Catalysts for Overall Communications Strategies

By Michael Glueck, Mekong River Commission Secretariat/German Technical Cooperation
May 2001

If you plan the introduction of ICT you will face a number of questions, which most likely lead to the perceived need for a "docking station" for your ICT strategy, i.e., an overall communications and information strategy.

Below are some major questions related to the development of an information strategy:

• Is there an existing communication strategy? Yes or no?

Often the introduction of ICT raises questions concerning information products for certain target groups. The generation, classification and dissemination of IP call for the efficient use of our resources and maximum impact, i.e., strategic orientation. It is possible to combine individual information products, such as brochures, posters and newsletters with the help of these media. However it also asks for a new set of responsibilities, new structures and processes. A typical situation: are we allowed to publish this document on the Web? What is the decision-making process?

• If yes, how do we integrate IT into the existing strategy?

Some organizations have developed an information strategy/policy, which does not address ICT. Therefore, this has to be adapted allowing for the most effective use of ICT.

• If no, then what information products/services exist and how are they managed and organized?

Most ICT initiatives start with an inventory and assessment of available IP and services. Such an exercise should primarily focus on their suitability for being used online. The organization's 280 page annual report might not be the right format to inform the users via the Web.

• Who creates and disseminates information in the organization?

The introduction and promotion of IT allows for more frequent production and dissemination of IP. By identifying the in-house "champions" of information dissemination, we can learn how formal and informal information generation and dissemination are actually functioning and make use of it. We can identify places of learning and sources of knowledge. This gives us information on how to position and attach Information Management functions strategically. ICT can make a difference in improving your information and communication flow but it will not be the driving force.

• Who are our information recipients?

We should differentiate between internal and external information recipients. We have to know them, their preferences for contents and the "packaging" of such.

• Do we target the right groups to achieve our mission and objectives in the most efficient and effective way?

One pre-requisite for introducing a Web presence is to define the audience. The right target group depends on our overall mission and strategic objectives. We have to make a decision on how we allocate our scarce resources to achieve the maximum impact in terms of outreach. Criteria like maximum impact, multiplication functions, roles and mandate of civil society groups, political voices, momentum, etc., can be used.

• Who are our strategic partners/target groups?

How do we select strategic partners? Strategic in the sense of sharing resources, working in complimentary fields, amplifying our voice, accessing policy levels, etc. should be considered.

• Need to define roles (inputs) within the organization to generate content for the Web.

On a more tactical and operational level we have to decide how content is generated. Who in the respective organizational structures will do this? What are our main thematic areas for what period of time? Are existing staff resources used, re-allocated or created? Will we allow for decentralized decision-making concerning the theme and individual information products? How can we ensure the multiple uses of the same information product and raw data?

• What are our different categories of information products (technical, public, policy, etc.)?

What is the right mix of information products? Of course this depends also on our mission and target group, and only rarely does an organization concentrate on one category only. We should strive for a complimentary mix covering a larger audience. Keep in mind that there are economics in information (cost/benefits).

• What freedom does exist to publish what kind of information (transparency, access, etc.)

How is the generation and dissemination of information managed? What kinds of structures and processes are needed and are in place already? Do we need cross-sectional committees, steering committees and contact persons in all major subject departments, or a knowledge management officer? Most of the time the web manager is not in a position to make decisions on contents and policies concerning information and communication.

• What is the constituency? Are we accountable and to what extent?

How far are we away from our constituency? As a CSO or public organization we cannot be held directly responsible. It is not a market-situation where demand and supply offer regulatory functions. The web can help to improve accountability and transparency for our constituency. In addition to annual reports, annual work plans and evaluation reports, we can "open up" and provide information on budgets and internal decision-making.