Strategic Modelling of Communication Framework Documents in Civil Society Organizations: Analytical Approach and Application to the Case of AINGA Madagascar

Management

The strategic structuring of communication within Civil Society Organizations (CSOs) is a critical lever for professionalization, governance strengthening, and sustainability, particularly in resource-constrained and fragile contexts. This research develops and models a strategic communication framework designed to guide CSOs in formalizing four key documents: a communication policy, a communication strategy, a communication manual, and a communication action plan. The model was constructed using an analytical framework based on the 5M approach (Manpower, Methods, Materials, Means, and Environment/Milieu) combined with a systemic structuring method adapted to the governance structures, resource constraints, and contextual realities of CSOs operating in the Global South. The proposed framework aims to provide both a self-assessment tool and a step-by-step methodology for progressively integrating communication as a transversal and institutionalized function. To assess its applicability and robustness, the model was applied to the case of AINGA Madagascar, a national CSO operating in a multi-actor environment. This application followed an entirely internal, participatory, and progressive process, emphasizing institutional ownership, capitalization of existing practices, alignment with partners, and iterative implementation. Results demonstrate that even without an initial dedicated communication officer, it is possible to produce coherent, functional, and contextually relevant tools through internal capacity mobilization. The application highlighted key success factors such as leadership commitment, participatory methodology, and strategic alignment as well as limitations, including the absence of external validation and the dependence on sustained resources for long-term operationalization. This study contributes to the literature on endogenous capacity building and institutional resilience in CSOs, proposing a transferable model that addresses governance, visibility, and sustainability challenges. Further testing in varied contexts is recommended to strengthen the model’s robustness and enrich methodological references for the non-profit sector.

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