Transcript of COMMUNICATION, ADVOCACY
World Food Programme Communications, Advocacy & Marketing
Division
Via Cesare Giulio Viola 68/70, 00148 Rome, Italy T +39 06 65131
wfp.org wfp.publications@wfp.org
Cover Photo: WFP/Saikat Mojumder
COMMUNICATION, ADVOCACY & MARKETING STRATEGY
Objectives & Key Performance
Indicators.....................................................................
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Marketing..........................................................................................................................
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Introduction
Today, more than ever, Communications is the lifeblood of WFP. In
the year since we last met we have seen monumental change in our
external and internal landscape. Our mandate has expanded and
covers Advocacy and Marketing. As such, we have updated our
strategy to build on our work over the past year.
To build our brand, we have conducted extensive consultations to
understand WFP’s advantages, challenges and opportunities. We will
continue leveraging our strengths and differentiation - scale,
reach and technical expertise – but also embrace a new era in which
change comes about through participatory and collaborative
campaigning.
During our last retreat, we agreed that we will focus on
understanding our audiences, creating a theory of change and
measuring our impact. This strategic overview explains how we have
tackled those objectives so far. You will find our priority
audiences and key narratives; our theory of change which will usher
us into a new age of advocacy and, our divisional metrics,
including our KPIs, that will clarify what we are expected to
achieve.
This document provides a line of sight on what we must do and
change to support WFP’s corporate priorities and how we will get
there by 2021. This strategy should continue to lay the foundation
of how we work as communications, advocacy and marketing
professionals to support the humanitarian community and the men,
women and children we serve in more than 80 countries.
Corinne Woods
Objectives & Key Performance Indicators
CAM has sharpened it’s measurements to ensure a more informed
approach between now and 2021.
CAM will focus on:
Engagement: How many people have we reached through our campaigns
and events both online and offline? Have we prompted people to take
action in support of our issues and organization? Have more people
subscribed to our platforms and responded to our content?
Brand Awareness: How familiar are people in our key markets with
WFP? How much do they understand who we are and what we do? What is
their perception of our brand, our attributes and our values?
Share of Voice: How much discourse on hunger-related issues, on and
offline and on broadcast media, is associated with WFP? What
percentage of mainstream coverage includes our key messages? How
much of that includes quotes from WFP spokespeople, goodwill
ambassadors, influencers or corporate partners? These measurements
will be gathered regularly to track our improvements or address
shortfalls.
OBJECTIVES
Share of Voice Brand AwarenessEngagement
The Global Communications, Advocacy & Marketing Strategy
identifies a set of top-line objectives: being the leading voice on
issues relating to hunger, engaging 8 million people by the end of
2020 and reaching 800 million with our message, and strengthen
WFP’s brand and trust. This framework helps develop a pathway
towards achieving these long-term objectives at global, regional
and country office level.
WFP’s dual mandate of Saving lives, Changing Lives shifts our
approach and target audiences into a different context. The new
Communications, Advocacy & Marketing Strategy is built on an
agile, evidence-based approach that targets specific audiences with
compelling narratives to drive forward the WFP priorities.
KPIs
Create enabling environment for
IN (2018) TO (2020) TO (2022)
ENGAGE 8 MILLION PEOPLE TO TAKE ACTION
REACH 800 MILLION PEOPLE WITH OUR MESSAGE
Brand Awareness / Attributes
A Shift in Communications
WFP is shifting the way it manages advocacy and external
communications. Our country offices are the backbone of our
credibility and leadership.
The key to building our leadership will not be quantity but the
quality and focus of our work.
WE MUST GO FROM TO
STARTING WITH OUR MESSAGE STARTING WITH OUR OBJECTIVES IN
MIND
FOCUSING ON GOVERNMENT AND CORPORATES ALONE
KNOWING OUR AUDIENCE SEGMENTS AMONGST GOVERNMENT, PRIVATE SECTOR
AND ENGAGED INDIVIDUALS
BROADCASTING CREATING A DIALOGUE AND ENGAGING WITH OUR
AUDIENCE
TALKING ABOUT OUR OPERATION USING EVIDENCE BASED AND GRIPPING
STORYTELLING
TRADITIONAL GOODWILL AMBASSADORS PROGRAMME
BUILDING RELATIONSHIPS WITH INFLUENCERS AND TAPPING INTO THEIR PEER
NETWORK
TOP DOWN INTERNAL COMMUNICATIONS SPEAKING FROM THE FRONTLINE TO
TELL WFP’S STORY
COMMUNICATING ALONE COMMUNICATING IN PARTNERSHIP AND IN
COALITIOIN
EXPLAINING WHAT WE DO TRANSLATING EXPERTISE INTO THOUGHT
LEADERSHIP
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Brand
Over the last two years, we have refreshed our brand. Our brand
aims to reflect the reality of our work and ensure people know who
we are and what we do. It helps raise awareness of WFP by giving us
a clear, sharp identity, connecting us with the people we serve as
well as with our partners and donors.
A brand is more than a logo or a visual identity, it is an
emotional connection. This brand has been set to give us clear
definition of what WFP is and it is one facet of the communications
strategy.
Every opportunity for communication continues to build our profile
and reputation. We all have a role in strengthening this brand,
each of us is a brand ambassador and represents WFP.
CAM has developed a brand book to serve as a starting point when
you consider your contextual positioning. Please use the brand book
as you seize every opportunity to build our profile and
reputation.
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8 | Communications, Advocacy & Marketing Branding
Strategy
CAM Approach Our strategic approach will be based on seven pillars
that will form the basis for our action plan to reach our
communications, advocacy and marketing goals.
Strengthen brand awareness, trust and attributes Reposition our
brand to maintain and strengthen our stance as the leading
organization in emergencies and partner of choice to achieve the
sustainable development goals, namely SDG 2 and SDG 17.
The CAM strategy establishes 5 narratives which aim to position WFP
around the issues of emergencies, food security and stability, the
humanitarian- development nexus, digital transformation, and
efficiency. With this framework, CAM will bring the narratives to
life in a consistent and holistic way.
Understand our audience to better connect with them Audit and
analyse our key audiences and segment them to a degree of
specificity that allos us to truly provoke our desired
response
Our projects, campaigns and messaging will be based on audience
research. To achieve this, CAM will build personas to fully grasp
and anticipate our audience’s expectation and reactions. CAM will
also map key influencers in each target market to know who can
provoke change and how.
Create compelling content CAM material must help develop an
authentic and trusted voice. We will distribute our stories in ways
that ensure they reach the right audience with the most impactful
message.
The look and feel, tone of voice, and focus of our content will be
shaped to establish a basis of trust with our audience. All content
will also be tailored for each channel. This approach will
necessitate a change in the CAM division’s internal processes
related to connecting audience impact with a message and content
development and distribution, leading to a market and
audience-first approach.
Engage to create close integration WFP’s effectiveness in reaching
its communications, advocacy and marketing goals depends on its
reach, perceived credibility and the power of its messages.
CAM must engage with its audience. The only way to truly expand our
reach and attain our goals is to invite our audience to participate
in our mission and collaborate with them to influence policy,
unlock new funds and raise awareness of hunger-related issues. A
new engagement strategy will include regular dialogue, joint
campaigns, stronger synergies with influencers and an increased
effort to communicate with partners around our common
objectives.
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Measure impact of outcomes Commit to industry best practice
standards of evaluation and create institutional memory of failure
and success in order to facilitate an iterative, evidence-based
approach for communications activities.
The Communications, Advocacy & Marketing Division is committed
to industry best practice standards and considers evaluation to be
a key component of implementation. For this reason, CAM has
developed key performance indicators to measure our work and adapt
accordingly. We will ensure that evaluations are widely shared and
inform future decisions in an iterative way. In the medium term,
with significant amounts of data coming from digital footprints,
this process will allow us to perform shorter iteration cycles,
with the aim of being able to react in real time to feedback data
and adjust our communications on the go.
Protect WFP’s brand and manage reputational risks Manage
reputational risks and overcome disruptive events while they
occur.
CAM will continue to implement its core reputational risk
management processes to protect the organization’s work, in
cooperation with partners and governments, as emergencies, crises
or inquiries from media and social media arise. We will examine our
current risk tolerance framework to identify areas for improvement
or adjustment. We will examine our current risk-tolerance framework
to identify areas for improvement or adjustment.
Empower staff Ensure communicators, technical experts and senior
staff across WFP have the skills and the capacity to cope with the
changes required by the new Communications Strategy.
All CAM staff must be equipped with skills that will help them
speak for WFP and enable others to advocate for the organization.
Given the number of changes happening both in the context of
communications and in WFP itself, we must ensure that all WFP CAM
officers are ready to cope with these changes. Special attention
will be paid at the regional and country level to support Country
Offices and Regional Bureaux in the creation of country-level
communications strategies as an integral part of their country
strategic plans.
10 | Communications, Advocacy & Marketing Branding
Strategy
Corporate priorities During the January 2018 Global Management
Meeting, the Executive Director shared his vision and the corporate
priorities for WFP.
Delivering Zero Hunger
Focusing on programmes that offer the potential to deliver
long-term economic benefit.
Emergency Response
New partnerships
energizing the private sector and individuals to unleash
global
wealth on behalf of those who need our help.
Simplification and efficiency
processes and examining the headquarters-regional bureau
relationship.
Digital transformation
Lead the humanitarian sector in this space by digitizing benefits
and improving the use of digital technologies for internal work and
external fundraising.
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12 | Communications, Advocacy & Marketing Branding
Strategy
Audiences & Narratives In order to attain our objectives, CAM
has narrowed its focus on key audiences and distilled 5
narratives.
Donor Government
The division will focus on showcasing donor funding in action and
illustrate to donor governments why we are a partner of choice. Our
aim is to demonstrate the impact of their funding and illustrate
that our operations are effective and efficient and maximize the
value of their investment.
Host Government
As a key partner to host governments, CAM must also work to
illustrate WFP activities and results in country context.
Individuals
For the first time, WFP is building audience profiles to develop
and execute campaigns that specifically target those who are most
likely to engage and support our goals. Public engagement and
reaching new audiences (including millennials and generation Z)
will be key for CAM.
Stakeholders
Joint communications with key stakeholders helps build brand trust
and develop an authentic voice. In order to position WFP as partner
of choice for private sector, donors and host governments,
stakeholder communications must develop the necessary partnerships
across relevant sectors for joint advocacy on relevant
issues.
Thought Leaders
By exchanging with and communicating alongside academia,
researchers and policy influencers, CAM will aim to establish the
organization as an authority across the five narratives and
position organizational experts in the proper academic and policy
settings at the executive, senior and director level.
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Emergency Response Through decades of crises and countless
interventions, we have developed a unique body of expertise in
addressing emergencies. CAM must ensure that WFP is recognized as
the leading organization in emergencies, and protect the
organization from reputational risks in the field.
Hunger | Conflict Food insecurity or hunger can be seen as both a
cause and an effect of conflict. In an historic moment, the UN
Security Council – the highest global body for maintaining
international peace and security – has passed a resolution that
acknowledges the link between hunger and conflict. The resolution
is a recognition by global leaders that we will never eliminate
hunger without achieving peace in the world. Food security really
does depend on stability. CAM must support WFP research and reports
which serve to build a body of evidence that hunger and conflict
are tied. WFP can position its operational expertise to refine and
influence relevant policy, and ultimately help position this causal
relationship to open new funding streams.
Humanitarian - Development Nexus In fragile states, chronic
vulnerabilities present a challenge to WFP’s goal of delivering
sustainable impact. For this reason, WFP supports governments to
create systems that make people more resilient and less vulnerable
to shocks. Alongside efforts to build resilience amongst the
people we serve, WFP also delivers life-saving aid when reoccurring
shocks hit countries. CAM must position WFP as a partner of choice
in the humanitarian-development nexus and increase visibility of
the results achieved through projects like school meals or food for
assets, and partnerships that deliver a holistic response to
strengthen entire societies.
Digital Transformation One of WFP’s priority initiatives for
2018-2019 is to advance a digital transformation of the
organization, moving WFP from an operational hub of the UN to a
leader in innovation and digital. It is a transformation in how we
do business to continually deliver better for the humanitarian
community (our partners) and our beneficiaries. CAM will position
WFP as a leader in humanitarian innovation by illustrating how we
apply digital solutions and smart use of data for real impact, and
our reputation of agility in embracing frontier technologies to
serve our beneficiaries better.
Efficiency WFP must find new innovative ways of using our resources
strategically to maximize their impact on the ground and
demonstrating this to those who invest in our operations. The
Communications, Advocacy & Marketing Division must illustrate
how WFP operations are more efficient by simplifying processes and
how we work in new ways with government donors, private sector and
individuals to unleash global wealth on behalf of those who need
our help.
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CHANGECAMPAIGNING & MOBILIZATION
ADVOCACY PLANNING
Theory of Change for Successful Advocacy
CAM will create an enabling environment for policy change by
amplifying WFP’s analysis and evidence base, and positioning WFPs
technical experts. CAM will help create desired change through
advocacy that reaches thought leaders and influencers. Our division
will identify
key stakeholders and audience segments at critical policy and
political level. Our advocacy will be time bound and action
focused, consist of activities designed to achieve target
objectives and mobilize key actors in specific markets.
WHAT IS THEORY OF CHANGE? Theory of Change is a comprehensive
description and illustration of how and why a desired change is
expected to happen in a particular context. It focuses on filling
in the middle between activities and desired outcomes.
A good Theory of Change first identifies desired longterm goals and
then works back from these to identify the outcomes that must be in
place for the goals to occur. Finally, it offers a hypothesis on
how best to bring to bear, in a coordinated manner, the assets it
has to achieve these outcomes and how these should be
sequenced.
WFP’S THEORY OF CHANGE WFP’s strength is its ability to act and
achieves results. However, with advocacy it is often difficult to
know which activities will have the greatest influence and why.
Even after successes or failures, it’s hard to attribute
causation.
Having a shared Theory of Change, without being slavish to it as an
abstract concept, alongside a shared understanding of Key
Performance Indicators, will help us be more collaborative and
effective in its work.
A shared Theory of Change helps organizations understand what good
policy or advocacy looks like and how:
› collectively, everyone’s work adds up to more than the sum of its
parts;
› where they fit into an overarching strategy and what they’re
accountable for;
› activities influenced key audiences to achieve impact and linked
to other efforts.
Advocacy at WFP: part of the CAM training will include an
understanding of your local policy landscape, your goals and your
theory of change.
POLITICAL ANALYSIS
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Marketing
The world is changing and the way that we as a global society
communicate with each other is changing with it. Social media and
online content has taken over, allowing the voice of the people to
become louder than ever before – and governments and private sector
companies are listening.
Public engagement has become increasingly important for WFP as we
try to influence individual, private sector and government funding.
It has become clear that we must raise the profile of WFP and our
work, building our brand as the leading humanitarian organization
saving lives and changing lives.Through targeted integrated
marketing campaigns with strategic visibility partners, WFP will
establish itself in the public consciousness, triggering action for
Zero Hunger from engaged citizens and private companies while
powerfully reinforcing our mandate with governments and civil
society.
WFP’s brand-building efforts will take the incredible stories and
messages that our work so prolifically provides and use them to
grow the conversation about Zero Hunger in the public sphere. We
will speak with our audiences instead of to them. In today’s world,
if people don’t talk back, they’re probably not listening.
If we want to increase awareness of WFP, we cannot continue
speaking to the same people who are already engaged with our
messages. We must expand beyond, finding opportunities with
strategic partners to speak to new individuals within our target
audiences. This means leveraging influencers to start conversations
on a larger scale, creating dynamic and fresh campaigns and content
that will appeal to our target audiences and speaking to them where
they already are – on cooking shows, in lifestyle blogs, in food
magazines and pop-culture outlets.
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KP Is
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The equation for our future
This strategy has mapped out where we want to go and the way we
want to get there but now we must consider how we will attain our
objectives.
This equation lays out how we will continue leveraging our
strengths and embracing new tools to roll out impactful
communications, advocacy and marketing.
Building brand and visibility
Create enabling environment for
Understand our key audiences to better connect with them
Engage to create closer integration
Empower staff
Notes
World Food Programme Communications, Advocacy & Marketing
Division
Via Cesare Giulio Viola 68/70, 00148 Rome, Italy T +39 06 65131
wfp.org wfp.publications@wfp.org
Cover Photo: WFP/Saikat Mojumder
COMMUNICATION, ADVOCACY & MARKETING STRATEGY