The policy framework

OBJECTIVES

2.1

The objectives of FAO's Corporate Communication Policy and Strategy derive directly from the Organization's functions: as a unique source of information and advice on food, agriculture (including forestry and fisheries) and rural development - the normative role; and as a provider of technical assistance to member countries - the operational role. These basic roles are reflected in four primary communication objectives:

to increase the priority given in national and international development policies and initiatives to the agricultural and rural sector and the availability of food for all;
to sharpen the focus and improve the effectiveness of support for agricultural and rural development policies and programmes;
to enhance the status and recognition of the Organization as a multilingual centre of excellence - a unique and essential repository of information and ideas related to sustainable agriculture, forestry, fisheries and rural development;
to present FAO as a dynamic, action-oriented organization that has a real impact on the alleviation of hunger, rural poverty and the problems of agriculture, forestry and fisheries, particularly in developing nations and those in transition.

2.2

With reference to particular audiences, the main objectives are:

to build up support for FAO, particularly among donor countries, as an Organization that delivers value for money and is a cost-effective partner in the battle against hunger, rural poverty and environmental degradation;
to enhance awareness and appreciation of FAO among influential media, both as a source of authoritative information on topics related to its mandate and as a guide to important and interesting issues in development;
to strengthen recognition of FAO as a focal point for information and ideas among technical experts working in fields related to the Organization's mandate;
to promote the perception of FAO as an open, multidisciplinary, responsive partner in dialogue and action.

2.3

With reference to the programme priorities of the Organization, the main objective is:

to increase understanding, particularly among relevant target audiences, of the conditions and analyses that shape FAO's priority programmes and of actions taken to implement them.

2.4

Fulfilling these objectives implies commitment to one other fundamental aim of FAO's Corporate Communication Policy and Strategy:

to build on FAO's strength in multilingual publishing and extend it to new media and technologies.

CONCEPTUAL APPROACH

2.5

FAO's Corporate Communication Policy and Strategy provides the framework for coordination and cooperation while also encouraging participatory, decentralized planning and implementation. It hinges on a process of planning and collaboration that draws on all units within the Organization and encompasses all communication activities.

2.6

In particular, the Policy addresses the profound changes introduced by new communication tools and technologies. These tools provide the opportunity to decentralize the production and distribution of information, devolving these functions to the originators of information in other departments and the decentralized structures. It recognizes that, in the absence of a corporate approach, this potential for decentralization could also erode both the quality of FAO information materials and the consistency of their messages.

2.7

The Corporate Communication Policy and Strategy enables each unit, irrespective of its location in the world:

to contribute to the formulation of a corporate communication plan, identifying core messages, audiences and activities;
to communicate directly with those audiences for whom it is the most effective counterpart;
to draw on the full range of communication expertise and technology available within the Organization for advice and support.

2.8

At the same time, participants in this Organization-wide process are required:

to operate within the framework of the Corporate Communication Plan, to incorporate its messages into their own activities where appropriate, and to refrain from engaging in activities that conflict with or distract from these messages;
to review plans for all communication activities and products with a multidisciplinary group of communication professionals in order to evaluate objectives and determine the most cost-effective strategies for achieving them;
to adhere to procedures designed to ensure the high quality of materials issued in the name of the Organization.

2.9

The Corporate Communication Policy and Strategy has three key elements: participatory planning, corporate focus and decentralized implementation.

Participatory planning

2.10

The planning process is:

participatory: communication plans developed at the divisional and departmental level provide inputs to the overall Corporate Communication Plan;
comprehensive: the full range of communication activities are covered, including advocacy and technical publications (both print and electronic), public information materials, meetings, speaking engagements and media initiatives;
cooperative: it draws on the skills of communication professionals to meet the specific needs of the various departments and decentralized structures within a framework of priorities set in the Organization's Programme of Work and Budget.

Corporate focus

2.11

Two basic managerial components help guarantee the corporate focus:

coordination: major components of communication activities are multidisciplinary and multimedia campaigns that focus on specific objectives, provide key messages and concentrate on target audiences;
review and quality control: procedures avoid fragmentation of the Organization's image, prevent the dissemination of conflicting messages and enable all participants to function as effective partners.

Decentralized implementation

2.12

The preparation and distribution of information is more closely under the control of originators and those responsible for its dissemination:

communication professionals are responsible for providing guidance and support and for maintenance of the information infrastructure;
technical professionals are responsible for activities directed towards their peers and counterparts.