Strategic Communication
With over 25 years of expertise, my strategic communication services have been developed, tested, and proven in low-, middle-, and high-income countries worldwide, notably in emergency, crisis, and fragile situations. My work encompasses various activities, such as Leadership Communication, Programme Portfolio Evaluation, Advocacy, Dialogue Management, and the production of innovative events. I’ve organized high-level summits and events that successfully promoted constructive debate and stakeholder collaboration.
Strategic communication is distinguished from corporate communication by its greater scope and emphasis on attaining specific organizational goals. While corporate communication is primarily concerned with managing the organization’s reputation and relationships with its stakeholders, strategic communication is broader, encompassing the strategic planning and execution of communication efforts to achieve specific goals such as building partnerships,
mobilizing resources, and driving social change.
Throughout my career, I have continuously helped organizations with strategic communication, which has resulted in expanded collaborations, the establishment of new coalitions, and the attraction of new donors and supporters. My approach focuses on bespoke tactics adaptable to different situations and sensitive to the changing demands of organizations and communities.
Notable highlights
UN Women’s Country Office, Nepal (2024):
Reviewed, analyzed, and provided recommendations on the communication strategy.
Government of Malaysia’s COVID-19 Risk Communication Response (2023): Designed and conducted the first AfterReviewed, mapped, and drafted communication strategies and plans
Action Review supported by WHO Country Office Malaysia.
Ministry of Health and Population, Nepal (2022): Designed and drafted COVID-19 vaccination communication strategy
WHO Country Office Nepal (2021): Reviewed, mapped, and drafted corporate communication strategy and communication plans.
Ministry of Health and Population, Nepal (2021): Reviewed, mapped, and drafted COVID-19 corporate communication strategy.
WHO HQ, Geneva (2019): Global consultations with the three strata of WHO, analysis and
global Pandemic Influenza Preparedness Communication Strategy- 2019
Geneva Health Forum (2010-2015):
Conceptualized and negotiated inter-institutional linkages to implement a robust communication strategy, fostering collaboration between academic, research, and teaching institutions, multilateral and bilateral donors, foundations, the private sector, and the media.
UNICEF (2004-2007):
WHO Country Office Thailand (2023): Developed a strategy linking UNICEF’s program portfolio with communications, leading to upstream collaboration with the Government of Malaysia.
European Centre for Minority Issues (ECMI), Germany (2001-2004): Developed and implemented the re-branding strategy, overseeing traditional and new media product lines and processes.
What?
Sector
Where
When
With Whom
Sector?
Refugees, Humanitarian Emergencies
What?
Strategic Communication, Strategic Partnerships
Where?
Republic of Macedonia
Why?
The Centre for Refugee and Forced Migration Studies was a newly established think tank. The challenge was how to establish linkages and partnerships with the well-established think tanks around the world on refugee and migration issues.
When?
2000, 2001
What Exactly?
In 2000 UNHCR and the University Ss. Cyril and Methodius, Skopje jointly set up the Centre for Refugee and Forced Migration Studies (CRFMS). UNHCR commissioned me to develop the strategy for this Think Tank including a Communications Strategy.Following the strategy a website, newsletter, brochures and flyers were developed for the Centre. Targeted dissemination of the outreach material resulted in high visibility of the Centre and its output.We established a strategic partnership with the Brookings Institute and an international conference in Skopje on IDPs was organized.
With Whom?
UNCHR, University Of Skopje
What Happened?
Strategic partnerships were established with leading think tanks including the Brookings Institute and the European Centre for Minority Issues and an international conference in Skopje on IDPs was established.
Director
European Centre for Ministry Issues, Germany
Sector?
Refugees, Humanitarian Emergencies
What?
Strategic Communication, Strategic Planning, Strategic Partnerships
Where?
Republic of Macedonia
Why?
Within the first ten years of its existence, two major refugee influxes impacted the Republic of Macedonia. Support of the international community helped the country cope gracefully with these humanitarian emergencies. Acknowledging the inherent volatility of the region, it was vital that the know- how generated in the country in dealing with displaced populations is institutionalized and capacity be built systematically for emergency preparedness.
When?
2000, 2001
What Exactly?
I conducted a needs assessment and a mapping of potential partners. I then developed the project proposal and fundraised with donors to set up the Center for Refugees and Forced Migration Studies (CRFMS) at the Ss. Cyril and Methodius University in Skopje. The aim of the Center is to become a leading regional resource center in its field; to foster a regional network of similar research centers and to promote standards of excellence in research on Refugee and Forced Migration related subjects. Set up with seed funding from UNHCR, I led vigorous fundraising andexpandedthe portfolio of donors. Ialso set up and mentored the project management team of the centre. The project was implemented from February 2000 to September 2001.
With Whom?
UNCHR
What Happened?
Set up of an active, well functioning research centre on refugee and forced migration issues
Established a wide portfolio of donors thus enhancing the sustainability of the centre
Management staff was trained to take over the management of the centre
Well functioning resource center with a specialized library
Internationally networked program on refugee studies was established
Adviser, Human Rights & Democracy
Swedish International Development Cooperation Agency (Sida), Department for Europe, Division for South Eastern Europe.
Sector?
Women, Child Rights, Hiv Aids
What?
Dialogue Management, Strategic Communication, Strategic Partnerships
Where?
Malaysia
Why?
UNICEF has enjoyed a longstanding fruitful partnership with the Government of Malaysia. However with Malaysia graduating into a fast developing middle-income country it was felt that UNICEF could support the government better by becoming a policy partner. Countering HIV AIDS was one of the two MDGs that were eluding Malaysia. UNICEF felt that it could add value to the efforts of the government in that area.
When?
2005
What Exactly?
Identifying key areas of support required by the Ministry of Health of Malaysia to address HIV AIDS & children & Youth in Malaysia. Key components of this support involved
Identification of potential partners and analysis of their capacity & risk
High level negotiations and building of strategic partnership with government and civil society representatives.
Policy analysis and advise on partnerships, HIV AIDS.
Development of project portfolio on HIV/ AIDS.
With Whom?
UNICEF
What Happened?
UNICEF became a close partner of the Malaysian government in addressing HIV AIDS through policy interventions.
Head of Development Cooperation
Embassy of Sweden in Skopje
Sector?
Women, Child Rights, Harm Reduction, Hiv Aids
What?
Strategic Communication, Strategic Partnerships
Where?
Malaysia
Why?
When?
2006, 2007
What Exactly?
Sunoor Verma launched the consultations with the Ministry of Health, Royal Malaysian Police and civil society partners on the drafting of a National Strategic Plan on Harm Reduction. He then provided all the necessary support for the drafting of this national strategy in terms of technical expertise.
With Whom?
UNICEF, Institute Of Health Management
What Happened?
Strategic plan for scale up of Harm Reduction was adopted and budgeted by the government and was implemented nationwide.
I attributemy success in Malaysia to some key factors that I feels are vital though very rare to find:
UNICEF in Malaysia, Singapore, Brunei was headed by Gaye Phillips who not only had a vision but also the courage to recognize that strategic partnerships can take the agenda forward. She articulated her vision and asked me to go and make things happen while she would ensure that there is Prime Minister and Royalty level support and that internal UN bureaucracy does not come in the way. Her experience as a long serving CEO of UNICEF in Australia gave her insight into the UN system without stifling her thinking as her accountability lay with Australian citizens who contribute to UNICEF’s coffers. Each and every partner of UNICEF in Malaysia was convinced that Gaye Phillip’s one point agenda is the well being of Malaysian children. This is rare for any Representative of a UN agency. She enjoyed equal credibility with government, private sector, civil society, royalty and above all the team she led. Every day I learnt some thing new and positive from Gaye Phillips when working as her Senior Advisor in Malaysia.
A Catalyst
Indra Nadchatram was former CEO of the Malaysian AIDS Foundation and later UNICEF’s Communication Officer. Indra unhesitatingly shared with me her entire knowledge bank on the HIV AIDS landscape in Malaysia, encouraging me to take steps in unchartered territories yet warning me of potential land mines and also connecting me to the key players. Indra’s dedication to the well being of children and to halting the spread of HIV AIDS was a fountain of inspiration for me during my stay in Malaysia. It always helped having an office right next to Indra’s.
Regional Representative
European Centre for Minority Issues
Sector?
Women, Child Rights, Hiv Aids
What?
Dialogue Management, Strategic Communication, Strategic Planning, Strategic Partnerships
Where?
Malaysia
Why?
It was clear that Malaysia could not address HIV AIDS effectively without a national strategy in place. In turn for the National Strategy to be effective it needed to not only be a consensus document but also collaborative arrangements of implementation would need to be foreseen in the concept and planning. The HIV AIDS landscape in Malaysia as in many other countries was deeply fragmented and finding ways to bridge the fissures required the support of a party like UNICEF, which had a stake in addressing the issue but not in the power play that happens in every country when it comes to HIV AIDS.
When?
2005, 2006
What Exactly?
The UNICEF Representative in Malaysia Gaye Phillips tasked me to come up with a strategy on bringing the movers and shakers in the HIV AIDS arena and find entry points to engage with them. I conducted a rapid nationwide mapping exercise meeting with key players and understanding their perspectives. This helped create common grounds to launch a consensus process for drafting the national strategic plan. I supervised the work of consultants brought in to support specific technical inputs and worked as one team with the HIV AIDS division of the Ministry of Health.
Adopting the first national strategic plan was a huge success for Malaysia because it paved the way for a fully budgeted HIV AIDS program to be launched by the government. The plan also provided a platform for collaboration between government, civil society and the private sector.
While UNICEF’s Representative ensured that there was strong political backing for UNICEF’s support to the process and to my services being made available, the intelligence and expertise of Indra Nadchatram were unmatched. With Gaye, Indra and our Malaysian counterparts we worked around the clock with a sense of urgency of the epidemic.
With Whom?
UNICEF, Institute Of Health Management, Malaysia
What Happened?
Malaysia’s first National Strategic Plan (2005-2010) was adopted, budgeted and implemented.
Adviser, Department for Europe
Swedish International Development Cooperation Agency, Sweden
Sector?
Global Health
What?
Dialogue Management, Strategic Communication, Strategic Planning, Strategic Partnerships
Where?
Switzerland
Why?
The Geneva Health Forum is not just another conference on health. By looking to the future, it brings vision and thrives on all participants’ unique experiences and in depth insights on topics and initiatives generated and implemented all over the world. At the GHF it is believed that pooling intelligence will bring value and challenge common ideas to explore new territories of frethinking and build on inter-sectorial approaches to solving the problems of our time.
The Geneva Health Forum is not just another conference on health. By looking to the future, it brings vision and thrives on all participants’ unique experiences and in depth insights on topics and initiatives generated and implemented all over the world. At the GHF it is believed that pooling intelligence will bring value and challenge common ideas to explore new territories of freethinking and build on inter-sectorial approaches to solving the problems of our time.
When?
2011, 2012, 2013, 2014, 2015
What Exactly?
I mapped, negotiated and implemented a three-tier partnerships strategy for the sustainability of the Geneva Health Forum (Content, Thematic and Geographic partnerships). This involves establishing Public-Private partnership arrangements without jeopardizing credibility. More about the GHF can be read on it’s website www.genevahealthforum.org
With Whom?
HUG, Swiss Ministry
What Happened?
Over the last four years the reach of the GHF has multiplied and it has established itself as an important event on the global health calendar. It attracts close to one thousand practitioners, academia and policy makers to Geneva to search for solutions in health.
Sector?
What?
Strategic Communication, Strategic Planning
Where?
Australia
Why?
400 members of this peak medical body are spread out in Australia. Each state has its own peak body, which in turn compose the peak national body. Finding a way to bring the membership together in an engaging and productive way seemed important for keeping the organization viable.
When?
2007, 2008, 2009, 2010
What Exactly?
Through my consulting outfit ‘ProCube Consultancy Services’,I developed a comprehensive external communication strategy that would in a step-by-step way engage external audiences of the organization. Identifying the web as the key platform for communications with external stakeholders a new intelligent and intuitive web site was developed. Twenty Video snippets which present the strengths of the organization were produced by ProCube and are available on-line to members.
With Whom?
What Happened?
Manifolds increase in the informed engagement of members that was expressed through different channels of contact.
Co-Founder
Geneva Health Forum
Sector?
Minority Issues
What?
Strategic Communication
Where?
Republic of Macedonia, Germany, Kosovo
Why?
An intergovernmental think tank headquartered in Germany, ECMI wished to enhance its profile as premier action oriented organization in the field of conflict resolution and transformation in Europe and to expand its portfolio of donor governments. It wanted to harmonize the profile of its field operations with that of its headquarters.
When?
2003
What Exactly?
I conducted focus groups and surveys within and outside the organization to understand the prevailing practices and perceptions. I identified bottlenecks and defined target audiences. Then I conceptualized and developed a range of strategic communication products. Tools developed for this purpose were:
Mission Statement development:
the mission statement was re-phrased to reflect the aspirations and expertise of ECMI. It was phrased in a clear straightforward way leaving no scope for ambiguity.
the central web site of the organization was completely re-structured to reflect a wide range of programs that the organization was running and the impact that it was having on its beneficiary
the central web site of the organization was completely re-structured to reflect a wide range of programs that the organization was running and the impact that it was having on its beneficiary
With Whom?
ECMI
What Happened?
The result was a cohesive brand image that attracted long term and framework donors to ECMI.
SwissPeace
Project Coordinator
Sector?
Women, Humanitarian Emergencies, Child Rights
What?
Negotiations, Capacity Development, Dialogue Management, Strategic Communication
Where?
Malaysia
Why?
The Avian Influenza epidemic in South East Asia prompted UNICEF and the Ministry of Health to look at areas where health communication with the citizens could be improved? Risk communication expertise was non-existent in the country.
When?
2006
What Exactly?
Having worked closely helped withthe Ministry of Health and knowing UNICEF’s strength in communications identified the gap in risk communication expertise. I formulated a capacity building- quick implementation proposal and secured funding for it. I selected international consultants for conducting a series of workshops on risk communication. Along with Ministry of Health counterpart I supervised the implementation and evaluated the outcome.
With Whom?
Institute Of Health Management, Malaysia
What Happened?
Following this workshop the Ministry of Health integrated Risk Communication in its strategic communications tool-box and used it in other emergency situations. Participation from all states of Malaysia in the workshop ensured that there is a nationwide utilization of the tool-box.
Regional Representative
European Centre for Minority Issues
Sector?
Women, Child Rights, Harm Reduction, Hiv Aids
What?
Assessments And Evaluation, Strategic Communication, Strategic Partnerships
Where?
Malaysia
Why?
To counter the tide of HIV AIDS in Malaysia it was important to scale up the methadone substitution therapy and needle syringe exchange program nationwide.However there was opposition to this from a variety of influential quarters.
When?
2006, 2007
What Exactly?
Sunoor Verma launched the consultations with the Ministry of Health, Royal Malaysian Police and civil society partners on the drafting of a National Strategic Plan on Harm Reduction. He then provided all the necessary support for the drafting of this national strategy in terms of technical expertise.
With Whom?
UNICEF, Institute Of Health Management, Malaysia
What Happened?
Strategic plan for scale up of Harm Reduction was adopted and budgeted by the government and was implemented nationwide.
I attributemy success in Malaysia to some key factors that I feels are vital though very rare to find:
A visionary-
Indra Nadchatram was former CEO of the Malaysian AIDS Foundation and later UNICEF’s Communication Officer. Indra unhesitatingly shared with me her entire knowledge bank on the HIV AIDS landscape in Malaysia, encouraging me to take steps in unchartered territories yet warning me of potential land mines and also connecting me to the key players. Indra’s dedication to the well being of children and to halting the spread of HIV AIDS was a fountain of inspiration for me during my stay in Malaysia. It always helped having an office right next to Indra’s.
The late Dr. Rohani, Dr. Christopher Lee, Dr. Norliza Noorodin, Dr. Hayati and Dr. Shaari of the Ministry of Health were committed to the fight against HIV AIDS at a time when it was the least sexy portfolio at their Ministry. Datuk Chua Soi Lek the Minister for Health took the bold step of introducing harm reduction well conscious of the political risk it carried. Shayne Nelson, CEO of Standard Chartered Bank who nurtured a culture of community service at all levels at his bank and launched the “Living with HIV” program in Malaysia in 2002, which educated 3000 of the bank’s employees on the basics of HIV AIDS.Fashion designer Sonny San who organized the first public fundraising for UNICEF… people who went way beyond the call of duty, everyday. They welcomed me warmly to their offices and were always willing to engage in discussions and search for solutions.
Regional Representative
European Centre for Minority Issues
Sector?
Child Rights, Hiv Aids
What?
Strategic Communication, Strategic Planning
Where?
Malaysia
Why?
For many years UNICEF had partnered with the Government of Malaysia to deliver numerous and effective grassroots initiatives. With the rapid strides Malaysia made in development and achieved a middle-income country status, it was felt that UNICEF could advance the well being of children in Malaysia more effectively by becoming an upstream partner of the government. UNICEF’s then executive director Carol Bellamy had hand picked the dynamic CEO of UNICEF Australia Gaye Phillips to set in a Malaysia a model of engagement with middle-income countries.
When?
2004, 2005, 2006, 2007
What Exactly?
In 2005, UNICEF’s Representative appointed me to link the organization’s HIV AIDS programs to a meaningful communication strategy.
In addition to developing a comprehensive strategy on up-streaming UNICEF’s HIV AIDS program in Malaysia, key Strategic Communication products were developed:
Video documentary- “Women in AIDS”: Conceptualized this video documentary to celebrate and document the contribution of women from various walks of life in the fight against HIV AIDS in Malaysia. This video galvanized support from the Govt. of Malaysia and the donor community for UNICEF’s HIV AIDS program.
Video documentaries- Conceptualized video documentaries on joint projects of UNICEF & Ministry of Health that reflect the impact of good partnerships. These included the video capsules on ProStar Youth Initiative (Peer counseling), Village Health Promoters and Youth & Drugs. Youth volunteers for UNICEF in Malaysia filmed the films.
With Whom?
UNICEF, Institute Of Health Management, Ministry Of Women
What Happened?
UNICEF became the partner of choice of the Malaysian government on HIV AIDS
Expert, Civil Society Development
Mercy Corps
Sector?
Global Health
What?
Strategic Communication
Where?
Switzerland
Why?
Geneva is the home of the UN, and with nearly 250 international and local NGOs, it is the global heart of the humanitarian action and multilateral diplomacy. Boston University, Boston MA, USA runs a Public Health program in Geneva. Students from BU and their partner universities such as Cornel, John’s Hopkins, Duke, Providence and LeHeigh come to Geneva to participate in the two courses- Principles of International Health and Controversies in International Health and simultaneously do an internship at an international organization.
When?
2015, 2016, 2017
What Exactly?
I have designed the content of the two modules- Principles of International Health and Controversies in International Health and deliver them to students over four months. The course Principles of International Health is delivered at the premises of the University of Geneva.
With Whom?
Boston University, University Of Geneva
What Happened?
Students are exposed to the making and shaping of global health policies
Participants gain an appreciation for the wide circle of ‘actors’ involved in influencing health and health outcomes
Students gain an understanding of the main drivers of health in the global south and how these are shaped
Formerly Program Director
Geneva Health Forum