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After nearly 28 years, The Communication Initiative (The CI) Global is entering a new chapter. Following a period of transition, the global website has been transferred to the University of the Witwatersrand (Wits) in South Africa, where it will be administered by the Social and Behaviour Change Communication Division. Wits' commitment to social change and justice makes it a trusted steward for The CI's legacy and future.
 
Co-founder Victoria Martin is pleased to see this work continue under Wits' leadership. Victoria knows that co-founder Warren Feek (1953–2024) would have felt deep pride in The CI Global's Africa-led direction.
 
We honour the team and partners who sustained The CI for decades. Meanwhile, La Iniciativa de Comunicación (CILA) continues independently at cila.comminitcila.com and is linked with The CI Global site.
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Health Communication: Twelve Generalisations About Organisational Factors

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1. Prestige - the prestige of organisations involved in a health communication campaign is a factor in a campaign's success.

2. Insider-Outsider relationships - effective relationships between "outsider" and "insider" organisations.

3. Re-Invention - campaign elements are frequently re-invented and modified as organisations contribute experiences from other campaigns in which they have participated, and as general campaign is fitted to to local community conditions.

4. Long-term Institutional Change - strategies for long-term institutional change in the organisational culture, and for creating permanent organisations to replace temporary systems, are used by organisations involve in a campaign to facilitate long-term behavior change in their target audience.

5. Consensus Vision - a campaign is more likely to be successful if it has an overall vision statement that represents a consensus among the organisations that collaborate in the campaign.

6. Charismatic Organisational Leaders - help organisations collaborate in successful ways.

7. Inter-organisational Collaboration - can speed the diffusion of an innovation through a health communication approach.

8. Organisational Career Path - participation in a communication campaign can affect the career path of individuals in collaborating organisations.

9. Organisational Culture Conflict - differences in organisational culture, such as those between government and private organisations, can limit the success of health communication campaigns, unless these differences are overcome.

10. Timing - is a crucial factor in success, often rests on the activities or decisions of organisations involved in the campaign.

11. Reframing - reframing health communication campaign behavior in terms of organisational theory can facilitate understanding of the key factors in a campaign's success.

12. Inter-organisational control/decision-making issues - collaboration, control, and resistance amongst groups, affect chances for success.
Source
"Organisational Aspects of Health Communication Campaigns: What Works" by Backer and Rogers, Sage, 1993; 216-217.