Communication and dialogue

Effective communication, both internal and external, is important. To be able to communicate successfully with people outside the programme, internal communication needs to work well and the vision and overall goals of the programme need to be shared by everyone involved in it.

Communication of research is concerned both with the research process and the results arising from it, from programme launch to completion, and also involves a dialogue with user groups. Success hinges on a high level of commitment, and on having a person with designated responsibility for communication, doing the right things at the right time. Communication addresses societal issues that are of current concern and/or have attracted media attention. It can thus be set in a larger context. It is also important to base it on a careful analysis of the programme´s target groups. In all communication, a clear focus on benefits to users is essential.

Developing your dialogue with users
The dialogue between researchers and users begins while your programme is still at the planning stage. It then needs to be developed and kept alive throughout the duration of the programme, to maintain awareness of the work you are doing and to ensure that the results find practical applications. How the programme´s dialogue with users of its research results should be developed depends on what type(s) of users the programme is aimed at. Working on this basis, think several stages into the future; your dialogue needs to be customized to different stages in the programme´s development.

• Is your goal commercial development and are your users in industry? Then you will need to consider from the ve ry outset what requirements that entails. How is the intended product or service to be placed on the market once it is developed, and what stakeholders need to be involved during the life of the programme if that is to happen? What agreements are required and what rights need to be looked into? For further information on commercializing your results, see the section ‘Towards commercialization´.
• Is your aim to produce scientific data that will provide a basis for international negotiations or other international or national decision making? If so, you will need to consider what the relevant political agenda and timetable look like. When, where and how can your scientific data contribute to the process? What stakeholders need to be involved in the programme to enable this to happen?
• Are you hoping to deliver scientific data that will support sustainable management of natural resources? In that case, you will need to think about what stakeholders you wish to reach and what you need to do to get your message across to them. Is there a small group of key individuals, e.g. decision makers, whom you need to reach? Do you need to engage with a larger group of users, and if so, through what channels? Do you need to reach a wide range of different user groups, and if so, how can that be organized? What individuals need to participate in the programme for this to succeed?
• Are you aiming at any other group of users? Think through in the same way who you need to reach and how you can reach them. How and when can you make a contribution to what they are doing to promote sustainable development? What individuals do you need to involve in the programme in order to succeed?

Key words in your dialogue with users are participation and partnership. The dialogue needs to be precisely that - a matter of two-way communication. Researchers and users should work together to identify issues and develop solutions that will achieve the programme´s objectives.

Programme communications officer
Communication of your programme involves every participant in it. Communication is everything you do and everything you say in the framework of the programme. Every individual working on the programme communicates. However, the process needs to be actively led by a programme communications officer.

The communications officer plays a pivotal role in the programme. Often someone with professional training in this field will be required. Sometimes the programme manager also has the role of communications officer. The more specific character of the task to be undertaken will determine what qualifications are required of the person appointed. Depending on their objectives, some programmes will need broadly targeted communication, while others will be able to focus more on a limited target group. Mistra arranges annual meetings for all the Mistra programmes´ communications officers to encourage an exchange of experience.

Tools for communication and dialogue
A Mistra programme can avail itself of a wide range of tools in its communication and its dialogue with users. Some of these are to be used by all Mistra programmes. Whatever tools are employed, they should always be geared to meeting the programme´s objectives.

Mistra´s requirements:
• A communication strategy and communication plan must be included in the programme plan. See also the section on the programme plan.

• An annual report designed to reach a broader user group.
• An external web site.
• A person designated as responsible for communication.

Support from Mistra:
• Guidelines for communication plans.
• Guidelines for annual reports.
• Guidelines for web sites.
• Access to a web publishing system and basic training in how to use it.
• An annual meeting of communications officers to encourage an exchange of experience.

Guidelines for communication
To ensure that programmes take communication seriously, Mistra requires programme plans to incorporate a communication strategy, including a communication plan. The strategy is intended to support and reinforce the overall vision and objectives of the research programme. The plan is to be revised annually. A possible structure is suggested below.

COMMUNICATION STRATEGY
The communication strategy sets out what the programme is aiming to achieve through its communication. It should state how communication will help the programme to realize its vision and overall goals, and how the message can best be communicated to defined user and other target groups.

To a large extent, developing a strategy involves gathering information and considering what obstacles to active communication exist and how they can be overcome. It is also very important to have a good understanding of user and other target groups and their expected attitudes to the message you are seeking to convey.

COMMUNICATION GOALS
Define goals for your communication, in terms of what you want your audience to think, do, feel and/or know. These goals should support the overall objectives of the programme, and may be either qualitative or quantitative. It should be stated in the plan when they are to be achieved and who is responsible for achieving them.

To get your message across, it is important to analyse your target group(s), i.e. identify and define the primary recipients/users of the information communicated; what communication and information from the programme these groups need; how they can best be reached; and what information and communication the programme needs from them.

PLAN OF ACTIVITIES

This plan should describe in detail the activities chosen to communicate the programme and to attain your communication goals, stating the user/target groups concerned, the main message(s), channels, resource requirements, person(s) responsible and timing. A timetable should be defined for these activities to make it easier to synchronize the overall process.

Guidelines for annual reports
Annual reports are intended to provide accessible information to users and other stakeholders, e.g. in industry and central and local government. The text should be geared to the intended target group and should highlight the value to users of the research undertaken.

Your annual report should serve to ‘market´ your programme, and will also be used by Mistra for that purpose. Remember that it exists for the sake of the programme, and not specifically for Mistra´s benefit. Your report should be written in Swedish and/or English, depending on the target group. Twenty-five printed copies and a digital copy should be sent to Mistra no later than 1 March of the year following that reported on. Dissemination of the report is your own responsibility.

A FEW SUGGESTIONS AS TO WHAT AN ANNUAL REPORT MIGHT CONTAIN

PART 1
• An account by the programme manager of key aspects of the work done during the year.
• An outline by the chairperson of the programme board of key aspects of the year's work from the user's point of view.
• What is the purpose of the programme?
• Interviews with intended users of results.
• A ‘visionary´ article on a specific theme.
• Results of projects, with the emphasis on results.
• Results of synthesis work and conclusions drawn, comparisons with current international research, and possible applications that could solve environmental problems.
• Experience of and conclusions drawn from contacts with potential users.
• Where results have already been produced: one or more practical examples of the benefits arising from them.
 
PA RT 2
• Structure and management of the programme, participants, board, reference groups, and outline budget.
• Education and training initiatives, new postgraduate students, visiting researchers etc.
• Communication of results at the national and international levels. Describe articles and other publications, lectures, conferences, collaboration with industry, organizations and public agencies, participation in EU programmes, media coverage etc.
 
FORM AND CONTENT

It must be made clear that the programme is funded by Mistra. The Mistra logo and a brief descriptive text about the Foundation can be obtained from the Mistra Secretariat.

Guidelines for web sites
The purpose of a programme web site is to disseminate information about the programme, to both researchers and users. Sites are to be created using the templates and tools provided by Mistra. The person appointed as webmaster will be given training in using the publishing tool.

In the case of programmes launched prior to 2005 which do not use the Mistra template for their web site, it must be made clear that the programme is funded by Mistra. The Mistra logo and a brief descriptive text about the Foundation can be obtained from the Mistra Secretariat.

Contents and structure should be geared to the intended target groups. One suggestion is to have different pages aimed at different groups. It is important that the site is perceived to be relevant and that it is kept up to date. The site can also be used for internal communication among programme participants. In addition, a web site provides an excellent interface with the media. It therefore makes sense to post press releases, press images and other material useful to the media on it.
 
YOUR WEB SITE SHOULD INCLUDE:
• A description, brief and to the point, of the programme and its value to users.
• A brief account of the problems addressed.
• A brief statement of how the programme will help to solve them.
• A brief indication of the intended users.
• A brief outline of the component projects.
• Details of one or more contacts.

Meeting places
Meetings are important, both between researchers and between researchers and users. Think through what types of meeting are best suited to the programme´s participants and users. Common arrangements in Mistra programmes include reference groups, user meetings, conferences and personal meetings. Often it is essential to meet face to face. You may find the programme board´s experience and network of contacts helpful in choosing the right forms. And don´t forget to make use of existing meeting places in the area concerned.

Factors for success in bringing together researchers and users:

• Process design - this covers not only the meeting itself, but the entire process from start to finish, beginning with the invitation. Where are the parties concerned before the meeting, and where do you want them to be after it?
• Process management and communicative competence - it cannot be taken for granted that the experts concerned have process management skills.
• Institutional support - financial resources and the commitment of management and the organization as a whole.
• Effective meeting places, with a focus on learning.
• Meeting discipline.

Frequently asked questions
Why communicate - what´s the thinking behind it?
See the letter in pdf-version in which FjällMistra´s communications officer shares his thoughts on the subject.

We´re into the final phase of our programme. Can Mistra manage the programme´s web site when the programme has come to an end?
Yes. In the case of programmes started in 2005 or later, web sites will be hosted within Mistra´s web structure. Programmes launched prior to 2005 can also transfer their sites to this web structure. Reservere sources for this purpose.

Why does our programme have to produce an annual report?
Annual reports are designed to provide accessible information to users and other stakeholders, e.g. in industry and in central and local government. The text should be geared to the intended target group and highlight the value to users of the research undertaken. Your annual report should serve to ‘market´ the programme, and will also be used by Mistra to disseminate information about it.

Why does our programme have to have a web site?
Your web site is intended to disseminate information about the programme to both users and researchers. It can also be used for internal communication within the programme.