to be more open to its constituencies and outside world.
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