Reports

A REPORT OF THE PROJECT INCEPTION AND PLANNING WORKSHOP HELD NAIROBI, KENYA ON OCTOBER 12^TH TO 18^TH  OCTOBER, 2014

1.0 INTRODUCTION

This workshop brought together youth organization in Sustainable Energy partner countries; Kenya, Mozambique, Burkina Faso and Mali under the partnership Project: Youth takes the Baton for a Green Future. The overall aim of this project is to obtain experiences in new more loosely organized and short term partnerships between SE’s current NGO partners and CBOs, investigate how to strengthen dialogue and sharing among partners in different countries, and explore new audio-visual documentation and monitoring methods. The workshop shall therefore have three representatives from each country, and four participants from Sustainable Energy.

Objectives of the workshop;

The overall objective of this training workshop in October 2014 is to kick start the project  by creating team spirit among all involved parties and to prepare the national coordinators and the involved youth to plan, implement, and document campaigns on ‘How youth can make a difference in terms of climate change’.  However each day will have  had  its own training objective. These specific objectives include

•  To establish a common ground for learning, cooperation and team spirit among the involved youth and youth organizations
• To provide the youth with the necessary skills and tools to identify, plan, coordinate, and implement effective campaigns 
• To develop the potential for youth based decision making and implementation and employ the new innovative youth friendly initiatives to be explored.
• To provide the youth with the needed skills of documenting campaigns and activities in new and innovative ways focusing on the virtual  aspects and social media.
•  To identify and prioritize the major environmental challenges in the respective countries as perceived by the youth: Common needs, campaign themes, possible activities identified and possible work plans created.

 2.0 TRAINING PROCEEDINGS

2.1 DAY TWO; 

The curriculum developer and the trainer was with the team for three days,

Main Objective; to provide the youth with the necessary skills and tools to identify, plan, coordinate, and implement effective campaigns

2.1.1 Introduction to campaigns

Effective campaigning means using the minimum amount of effort to achieve the maximum impact. Many campaigners like to follow their gut instincts and seize opportunities as they arise - leading to a danger of doing a lot of things but without getting anywhere.  The importance of the session was to enable the young people from grass roots organization to hold effective campaigns within four months in different countries.

It was also important for the youths to understand the definition of advocacy some of the definitions that were done in the session were Advocacy was defined as;

• Putting a problem on the agenda, providing a solution to that problem and building support for acting on both the problem and the solution
• Advocacy was further said to consist of actions designed to draw a community’s attention to an issue and to direct policy-makers to a solution.  It consists of legal and political activities that influence the shape and practice of laws. 

Advocacy initiatives require organization, strategic thinking, information, communication, outreach and mobilization

It was further stated the various categories of advocacy which includes

• Social justice advocacy
•  Budget advocacy 
• Bureaucratic advocacy 
• Express versus issue advocacy
•  Health advocacy 
• Among others.

Generally the trainer focused on social justice advocacy to enable the youth understands the type of campaigns they were going to handle back in their respective countries.Social justice advocacy works for structural and enduring changes that increase the power of those who are most

• Disadvantaged, economically, and socially politically. It tackles the root and avoidable causes of inequities for those
•  who are systematically and institutionally disadvantaged by their race, ethnicity, economic status, nationality,
•  Gender, gender expression, age, sexual orientation, or religion
•  It also aims for better participation in, alignment 
• With, and adherence to, international human rights treaties.

Not all advocateis, are social justice advocacy. In fact, a great deal of advocacy happens without consideration of disadvantaged groups’ needs or perspectives. 

This session, however, dealt with advocacy efforts that either implicitly or

Explicitly embrace social justice values when deciding what to do and how to do it. It also focused on policy advocacy as the most common route to achieving the structural and sustainable changes that social justice typically requires. 

• The training also touched on the very important part of campaigns understanding the Understanding of the WUNCs( Worthiness ,Unity, Numbers and Commitments) A successful campaign need to have the elements (especially a short term campaign that will be held within four months)

Increased data and analysis from a social justice perspective and employment of a distinct repertoire. Or, in a concise definition, a green campaign would be a sustained campaign of claims on power holders using a distinct repertoire designed to display collective worthiness, unity, numbers and commitment. This definition privileges the action-component of a movement, which is I think what any definition of social movements should do. Note however, that this definition introduces a key concept – the campaign, which is not part of the hierarchy of action components introduced above. The campaign is defined as “a sustained, coordinated series of episodes involving similar claims on similar ideas.

Why advocacy campaign? 

• To achieve widespread, sustainable change

• To create a bigger impact than is possible with grassroots programmes alone 

• to try to make programme impacts more sustainable

• To defend communities and programmes from adverse policy changes

2.1.2 Problem identification process

 ‘Who Benefits?’ aims to give a voice to the millions of us who have been supported by benefits at some point in our lives. By sharing our stories we can show the reality of who needs help, why they need it and the difference that it makes.

The focus of most campaigns is to create awareness   thus it’s very important to have a process of identifying the problem.  The trainer emphasized on the major questions a campaigner should use to solve the campaign problem.

What is the problem?

Is it my problem?

Can I solve it? Is it worth solving?

Is this the real problem, or merely a symptom of a larger one?

If this is an old problem, what's wrong with the previous solution?

Does it need an immediate solution, or can it wait?

Is it likely to go away by itself?

Can I risk ignoring it?

Does the problem have ethical dimensions?

What conditions must the solution satisfy?

Will the solution affect something that must remain unchanged?

The questions can easily help in identifying  the real issue  to handle in the campaign.

The trainer emphasized on the strategies to use while in defying a problem.

Below are some of the strategies:

One strategy is to use post-it notes for each cause,

then paste them into a "graph" along the "spine" for a visual representation,

either on a whiteboard, flipchart, or other large surface that can be modified.

Identify/map all the causes before considering solutions to the problem.

The session was concluded by Robert Muthami from PACJA   with a presentation on the main campaigns PACJA (Pan African Climate Justice Alliance) as done at the national and international level, the main objective was to hammer the importance how to identify problems  and how to formulate goals as part of the advocacy and campaign strategy.

2.1.3 Formulation of goals

After identifying the problem it was said that it’s important to formulate goals of the campaign

•           Change mapping (An interactive session between the participants and the trainer)

Defining the problem/gathering information

Defining the problem

 What may prevent one from reaching the campaign goal?

 One may need to state the problem in broad terms since the exact problem may not be obvious.

• you may lack information to define it
• you can confuse symptoms with underlying causes

Prepare a statement of the problem and find someone you trust to review it and to talk it over. If the problem is a job situation, review it with your supervisor or the appropriate committee or resource.

Consider these questions:

• What is the problem?
• Is it my problem?
• Can I solve it? Is it worth solving?
• Is this the real problem, or merely a symptom of a larger one?
• If this is an old problem, what's wrong with the previous solution?

• Does it need an immediate solution, or can it wait?
• Is it likely to go away by itself?
• Can I risk ignoring it?

• Does the problem have ethical dimensions?
• What conditions must the solution satisfy?
• Will the solution affect something that must remain unchanged?

Causes!

When problem solving, identify the causes of the problem in order to solve it.

• Identify causes of your problem
  Look at the current situation, rather than its history
  Do not consider the "trouble" it creates whether now or in the future.
• List and organize the causes of the problem

How to use the diagram in a campaign problem

If some causes relate to others a campaigner can develop layers connecting and extending out from the first rays. As they develop the diagram, they should arrange the causes toward the fishhead/problem to indicate importance.

The trainer used the Isikawa diagrams to reach to the audience

What are examples of causes of the problem?

• People
  Are there enough participants to help?
  Are the participants' skills adequate?
  Are some participants perceived as not helpful?
• Resources
  Are there enough, for example funding?
  Are some not identified?
  Are some not used effectively, or mis-placed?
• Environment
  Is it conducive to problem solving? Is there too much stress?
  Is the power structure (administration or line of authority) supportive?
  Is the power structure (administration or line of authority) aware of the problem?
• Processes, procedures and rules
  Are they understood, or badly defined?
  Are they perceived as an obstacle?
• Vocabulary/terminology/concepts
  Is there an agreed-upon vocabulary, and understanding of their meanings and definitions?
  Are some "hidden"?

It was an interactive session that enabled the trainees to mention some of the issues they think were problem in the society in term of the specific campaigns they were going to hold.

2.1.4 Change Mapping

Theory of change:

The trainer broadly discussed the theory of change map which at the begging seemed not be understood well by the trainees.

She started by defining what it was and also giving examples.

The theory of change describes how the change that a campaign promotes can happen: what do the target audiences need to do to bring about the desired change? What are the assumptions that guide the campaign to the long-term goals it seeks to achieve? An explicit theory of change helps to determine the most effective ways to influence target audiences. Agreeing on a theory of change is a key element in building shared understanding within a campaign team or an alliance. It brings together goals, strategies and outcomes in a coherent story, providing language across divergent interests, constituencies and styles of working within a team or an alliance (Klugman, B., 2009. Less is More– Thoughts on Evaluating Social Justice Advocacy).

The theory of change should be grounded in robust, relevant findings from research. Behaviour change campaigns increasingly draw on established scientific theories on human behaviour change, some of which are outlined in Campaign Approaches in this module. The theory of change should be described in a few simple sentences or visualized on a chart (see below for examples), and discussed with others, including people who know nothing about the campaign, to identify aspects that need further thought and more clarity.

How then to manage a campaign for results? Use a theory of change

A theory of change (ToC) presents a broad view of the desired change, describing "a process of planned social change, from the assumptions that guide its design to the long-term goals it seeks to achieve." It identifies the assumptions, strategies, actors and outcomes that are expected to interact and enhance one another in the campaigning.

Above is the  used by the trainer  Grant Craft Guide: Mapping Change ( courtesy of the Foundation Center and European Foundation Center, 2006.

Campaign Target:

 Why hold campaigns? To voice the voice of the voiceless and thus a campaign as got the target audience and also stakeholder involved.

She defined target audience as:

 Particular group of people, identified as the intended recipient of   a message. Also called target population.

A substantial part of formative research consists in finding out as much as possible about the target audiences. Especially in campaigns aiming at changing individuals’ behavior, one should have a clear idea of the targets’ attitudes and behavior before starting to design the campaign. Precise knowledge about the audience informs design of messages, techniques and tools that resonate with the audience. Campaign evaluations show that “the most successful [public awareness campaigns] are those that seek to understand their target audience and engage with its members to develop content.” (WHO 2009: 3)

 The session also touched lightly on the some basic research methods of identifying the target audience.  The Common methods in formative primary research that were discussed  on audiences were  surveys, focus group discussions, in-depth interviews and group discussions Creative methods, such as role play and games was also mentioned  and said to be  particularly effective to gather qualitative data, especially with children or where language barriers exist.

The trainer further discussed on the stakeholder analysis which was done by Dr.Elijah Odundo  of  Umande trust   below is a summary of the detailed presentation he did.

Stakeholder analysis examines the groups who are affected by the campaign issue. Its purpose is to identify the campaign target audiences, as well as other institutions and people that have a more or less direct stake in the campaign issue, so as to decide on the campaign strategy and tactics.

Stakeholders are not only persons directly affected by the campaign issues, but everybody with a likely interest in the campaign outcomes, e.g. parliamentarians, police, justice, health personnel, and family members, colleagues or other people who are in contact with issue at hand. Government institutions at all relevant levels are routinely part of a stakeholder analysis, as governments have a duty to address most issues in our society That includes ministries and departments of finance, women’s affairs, justice, health, education, interior, labor and social affairs, among others.

Whether a stakeholder is a potential ally, a target or a likely detractor of the planned campaign depends on the context and the nature of the campaign.

He used the Rainbow and onion diagrams Rainbow and onion diagrams as the main tool  for visualizing stakeholders and identifying potential allies, targets and detractors.

In the example below, key stakeholders with low influence on the issue at stake are depicted with small circles; those with high influence with larger circles. The letter V designates “veto players”, i.e. influential actors who can stop the campaign from reaching its goal. Rectangular cards are for secondary stakeholders. The solid lines between stakeholders symbolize strong relationships (double lines: institutionalized relationships), dotted lines more informal ones. Arrows show the direction of dominance; the red lightning symbol points out tension or conflict; crossed lines symbolize interrupted or damaged relationships.

He said that the Onion diagrams use the same basic approach as rainbow diagrams, but one need to  draw a full circle to visualize relations between different actors.

How to set campaign objectives

The session had

 •          Interactive session

•           Demonstrations

•           A question and answer session

 The trainer engaged the trainees to find out if they had the knowledge of setting campaigns objectives.

2.2 DAY THREE

Main objective of the session was: To develop the potential for youth based decision making and implementation and employ the new innovative youth friendly initiatives to be explored.

2.2.1 How to set campaign objectives

 It was important for the audience to understand the importance of setting campaign objectives, in the logical frameworks approach, the term “objectives” refers to the precise sub-goals to be attained so as to eventually fulfill the campaign goal. Reaching these objectives is typically presented as the direct result of a campaign. The difference between “objectives” and “outcomes” is that “outcomes” take more fully into account the actions of many other stakeholders. Outcomes are the clearly defined, decisive and achievable changes in social actors, i.e. individuals, groups, organizations or institutions that will contribute to the overall campaign goal(s). They may refer to different aspects of an overall campaign goal, or to specific steps that must be completed to attain the campaign’s sub-goals.

 The trainer emphasized on the campaign goals and specific objectives or outcomes should be shared with everyone who actively participates in the campaign. If the campaign is implemented by an alliance, all alliance members should be fully aware and supportive of the campaign goals, objectives, or outcomes.

 Using SMART:

Objectives are generally defined in “SMART” terms, i.e. Specific, Measurable, Achievable, Realistic and Time-bound.

“Specific” doesn’t imply “unchangeable”: As the campaign is unfolding, its different elements and the internal and external actors and factors influencing success need to be constantly monitored. Substantive positive or negative changes may make it necessary to adjust the objectives.

“Measurable” does not necessarily mean “quantifiable”: For example, in social campaigns aiming for behavior change, qualitative observation tends to provide a more accurate picture of the complex processes campaigns may contribute than numerical data.

Being “realistic” doesn’t mean being pessimistic: If a campaign is grounded in robust research, a clear idea should emerge as to what can and what cannot be achieved within the context and the resources available.

“Time-bound” is for planning purposes only: Time limits need to be adjusted as the campaign unfolds .The training put some emphasize on :

The audience were asked to BEAR IN MIND: In complicated or complex situations with high uncertainty about the causal relationship between what you will do and what it will achieve, SMART exercises may be counterproductive. This applies especially to outcomes and impact. Instead, be clear about who are your targets and why you wish to campaign for them to change. Think creatively about how to influence them and get to work. In these situations, as a counterpoint to light and creative planning, it is important to systematically and rigorously monitor changes in your targets as they occur, in order to inform what you do. See the section on Monitoring and Evaluation for a more detailed explanation.

  The session had theory and a case study to enable the target audience understand better. The interaction at the moment was positive and the learners portrayed understanding.

Coming up with and sharing campaign messages very key because every campaign needs to communicate its efforts and to achieve its goals, the trainer used a video of the The Trans African Climate Caravan was a road caravan being undertaken by the Pan African Climate Justice Alliance as a Pre COP 17 activity that will seek to galvanise the cross country Civil Society and youth engagement ahead of the Durban meeting. It was aimed at showcasing the African story on Climate Change while making known the demands of Africa among its inhabitants and the rest of the world at the Conference of Parties.

The caravan ran through 14 countries and brought together Civil Society Organisations working under the banner of Pan African Climate Justice Alliance PACJA.

The objective of the case study was to show the messages that were used and also the success and learning lessons that the youth could pick.

After the session the audience split into their working groups to come up with different campaign messages that would suit their issues they were handling.

The messages were good precise, an indicator that the session was well understood.

Creating campaign activities;

 It was an interactive session where members went into groups of four individuals and they came up with different campaign activities which they presented to the rest of the team.

The presentations that were done were satisfactory and indication that the trainees understood what is campaign activities. Campaign Activities allow you to monitor the success of a Campaign by the changes in the Campaign Activity statuses

 The trainees were also trained on how to come up with a campaign strategy

The session had:

•           Theory

•           and Case Study Presentation from KSDP on effective campaign strategy on advocacy

 The main objective of the case study was to help the trainees get to know a real campaign, it was important for the trainees to get to learn from successful campaigns that had been done before Strategic planning is the process of analyzing the current situation, setting goals for the future, and determining how to effectively reach those goals. Campaign planning is not a simple “prelude” to the actual campaign—it is of central importance to effective campaigning and should receive as much attention and effort as the subsequent campaign activities themselves. In fact, the success of a campaign is inherently linked to how rigorously it has been planned from the outset—analyzing the context, identifying problems and solutions, specifying target audiences and outlining an appropriate course of action all enhance the chances of reaching campaign goals (Coe & Kingham, Tips on Good Practice in Campaigning). Ideally, all members of the campaign team or alliance should be involved in planning, as well as key stakeholders, particularly representatives of the target audience.

This section described the crucial first steps for a campaign —the research and analysis steps that must be taken to a) determine why or when to start a campaign, b) define the campaign issue (the problem), c) identify the necessary stakeholders to target or involve, and then d) develop an appropriate campaign approach that best responds to the issue.  The section explained how to develop the Campaign Strategy, the roadmap or course of action for effective campaign implementation.

The trainer used the steps that were in the curriculum she had developed for the team  page 7 -28.

In the case of campaigns, the planning stage asks the question: What needs to change? To answer, one will need an analysis of the situation and the specific problem to be addressed; a purpose to drive the campaign; and a vision for the future the campaign is intended to contribute to. The planning stage also asks the questions: How will the campaign contribute to change? And who are the key stakeholders? To answer, the campaigners need to determine an appropriate theory of change, and conduct a thorough analysis of stakeholders. All of this lays the foundation for then developing a campaign strategy to focus on goals, outcomes and the types of actions that must be carried out (by whom, how and when). The strategy will also determine how to reach target audiences, and involve potential allies and participants in the campaign.

2.2.2 Key elements of the campaign message

Effective campaigning is built around clear messages, which state the problem, the solution proposed (through the campaign goal), and the action the audience can take to reach the campaign goal. An effective message captures the attention of the target audience, is easy to understand and remember, and does not require any further explanation. In some campaigns, a different message is crafted for each target audience, while in others, there may be an overarching message that also has accompanying ‘sub-messages’ that are intended for different segments of the target audience. Still others, (e.g. those that are protesting something specific like impunity) may use only one message repeated over and over throughout the campaign.

When devising a campaign message(s), it is important for a campaigner to   take a participatory approach and solicit the views and perspectives of members of the target audience. ‘Draft’ messages should then also be pre-tested with those who have not been involved in the campaign so far to gain the benefit of ‘fresh eyes and ears’ and unbiased opinions.

The campaign message should include the following elements (adapted from WOMANKIND, 2008.

• The “ask”, i.e. a brief statement of what the campaign wants to change or is protesting about. It should be positive and inspiring.
• The reason for the “ask”, i.e. why the campaign is intended to achieve this, why something has to change, or the reason behind the protest.
• What is at stake, i.e. what will happen if the protest isn’t heard or if the proposed change does not happen?
• Action to be taken, i.e. what the campaign calls for target audiences to do in order to effect or support the proposed change

Questions to consider when crafting the message

The trainer emphasized on the importance of some of the key questions campaigners should ask themselves before crafting   messages. The trainees were warned against harmful and disrespectful campaigns as a simple message could harm and completely kill campaigns.

Ø  How does the target audience see the campaign issue and goal? In what aspects does their understanding differ from that promoted by the campaign? How does the issue need to be presented so that the audience considers the campaign goal legitimate and desirable?

Ø  How can the audience be motivated to respond to the call for action? Using personal narratives drawn from real cases, i.e. adding an element that appeals to people’s emotions has proven an effective way to engage people, both in behavior-change and advocacy campaigns.

Ø  On what theory of change is the campaign based? Effective behavior-change campaigns are based on theories of change, which focus on different drivers of behavior-change. For example, if the campaign is based on the stages of change theory, messages should encourage people to reflect on their thinking and behavior, and to devise their own ways of ending the issue the campaign is handling

Ø  How can the message promote change in a way that engages the audience? How can it avoid reproducing stereotypes?

Ø  If the audience is highly diverse, what message is likely to speak to everyone? As a rule, the bigger the audience, the simpler the overarching message should be. Refine and vary sub-messages that are drawn from and connect back to the overarching message so as to speak effectively to different segments of your audience

Ø  Is the message being presented in the right way? Since words can be perceived differently by different people depending on the context, it is important to consider how a worded message is actually being presented. A message might for example, use language that resonates with a young audience, yet offends an older one. Or a message might suggest one thing to one group and something else to another. Like in the point above, an overarching message can have sub-messages that are presented in different ways.

Ø  Can the message be conveyed to its target audience within 20 seconds? Evidence suggests that longer messages are less effective.

Ø  Do all key message points fit well into the overall communications strategy? Whether or not there is just one overarching message, or several sub-messages, all of this messaging must serve the campaign’s purpose and its goals. To avoid confusion or conflicting messages, and ensure coherence, decide on the core set of message points that must be part of all communications, and consistently apply these in all campaign planning, materials and activities.

2.3 DAY FOUR

Main Objective; To provide the youth with the needed skills of documenting campaigns and activities in new and innovative ways focusing on the virtual  aspects and social media

What is e-campaigning?

“E-campaigning” designates the use of “new” communication technology, such as the internet and mobile telephones, in campaigning. E-campaigning can be a quick, cheap and effective way of contacting, informing and mobilizing large numbers of people in contexts where electronic tools are easily accessible and widely used. World-wide data show that average internet use tends to increase more rapidly than gross national making the internet a powerful potential motor for social progress. Over the past decade, e-campaigning has become a major feature in campaigns to end violence against women and girls.

E-campaigning involves using passive tools and active tools, often in a combination of ways. Passive tools establish a one-way communication: users receive information via e-mail or by consulting a web-site. In recent years, e-mailing, comment and posting functions on websites and blogs, social networks (such as Facebook and Twitter) and other new technologies enable two-way conversation, often in real time, turning the internet into an active tool. Campaign supporters and anyone who finds a message – or its design – appealing can relay it throughout their social networks by a few mouse clicks, generating a cascade of communication. The term viral spread has been used to designate such spontaneous, unregulated propagation of a message.

To make the most of e-campaigning, it is of key importance to design a deliberate strategy based on an analysis of the target audiences and the ways in which they use communication technology. E-campaigning can enhance the chances to reach the campaign goal if effective techniques and tools are chosen to reach the audience. To monitor progress, different technical solutions are available, such as counting and tracking “hits” on web-sites; running short internet polls with audiences, gathering and publishing their feed-back.

When does it make sense to use e-campaigning?

• If there are campaign staffers available who are familiar with the various tools of electronic communication.
• To reach large, scattered audiences whose key members routinely use electronic communication devices? In countries where internet use or mobile phone usage is wide-spread, both advocacy and behavior-change campaigns make extensive use of electronic communication tools.
• To trigger immediate action: e.g. campaigners hear on Friday night that the campaign issue will be discussed in parliament on Monday, and want to mobilize voters to contact their local member of parliament.
• To disseminate a large amount of information available at relatively low cost, e.g. by posting it on a website or spreading it through e-mail.

2.3.1 Introducing social media as a documentation tool:

 The session was the climax of the training and the audience and the anticipation of learning more on the tool which they use most in the daily lives as young people.

Just as the Internet has changed the way we interact with each other young people have learnt on how to utilize it for their own advantage and reach wider audience. it has also affected how they interact socially. Through the use of social media, people can exchange photos and videos, share news stories, post their thoughts on blogs, and participate in online discussions. Social media also allow individuals, companies, organizations, governments, and parliamentarians to interact with large numbers of people. In conjunction with the increase in online activity, there are concerns about the ways in which the personal information that is shared by social media users may be collected and analyzed.

However the youth did not have a deeper understating on how to use some social media platforms like the twitter.

The trainer Elvis Mogen from inuka trust   touched on some specific areas of twitter.

Especially on the specific ways to be effective on twitter.

• First, be the first to announce or share news. Whatever it is, be the first and you’ll start getting people’s attention. Got news about the campaign? Announce it on Twitter and don’t be surprised when others start mentioning you and following you!
• Don’t be self-obsessed! Promote others and they’re return the love. Mention people you like to follow, use their hashtags for example #youthbaton, and be sure to just keep the love flowing.
• Get a life! Seriously, add some life to your online profile. Make sure you have a picture of YOU on your Twitter profile to make it easier to see who is behind the account. You’d be shocked at how simple this is … and how few people actually use real pictures.
• Don’t be shy. Ask for a retweet! If you have something awesome to say, add a “please rt!” to the end or start of the tweet. Don’t use this too often or you’re in for a lot of unfollowing.
• Tweet again. And again. And again. You don’t need to be a one-person waterfall of tweets all the time. Just be sure to tweet regularly.
• Connect other people to other people. Be a matchmaker! Mention people’s names in the same tweet (using the @ kobia for# youthbaton) and you’re good to go. Next stop, a reality TV matchmaker career!
• Leave some space. Make sure there is room for replies and comments in your tweet. You don’t have many characters to work with so make each word count. I’d recommend not overdoing it on hashtags but instead using just one or two. That helps alleviate the potential problem of tweets that are too darn long.

What are Social Media?

The term “social media” refers to the wide range of Internet-based and mobile services that allow users to participate in online exchanges, contribute user-created content, or join online communities. The kinds of Internet services commonly associated with social media (sometimes referred to as “Web 2.0”) include the following:

·         Blogs. Short for “web log,” a blog is an online journal in which pages are usually displayed in reverse chronological order. Blogs can be hosted for free on websites such as WordPress, Tumblr and Blogger.

·         Wikis. A wiki is “a collective website where any participant is allowed to modify any page or create a new page using her Web browser.” One well-known example is Wikipedia, a free online encyclopedia that makes use of wiki technology

·         Social bookmarking. Social bookmarking sites allow users to organize and share links to websites. Examples include reddit, StumbleUpon and Digg.

·         Social network sites. These have been defined as “web-based services that allow individuals to (1) construct a public or semi-public profile within a bounded system, (2) articulate a list of other users with whom they share a connection, and (3) view and traverse their list of connections and those made by others within the system.”Among the most popular in Canada are Facebook and LinkedIn.

·         Status-update services. Also known as microblogging services, status-update services such as Twitter allow people to share short updates about people or events and to see updates created by others.

·         Virtual world content. These sites offer game-like virtual environments in which users interact. One example is the imaginary world constructed in Second Life, in which users create avatars (a virtual representation of the user) that interact with others.

·         Media-sharing sites. These sites allow users to post videos or photographs. Popular examples include YouTube, Pinterest and Instagram.

These categories overlap to some degree. Twitter, for example, is a social network site as well as a status-update service. Likewise, users of the social network site Facebook can share photographs, and users of the media-sharing site Pinterest can follow other people.

The youth baton campaign intended to use the social media as the main communication vehicle.

However through an analysis done through the twitter at the moment the # youth button was doing so well on the social media and the trainees presented had contributed to it by tweeting and rewetting what and happened at the moment.

2.3.2 Communication strategy

Effective communication is driven by the purpose of the campaign: what must change and who needs to be reached so as to bring about change? Within the overall campaign strategy, the communication strategy defines how to capture the attention of the target audiences and convey a compelling campaign message.

During the campaign planning process, the problem has been identified, the situation analyzed, the stakeholders and target audiences identified, and the campaign objectives or intended outcomes set. This forms the basis to begin crafting a communications strategy.

The trainees were given some major steps to follow while having a campaign communication strategy.

The following are the mains steps involved in developing a communications strategy:

1. Set the communication goal and objectives: In some campaigns for behavior-change, communication goals and objectives may be identical to the overall campaign goals and objectives (e.g. to “break the silence” on domestic violence). More commonly, communication goals vary according to different target audiences. This is the norm in advocacy campaigns as primary and secondary target audiences need to be reached differently and will likely take different types of action.
2. Develop key messages that effectively speak to target audiences: Messages should be tailored to resonate with the target audience(s) – various versions of the message may need to be prepared to reach different audiences. For example, the message that ‘waste is money is could be understood differently by a parliamentarian, a religious leader, or a village elder. It may need to be adjusted – while maintaining the essence of the meaning – to be better understood.  It is also important to consider who will deliver the messages, i.e. the “messengers”. For example, behaviour-change messages resonate better from peer groups of the target audience, but awareness and advocacy messages might resonate better from celebrities and politicians.
3. Identify effective communication channels, techniques and tools:  One can distinguish between interpersonal channels (one-on-one contact), community-oriented channels that use existing social networks, and media channels (including modern mass media such as radio and TV, “new media” such as the social media, internet and SMS, and “folk media”, e.g. story-telling and traditional cultural performances). What are the techniques and tools that are most likely to effectively reach the audience(s) through these different channels?
4.  Map accessible communication resources: These include for example, media production skills, access to free air-time or pro bono work by experts, and availability of suitable materials from other (e.g. international and national-level) campaigns.
5. Set and monitor time-lines, milestones and indicators in action plans: As described in Action Planning and Monitoring and Evaluation in this module, a communications action plan helps to translate the strategy into specific guidance for its activities, while monitoring helps to verify, at regular intervals, whether the strategy is progressing as planned, and whether context changes call for adjustments, e.g. different tactics.
6. Write up a communication strategy document: This is essential to clearly define, layout and track all the key steps mentioned above. A written document can also be shared easily with all campaigners to ensure that everyone is ‘on the same page’, in terms of messaging and how communications activities will be conducted.

 In summary those are the key steps that the trainees could have used to have effective campaigns with the four months of the project.

 Issues to bear in mind:

A communications strategy may need to be adapted during the campaign to respond to new challenges and opportunities. For example, a counter-campaign by actors opposing the campaign goal may prompt one to target new audiences; or sudden, externally imposed restrictions on campaign activism may require adjustments in planned activities. Specific communication activities or materials may turn out to work more effectively than others, which may prompt you to increase successful activities and reduce those that do not seem to work. New partners may emerge with offers of support that may require adjustments in the strategy.

For marginalized groups, particularly those experiencing multiple discriminations, mass media may not necessarily be the best way to reach them especially if this is not in a language they understand, or via a channel they have access to. Some rural minority communities for example, may not understand the national, mainstream language, and they may not have proper access to social media the main tool for the campaign, radio, TV or the internet, making print materials more useful in this case (including pictorials for illiterate communities). In some contexts, specialized media that targets marginalized groups may exist – such as print media in Braille; radio or TV stations that broadcast in minority languages. It is useful to  for the  campaigners to  research how effectively these can be utilized in campaign activities. In addition, community-level work, e.g. through trained activists who are part of or familiar with the target communities, can be an effective way to reach marginalized groups.

2.3.4 Campaign Monitoring and Evaluation

What is monitoring and evaluation?

Monitoring and evaluation are distinct, but partly overlapping activities which serve similar purposes – to ensure the campaign is run as effectively as possible, and to learn from experience. Both are essential elements of effective campaign management. They assess progress towards the campaign goal and objectives, as well as the factors that condition such progress.

Monitoring is the process of tracking campaign implementation, progress towards campaign goals and objectives, and external factors relevant to the campaign, such as new opportunities and risks. Evaluation brings together monitoring data, and findings from additional research to assess the effectiveness, or likely effectiveness (in formative evaluation), of a campaign and its different elements. While monitoring is an on-going process accompanying all campaign activities, evaluations are more time-bound and specific interventions, usually carried out at the end or at particular moments (e.g. mid-term) during campaigns. When and how monitoring activities and evaluations take place, should be decided in the campaign planning phase.

Ideally, campaigners and experienced social and communication researchers should work together when planning monitoring and evaluation activities. A balance must be sought between scientific rigor, and the campaigners’ practical needs and possibilities. Even small-scale campaigns with limited resources can apply monitoring and evaluation tools that enhance campaign effectiveness. In addition, apart from yielding vital insights on issues that determine the success or failure of the campaign, monitoring and evaluation can strengthen communication between the stakeholders of the campaign by exposing them to each other’s perspectives.

Challenges in monitoring and evaluating campaigns on are often related to complexity, as many factors contribute to the occurrence of violence against women and girls. It can be difficult to identify direct cause-to-effect relations between campaign activities and change in individuals’ behavior, or to determine whether changes in institutions and society have been prompted by the campaign or by other, external factors. Another challenge is how to measure certain types of change. For example, attitudes to sensitive issues such as waste management may not be assessed reliably through questionnaire-based surveys, as respondents tend to give answers they consider socially desirable, rather than to reveal their true thoughts.

Key Lessons from the presentations;

      Who is the most important stakeholder?

      Who should the campaigner lobby?

      Know the issue you are advocating for through a thorough research.

      Make a good decision on the strategy to use

Some of the challenges faced and factors where advocacy fails;

Ø  Low turnout from the campaigning team

Ø  The powerless state of the Civil Society Organizations where the government does not comply or easily influenced

Ø  Limited resources

Ø  Fight over resources

Ø  Betrayal from the campaign team

Ø  Non-friendly political environment from the Government

3.0 RECOMMENDATIONS

v  Patience is key in carrying out an advocacy campaign process

v  Do not underrate other campaign partners, they have various and different potentials

v  Study, Know and define clearly the environment under which the process is carried out

v  The advocacy campaign process should be purpose driven.

4.0 CONCLUSION

It’s very important to be ethical while handling campaigns to prevent causing harm.

According to the World Health Organization, “ethics can be defined as a system or code of moral values that provides rules and standards of conduct. The three primary ethical principles that should guide all inquiries involving campaigns (including methods used to collect information) are as follows:

1) Respect for persons, which relates to respecting the autonomy and self-determination of participants, and protecting those who lack autonomy, including by providing security from harm or abuse.

2) Beneficence, a duty to safeguard the welfare of people/communities involved, which includes minimizing risks and assuring that benefits outweigh risks.

3) Justice, a duty to distribute benefits and burdens fairly.  (WHO, 2007. WHO Ethical and safety recommendations...)

Advocacy campaigns signify the proactive support of a cause or an idea. It also involves arguing or pleading for the specific cause. Advocacy is practiced by an advocate, who may even plead the case of a certain situation in the society. The main logic of advocacy is simply assisting people to communicate their views and be heard by the relevant people. The following are key advantages of advocacy.

Empowering the young people to do effective campaigns can change the society and bring great change as young people

 Another tricky issue that should be handled with care to avoid  failing the campaign is a budget Campaign budgeting is the process of planning for anticipated campaign-related expenses, and the income that can be mobilized to meet those expenses. A well-structured, detailed budget shows which amounts of money are needed at what moments of the campaign – and whether there will be enough of it to implement the strategy as planned.

Budgeting is also a key element of transparent financial management and accountability. Budgeting, combined with rigorous financial control, enhances the efficiency of a campaign, and protects it from potentially damaging allegations of financial mismanagement.

Budgets should be shared among all members of the campaign team or campaign alliance, so that they can plan expenses related to each activity, and hold each other accountable for spending. This is especially critical if campaign monies have been raised from donors, who typically expect proper financial reporting of how their contributions have been used.

ANNEX I: LIST OF PARTICIPANTS

Name of Participant	Country	Organisation
Maria Graversen	Denmark	SustainableEnergy
Sigrid Vestergard	Denmark	SustainableEnergy
Gry Boesen	Denmark	SustainableEnergy
Julie Boye Norup	Denmark	SustainableEnergy
Amedee Issa Kanoute	Mali	MFC Nyetta
Cheik Omar Haidara	Mali	JCI Bamako Espoir
Nouhoum Dembélé	Mali
Soungalo Yamako Soulama	Burkina Faso	CEAS Burkina
Olivier  Tunia	Burkina Faso
Inousa Ben Diallo	Burkina Faso
Domingos Pedro Pangueia	Mozambique	LIVANINGO
Bernard Mario Milichino	Mozambique
Julio Vasco Mariquele	Mozambique
Stephen Okwany	Kenya	Amazon Theatrix
Kennedy Stephen Omolo	Kenya	Umande Trust
Erick Owuor	Kenya	LYN
Joshua Ochieng	Kenya	TKI
Joshua Sepipe	Kenya	PYF
Joseph Kimani	Kenya	Umande Trust
Ramogi Osewe	Kenya	Umande Trust
Ann Makena	Kenya	PACJA – Trainer/Curriculum Developer
Robert Muthami	Kenya	PACJA - Trainer

ANNEX II: PROGRAMME

#YouthBaton Youth takes the Baton for a Green Future Programme, Inception Workshop, Nairobi 13th – 17th October 2014 West Breeze Hotel
Date	Time	Subject	Facilitator
13.10 Monday	Objective	To match expectation on the project and establish a common ground for learning, cooperation and team spirit among the involved youth and youth organizations
	07.00-09.00	Breakfast
	09.00- 09.30	Welcome, introduction of participants, programme & practicalities	Osewe (UT)
	09.30-10.15	Introduction to the project: SustainableEnergy Background Set-up & timeline Requirements	Maria (SE)
	10.15-10.45	Presentation of National Coordinators Brief introduction of organizations Background Organizational and personal experiences in working with youth and campaigns	National coordinators (each have a 10 min presentation)
	10.45-11.00	Coffee break
	11.00-13.15	Presentation of CBOs including main challenges: Mali: Open Mali and GRADI Kenya: Langata Youth Network, Pamoja Youth Foundation Burkina Faso:JVE BF and Mozambique:Comunichiu, Associacao Cultural Ntumbuluko YoungEnergy	CBOs (each of the 8 CBO representatives + YoungEnergy have a 15 minutes presentation)
	13.15-14.15	Lunch
	14.15-15.30	Sharing of Local Environmental Challenges and Needs: Presentation of the report compiled on challenges Noting them down for further discussions	Kimani (UT)
	15.30-16.00	Tea break
	16.00-17.00	Hand-the-ball exercise	Joshua (TKI)
	17.00-18.00	Induction to the Social Media Dashboard	Gry (SE)
	18.00-20.00	Dinner
14.10 Tuesday	Objective	To provide the youth with skills and tools to identify, plan, coordinate, and implement effective  campaigns
	07.00-09.00	Breakfast
	09.00 -10.30	Introduction to campaigns: Definition of  advocacy campaign	Anne Makena (PACJA)
	10.30-11.00	Tea Break
	11.00-12.30	Elements of a advocacy campaign: Understanding of the WUNCs (Worthiness, Unity, Numbers, and Commitments)	Anne Makena (PACJA)
	12.30-13.30	Lunch
	13.30-15.00	Problem identification process: Problem identification Formulation of goals Change mapping (An interactive session between the participants and the trainer)	Anne Makena (PACJA) Robert Muthami Kithuku(PACJA)
	15.00-15.30	Coffee break
	15.30-17.30	Campaign Target: Defining target audience (CBO’s Presentation on target audience and the best way to get them involved, Role Plays) Stakeholders Analysis	Anne Makena (PACJA) Elijah Odundo (UT)
	17.30-18.00	Example of how to involve youth volunteers in a campaign	Sigrid (SE)
	18.00-20.00	Dinner
15.10 Wednesday	Objective	To develop the potential for youth based decision making and implementation and employ new innovative and youth friendly initiatives
	07.00-09.00	Breakfast
	09.00-11.00	How to set campaign objectives Interactive session Demonstrations A question and answer session	Anne Makena (PACJA)
	11.00-11.30	Coffee break
	11.30-13.00	How to come up with a campaign strategy Theory Case Study Presentation from KSDP on effective campaign strategy on advocacy	Anne Makena (PACJA) Bernard Oluma (AV)
	13.00-14.00	Lunch
	14.00-15.00	Coming up with and sharing campaign messages	Anne Makena (PACJA)
	15.00-16.00	Creating campaign activities; Theory Members break in groups and assigned topics to identify possible campaign activities	Anne Makena (PACJA) Elijah Odundo (UT)
	16.00-16.30	Coffee break
	16.30-18.00	Planning,coming up with timelines  and implementing	Anne Makena (PACJA)
	18.00-20.00	Dinner
16.10 Thursday	Objective	To provide the youth with skills of documenting campaigns and activities in new and innovative ways focusing on the virtual  aspects and social media
	07.00-09.00	Breakfast
	09.00-10.00	Documentation Why do we document? Documentation as reporting and monitoring change Requirements	Maria (SE)
	10.00-11.30	Tea Break
	11.30-13.00	Introducing social media as a documentation tool: Theory Presentation  case study on social media as a documentation tool by Inuka of a Trust	Anne Makena (PACJA) Elvis Mogeni (IT)
	13.00-14.00	Lunch
	14.00-15.00	Communication strategy	Anne Makena (PACJA)
	15.00-15.30	Tea break
	15.30-18.00	Social Media Dashboard Interaction Documentation Social media strategy Practical exercises	Gry (SE)
	18.00-20.00	Dinner
17.10 Friday	Objective	To identify and prioritize the major environmental challenges in the respective countries as perceived by the youth: common needs, campaign themes, possible activities identified and possible work plans created
	07.00-09.00	Breakfast
	09.00-10.00	Identification of Themes A group session followed by aplenary session to discuss and prioritize the needs identified in day one and come up with campaign themes	Kimani (UT)
	10.00-13.00	Field Work Participants go for field work in groups  and collect stories and pictures to be shared practically in the social media dashboard	Osewe and Kimani (UT)
	13.00-14.00	Lunch
	14.00-15.30	Local Dissemination A case study on how information can be effectively disseminated to local stakeholders using the MbonaTusibonge? experience	Osewe (UT)
	15.30-16.00	Tea Break
	16.00-17.00	Wrap Up	Maria (SE)
	18.00-20.00	Dinner

REPORT ON INCEPTION WORKSHOP FOR YOUTH ORGANISATION IN KISUMUTARGET GROUP: THE YOUTHBENEFICIARY: AMAZON THEATRIX KISUMUDATE 17^TH SEPTEMBER 2014LOCATION OF THE EVENT: YMCA KISUMU

FACILITATORS: RAMOGI OSEWE AND STEPHEN KENNEDY OMOLO

1.0 INTRODUCTION

The ‘Youth takes the Baton for a Green Future’ project aims at strengthening dialogue and sharing among partners in different countries and explores new audio-visual documentation and monitoring methods on environmental issues affecting the youth especially around climate change. The project also looks into establishing collaboration and partnerships between youth CBOs and more established NGOs as most NGOs working on environment do not have the youth department. The major NGO’s partners in the project include SustainableEnergy (Denmark), Umande Trust (Kenya) Mali Folke Center Nyetta (MFC Nyetta), Mali, and CEAS Burkina, Burkina Faso. These partners would be working with the youth CBOs as mentors and share the information through a social media dashboard.   

2.0 THE WORKSHOP

The objective of the workshop was to meet the Amazon Theatrix group in Kisumu.  The participants for the event were sixteen and they were derived from the youth group and some staff from the Umande Trust office. The workshop started at nine o’clock and it began by introduction of the project to the youth group and elaborating on the aims and objectives of the project. The youths were made to understand the need for environmental conservation and how Umande Trust is connected to the baton and their role.

During the workshop, the youths were to come up with a creative environmental campaign that will make the other countries to understand each other as they do speak different languages. They were urged to come up with demonstrations in the form of pictures as the pictures will send direct and clear information. The CBOs in the four countries will have to plan, implement and monitor 16 environmental campaigns as each country partaking four campaigns. The youths were also to come up with innovative activities and share them online platform-social media in order to make people aware of their campaigns and how they can conserve the environment and reduce pollution. By sharing their activities on social media, it will enable the other countries to follow up on what is going on in the others countries through streaming in pictures and videos.

The following were the topics discussed:

3.0  PROJECT APPROACH /STRATEGY

3.1 Revitalization of partnerships

Umande will facilitate less resourceful youth groups and CBOs and be a mentor of the project. Umande Trust will be responsible for overall coordination while the youths will be responsible for identifying planning and implementing campaigns.  By youths being the planners of the campaigns, this will increase adaptability, create credibility and make a wider outreach.

3.2   The Baton

The baton symbolizes the themes that shall be used in the entire campaign. There will be four environmental themes identified by the youth groups from the different countries. Two countries will come together and partner on a theme at the same time and this will enhance sharing among the youth organisations involved.

3.3  Online platform/Social Media Dashboard

The participants were taken through social media in the project and the main aim of the media was to have a forum for dialogue and sharing. It entails communication, sharing experience, commitment to the project and cooperation across borders. Audio- visual documentation from all campaigns in both video and pictures will also be included.

3.4  Documentation and Communication

The attendants were enlightened to explore new ways of documentation, emphasizing on visual means using social media involving video clips, blogs and any other form of documentation which is be appealing to the youths.  

3.5  South-South Sharing

The participants were made to understand that sharing should be for the south to south project and therefore all the documentations and reports will be from south. Sharing experiences is essential for an approach emphasizing on learning by doing.

4.0 CAMPAIGN IDENTIFICATION AND INNOVATION

After the first session, the youth group was divided into three groups in order to come up with a campaign strategy on environmental conservation and present the same. The topics for discussions were as follows:

·         Identify a campaign

·         What are the issues to address in the campaign

·         Who  the campaign affect or the target group

·         Who/what will support the campaign

·         What will restrict the campaign

·         Campaign Implementation Plan (CIP)

·         How to develop and disseminate information

·         What methods to use to document the campaign

4.1 Presentation 1: GROUP ONE

Title of the Campaign: Plastics for Beautification and Income Sustainability

Issues to be addressed

• Reduced environmental pollution
•  Organize mode of plastic collection and disposal
• Creation of employment
•  Beautification of households and environment using plastics waste
• Reducing cutting down of trees

                                                                   

Target audience

The campaign will target the general public (country, cities, towns, markets and households)

Who or what supports the campaign

•  Availability of plastic waste materials that pollutes the environment( carelessly disposed)
• Partnership with local authorities, established NGOs, schools, local administrations on sensitization of the campaign.
• Partnership with the environmental organization to educate the community on the essence of the campaign

Campaign restrictions

•  Ignorance from the targeted group
• Inadequate funds for implementation
•  Conflict of interest
• Bureaucracy  

Campaign Implementation Plan (CIP)

WHAT	WHO	TIME	ACTIVITY
Inception face	CBO	First month	i.            Research on the sustainability and partnership       ii.            Capacity building seminars with environmental organizations and partners     iii.            Campaign sensitization
Implementation	CBO	Second month	i.            Actual doing of the campaign       ii.            Organization of demonstration workshop and sites     iii.            Startup income to the beneficiaries of the campaign
Monitoring & evaluation	CBO	Third month	Carrying out of the follow-up of the campaign ·         Has the campaign been achieved? ·         Current plastic disposal quantity ·         Existence of campaign impact ·         Campaign awareness

Development and dissemination of information

The information from the campaign will be developed and disseminated through social media, radio programs and word of mouth

Method of documentation

•  Video coverage
•  Social media
• Catalogues
• Calendars
•  Flash discs

4.2 Presentation 2: GROUP TWO

Title of the Campaign: Okoa ‘Nam Lolwe’

Issues to be addressed

• Car washing in the lake
• Waste management by surrounding businesses
• Regulation of fishing activities

Target audience

• The community around the lake

Who or what supports the campaign

• The local administration
• Other organizations with common objectives like Umande Trust

Campaign restrictions

•  Opposition from the fishermen
• Economic challenges from the communities

Implementation

•  Seminars and talks for stakeholders
•  Organizing open day events and competitions with themes of the campaign

Development and dissemination of information

• Skirts related to environmental conservation
• Power point presentation of the events
• Radio programs

Method of documentation

• Social media
•  E-mails
•   Flash discs
• You tube

4.3 Presentation 3: GROUP THREE

Title of the Campaign: Restoration of Lake Victoria

Issues to be addressed

•  Pollution of lake i.e. industrial and domestics
• Effects of pollution
• Measures to prevent or control water pollution

Target audience

•  Industries
• Businesses community
• Fishermen
• General community

Who or what supports the campaign

• Umande Trust
• LVEMP(Lake Victoria Environmental Management Program)
• UNEP
• Different youth groups
• NEMA(National Environmental  Management Authority)

Campaign restrictions

• Time
• Resource
• Ignorance
• Government polices
• Hand man ship
• Attitude

Development and dissemination of information

• Research : develop information education and communication materials
• Radio programs; social media
• Press briefings

Method of documentation

• Pictorials; live stream media
• videos

Presentation by a member of group three

5.0 CONCLUSION

Overall, the workshop managed to get the youth and the youth group share in innovative approaches to environmental issues affecting the youth in Kisumu. The addressed issues will go a long way in improving and strengthening the role and participation of youths in the coming induction workshop.

YOUTH TAKES THE BATON FOR A GREEN FUTURE
PRE-INCEPTION MEETING REPORTVENUE: HARLEQUIN SUITES HOTELDATE: 2^ND September, 2014

1.0 Introduction

This is a report on the one day induction meeting held at Harlequins Hotel on 2^nd September 2014. The report covers what was discussed and the way forward for the project “Youth takes the Baton for a Green Future”.

2.0 Project Objective, Methodology and Approach

The meeting started at 9.30am with introduction from all the members present. Thereafter Ramogi Osewe introduced the theme of the day: - “Youth take the Baton for a Green Future”. He outlined the vision/objectives/goals of the project, the strategies to be used, the outputs and how the implementation of the project would take place. He discussed several objectives of the project and emphasized on the overall objective which is to create short term partnerships between the current NGO, sustainable energy and the participating CBOs through sharing and collaboration. He also discussed in detail the strategies to be used in the project. These are:

       2.0.1 Revitalization of partnerships whereby the NGO will be moving from project

implementer to mentoring of the CBOs. This will involve members from different groups who will discuss the best practices which will be documented and shared online.

    2.0.2 The baton: this basically involves identification of common themes which will be shared among the participating countries.

     2.0.3 Online platform which is mainly dialogue and sharing.

   2.0.4 Documentation and communication: new ways of documentation which emphasize on visual means using the social media (clips, blogs, podcasts, etc.).

   2.0.5 South-south sharing: sharing between the partnering countries in Africa. (Kenya, Mali, Mozambique and Burkina Faso)

3.0 Outputs for the project

Lastly, he also discussed about the outputs of the project which are:

§  Gain experience in new roles (capacity building) and tasks (freedom and limit of implementing agencies) in partnership

Explore various tools of communication

§  Obtain experience in organization, implementation, local dissemination and documentation of short term environmental campaigns targeting the youth.

4.0 Environmental Issues for Campaign

The second session was facilitated by Joseph Kimani who broadly discussed about environmental concerns (war on human being and nature, focusing on ecological justice) of the project and the campaign strategies to be used in implementing the project. He emphasized on ecological justice, whereby all living things should be treated with respect and unity, employ moral ethics to one another including their environment and also critique of the western civilization. In order to identify the specific environmental issues for the campaign, the participants had to briefly inform the audience on what activities they have done as an organization to conserve the environment, and why they did it. The table below summarizes each youth organization and the environmental activity undertaken.

Organization	Activity undertaken	Reasons
KIDYOT	§  Tree planting §  Community clean-ups:- cleaning of Nairobi river. §  Bio sanitation. §  Cleaning sensitization	§  Drought mitigation for future generation §  Conducive environment §  Better sanitation practices, hygiene and well-being.
TUJUE KATIBA INITIATIVE (TKI)	§  Rebuilding of Nairobi Dam §  Open doors for environmental students from JKUAT to participate in environmental activities on the ground. §  Nairobi River clean-ups. §  Sanitation practices (toilets). §  Clean up of markets §  Drug and substance abuse	§  Youth and student exposure on the ground §  Ensure constitutional laws are properly enforced.
PAMOJA YOUTH FOUNDATION (PYF)	§  Tree planting (around 280 seedlings). §  Global networking: rainwater harvesting. §  Sensitization on waste water management. §  Adopted the Nyumba Kumi initiative on environmental issues.	§  Change people’s attitude to engage in environmental conservation
LANGATA YOUTH NETWORK (LYN)	§  Informed by the Kenyan constitution: Bill of Rights. §  Distribute waste bags for garbage collection. §  Radio programme on environment. §  Collaboration with the county government. §  Sensitization on environment	WASH §    Reduce spread of acute infection. Improve quality of water

Later on, he engaged the participants in small discussion groups on what they think are the core environmental issues affecting the youth in Kibera. This was done using an Issue Analysis Matrix which consisted of the following key components: identification of issue(s), who it affects, where it affects. Supportive forces, restrictive forces and policy enforcement. After the brainstorming session through discussions, the cross-cutting environmental issue was identified as poor waste management.

Later on, he engaged the participants in small discussion groups on what they think are the core environmental issues affecting the youth in Kibera. This was done using an Issue Analysis Matrix which consisted of the following key components: identification of issue(s), who it affects, where it affects. Supportive forces, restrictive forces and policy enforcement. After the brainstorming session through discussions, the cross-cutting environmental issue was identified as poor waste management.

Figure 1: group work presentations

4.0 Innovation in Campaigns

Mr Kimani further discussed the environmental campaign expectations. The project targets to promote 16 campaigns in all the four participating countries each under a specific theme. The key word is “involvement”. He discussed campaign strategies which will be fully collaborative and fun. This gave room for ideas on how to conduct the campaigns. A successful campaign done before was shared by one of the participants who gave a brief history and main strategy used for that particular campaign.it was a peace initiative campaign conducted just before the general elections with the aim of promoting peace. It targeted to reach out to 6,000 people and the main strategy used was through bulk SMS. This was successfully achieved.

Figure 2: Mr Kimani during the brainstorming session

5.0 Plenary session on Documentation

The last session was facilitated by Ramogi Osewe. It was a brainstorming session on how the social media can be used as a tool for mobilization, documentation and sharing. The following social networks were suggested by the entire team:

• Intranet system
• Google+ Accounts
• Facebook
• Twitter
• WhatsApp
• Blogs
• YouTube Account
• Taking it Global
• Linked in
• Instagram

6.0 Conclusion and Way forward

Finally, each member present was assigned different tasks for the preparation of the inception meeting to be held in October. The activities are summarized in the table below:

ACTION	TIMELINE	PERSON RESPONSIBLE
Internal social media platform	1 week	Joshua, Cynthia, Sepipe
CBOs profiles	1 week	Dan, Mercy, Phelgon
Identifying environmental issues	2 weeks	Erick, Rehema, Matilda
Baseline Survey	2 weeks	Individual Organizations, Osewe
Sharing of Global And Local Network	2 weeks	Joshua, Kimani
Development of campaign themes	2 weeks	Wycliffe, Raphael, Richard