communication, advocacy
TRANSCRIPT
World Food Programme Communications, Advocacy & Marketing
Division
Via Cesare Giulio Viola 68/70, 00148 Rome, Italy T +39 06 65131 wfp.org [email protected]
Cover Photo: WFP/Saikat Mojumder
COMMUNICATION, ADVOCACY & MARKETING STRATEGY
Objectives & Key Performance Indicators..................................................................... 4
Marketing.......................................................................................................................... 16
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
| 7
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.
Ph ot
o: W
FP /K
ar el
P ri
ns lo
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.
| 9
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.
| 11
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.
| 13
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.
Ph ot
o: W
FP /K
ab ir
D ha
nj i
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
| 15
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.
| 17
KP Is
A pp
ro ac
h En
ab le
d by
O bj
ec ti
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 [email protected]
Cover Photo: WFP/Saikat Mojumder
COMMUNICATION, ADVOCACY & MARKETING STRATEGY
Via Cesare Giulio Viola 68/70, 00148 Rome, Italy T +39 06 65131 wfp.org [email protected]
Cover Photo: WFP/Saikat Mojumder
COMMUNICATION, ADVOCACY & MARKETING STRATEGY
Objectives & Key Performance Indicators..................................................................... 4
Marketing.......................................................................................................................... 16
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
| 7
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.
Ph ot
o: W
FP /K
ar el
P ri
ns lo
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.
| 9
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.
| 11
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.
| 13
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.
Ph ot
o: W
FP /K
ab ir
D ha
nj i
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
| 15
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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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 [email protected]
Cover Photo: WFP/Saikat Mojumder
COMMUNICATION, ADVOCACY & MARKETING STRATEGY