JOINT UN COMMUNICATIONS AND

ADVOCACY STRATEGY2017–2021

MONTENEGRO Aligned with the UN Development Assistance Framework – UNDAF 2017–2021

Podgorica, 2016

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JOINT UN COMMUNICATIONS AND ADVOCACY STRATEGY

2017–2021MONTENEGRO

ALIGNED WITH THE UN DEVELOPMENT ASSISTANCE FRAMEWORK – UNDAF 2017–2021

Montenegro

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TABLE OF CONTENTS

UN Montenegro Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

BACKGROUND

Situation analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

The role of the UN System in the country . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Comparative advantages of UN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Delivering as One in Montenegro . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Integrated UN Programme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

JOINT UN COMMUNICATIONS & ADVOCACY STRATEGY 2017-2021

Strategic Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

Communicating as One in Montenegro . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

Joint UN Communications Team (JCT) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

Communicating as One: Ground rules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14

Unifiedvoice&commonmessaging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

Key audiences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17

Key communication approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

Communication channels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

Communications tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

Budgeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20

Crisis communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20

Monitoring and evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21

COMMUNICATING 2030 AGENDA AND SDGs IN MONTENEGROFOR THE PERIOD 2017-2021 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23

“ “UN MONTENEGRO MISSION STATEMENTThe United Nations System in Montenegro supports effective changes in society through its organisations’ commitment to respond to the country’s needs. As a reliable partner to the people of Montenegro in addressing key national challenges, the UN family brings worldwide experience and advice to help Montenegro build a better life and become a prosperous society.

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BACKGROUNDSITUATION ANALYSIS

Asanupper-middle-incomecountry,whichgainedindependencein2006andbecameanofficialEUcandidatecountryin2012,Montenegrohasundergonesignificantsystemicreforms,mostlyaligned with the EU accession process . Accession to the EU is the country’s most important priority and a major driver of development and reform .

The National Programme for Accession to the European Union for the period 2014–2018 provides the strategic framework for alignment with the EU acquis and for strengthening the administrative capacity of the country . By the end of 2016, negotiations have been opened for 24 of the 35 chapters, with two provisionally closed . Negotiations for Chapters 23 (judiciary and fundamental rights) and 24 (justice, freedom and security) are considered the backbone of the negotiations process, and the EU has set 84 benchmarks, which serve as a focus for further reforms in these areas .

According to the European Commission’s 2015 Report the legal framework for the protection of human rights is broadly in line with European standards, but problems remain with implementation . Major reforms are still needed to strengthen the country’s physical infrastructure, environmental management and human capital, and to ensure a predictable and supportive regulatory environment .

The economy has grown with relatively high annual rates in recent years, despite some serious setbacksfollowingtheinternationalfinancialcrisis.

The revisedNational Strategy for SustainableDevelopment initiated in 2014andfinalized in2016 is aligned with the 2030 Agenda of Sustainable Development and relevant Sustainable Development Goals . The Government of Montenegro, paired with Slovenia, actively participated in a 30-member Open Working Group (OWG) of the UN General Assembly tasked with preparing the SDGs .

In terms of Human Development, Montenegro scored 0 .802 on the UNDP’s Human Development Index (HDI) for 2015, corresponding to a ranking of 49th (out of 187 countries), which puts Montenegro within the category of Very High Human Development and is favourably ranked compared to other current EU candidate countries . In the inequality-adjusted HDI, Montenegro’s score is 0 .728, which is a better-than-average score for the category of Very High Human Development countries .

In December 2015, NATO issued a formal invitation to Montenegro to join the alliance, a process that is expected to take up to 18 months .

The Roma are still the most vulnerable group, with a poverty rate of 36 per cent; they are followed closely by displaced and internally displaced persons, welfare recipients, older people, the unemployed and people with disabilities . Attitudes towards children with disabilities are changing, and there have been numerous positive steps in promoting their social inclusion . Policy and legal frameworks for gender equality are in place; however, women’s participation in political and economic life remains low and the capacity to implement the frameworks is also limited . Limited administrative capacity to implement needed reforms remains a recurrent concern.Acomprehensivereformwaslaunched,aimedatrationalizationandmodernization,andaPlanforreorganizingthepublicsector(2012–2016)wasendorsed.

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represent a transition or bridge between the MDGs, including supporting the government in addressing unmet goals and the new Sustainable Development Goals (SDGs) . The UNDAF 2017–2021 builds on this comparative advantage and continues to frame UN support for national effortsunderthenewSDGs.

AsUNorganizationsarecomingtogetherunderacommonprogrammeframeworktocapitalizeoncomplementarycompetenciesandthecapacitiesofindividualorganizations,theUNSystemalso exercises an important function in bringing government ministries and national partners together in tackling complex issues, which require a comprehensive, cross-sectoral approach .

Over the years, the UN in Montenegro has concentrated its programmes in the following main areas: poverty alleviation and social inclusion, employment promotion, including SME development, economic governance, human rights protection and promotion, health, environmental sustainability, democratic governance, with particular attention given to children and young people, socially disadvantaged or marginalized groups, and to gender-specificdimensions . The UN’s comparative advantage in these areas is validated by the independent evaluation of the United Nations Development Assistance Framework (UNDAF) 2012–2016, and the UNDAF 2017–2021 retains largely the same sectoral focus grouped around results/sectoral substantive areas of comparative strength .

The UN’s programming process is based on extensive and broad-ranging consultations with government and civil society as well as on a comprehensive country analysis . It is closely aligned with national development priorities and national strategic plans, such as the 2030 National Strategy for Sustainable Development and the global 2030 Agenda for Sustainable Development . These processes are supported by the UN through analytical studies and data collection . In Montenegro, the UN has played a critical role in enhancing the collection and analysis of relevant data, surveys and analytical reports and has taken innovative initiatives for building national capacity in this regard, which is critical for evidence-based planning, policy development and monitoring and evaluation, together with supporting the preparation of surveys and analytical reports .

A particular feature of the UN programmes in Montenegro is the clear focus on the most vulnerablesocialgroupsandmarginalizedcommunities,ensuringatthedesignstagethattheyare involved in the development process and their rights are respected . This also contributes to a broader national ownership of and commitment to the UN’s programmes .

Taking into consideration Montenegro’s historical, cultural, societal and linguistic connections with the other countries of the Western Balkans, and with the larger Central and South-Eastern European regions, the EU accession process provides a common context of past, current and futurereformchallenges.TheUNwithitsnetworkofcountry,sub-regionalandregionalofficesthroughouttheregioniswellplacedtofacilitateagreaterimpactandefficientuseofresourcesthrough global, regional, East–East and triangular cooperation experience sharing and transfers of knowledge and know-how . In this way, the UN in Montenegro can play an active role in championing regional dialogue on implementation of the SDGs, where this type of collaboration and replication of good practices could facilitate the mainstreaming of the 2030 Agenda on Sustainable Development into national policies and action plans .

‘DELIVERING AS ONE’ IN MONTENEGRO

Montenegro adopted the ‘Delivering as One’ modality in 2010 with the vision of harnessing the combinedresources,capacityandknowledgebaseofalltheUNorganizationsoperatinginthecountry into one coherent programme, focused on a limited set of strategic outcomes, with

ThecomingyearswillbechallengingforMontenegro,asthecountrycontinueswitheffortstoliveuptotheEU’sexpectations,butitwillalsobeachallengefortheEUtoshowtoitscitizensthatMontenegro’sprogressandaccession isgood for thestabilizationandprosperityof theWestern Balkans and the EU itself .

THE ROLE OF THE UN SYSTEM IN THE COUNTRY

TheultimateaimoftheUnitedNationsinMontenegroistocontributetomakingadifferenceinthe lives of all who make Montenegro their home .

Working in the areas of human rights and development, the UN team in Montenegro brings together latest knowledge and specialized expertise to supportMontenegro in achieving itsnational priorities, primarily European integration requirements . The UN System in the country is composed of 15 UN organizations, of which five are based in the country: InternationalOrganization forMigration (IOM),UNRefugeeAgency (UNHCR),UnitedNationsDevelopmentProgramme(UNDP),UnitedNationsChildren’sFund(UNICEF)andWorldHealthOrganization(WHO),while10UNorganizationscoordinatetheirworkinMontenegrofromtheirregionally-basedoffices:InternationalLabourOrganization(ILO),UnitedNationsEconomicCommissionforEurope(UNECE),UNWOMEN,UnitedNationsEducationalScientificandCulturalOrganization(UNESCO), United Nations Environment Programme (UNEP), United Nations Industrial Development Organization (UNIDO), International Atomic Energy Agency (IAEA), Food andAgricultureOrganizationoftheUnitedNations(FAO),UnitedNationsOfficeonDrugsandCrime(UNODC) and United Nations Conference on Trade and Development (UNCTAD) .

Withinitsmandate,theUNCountryTeammergesthecomparativeadvantagesofdifferentUNorganizations inorder toprovide tailor-madesupport to thecountry inaddressing issuesofsustainable human development while also supporting the country in its EU accession process .

Aiming to ensure long-lasting changes in the society, in line with the ‘leave no one behind’ principle, the UN System in the country is committed to continuing to provide support to Montenegro in the overall reform, with particular focus on advancement of the position of the most vulnerable, disadvantaged or those who are at risk of social exclusion, such as children, people with disabilities, refugees, stateless persons, women, migrants, elderly, people in remote areas, etc . The UN team also supports the continued integration of human rights principles into government policies and actions .

COMPARATIVE ADVANTAGES OF UN

The comparative strength of the UN system is derived primarily from its well-established strategic position as a close and trusted neutral partner to the government and other national partners in Montenegro . The UN’s convening power and its ability to work with a broad range of partners beyond the central government, and to include local governments and civil society, to engage citizensandnon-citizens, isafurtherstrength,whichallowstheUNtocombineitsnormativemandate regarding development and human rights protection with its operational, expert assistance and capacity-building activities, while ensuring that its programmes are nationally owned and directed .

The UN System has been a close partner of the government in the process of meeting the MDGs,fromnationalizingtheMDGstodevelopingaframeworkoftargetsandindicators,andinsupporting regular monitoring reports, while at the same time aligning its development assistance activities to address important gaps . Thus, the time remaining from the previous period will

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oneleaderheadingateamofmutuallyaccountableheadsofUNorganizations,workingwithharmonizedbusinessoperations,withjointresourcemobilizationandplanning,andspeakingwith one voice .

Together with the government, civil society and other national and international partners, the UN is combining its capacities, expertise and comparative advantages to mutually address a number of human rights and development challenges in the country . In previous years, UN Montenegro hasmanaged toprogress in implementing keyDaOprinciples, including synchronizedwork,mergingcomparativeadvantagesaroundcommon issues, communicatingasone,optimizingcosts, avoiding overlapping, and joint programming . The UN Team in Montenegro has achieved success working jointly in a number of areas, including: post-2015 consultations, youth empowerment, domestic violence, advocacy for embracing and implementing Sustainable DevelopmentGoals,aswellasdevelopingthenewfive-yearstrategicdocumentofcooperationwith the government – UNDAF 2017–2021 . Progress in these areas has contributed to UN Montenegro being recognized as a good example of theUNoperating in an upper-middle-incomecountry.Inordertoitsincreaseefficiencyandeffectiveness,theUNSystemcoordinatesits thematic work through joint working groups, including:

INTEGRATED UN PROGRAMME

The UN reform ‘Delivering as One’ in Montenegro is articulated through the strategic document, the UN Development Assistance Framework – UNDAF . This document, titled ‘Integrated UN Programme’, aims to enhance results and impact of development by bringing together the comparative advantages of the UN System within a single strategic framework . The document isafive-yearcollectiveplanofactionsandprogrammesaimedatincreasingthecoherenceandefficiencyoftheUNSysteminMontenegroanditsdevelopmentalimpactinordertosupportnational key development priorities, such as the EU accession process .

Through the Programme, in partnership with the government and other development stakeholders in civil society and the private sector, the UN System strives to deliver focused andvalue-addedresultsindevelopmentassistanceasaharmonizedorganizationwithunityofpurpose,coherenceinmanagementandefficiencyinoperations.

Montenegro implemented all the ‘Delivering as One’ Standard Operating Procedures (DaO SOPs) through the UNDAF 2012–2016 . All DaO SOPs are implemented in partnership with the other participating UN organisations that are part of the UNDAF 2012–2016 . DaO SOPs are applied through the joint planning and work of participating UN organisations and relevant state institutions . The process is overseen by the Joint Country Steering Committee (JCSC) composed of eight ministers and heads of resident UN organisations in Montenegro, and co-chaired by theMinisterofForeignAffairsandEuropeanIntegrationandtheUNResidentCoordinator.TheCommittee oversees and approves the Integrated UN Programme and UN Annual Work Plans, and guides the UN in its “Delivering as One” commitment, ensuring government ownership of the process .

The UNCT Montenegro and national government worked closely on development of the newUNDAF2017–2021. Thedocumentwas finalized in February 2016 and adoptedby thegovernment in March 2016 . The new UNDAF – the Integrated UN Programme for Montenegro fortheperiod2017–2021–isintendedtooptimizethecombinedknowledgeandresourcesofUNorganizationsworkingunderthe‘DeliveringasOne’modality,sustainingtheresultsofthecurrent Integrated UN Programme 2010–2016 . Furthermore, the UNDAF is aligned with the 2030 Agenda on Sustainable Development and 17 Sustainable Development Goals . It is also particularly framed in line with the EU accession reform agenda systematically being pursued by the Government of Montenegro . The strategic document provides a jointly agreed plan to support the country in the following key Result Areas:

» Democratic Governance

» Environmental Sustainability

» Social Inclusion

» Economic Governance

The respective Result Groups are in charge of supporting implementation of the activities within each Result Area through joint work planning, continuous monitoring, obstacle resolution and reporting . Each Result Group has as its co-conveners a senior government representative and aseniorUNagencystaffmember,usuallytheheadofaUNorganisation,andiscomposedofseniorstafffromtherelevantgovernmentministriesandUNagencies.

UN Country Team (UNCT), which assumes overall responsibility for coordination and operationalmanagementoftheprogrammesandactivitiesofUnitedNationsorganizations.The UNCT is chaired by the Resident Coordinator and composed of the heads of all the UN organizationsoperational inthecountry,workingasateamundertheprinciplesofmutualaccountability .

Operations Management Team(OMT),composedofsenioroperations/administrativestaff,whichensuresthatprogrammeimplementationiseffectivelysupportedthroughharmonizedandsimplifiedprocedures.Itfollowsthroughonthebestpracticesandguidelinesemanatingfrom the interagency-level efforts to harmonize and simplify procedures for financialmanagement,reporting,procurementandrecruitmentofindividualUNorganizations.

Working Group on Gender and Human Rights (WGGHR), which works together to provide advice and support for Results Groups in advancing the human rights agenda in the country . Thegroupalsoworksonbuilding synergieson gender issues amongUNorganizations inMontenegroandbuildsthecapacitiesofUNofficialsandnationalpartnersonahuman-rights-based approach, gender-based programming and gender mainstreaming .

Joint Communications Team (JCT),composedofcommunicationsofficers/focalpointsfromparticipatingUNorganisations,whichisinchargeofsynchronizedUNcommunicationsandadvocacy, both within the UN team and externally . Under the guidance of the UNCT, the JCT designs, implements and monitors joint UN communications strategy along with relevant Annual Work Plans, crafted in line with the key outcomes of the Integrated UN Programme .

Youth Task Team, which is in charge of the implementation of the Joint UN Youth Empowerment Programme.TheteamconsistsoftheheadsandtechnicalstaffofUNorganisationsinvolvedintheprogramme(UNICEF,UNDP,ILO,IOM,UNHCR,WHOandRCOffice)andischairedbythe UNICEF Representative .

Monitoring and Evaluation Team (MET), which supports the Results Groups in preparing the Annual Work Plans, ensuring that these are monitored through an indicator framework toeffectivelytrackandreportontheprogressofactivitiesandoutputsagainstthestrategicoutcomes .

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JOINT UN COMMUNICATIONS AND ADVOCACY STRATEGY 2017–2021STRATEGIC OBJECTIVES:

WHY DO WE COMMUNICATE?

The Joint UN Communications Strategy aims to serve as the internal guiding document for the UN team in Montenegro for the period 2017–2021, which will help the United Nations System to furtherstrengthenitscoherentworkandsynchronizedoutreach,bothinternallyandexternally.In line with the Integrated UN Programme 2017–2021, the Strategy will help the UN team to steer itsdirection towardsgreater, result-orientedoutreachand influenceover thepublicagenda,as well as the further positioning of the UN in the country . The Strategy aims to provide the framework, guidance and strategic vision for communications activities around the substantive Result Areas of the Integrated UN Programme 2017–2021 .

With this in mind, the Joint UN Montenegro Communications and Advocacy Strategy 2017–2021 has four strategic objectives:

1Further position the United Nations System in Montenegro as:

» A highly credible source of competence in the areas of human rights and development, one of the leading providers of the latest knowledge and expertise in these areas

» An effective, impartial and reliable partner of the people of Montenegro

2 Contribute to raising the quality of the public narrative on issues concerning human rights and development

3Promote participatory and human-centred forms of development, with special focus on enabling participation of young people, vulnerable groups and voiceless people in processes which concern their future

4 Support the country to embrace and implement the 2030 Agenda and Sustainable Development Goals

In order to achieve these strategic objectives, the UN team in Montenegro will follow the strategic communications and advocacy guidance from this document, concerning common messaging, communications approaches, key principles, key audiences, appropriate communications tools and channels .

‘COMMUNICATING AS ONE’ IN MONTENEGRO:

COHERENT OUTREACH

Communicating as One aims to ensure the inner coherence of the UN System, strengthen the UN’s advocacy role, improve dialogue with the government and other national partners, and highlight the results achieved by the UN in Montenegro . It enables UN Montenegro’s coherent messaging .

Joint UN Communications and Advocacy is critical for the following:

» Further strengthening of a positive and consistent image of the UN in Montenegro through strategic positioning of the UN team and its vision

» Common messaging and policy positioning, both internally and externally

» Continuation of the strengthening of the outreach of the UN System in Montenegro

» Communication of the UN’s comparative advantages in Montenegro

» Avoiding message duplication, inconsistencies and fragmentation

Communicating as One enables the pooling of the expertise and resources of the UN System inthecountryinordertoimprovetheefficiencyandeffectivenessofcommonmessaging.Thejoint UN Communications and Advocacy also plays an important role in building support for successful ‘Delivering as One’ implementation, both with external partners, as well as among the UNstaffinMontenegro.

Communicating as Oneisnotintendedtoreplaceanyagency’sspecificcommunicationsactivitiesor individual brand identity, nor does it seek to duplicate the existing communications work . Instead, its purpose is to identify strategic ways to help the UN Country Team to reach its collective vision .

Joint UN Communications and Advocacy in Montenegro is managed, driven and monitored by the Joint UN Communications Team (JCT) under the direct supervision of the UN Country Team (UNCT) .

JOINT UN COMMUNICATIONS TEAM (JCT):

DRIVING THE ONE UN VOICE

TheJointUNCommunicationsTeam(JCT)isinchargeofensuringaunifiedandcoherentvoicefor the UN System in the country, both internally and externally . The team brings together the comparative advantages of participating UN organisations in order to articulate the strategic outreach of the UN System in the country . The JCT is driven by the vision to support the UN SystemininfluencingpositivechangeinMontenegrobyworkingtogetherasahigh-performing,accountable team, creative in its use of communications and advocacy methods, tools and techniques, as well as through measuring the team’s performance and impact .

The JCT is composed of UN communications officers/focal points from participating UNorganisations, and is chaired by the UN Communications Analyst of the UN Resident Coordinator’s office. Teammembers work together to coordinate and implement a joint communications

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strategy inorder tomaximize theavailable resources foreffectivecommunicationsactivities,ensuringthattheUnitedNationsagencieshaveasynchronizedoutreachwithstronglinkagesbetween operational activities and the UN’s normative and advocacy role . Each UNDAF Result Group has a designated member to liaise with the JCT on relevant matters, in order to ensure efficientcoordinationofcommunicationandadvocacy-relatedactivities.

In line with the tasks and responsibilities outlined in the related terms of reference, the JCT regularly meets in order to, inter alia: develop a focused Joint UN Communications Strategy with clear communications and advocacy goals; share the latest key developments and information fromrespectiveagenciesandlearnfromeachother;harmonizeandalignrelevantfacts,figuresand messages; discuss and prepare joint events and campaigns; and coordinate and execute implementation of the Joint UN Communications Strategy and Annual Work Plan in a timely manner .

The work of the Joint UN Communications Team (JCT) is based on the following key principles:

» Effectiveleadership

» Sharing responsibilities within the team

» Mergingthecomparativeadvantagesofdifferentagencies(andteammembers)

» Understanding the mandates of individual agencies

» Acting based only on full consensus within the team

» Building a culture of cooperation

» Enhancing ownership and identifying “buy-ins” for all agencies

» A focused, rather than overambitious, approach

» Annual assessments of team members’ for their work on joint communications

GROUND RULES:

COMMON VALUES

In line with the ‘Delivering as One’ SOPs, the part concerning Communicating as One, the Joint UN Communications Team will drive joint UN communications and advocacy in the period 2017–2021, in the areas of both internal and external communications, based on the following ground rules:

» Applying Communicating as One pragmatically, i .e . “where it works”, without being overambitious . In order to do so, the JCT is in charge of identifying issues of common ground, which will be a matter of joint communications, such as SDGs, human rights, youth empowerment, UNDAF, gender equality, domestic violence, joint UN positioning, etc . From this starting point, agencies continue to carry out their own communication strategiesandspeakaccordingtotheirspecificmandates.

» Developing joint UN communications and advocacy products based on full consensus among UN organisations represented in the Joint UN Communications Team .

» Maintaining effective coordination and timely sharing of information among UNorganisations, particularly on specific communication activities covering critical orsensitive issues, or issues that may have system-wide implications . Coordination on these issues with regional and headquarters levels is equally important .

» Developing consistent and coherent messaging, as a shared responsibility among all JCT members to help avoid message blurring, duplication, inconsistencies and fragmentation .

» Use of a common, established visual identity for joint UN products and communications that is consistent with the UN visual identity guidelines, without losing the brand identities of individual agencies within the UN Country Team in Montenegro .

» Tailoring communication and advocacy strategy to the national challenges of Montenegro as an upper-middle income country .

» Emphasizingthesharedvalues,normsandstandardsoftheUNSysteminthecountry,through establishing links between results and achieving human rights, gender equality andotherprinciplesandpurposesoftheUnited Nations Charter.

UNIFIED VOICE & COMMON MESSAGING:

SINGLE VOICE

TheUnitedNationsteamstrivestowardsaunified,coherentvoice,whicharticulatesitsaddedvalue in helping the people of Montenegro in addressing key national priorities, primarily its EU integration commitments . In order to be able to do so, the UN’s Joint Communications Team is in charge of developing common messages, both internal and external, in consultation with the thematic UN working groups and the UN Country Team (UNCT) . The guidance from the UNCT is a prerequisite for the formulation of common messages and communications goals . The Joint UN Communication and Advocacy Strategy for the period 2017–2021 envisages several types of common messages:

INTERNAL MESSAGES

InternalcommonmessagesareaimedatUNstaffinMontenegro,aswellasUNcolleaguesinothercountryoffices,regionalandglobalUNcentres.Commoninternalmessagesshouldvaryaround the following formulations:

» Within ‘Communicating as One’ in Montenegro, individual UN agencies do not disappear, but complement each other in all areas of operations

» Through‘CommunicatingasOne’theUNboostssynergiesbetweenagencies,identifiescommonareasofworkandhelpsshareexperiencestobuildefficiencyandconsistency

» ‘Delivering as One’ strengthens cross-cutting work through combining agencies’ technical know-how and experience in key areas

» ‘Delivering as One’ provides an additional “wind at one’s back” for agency-specificcommunications,anditchallengestheUNstafftobeconstantlydevelopingtheirskillstomatch the ever-changing environment

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EXTERNAL MESSAGES

External common messages may be General (reflectingtheoverallmissionoftheUNteaminMontenegro) or Specific (developed in a particular context and for a particular strategic priority of the UNCT) .

General external messages are developed around joint UN work in Montenegro in the areas of humanrightsanddevelopment.Thesemessagesmayreflectthefollowingformulations:

» As an impartial and credible partner, the UN team in the country brings worldwide experience and advice to support the people of Montenegro in building a better future;

» With the aim of contributing to lasting changes in Montenegrin society, the UN supports the achievement of key national priorities through partnerships and participation .

Specific external messagesaredevelopedbythe JCT fordifferentpurposes,dependentonrelevant programmatic inputs and in close collaboration with the UNCT, Result Groups and joint workinggroups.Thosemessagesemphasizethehuman-rightsdimension,developmentgoals,respectfordiversityandsocialinclusion.Themarginalizedandthemostvulnerablegroupsandindividuals are the special focusof suchmessages.Whencrafting specificexternal commonmessages, the JCT will continue to ensure respect for the following rules:

» ReflectthesharednormsandstandardsoftheUnitedNationsSysteminMontenegro

» Present the actual situation on the ground and incorporate constructive advice on how to address country challenges

» Focus on results rather than on activities and processes

» Theserulesmustbeperiodically revisited

» Common messages should be forward-looking and aligned with the Integrated UN Programme,revolvingaroundspecificissuesofcommonconcerntotheagenciesinvolved

» Cover cross-cutting issues, such as human rights, gender equality, environmental sustainability, capacity development and other issues that the Government of Montenegro orUNCThaveidentifiedaspriorities

Once established and agreed, external common messages and policy positions can be used by anyagencyintheirindividualpublicawarenessefforts.Asagenciescontinuetocarryouttheirowncommunicationstrategiesandspeakaccordingtotheirspecificmandates,itisimportantthat the overall messaging remains consistent and complementary, as the United Nations system needs to work together and speak “as one” .

KEY AUDIENCES:

WHOM ARE WE ADDRESSING?

In order to enhance the impact of its outreach in the period 2017–2021, UNMontenegrodefinesthefollowingkeytargetgroups:

Internal audience » UNstaffinresidentUNorganisationsinMontenegro

» UNstaffinregionallybasedUNorganisationsoperatinginMontenegro

» UN Working Groups within the UN team in Montenegro

» UNcolleaguesinothercountryoffices,regionalandglobalUNcentres

Primary external audience » Duty bearers: government, parliament, state institutions, senior civil servants/national

policy makers

» Rights holders with a particular focus on vulnerable groups and young people

» National media

Secondary external audience » Delegation of the European Union to Montenegro

» International donors

» Change agents and opinion makers, committed to peaceful social/political change – civil societyorganizations/NGOs,academia,parliamentarybodies

» The private sector, business community leaders

» Subcontractors and consultants

» Regional and international media

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KEY COMMUNICATION APPROACHES:

HOW DO WE REACH OUT?

In order to achieve the objectives of the strategy and to maximize the impact of joint UNcommunications and advocacy in the period 2017–2021, the UN Country Team in Montenegro will strive for the following strategic approaches:

» Evidence-based communication – the UN team develops its communications initiatives and products based on credible evidence in order to contribute to advancing areas of human rights and development, and to push the public narrative forward;

» An issue-based communication approach (as opposed to organization-based) hasthe potential to increase the reach and power of UN communications and enable the development of stronger, broader-based platforms, networks or movements for change;

» Focused communications and advocacy – joint UN communication and advocacy is tailored to specific target group(s), topic(s) or area(s) in order to achievemeasurablechange(s);

» Measurable communications and advocacy – setting clear goals to be achieved, identifying tools and tactics to achieve such goals, as well as ways to measure them;

» Harnessing innovation – the UN team in Montenegro is proactively seeking new technologies and tools for an advanced outreach;

» Participatory approach – the UN team in Montenegro strives to incentivize peopleparticipation in public discourse and in shaping Montenegro’s way forward . Some of the authentic examples of success in this approach were the post-2015 consultations, as well as development of the new UNDAF 2017–2021 . This approach aims to enable the voices of ordinary people, the local community, young people, the vulnerable, the “unusual suspects”, etc . to be heard, many of whom are voiceless most of the time;

» Networking – using its convening power, the UN continuously tries to strengthen existing partnerships and build new ones, which, inter alia, help to amplify the common UN messaging .

COMMUNICATION CHANNELS:

THE OUTREACH AVENUES

Havinginmindthespecifictargetgroupsanddesiredoutcome,UNMontenegrousesdifferentcommunicationchannelsforeffectivedisseminationofjointcommunicationproducts,spreadingcommonmessages,andforengagingwiththepublicanddifferentaudiences.Forsuchpurposes,UN Montenegro will use the following communication channels during the period 2017–2021:

» Public events

» Press conferences

» Campaigns

» Meet&greet–outreachinthefield

» Mainstream media

» The online arena

» Official website

» Official social media platforms: Facebook, Twitter, Instagram, YouTube, Flickr, Issuu

» UNDAF Online Hub

» Web portals

COMMUNICATIONS TOOLS:

CREATING COMPELLING CONTENT

The JointUNCommunications Teamof theUNSystem inMontenegrowill developdifferentcommunication products and activities for different kinds of outreach, tailored for specificpurposes and for specific target groups, depending on the desired outcome and availableresources . During the period 2017–2021, the Joint UN Communications Team will be developing the following types of communication tools:

Internal communication: » UNWeeklyUpdate–aweekly teasere-mailupdateaimed tokeepUNstaff informed

about the key highlights of the UN’s work in the country

» AnnualDaOSurvey–annualsurveyonperceptionofDaOamongUNstaffasatoolwhichhelps identify the strengths and weaknesses of the ‘Delivering as One’ way of working

» UN Town Hall meetings

External communication: » Web: web stories, infographics, photo-messages, photo galleries, blogs, etc

» Audio-visual: video features, video animations, infographics, presentations, etc .

» Print:Rollups,backdrops,brochures,wallprints,flyers,posters,t-shirts,hats,stationery,etc.

» Monthly UN newsletter – a monthly update aimed to keep 700+ partners informed about the key highlights of UN’s work in the country

» Joint UN observances

» Joint campaigns

» Press releases

» Reports and publications

» Informationkits,visualtoolkits,Q&As

» Calendar of events

» Strategies

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BUDGETING:

MONEY FOR VALUE

TheJointUNCommunicationsandAdvocacyisfinanceddominantlythroughthecost-sharingmodality, with certain funds provided through the UN coordination mechanism . A budget for joint UN communications and advocacy in Montenegro will be developed on a yearly basis during the period 2017–2021 .

At the beginning of each year, the JCT will develop an annual work plan (AWP) with clear priorities for that year and propose it to the UNCT . Upon the UNCT’s approval, the JCT and Operations Management Team will agree on the cost-sharing structure of the AWP .

Ensuringastablefinancialstructure for jointUNcommunicationsandadvocacy iscritical forimplementation of the annual work plan .

CRISIS COMMUNICATION:

GETTING PREPARED

Crisis communication concerns the way UN Montenegro acts in times of crisis, with the aim of protectingthereputationandimageoftheorganization,minimizingriskandprovidingaclearpictureof the context, through an appropriate response to the crisis . Consolidating communications, both internal and external, is one of the key aspects of crisis management .

In order to be prepared to act in times of crisis, the Joint UN Communications Team is in charge of developing guidelines in the form of a Protocol in Case of Crisis . The Protocol, approved by the UNCountryTeam,isenvisagedtodefinethestrategyforrespondingtoacrisis,includingasetofactions and division of responsibilities in times of crisis, if and when they occur .

TheProtocoldefinesthreephasesofcrisismanagement:

Pre-crisis, concerning preparations for a potential crisis, development of a crisis response plan andcrisismanagement,inanefforttohandlethefuturecrisisinthebestpossibleway.Thisphaseincludes, inter alia, research and the collection of information on potential risks, development of a crisis management structure along with a crisis management plan, principles and division of responsibilities, periodic exercises and development of various outreach templates, as well as a set of ground rules for employees .

In-crisis, concerning a crisis which activates the Protocol guidelines and engages the team to respondtothecrisisinthepreviouslydefinedway.Whenthecrisisoccurs,theUNCTautomaticallyshifts to acting as a UN Crisis Management Team in charge of UN Montenegro’s crisis response . This phase includes identifying the cause, researching and collecting relevant information in the shortest period of time, analysing inputs and circumstances, choosing the strategy and creating a relevant crisis response plan, appointing a single responsible person for channelling UN Montenegro’s voice during the crisis (usually the UN Resident Coordinator), assigning responsibilities across the team, activating the ground rules for employees along with the division of responsibilities across the team, ensuringthatonlyverifiedandtruthfulinformationcanbeshared,andmonitoringthecrisis.

Post-crisis, concerning the period after the crisis, when the team analyses the entire process in order to identify challenges, bottlenecks, good practices and other lessons learned, and integrates

those lessons into the organization’s crisis management structure. This stage would includereviewing the crisis management and procedures, keeping stakeholders updated on the relevant progress and providing follow-up crisis messages as necessary .

MONITORING AND EVALUATION:

MEASURING THE PROGRESS

In order to track progress in the area of joint UN communications and advocacy, the Joint UN Communications Team will perform continuous monitoring of implementation of the strategy, and particularly implementation of the annual work plans, during the period 2017–2021 . Upon developing the Annual Work Plan early each year, the JCT will conduct mid-year and end-of-year reviews of the AWPs, in order to ensure that the communications activities remain on track and meet the goals stipulated by the AWP . Accordingly, the JCT chair will report to the UNCT on the joint UN communications progress and plans . This will allow monitoring of the communication processes and will help the UN Country Team to decide which activities deliver the best results andtoprioritizefurtheraction.

Each member of the Joint UN Communications Team will report twice a year to the team (mid-year and end-of-year) and share his/her main achievements in the area of joint UN communications, as wellasnotablenewdevelopmentsandrelevantactivitiesfromtheirrespectiveUNorganizations.

Besides the mentioned monitoring and reporting, the Joint Communications Team will also conduct so-called Direct Measurement – the useofscientificmeasurements,whichdrawonspecific,time-baseddeterminantsandvariables.Suchspecific instrumentsaimedatmeasuringsuccessandreviewing the progress of the stated objectives will include, but not be limited to, the following:

» Opinion polls, tracking studies, time-analysis surveys and focus groups

» Interviewswithkeycounterparts,beneficiaries,donorsandotherpartners

» Content and thematic analyses of news and opinion articles, mentions and publication in the media, etc ., to be made possible through monitoring of print, electronic and web-based media in Montenegro, as well as coverage from the region/abroad

» Custom reports – summaries, clip analyses and equivalency reports (measuring the impact of news and analysing publicity campaigns, estimations of success, general image, numbers of viewers, who is watching our themes and their impressions, the main messages sent, assessments of performance, etc .)

» Combining process indicators with behavioural indicators and developing behavioural metricstomeasuredesiredbehaviours.Itisextremelybeneficialtofocusonbehavioursas part of any initiative . In the past, it was about “Best Practices”, but now it is about “Best Behaviours”

Note:

The above list of measurements contains brief information for the joint groups and teams and it will be up to the teams themselves to decide on: 1) the type of measurement they would like touse;and2)timehorizons.Also,theteamswillbeartherelatedcostsfromtheirrespectivebudgets.TheJCTwillbeattheirdisposaltoadviseandtohelporganizationally.

€

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COMMUNICATING2030 AGENDA AND SDGs

IN MONTENEGROFOR THE PERIOD 2017-2021

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Background Sustainable Development Goals, also known as the Global Goals, are the architecture of the global plan for better future . That plan is called 2030 Agenda for Sustainable Development .

The 2030 Agenda for Sustainable Development, based on 17 global Sustainable Development Goals (SDGs), represents a vision of a better world and clear direction to the mankind for advancement of quality of life in the period 2015-2030 . It was adopted in September 2015 by all theUNmemberstates.Itofficiallycameintoeffecton1January2016andistobeachievedby2030 . The 2030 Agenda applies to every country .

The SDGs determine the direction of development work over the next 15 years . This universal planissettoinfluencegovernmentplanning,nationalandlocallevelpolicymakinganddonorfunding priorities . Articulated through 169 targets, 17 SDGs cover a broad range of sustainable development issues, from ending poverty and hunger to improving health and education, reducing inequality, and combating climate change . The 2030 Agenda is, above all, inclusive plan . Sustainable Development Goals particularly focus on empowering marginalised groups, such as women, children, elderly, poor, disabled, refugees, etc . That is why the key principle of the 2030 Agenda is: Leave no one behind!

All 17 SDGs are interconnected . It is impossible to address them separately . In order to have them achieved, it is essential to address them integrally, as a broader developmental framework set to enable better quality of life for all in next 15 years . Therefore, partnership is crucial for achievement of all 17 SDGs . It is of utmost importance to establish cooperation among governments, civil society, international organisations, private sector and individuals .

SDGsaimtoresolvethesocial,economicandenvironmentalproblemswhichaffecttheworld’spoorestpeopleandtocompletetheunfinishedbusinessoftheMDGs.

Follow up from MDGsSustainable Development Goals build up on Millennium Development Goals (MDGs), the largest anti-poverty push in the history of mankind, in the period of 2000-2015 . The MDGs enabled human kind to cut in half the extreme poverty, to increase education rate, to decrease child mortality as well as to stop HIV/AIDS and malaria epidemics, but also to advance the position of women in many societies around the globe .

The Sustainable Development Goals go much further than the previous set of development goals, because they address the root causes of poverty and pledge to leave no one behind, including vulnerable groups . Unlike MDGs, the SDGs are universal, applying to all countries rather than focusingmainlyondevelopingworld.TheydifferfromtheMDGsastheyincludedvoicesofthosemostaffectedbyhungerandpovertyandtheotherissuesimpedingdevelopmentsincetheybeen developed through an open, inclusive and participatory process .

Drive and the OwnershipThe2030Agendaisthefirstdevelopmentalagendawhichwascreated,notexclusivelybyleadersandpoliticians,butalsobyordinarycitizens.DuringthePost-2015consultationsorganisedinthe period 2013-2015, more than 8 million people around the world clearly said in what kind of world they want to live . By doing so, they helped UN member states, all 193 of them, to create and adopt this ambitious plan at the UN General Assembly in September 2015, as a vision of a better world by 2030 .

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That is why this Agenda belongs primarily to UN members states . The 2030 Agenda is owned and driven by the countries which adopted and pledged to implement this ambitious plan for better future . Each country adopts this universal agenda to its national context and developmental priorities . But gaining full ownership over the 2030 Agenda is not an easy task for UN member countries . In order to fully own 2030 Agenda and to successfully drive its implementation, each country need to develop enabling context for that, which inter alia, include: understanding the Agenda, aligning it with national priorities, embedding it into national development policies, mobilising stakeholders on various levels, building the implementing infrastructure and required capacities, etc .

To make this possible, many countries need support . That is where the UN steps in .

The role of UNThe United Nations is helping member countries to take full ownership over the 2030 Agenda and to drive its implementation . The UN brings its expertise, comparative advantages and convening capacities to help each country embrace, adopt and adapt the SDGs to its national context .

Critical areas of supporting countries in this regard include: building awareness on various aspects of 2030 Agenda, providing technical support for aligning policy making and expertise and helping countries to mobilise relevant entities through engaging national and local stakeholders in the process .

“It is up to the Member States of the UN to undertake this work of SDG implementation, but the UN system through all its agencies has a key role to play in supporting Member States as they do so, ” UN Secretary-General António Guterres .

Montenegro and the 2030 Agenda Montenegro had an active role in the process of defining Sustainable Development Goals.More than 12.000 citizens i.e. 2%of its population, participated in post-millenniumnationalconsultations in theperiod 2013-2015. Consultationswith citizens, organised via online andofflinechannelswiththesupportofUNteaminMontenegro,mobilisedmorethan20nationalpartners to join the process of consulting citizens about the future theywant. The processresulted in identifying eight development priorities .

Montenegro was also active member of the high-level Open Working Group on Sustainable Development Goals, as one of exemplary proactive countries in the process . Moreover, in the first year of the implementation of the SDGs, Montenegro revised its National Strategy forSustainable Development by 2030 and fully aligned it with the 2030 Agenda .

The second national UNDAF – Integrated UN Programme for Montenegro 2017-2021, jointly developed by the Government of Montenegro and the UN team in the country, is also fully aligned with Sustainable Development Goals . Following joint strategic prioritising of SDGs and aligning them with national priorities of Montenegro, strategic document embeds relevant SDGs in its four strategic areas of intervention: Economic Governance, Democratic Governance, Environmental Sustainability and Social Inclusion .

In close cooperation with the Government, but also with other national stakeholders and individuals, UN team in Montenegro is committed to continuously provide support the country in implementing the 2030 Agenda .

Advocating for SDGs. WHY?The Sustainable Development Goals represent a historic milestone, the greatest commitment of world nations to tailor the future towards the achievement of 17 essential, urgent and measurable advancements for the world’s people . From education, to environmental protection, to women’s rights, the SDGs represent a progressive, global vision for the future .

However, committing to those goals and actually achieving them by 2030 is not the same thing . An enormous amount of work is required for bringing the SDGs into reality . One of the key elements of that process is advocacy .

In theUNsystem,manydifferent things fall under the term ‘advocacy’. Itmeans conductingresearch and providing the information needed for governments and other key actors to act based on evidence and fact . It means providing direct support to governments as a partner for policy development and implementation . It also means working with civil society, the media, the corporate sector, social movements and the public to help build the political environment for action . All of these aspects of advocacy will be essential elements of UN advocacy for SDGs implementation .

The SDGs advocacy in Montenegro aims for three strategic, subsequent outcomes which form the foundation for the real and lasting delivery of 17 global goals:

• Educating about SDGs

Understanding the 2030 Agenda and SDGs is critical for its successful implementation . Beyond general awareness, it is also important to ensure consistent understanding of SDGs among governmental and non-governmental stakeholders . This means reaching outtoalllevelsandsectorswithinformationtailoredtotheirspecificfunctions,roles,andresponsibilities.Aclearunderstandingofthebenefitsofaligningnationalandlocalplansandpolicy-making processes with the 2030 Agenda and SDGs is critical for mobilising relevant national stakeholders .

• Mobilising for SDGs

As mentioned, it is up to national capacities, primarily the Government of Montenegro, to implement SDGs and 2030 Agenda . To make this possible, it is essential to identify and mobilise relevant stakeholders who would engage and lead the process . This is also area whereUNprovides substantive support. Specifically tailored advocacy towards identifiedinstitutions, groups and individuals is crucial for their engagement . Only with relevant entities

EmbracingSDGs

Mobilizingfor SDGs

Educatingabout SDGs

National process of bringing the SDGs into reality.

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mobilised for SDGs is it possible that the country truly owns and drives the 2030 Agenda . Anotherimportantaimisinstigatingsocialmobilizationi.e.engagingthewiderpublicaroundSDGs to create additional stimuli for decision makers to take action .

• Embracing SDGs

The critical outcome of SDGs advocacy is national embracement of SDGs and 2030 Agenda . This stage is focused on advocacy which leads to concrete actions and measures aimed at full adoption of prioritised SDGs, supporting multi-stakeholder approaches for reviewing nationalplans,introducingSDGsintopolicymaking,strategizinginlinewith2030Agenda,aswell as monitoring and evaluation of the process .

These three outcomes are subsequent and depend on each other . None of them is achievable unless the previous one is successfully completed . There is no clear line where one stage ends and the next one begins . Therefore, only through a strategically designed and conducted SDGs advocacy it is possible for Montenegro to fully own and drive the implementation of the 2030 Agenda . Such strategic advocacy is complex process with number of layers and various interdependent stages, and it involves number of actors, both from UN and national side .

Advocating for SDGs. HOW?Building public awareness of the SDGs and their relevance to national strategies and plans is a critical through all stages of their successful implementation . But the crucial prerequisite for successful SDGs advocacy is strategic approach – an approach that rises above a list of activitiesandannualdeliverablestotheoverallvisionofwherethecountryeffortbegins,whereit aims to go and a plausible path of action to get there . UN Montenegro’s advocacy for SDGs is advocacy for results, meaning it is developed and tailored to lead to results and durable changes prospected in the 2030 Agenda .

Through a strategic SDGs advocacy, the UN team in Montenegro aims to support the country to take full ownership and implementation over SDGs .

Just like its parent document - Joint UN Communications and Advocacy Strategy for the period 2017-2021, this SDGs Advocacy Strategy, covering the same period, is designed in the form of guidance and ground principles, while the more detailed interventions along with budgets are being developed in relevant Annual Work Plans .

Key principles

The UN team in Montenegro develops and implements communication and advocacy outreach of the 2030 Agenda and SDGs based on certain ground principles:

• Targeted audience;• Tailored communications [for the country context and for targeted audience];• High quality communications;• Attaching SDGs to the ground level;• Pursuing new;• Aligning with UNDAF;• Ensuring reach towards marginalised groups;• Fostering participation;• Consistent messaging;• Evaluating results and impact .

The process. The structure.The Joint UN Communications Team (JCT) is in charge of developing and implementing SDGs advocacy on behalf of the UN team in Montenegro . The SDGs outreach is being designed and implemented on annual basis, within joint UN communications annual work plans, aligned with UNDAF 2017-2021 . In close cooperation with UNCT, JCT develops annual work plans with SDGs outreach component as leading priority in each one of it . This section outlines strategic goal for SDGs outreach in that year, along with details of budget and concrete plan of actions for achieving it . It is essential that JCT is timely provided with programmatic inputs concerning SDGs, from all UN agencies operating in Montenegro . Although being the creator and in lead of SDGs advocacy,JCTisnottheonlyagentonbehalfofUN.AllUNemployees,indifferentcapacities,areSDGs advocacy agents .

Given the complexity of the topic, the scope of SDGs outreach, starting from 2016, is being builtgraduallyi.e.broadenedeachyeartonewfieldsandnationalactors.AdvocacyforSDGsinMontenegro is being conducted via two major streams: Internal Communications and External Communications and Advocacy .

Internal CommunicationsIn order to provide high quality support to national counterparts to own and drive the 2030 Agenda, it is essential that UN employees in Montenegro clearly understand the full scope of the Agenda and Sustainable Development Goals and to have the capacity to see the “big picture” by 2030 .

The JCT, in closecooperationwithUNCT,developsand implementsspecificcommunicationsmodulesaimedatequippingUNstaff in thecountrywith requiredknowledgeandexpertiseconcerningSDGs,suchaspresentations,visuals,regularinformationflow,webfeatures.

Key vehicles for internal communications in this regard are Internal Weekly Updates, SDGs presentations, SDGs landing pages on UN Montenegro website, internal events such as Town Hall meetings and knowledge exchange lectures, branding items, various visuals and publications .

External CommunicationsExternal SDGs communications and advocacy is critical part for empowering national counterparts to take ownership over the 2030 Agenda . JCT builds it strategically in order to reach targeted groups and entities in Montenegro, with an aim to educate, mobilise and help them further embraceSDGs.StrategicSDGsoutreachismosaicofdifferentcomponents,withdifferentactorsandactions,differentoutcomesanddifferentmagnitudes,allofwhichcomplementarymaketogether a “big picture” i .e . change which will help Montenegro to fully own and drive the 2030 Agenda .

Developing of strategy for external communications on SDGs include several stages:

• Crystalizing the vision

The JCT, in cooperation with UNCT, agrees on what is the goal to be achieved in the area of SDGs advocacy . It is important to take the national context into consideration and to set realistic and achievable vision . When developing the vision, it is also vital to come up with feasible and realistic predictions .

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• Identifying target groups

Once the vision is set, specific groups and entities are identified to which SDGs will becommunicated within the overall vision . It is essential to have full perspective of entire spectrumof identifiedentitiesand individuals, rather than fragmentedviewonparticularplayers .

• Developing tactics and communications tools to reach identified groups

Thisstageenvisagesdevelopmentspecifictacticsandcommunicationsproducts,identifyingappropriate channels and vehicles to reach desired groups in the most meaningful way . Depending on chosen tactics, tools and channels, the success of advocacy may vary great deal . The UN Montenegro apply two major approaches in communicating SDGs:

• SDGs focused communication

This approach puts 2030 Agenda and SDGs at the focus of communication . It isaimedforspecific“well-prepared”audiencessuchasGovernment,Academia,specialised groups and partners, etc .

• Issue-action-impact focused communication with clear link to SDG(s)

This approach puts concrete issue at the forefront of communications, along with required or conducted actions for reaching impact, while only in the background of communication a direct link is established with relevant SDG(s) and 2030 Agenda . (for example, opening a feature story on Roma girl married at the age of 12, and later in the story development, or at its conclusion, a directly link in addressingthischallengeisestablishedwithspecificSDGs).

• Measuring impact

Wherever and whenever it is possible measure of the impact should be part of a strategic plan for SDGs advocacy .

ChannelsDepending on the identified target group and desired outcome, the UN team will chooseappropriate channels . The UN team in Montenegro conduct advocacy for Agenda for Sustainable Development through following major communications channels, with each of them to be further developed through the next level structure i .e . via relevant sub-channels:

• Direct Communications• Media Communications • Events• Publications• Web

ToolsThe UN team develops various communications tools depending on targets and channels for reaching them, purpose and expected outcome . Those, inter alia, include:

Media tools

• Press releases • Press conferences• Interviews • TV/print features

• Press kits• Less formal meeting with journalists

(workingbreakfasts,consultations,briefings,etc.)

Public events

• Campaigns• Events• Conferences• Seminars• Workshops

• Thematic debates • Concerts• Lectures• Competitions• Exhibitions

Meet and greet

• Field activities• Bilateral meetings• High-level visits• Lobbying

Print

• Reports and Publications• Brochures• Presentations• Branding items

• Indoor print• Outdoor print• Content for visually impaired (Barile)

Web

• Bi-lingual SDGs landing page• Social media• Websites• Blogs

• Facebook and Google ads• Viber sticks• Surveys

Digital

• Photos• Videos• Design• Presentations• Infographics

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Key audiences: SDG Agents and Change BearersThe SDGs advocacy is to be mostly focused to those who are seen to be as potential SDG agents i .e . thosewhoshouldbeinitiators,supportersorbearersofthechangewhichwillmakefulfilmentofthe2030Agendapossible.TheJCT,incooperationwithUNCTandotherUNcolleagues,identifiesand regularly updates the list of such entities . Within annual communications work plans, the JCT develops tailored communications and advocacy modules for those strategic groups .

Government TheGovernmentofMontenegroistheofficialsignatoryoftheAgendaforSustainableDevelopmentby 2030 and thus the primal bearer and implementer of the 2030 Agenda . Therefore, UN’s greatest priority is to support Government to take ownership over the 2030 Agenda . Having in mind massive Government’s apparatus, thorough mapping needs to be undertaken in order to identify which government entities and individuals to involve and how .

Specific Goal: Educate and mobilise key Government entities for 2030 Agenda

Key vehicles: MAPS, bilateral meetings, high-level events, publications, conferences, media, lobbying

AcademiaBringing the SDGs to academia is of utmost importance in a long run because feeding 2030 Agenda into university curricula places SDGs at substantive and functional knowledge of young people . Helping young people to understand 2030 Agenda and to learn about SDGs empowers them to later drive SDGs implementation as future leaders and decision makers . Moreover, brining SDGs to university professors as knowledge bearers and persons of strong integrity enables university to be the knowledge hub for the concept of sustainable development, SDGs and 2030 Agenda .

Specific Goals: Incorporate 2030 Agenda in formal and informal curricula, spark SDGs debate on Academia

Key vehicles: Lectures, publications, exhibitions, debates, presentations, videos, social media, web

Education systemFurther investment in ensuring that SDGs are understood and attached to future generation, the ones the 2030 Agenda concerns the most, would be to place SDGs across national education system. Gradual and targeted insertion of SDGs to specific modules of education systemwould ensure preparation of upcoming generations to understand, embrace and implement Sustainable Development Goals .

Specific Goals: Incorporate 2030 Agenda in formal and informal curricula

Key vehicles: Lectures, publications, brochures, cartoons, videos, lobbying

NGOsNon-governmental organisations have significant potential for boosting national ownershipover the Sustainable Development Goals . Considering their mid-level position on a society scale, often being main link between grassroot level and political level, strategic partnership with NGOs carries significant potential for bringing SDGs closer both to ordinary people and decision-makers.JustlikeinPost-2015process,theexpertiseofNGOsinspecificfields,aswellastheirsolid integrity and forward-thinking make them valuable partner in transposing complexity of 2030 Agenda further to the community .

Specific Goals: Inspire and empower NGOs to get on board for nationalisation of SDGs

Key vehicles: Bilateral meetings, thematic debates, publications, events, workshops, lobbying, campaigns

MediaWithin the mission of nationalising SDGs in Montenegro, mainstream media can have two roles – target and partners . As a target, media represent public service structure which need to be informed about critical development framework such as 2030 Agenda . But way greater is partnering role of media in nationalisation of SDGs, given their massive outreach networks andtheirinfluenceonopinionmakinganddecisionmakinginthecountry.Therefore,theJCTcontinuously develop special communications modules which seek to inspire but also feed media for building the SDGs narrative .

Specific Goals: Educate and inspire media about SDGs

Key vehicles: Press releases, press conferences, interviews, less formal meeting with journalists (workingbreakfasts,consultations,briefings,etc.),TV/printfeatures,presskits

BusinessBusiness sector has massive potential to fund implementation of SDGs . Therefore, the UN team pursues ways for involvement of private sector – small and medium companies into promotion and implementation of SDGs .

Specific Goals: Sensitise private sector for SDGs

Key vehicles: Seminars, events, workshops, bilateral meetings

Prominent individuals, influencersThis group is particularly important mostly because of their catalysing capacity in society . This group include respectable professors, community leaders, writers, actors and singers, sports people, various role models and highly trusted public persons . Bringing such individuals on boardofnationalisationofSDGscanmakemassiveeffectonmobilisingpeoplearound2030Agenda . The UN team is to identify such individuals and to develop tactics to involve them into the process of nationalisation of SDGs and 2030 Agenda .

Specific Goals:BringinfluencersonboardfornationalisationofSDGs

Key vehicles: Bilateral meetings, events, publications, workshops

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Key messages on SDGsMontenegro

• Montenegro is committed to integrate SDGs into national policies in order to speed up the process of accession to the European Union .

• EU Agenda and SDGs are two complementary strategic processes with the same goal – to improvethequalityoflifeofthecitizensofMontenegro.

• WithmassiveresponsetoPost-2015processandbeingoneofthefirstcountriestoalignits national sustainable strategy with 2030 Agenda, Montenegro is at the forefront of SDGs implementation .

• Montenegro drives its EU Accession process thoroughly, taking in consideration the Sustainable Development Goals, so the country could properly prepare for membership in theEUwhichcontributestotherealizationoftheAgendaforSustainableDevelopmentby2030 .

General

• Sustainable Development Goals, also known as the Global Goals, are the architecture of the global plan for better future . That plan is called 2030 Agenda for Sustainable Development .

• The 2030 Agenda for Sustainable Development, based on 17 Sustainable Development Goals (SDGs), focuses on human progress .

• 2030 Agenda is universal plan which directs countries’ development towards poverty eradication, gender equality and reducing inequalities, towards improvement of health systems, protection of biodiversity, sustainable urbanisation, production and consumption, towards addressing climate changes and strengthening institutions .

• The SDGs have set a new universal standard for development that will ensure that no one is left behind .

• The 2030 Agenda is, above all, inclusive plan . Sustainable Development Goals particularly focus on empowering marginalised groups, such as women, children, elderly, poor, disabled, refugees, etc .

• All 17 SDGs are interconnected . It is impossible to address them separately . In order to have them achieved, it is essential to address them integrally, as a broader developmental framework set to enable better quality of life by 2030 .

• Partnership is crucial for achievement of 17 SDGs . It is of utmost importance to establish cooperation among governments, civil society, international organisations, private sector and individuals .

• Leadersrecognizethatifbusinesscontinuesasusual,littleprogresscanbeachieved,andthattheprogressthathasbeenmadewillbeincreasinglyjeopardized.SDGscallfordifferentwaysofthinking,working,organizing,communicatingandreporting.

• In a world beset by economic stagnation, political instability, increased environmental degradation and a record number of refugees and migrants, it is time to transform the way we do things .

Background

• The Sustainable Development Goals are a complete package . It is necessary to achieve all the Goals in order to achieve the future we want and leave no-one behind .

• The Sustainable Development Agenda provides a real opportunity to eliminate extreme poverty by 2030 and to ensure that all people have, among others, the chance to decent work, education, food security, and access to water and sanitation .

• This is thefirstdevelopmentalagendawhichwascreated,notexclusivelyby leadersandpoliticians,butalsobyordinarycitizens.Morethan8millionpeoplearoundtheworldclearlysaid in what kind of world they want to live in .

• Sustainable Development Goals are continuation of Millennium Development Goals (MDGs), the largest anti-poverty push in the history of mankind, in the period of 2000-2015 . The MDGs enabled human kind to cut in half the extreme poverty, to increase education rate, to decrease child mortality as well as to stop HIV/AIDS and malaria epidemics, but also to advance the position of women in many societies around the glove . The Sustainable Development Goals build on reaching the vision of better world by 2030 .