IFAD Communications toolkit

3
Contents
Foreword 5
Acknowledgements 6
The new world of communications:
Everyone has a role 7
Getting started 13
IFAD’s brand and visual identity
Presenting IFAD in the best light A - 1
1 J Branding and corporate
identity guidelines A - 1
IFAD’s brand: What it is, what it isn’t A - 1
Tagline: ‘Investing in rural people’ A - 2
What makes IFAD unique? A - 2
Visual identity policy: IFAD’s logo A - 3
Contact A - 5
2 J Graphic design guidelines A - 7
Typography A - 7
Basic stationery items and templates A - 8
Tips on typography and effective design A - 18
Tips on using colour A - 19
Tips on hiring a graphic designer A - 20
Tips on printing A - 20
Contact A - 20
3 J Photography at IFAD A - 21
The role of photography in communications A - 21
IFAD’s photography policy A - 22
Themes for photo coverage A - 22
Accessing photographs: Using the
IFAD Image Bank A - 22
Acquiring photographs: Organizing
a photo mission A - 24
Photographer guidelines for photo missions A - 27
Contact A - 28
4 J Maps and Geographic Information
System A - 29
IFAD map portfolio A - 29
Did you know? A - 29
How to request a map A - 30
Contact A - 31
Writing and publishing
The importance of clear, simple writing B - 1
1 J Plain language guidelines B - 1
Plain language B - 1
Jargon versus terminology:
Writing accessibly B - 3
Editing and proofreading print materials B - 5
Contact B - 6
2 J Using storytelling to share knowledge B - 7
Advantages of storytelling B - 7
Uses of storytelling at work B - 7
Potential uses of stories B - 8
How to create a story B - 8
IFAD storytelling experience B - 8
Contact B - 9
3 J Preparing ‘Stories from the field’ B - 10
Criteria for stories B - 10
Questions to ask project participants B - 11
Tips on writing B - 11
‘Key facts’ box B - 11
Details B - 11
Contact B - 11
Print versus electronic publication B - 12
Offset versus digital printing B - 12
Planning distribution for print products B - 12
4 J Distributing IFAD products B - 12
Requesting IFAD material B - 13
Shipping information B - 13
Support to country offices and
field colleagues B - 13
Mailing list B - 14
Contact B - 14

4
Contents
Working with the media
Getting the most from the media C - 1
1 J Media opportunities C - 2
Contact C - 2
2 J Tools for media outreach C - 3
Press releases and media advisories C - 3
Press kits C - 3
Distribution of media materials C - 4
Contact C - 4
3 J Holding a news conference C - 5
Contact C - 6
4 J Organizing a media trip C - 7
Contact C - 7
5 J Handling media interviews C - 8
Interview formats C - 8
Preparing for media interviews C - 8
Broadcast interview do’s and don’ts C - 9
Tips for in-studio television interviews C - 10
Tips for radio interviews C - 11
Contact C - 11
6 J Managing risks C - 12
Contact C - 12
7 J Broadcasting IFAD’s message C - 13
Working with television and radio C - 13
Creating your own video C - 13
Working with external video producers
and production companies C - 16
Contact C - 17
IFAD on the internet
The new front door D - 1
1 J Writing for the web D - 1
Reading online versus reading in print D - 1
Preparing online content D - 2
Contact D - 4
2 J Using social media D - 5
What is social media? D - 5
Techniques for using social media D - 5
Social media etiquette D - 6
Using IFAD’s official social media accounts D - 9
IFAD social media channels D - 9
Contact D - 10
3 J Writing a memorable blog post D - 11
Blog from the heart D - 11
Captivate your readers D - 11
Help your readers D - 11
Contact D - 11
Speaking in public
Writing for public speaking E - 1
1 J Delivering a compelling presentation E - 1
Planning the presentation E - 1
Engaging with the audience E - 2
Delivering without mishaps E - 2
Using visual aids and PowerPoint E - 3
Contact E - 4
2 J Facilitating a meeting E - 5
The basics E - 5
Ice breakers and energizers E - 6
Contact E - 6
Working together
Keeping each other in the loop F - 1
1 J Tools and methods of internal
communications F - 1
Choosing the best mode of communication F - 2
Pros and cons of communication tools F - 2
Tips for written communication F - 3
Internal tools F - 3
Contact F - 3
Annexes
J Annex I G - 1
Template for standard press release G - 1
J Annex II G - 2
Template for standard media advisory G - 2
J Annex III G - 3
Glossary of social media terms G - 3
Contact G - 4
J Annex IV G - 5
After-action review methodology G - 5
J Annex V G - 6
Tips for writing e-mails G - 6
Guidelines for replying to and
forwarding e-mail G - 6
J Annex VI G - 7
Who’s Who in IFAD Communications G - 7

5
Foreword
The need to reduce poverty and food insecurity
has never been more urgent. While IFAD has long
been at the forefront of efforts to help poor rural
people build better lives, today we work in an
increasingly complex, competitive and changing
environment. In response, we are transforming
the organization to do this work more effectively,
efficiently and on a larger scale.
Communications is key to that job. And this toolkit
has been created to help us all get the job done.
Whether the task is helping smallholder farmers
learn a new technique, persuading elected
officials to adopt supportive policies or scaling
up successful initiatives, we must be able to
clearly and consistently convey our messages.
The Strategic Framework recognizes that good
communications help IFAD take advantage of the
new opportunities resulting from the international
community’s increased focus on agriculture and
rural development. There is a growing demand for
our services from new and old partners alike and
from our own expanded country presence. This
means new audiences to inform, new activities to
promote, new initiatives to advocate for. Everyone
in IFAD is a part of this communications effort.
We work in a diverse and decentralized
organization and we come from many countries,
with different languages and customs. Internal
communications have become both more
important and more challenging. In addition,
technology and social media are providing more
rapid and powerful ways to collaborate, while
also requiring more individual responsibility in
publicizing our work.
All of this raises the bar on communications. It
calls for new ways of working, sharing knowledge
and collaborating. We need common norms and
standards to ensure that we speak with the same
voice and maximize our collective communications
efforts. In fact, every IFAD staff member has a role
to play in communicating about the impact we
have on the ground, the knowledge we have to
share, and above all our mission – the importance
of smallholder agriculture and the issues for which
we advocate.
That is where this communications toolkit comes
in. It is a first for IFAD, and my communications
colleagues and I are thrilled to share it with
you. We hope that it demystifies some aspects
of communications and helps you feel better
equipped to do your job and contribute to helping
deliver on IFAD’s commitment to bring 80 million
people out of poverty by 2015. The practical tips
and tools you’ll find in these pages consolidate
the knowledge of the Communications Division’s
in-house experts. The content also reflects your
responses to the question, “How can we help
you?” – which we have been asking throughout the
organization over the past two years.
It’s no accident that the toolkit has been published
electronically and in a loose-leaf binder – this is a
living document. We will regularly revise and augment
it as the need for new tools arises, as old ones
become obsolete and as IFAD develops and rolls
out a communications strategy which will provide
the framework for all our communications work.
Speaking of that, we welcome your feedback on
the toolkit as a vital input for our work. Please let
us know what works and what doesn’t, and what
additional sections you would find useful. We look
forward to hearing from you!
Cassandra Waldon
Director, Communications Division

6
Acknowledgements
Bob Baber coordinated the development of this
first edition of the Toolkit for IFAD communications
from start to finish. His dedication in seeing the
project through to completion is to be commended.
Without him, it would not have come together.
The authors, who so generously shared their time
and knowledge, are acknowledged with gratitude.
Their names appear throughout the text.
Colleagues and project staff in the field and at
IFAD headquarters and, of course, the entire
Communications team also contributed valuable
input, feedback and support.
A special word of thanks is due to Catharine Way,
who took on the project from the outset, steering
it with patience and expertise through numerous
drafts to completion, putting all the written pieces
together to give the toolkit a unified voice. Andrea
Wöhr deserves special mention for her graphic
conceptualization of the toolkit. She too was on
the project from day one, giving the toolkit its look
and feel and ensuring its user-friendly design. The
expert advice provided in the early days of the
project by our former publications coordinator,
Anna Sherwood, was vital to starting the project
off on the right path. And the toolkit would not be
what it is without Janet Sharpe, who lent her time
and enthusiasm to the project in the home stretch,
giving the end product its final polish.

7
IFAD is operating in a world no one could have
imagined at our founding just over three decades
ago. The issues at the heart of our mandate are in
the headlines every day. The clock counting down
achievement of the Millennium Development Goals
is ticking fastest in the communities we serve.
Three quarters (and growing) of the world’s poor
people are our clients. The biggest-ever generation
of young rural people will soon be confronting the
global challenges of climate change, rising food
prices and economic stagnation – and as they
begin to enjoy electronic links to the broader world,
our ability to reach them will continue to improve.
With this in mind, IFAD’s Strategic Framework
2011-2015 www.ifad.org/governance/sf/index.htm
emphasizes the important role of communications
and outreach in the pursuit of the organization’s
mission: “IFAD will step up advocacy and
communication efforts around small-scale
agriculture, rural development, and food security
and nutrition. It will continue to amplify the voices
of poor rural men and women in relevant debates.”
Today we face a dynamic media and digital
environment. As we carry out IFAD’s mandate,
responsibility for communications is not limited to
the Communications Division – it lies with every
staff member in every office. As our presence
expands around the globe, so too does our ability
to publicize what we do and the impact it is having.
With more eyes and ears in the field, we also
have greater capacity to alert headquarters about
unfolding situations and opportunities.
Technology has blurred job titles; today every role
has a communications component. A whole range
of tools – including the internet and social media and
other Web2.0 tools – allow us to get our message out
to more people, faster, more effectively and at less
cost. This expands our ability to advocate for poor
rural people and work on their behalf. At the same
time, there are fewer controls, and no electronic
shredder. Every staff member is encouraged to
become a responsible part of the digital conversation
and the online development community.
This communications toolkit is aimed at staff
members in every unit and at every level of IFAD.
Its purpose is to help you in boosting the impact
of our work through
more effective outreach,
engagement with a
variety of audiences
and knowledge-sharing
– all in the interest of
highlighting IFAD’s
contributions to enabling
poor rural people to raise
their incomes, improve
their food security
and strengthen their resilience. The toolkit will
help you to take advantage of the opportunities
offered by increased visibility and perform your
communications tasks effectively and with
confidence. It is meant to be a living document,
with regular additions and revisions that will reflect
changing conditions, new technologies and staff
needs. We welcome your suggestions to make
it better.
Why do we need to communicate?
IFAD’s communications opportunities and
challenges are increasing and changing. This is
a result of our growing number of country offices
and expanding programme of work along with
the international community’s heightened focus
on agricultural development. These changes
The new world of communications:
Everyone has a role
The purpose of the
communications toolkit
is to help you boost the
impact of our work and
highlight our contributions
as we address the
challenges of today and
tomorrow.

8
The new world of communications: Everyone has a role
underscore the benefits that outreach brings to
the operations we support in the field as our profile
increases, as well as the opportunities to be part of
the development dialogue that we will miss if we do
not communicate consistently and effectively.
IFAD plays an essential role in helping the world’s
1 billion poor rural people to work their way out
of poverty and live in dignity. What we do is crucial
but not sufficient, and we do not work alone.
Our contributions both guide and reinforce those
of many other partners: governments, other United
Nations agencies, civil society groups including
NGOs, donors, the private sector, the media and
the general public. Informing them about our
activities builds momentum and in turn uncovers
new opportunities to increase our impact through
collaboration. Communications supports replication
of successes – so that what begins as ‘a project’
gradually becomes ingrained as the new and better
way of doing things. Communications also keeps
our issues, particularly rural poverty and food
security, in the public mind.
Communications builds trust and helps us remain
accountable. If we are open and accessible, it
becomes clear that we deliver on our promises.
A history of open and accurate communications is
a priceless asset in confronting any controversies
that may arise. With effective communications, our
messages reach policymakers and decision makers
in Member States, especially donors, reinforcing our
ability to raise funds and expand our work.
The three types of communications
Communicating with others
What most people think of as ‘communications’
is external communications. Its purpose is to
raise awareness about IFAD issues and activities
among people outside the organization and to
promote progressive change. It is also crucial to
fundraising. External audiences range from our
core constituencies – such as project partners,
policymakers, Member States, other United Nations
agencies and NGOs working in related fields – to
the media, donors, academics, parliamentarians
and the general public.
There’s no limit to the communication tools at our
disposal. Among the traditional ones are reports,
press releases, brochures, funding proposals,
newsletters, donor reports, speeches by key
IFAD staff, and radio and television interviews
and educational programmes. Tools also include
engagement in international policy dialogue
and advocacy, global multimedia campaigns,
commemoration of United Nations days,
collaborative activities among the three
Rome-based agencies, and partnerships with
notables, surrogates and celebrities.
When the internet and other forms of electronic
publishing first emerged they were used mainly as
another platform to disseminate electronic versions of
traditional print materials. They still serve that useful
function, allowing us to provide documents to virtually
unlimited audiences at negligible cost. But social
media and other Web2.0 tools also offer entirely new
opportunities for external communications. They
allow us to share rural development and agriculture-
related news in real time and post videos and
photos of our work on a variety of new and popular
platforms – most notably the IFAD social reporting
blog, the IFAD Facebook site and our Twitter feed –
vastly expanding our audience.

9
Yet these new tools of distribution are only part of
the story. The revolutionary aspect of digital media
is their role in ‘democratizing’ communications.
No longer does information come down from
‘the top’. Now much of the conversation is
owned by the development community itself, and
organizations like IFAD have to engage in that
conversation if they are to remain relevant.
Communicating among ourselves
As IFAD expands further into the field, internal
communications is growing in importance.
With IFAD offices now located across the globe,
maintaining a strong connection between
headquarters and the field is vital. It creates
a sense of belonging among the larger IFAD
community, deepens the sense of ownership
of our reform agenda, facilitates sharing of
knowledge and lessons learned throughout the
organization, and rallies staff around our core
vision. Technology is helping greatly: Intranet
access to IFAD’s internal electronic resources and
Skype help us stay connected, as do regional
knowledge management tools.
Internal communications is a three-way
conversation, between headquarters and the
country offices and among country offices
themselves. Communications from headquarters to
field offices keeps IFAD and project staff informed
about organizational initiatives. It also helps them to
obtain information and assistance. Communications
from the field to headquarters provides information
about the concrete results of our activities and the
people whose lives they transform. This information
is one of the most powerful tools we have for
expanding the reach of our work, reinforcing
our important role in development and helping
us raise funds. Links between field offices help
form a bond among people doing similar work in
distant locations. They are also crucial for sharing
knowledge about what works, increasing our
impact and relevance.
Protecting our reputation
The higher profile IFAD has garnered in recent
years – as an international financial institution and a
United Nations specialized agency providing funds
to developing countries – raises the stakes with
regard to reputation management, the third leg of
communications. The 24-hour news cycle and the
speed of electronic communications, both of which
are enhanced with each successive advancement
in digital media, increase
our vulnerability to risks.
It is vital for everyone in
the IFAD constellation
to work consciously
every day to promote our
organization’s image and
safeguard our reputation.
The three types
of communications:
external
communications
internal
communications
reputation management

10
IFAD’s vision
Effective communication begins with a shared
vision. IFAD’s vision is captured in the Strategic
Framework 2011-2015. It highlights the fact that our
mandate – improving food security and nutrition,
and enabling rural women and men to overcome
poverty – has never been more relevant than it
is today, when nearly a billion rural people live on
less than US$1.25 a day and when there is a
high prevalence of food insecurity and hunger in
some regions.
Further, the Strategic Framework sharpens the
organization’s focus on small-scale agriculture
as a driver of economic growth and a crucial
source of income and nutrition for many poor rural
households. Across the globe there are about
500 million smallholder farms, and they support
approximately two billion people – almost a third of
the global population. In some countries agriculture
is the main source of income for 70 per cent of the
rural population.
Extensive collaboration has emerged in the
international community on agriculture, food and
nutrition issues. It suggests new ways to work
together to mobilize more investment and increase
results on the ground – not only toward achieving
Millennium Development Goal 1 of eradicating
extreme poverty and hunger, but also responding
to the challenge of feeding a global population that
is expected to rise from 7 billion to 9 billion over
the next four decades. To meet that enormous
challenge, agricultural production in developing
countries will have to double from what it is
today. Smallholders, who manage the majority of
agricultural land in Asia and Africa and yet face the
greatest risks on a range of environmental, technical
and market issues, are critical to success.
There is growing consensus that there must be
wide-ranging and urgent action. This is the impetus
behind IFAD’s vision. It offers us a roadmap to help
developing countries move from mere poverty
management to poverty eradication, and to help
them bring smallholder agriculture into the forefront of
addressing national and global food security needs
for decades to come. In order to achieve these goals,
it is critical to enable smallholders to create wealth by
improving the overall economic environment of rural
areas, investing in basic infrastructure and financial
services, bettering their governance, and making
them decent places to live and to do business.
Policies and investments need to be directed at
improving their technical skills, to enable them to
become more market-oriented so they have an
incentive to produce more food, and to help them
overcome the enormous risks they face with regard
to climate change and environmental degradation.
In sum, IFAD sees farming of any scale as a
business. And businesses need clear links along
the value chain – from production to processing,
marketing and consumption. IFAD works to foster
the entrepreneurial capacity of smallholders so that
they can build thriving rural economies.
IFAD sees young women and men as the farmers of
tomorrow. But we know they will choose to stay in
rural areas and put their energy into farming only if
agriculture offers them a chance to profit from their
labours and rural communities support a rewarding
life. To this end, IFAD’s programmes and projects
are guided by a dynamic vision in which small-scale
agriculture can respond to the growing demand
for food, while generating economic opportunities
for poor rural people. For a great number of small
farmers and livestock producers in developing
countries, agriculture can provide a robust pathway
out of poverty, as long as it is market-oriented,
environmentally sustainable, and resilient to risks,
shocks and climate change.
This vision is grounded in our belief that rural
people can be powerful agents of change in their
communities and play crucial roles in overcoming
rural poverty and hunger.

11
Useful IFAD messages
What you communicate is closely linked with what
you do. However, underlying everyone’s work are the
main issues that are at the core of IFAD’s mandate:
Global poverty remains a massive and
predominantly rural phenomenon.
–– Seventy per cent of the developing world’s
1.4 billion extremely poor people – about
1 billion – live in rural areas.
–– After rising to 1 billion in 2009, the number of
hungry people in the world is now estimated
to be 925 million.
Global food production will have to increase
70 per cent by 2050 – and output in developing
countries will have to double – in order to feed the
9 billion people who will inhabit the earth by then.
–– Success in agriculture in the developing
world is the key to meeting global food
needs as the population grows and
becomes more urbanized.
Smallholder farms in developing countries
currently feed almost a third of the world’s
population, and they produce 80 per cent of the
food consumed in the developing world.
–– The world’s 500 million small farms support
about 2 billion people; they need long-term
investment in infrastructure such as roads,
transport and information technology;
access to land and microfinance; and
training and education.
–– Smallholder farmers manage up to
80 per cent of the farmland in Africa and Asia.
In most developing countries, rural women play a
central role in agriculture and in rural economies.
–– Women farmers tend to produce most of
the food that is consumed locally in rural
areas, despite the fact that in many areas
they have grossly inadequate access
to secure land tenure, inputs, credit,
equipment and market opportunities.
–– Rural children and youth account for a large
proportion of the population living in poverty,
and young people represent a major asset
for the prospects of rural economies and of
developing countries.
–– Indigenous peoples and ethnic minorities
are disproportionately affected by poverty,
as a result of tenuous control over
natural resources and various forms of
marginalization, discrimination and exclusion.
Rural areas are rapidly changing – presenting
new challenges for people who live there.
–– In many areas, the natural resource base
upon which agriculture and other rural
livelihoods depend is coming under
increasing stress.
–– Climate change is already causing reduced
water availability, increased temperatures,
uncertain or shorter growing seasons,
diminishing arable land, and new pest and
disease patterns.
–– While increasing and more volatile global
food prices can bring profitable opportunities
for small-scale farmers, they can also put
pressure on those poor rural people who
are net food buyers, with negative impact on
nutrition and on social welfare.
Profound changes in agricultural markets are
also bringing opportunity for many rural people.
–– In particular, the growth of urban societies
means a growing demand for high-value
food, while markets themselves are extending
their reach and becoming better organized.
Agriculture is and will continue to be the main
economic driver in rural economies. Success in
agriculture remains a route out of poverty
for many rural people, as well as an important
first step out of poverty for many others.

12
For agriculture to lead the way in further
reducing rural poverty and meeting global food
security challenges, the ultimate aim must
be the development of smallholder farming
systems that are:
–– Productive
–– Integrated into markets
–– Environmentally sustainable
–– Resilient to risks, shocks and climate change.
IFAD works with poor rural people to enable
them to grow and sell more food, increase their
incomes, and determine the direction of their
own lives.
–– Since 1978, IFAD has invested more than
US$14 billion in grants and low-interest
loans to developing countries, empowering
about 400 million people to break out
of poverty.
At the programme and project level, IFAD is
stepping up its efforts to:
–– Enhance environmental sustainability and
resilience in small-scale agriculture.
–– Promote win-win contractual arrangements
to help small agricultural producers seize
lower-risk opportunities in agricultural
value chains.
–– Support the development of technologies
for sustainable intensification of small-scale
agriculture.
–– Increase the capacity of financial institutions
to provide a range of inclusive services to
poor rural people.
–– Promote the capabilities of rural women and
men, including young people.
–– Capitalize on opportunities to use renewable
energy sources at the farm and community
levels, and promote low-cost technologies
using local resources to provide energy at
the village level.
In terms of the value of IFAD’s work, the
overarching messages are:
–– IFAD is a specialized United Nations
agency and international financial institution
with more than 30 years of experience in
combating rural poverty.
–– Investing in IFAD brings results. The
success of our projects and approaches
has been validated time and again by
external evaluations.
–– IFAD-supported projects work to
make a long-term difference and help
lift people out of poverty. We work in
difficult situations, including conflict-
affected areas, and with marginalized and
disenfranchised populations.
–– IFAD seeks to influence policy at the national
and the international level for the benefit
of smallholders and the landless. We also
work to build the capacity of the farmers
themselves to engage in policy processes,
for example through the Farmers’ Forum.
–– Partnership is the heart of our work. The
governments of Member States own and
implement the projects that we support.
We work hand in hand with poor rural people
and their organizations, United Nations
agencies, international financial institutions,
NGOs and the private sector.
–– New solutions to the challenges facing
smallholders are knowledge-intensive.
IFAD is committed to developing innovations
and sharing knowledge on rural poverty by
strengthening our innovation and knowledge
management capacity.
–– IFAD is committed to transparency and
accountability in all our programmes,
as well as in our internal and external
communications efforts.

13
The ‘key three’: Message,
audience, budget
In any communications endeavour, the first
steps are figuring out what you want to say, who
needs to receive the message and how much
money you can spend in the process. Avoid the
temptation to hurriedly ‘throw something
together’ when the need to get a message across
emerges. Working through these steps will help
you clarify your purpose and will result in a more
useful end product.
Clarify the message
What do you want to say? What are you trying
to accomplish? To start, make sure your idea
is consistent with IFAD’s corporate goals by
consulting the list of main issues in the preceding
section. If your idea fits in with any of those
concepts, it is probably worth communicating.
(Communications Division staff can also help you
to identify and frame a message.)
Determining precisely what you want to say is a
crucial first step. It sounds obvious, but people often
fail to clarify the main point, leading to messages
that are muddy or vague. It is helpful to write down
the key message(s) or tell it to a colleague. If you
cannot explain it simply, you probably have not
clarified it sufficiently. Some people use the ‘elevator
message’ technique: The key message should be
succinct enough that you can explain it to someone
on an elevator ride.
Identify the target audience
IFAD has an enormous range of potential
audiences, from poor rural participants in our
projects to heads of state. Communications
are effective only if they reach the appropriate
audience. Ask yourself who is the person who can
make use of or act on your message. Within any
one issue, different messages are appropriate for
different audiences. Initiating a project that aims to
encourage women’s groups to open bank savings
accounts would call for quite different messages for
different audiences. For example:
For potential participants in the savings groups:
Joining the savings group will help you save
enough money to send your children to school.
For the bank manager: Helping our savings
group open accounts will add to your deposits
and develop long-term customer loyalty,
while demonstrating the bank’s commitment
to the community.
For a potential donor: A similar project resulted
in women saving an average of xx per month,
and rates of
secondary school
enrolment among
their daughters
were xx per cent
higher than among
daughters of women who did not participate.
With your contribution, we can extend this
success to more communities.
Once you have pinpointed the appropriate
audience, the next step is choosing the appropriate
media. Sometimes it is obvious – for instance,
yearly financial results are always reported in the
Annual Report. For a major new partnership, a
short press release is appropriate. To report a
major project success at an international meeting, a
speech and a simple brochure might be called for.
Using the variety of media available, and especially
by exploiting Web2.0 channels, our messages
can reach and influence countless people in more
diverse audiences than ever before.
Getting started
Clarify the message
Identify the target
audience
Prepare a budget

14
Getting started
Prepare a budget
Your communications budget will help determine
the means. Production costs add up quickly.
Knowing your audience and message will help
in determining how sophisticated a product you
need. You will want to develop a precise budget
that accounts for each step of the process –
writing, editing, design, proofreading, printing and
distribution (for a print product). Be as accurate
as possible in estimating how many copies you
will need, but avoid undercounting: It is a lot more
expensive to print 3,000 copies twice than to print
6,000 copies once.
Be sure to include a ‘distribution plan’ in the
budget – shipping materials can be another costly
line item. The most expensive product is the one
left gathering dust on a shelf because there was
no plan or budget for getting it to the intended
audience. The distribution plan should also identify
the audience for hard copy versus electronic
distribution – you may find that an electronic
publication will suffice for your audience, saving
funds for another communications activity.
For more details see the Graphic Design guidelines
and Distributing IFAD products sections that follow.

Please take a moment of your time to give us
your valuable feedback. Return your completed
survey to Bob Baber, Communications Division,
commtoolkit@ifad.org.
1. Are the explanations in this section easy to read
and understand?
m Yes m No
2. How did you or do you intend to use the content
of this section in your work?
3. On a scale of 1 to 10 (1 = not useful;
10 = extremely useful), how useful did you
find this section?
m 1 m 2 m 3 m 4 m 5
m 6 m 7 m 8 m 9 m 10
4. If you responded 5 or below to the previous
question, please explain why you did not find the
section useful.
5. Were you looking for something specific in this
section that you did not find? If yes, please tell
us what information we can add that would be
useful to you.
6. If resources (web links and other references)
were included in this section, did you use them?
m Yes m No
7. If yes, which resources did you find most useful?
Click here to access the interactive survey for the
Introduction section
Introduction

IFAD’s brand and
visual identity

A - 1
Presenting IFAD in the best light
The old saying that there is only one chance to make
a good first impression is as true for organizations
as it is for individuals. IFAD’s published materials
– in print, digital, display and broadcast formats –
speak for the organization just as staff members
do. Research confirms that a clear and consistent
identity helps build and maintain an organization’s
reputation. Regularly reinforced graphic symbols
can convey and underscore institutional strengths.
IFAD’s consistent image and brand, supported
by our strong, clear and simple graphic style,
also send a message about our focus and
determination. That message is supported by
the photographs and videos of our work, which
put a human face on rural poverty and
demonstrate our compassion as well as our
commitment to rural people.
The guidelines in this section cover branding
and corporate identity, graphic design style,
photography, and maps and the Geographic
Information System. All staff members play an
important role in bringing IFAD’s cohesive brand
identity to life in all communications and all
formats. Following the guidelines will also help
you play your part more effectively.
IFAD’s brand: What it is, what it isn’t
IFAD’s brand, like that of any other organization, is
much more than a logo and tagline. Instead,
it is the set of features and attributes that come
to mind when people hear our name. The brand
encompasses the way we think and talk about
IFAD’s work with smallholder farmers and other rural
people, and the way our partners and stakeholders
at every level perceive who we are and what we do.
Why does IFAD need a brand? The short answer is
that we have a brand, whether we need one or not.
As the head of one international NGO put it, “you’re
going to leave an impression in a person’s mind
[and] it’s your choice whether you want to actively
manage that impression or whether you want them
to come to their own conclusions.”
Research also tells us that the more people learn
about IFAD, the more positively they view us.
Branding can build on their favourable impressions.
By consulting with a range of IFAD colleagues
and outside experts, we have worked to sharpen
the brand, focusing on what makes IFAD uniquely
effective in the rural development sector. In today’s
competitive donor environment, it’s more crucial
than ever to tell our story in clear and compelling
terms. Even beyond resource mobilization, a strong
brand can help us stay focused on our long-term
goals, while strengthening IFAD’s internal cohesion
and capacity as a global organization.
Still, the brand is only as strong as our common
commitment to present a unified, honest image
of IFAD in all of our communications – from
conversations with partners in the field to project
reports to flagship publications. To support that
commitment, following are some key components
of the IFAD brand.
1 J Branding and corporate identity guidelines
IFAD’s brand and
visual identity
3 42
Branding and corporate identity guidelines
1

Tagline: ‘Investing in rural people’
IFAD’s brand highlights our dual identity: On one
hand, IFAD is an international financial institution
(IFI) working exclusively in rural areas; on the other,
we are a specialized UN agency that serves as
a trusted partner of some of the world’s poorest
people. While rural development is our business,
smallholder farmers and other rural people –
including the most vulnerable and marginalized
– are our heart and soul. We invest in technical
and financial approaches to reducing poverty and
boosting food security, but we’re people-centred.
We invest in human values like resilience, equality
and dignity. We invest in the future.
We are, in effect, an IFI with a human face, an
institution with “a head for business and a heart for
people,” as IFAD’s President has said. Linking these
two sides of IFAD is the essence of the brand. This
is what our tagline – ‘Investing in rural people’ – is
meant to convey.
Brand promise: Investment that works
IFAD represents the link between the present and
the future of rural people. By investing together in
ideas and approaches that unlock their economic
potential, we are building individual livelihoods and
well-being, and stronger communities. We work
where the need is greatest, and where the impact is
most profound. In other words, we invest in results.
Because of IFAD’s investment in – and partnership
with – rural women and men:
–– Poverty decreases and incomes rise
–– Families are able to feed themselves and
contribute to overall food security
–– Households have not only enough to eat but
decent nutrition and health
–– Women, indigenous peoples and other
marginalized groups are empowered
–– Smallholder farming is seen as a respected and
attractive occupation
–– People become more resilient to climate shocks
–– Rural areas become more attractive places for
young people to remain, rather than migrating
to cities
–– Rural communities experience a sustainable
and comprehensive level of change that,
ultimately, can result in social as well as
economic transformation.
What makes IFAD unique?
IFAD is unique as a hybrid UN agency and IFI
operating exclusively in a rural context. We
empower rural people to transform their lives,
overcome poverty, build resilience and sustainably
manage natural resources through a participatory
development process.
Core audiences
In addition to government officials in IFAD member
states (including both donor and beneficiary
countries), our brand’s key audiences include:
–– Smallholder farmers, fishers, livestock herders
and rural entrepreneurs in developing nations
–– Rural development policymakers
–– Civil society organizations
–– Private-sector partners and potential partners
–– Journalists and media
–– Potential high-profile advocates and champions.
Benefits of our work
Functional benefits for IFAD’s various
constituencies underlie the brand. For rural men,
women and children, we deliver resources, insights
and experience to help smallholder farmers and
rural communities grow and succeed over the
long term. For donors and funders, we deliver
economic, social and environmental benefits
resulting from their investments. For everyone
else, we support and enhance the productivity of
smallholder farmers and other rural people, who
play an increasingly critical role in feeding the
world’s fast-growing population.
Brand values
IFAD’s four core values are: focus on results;
integrity; professionalism; and respect. Our brand
values are closely aligned with these qualities.
IFAD’s brand is positive, hopeful and trusted.
It’s also surprising, in a sense, because we
embrace both our “head for business” and our
“heart for people” – a combination that might
seem contradictory to some but is, in fact, critical
to IFAD’s success. By supporting livelihood
opportunities that empower people in rural, often
remote areas around the world, we promote the
dignity and value of every human life.
A - 23 42
1

Summary: Key brand messages
To summarize, here are four key messages to
remember whenever we tell our story:
–– IFAD is an international financial institution
with a human face. We have a head for
business and a warm heart for people. When we
talk about investing in rural people, this is what
we mean to convey.
–– IFAD invests in results for rural people.
By working with them on participatory
projects that unlock the economic potential of
smallholder farmers and other rural people –
including the poorest and most marginalized
– we are building individual livelihoods and
stronger communities.
–– IFAD is unique. We are the only specialized
UN agency and IFI operating exclusively in a
rural context. We empower rural people to
transform their lives, overcome poverty, build
resilience and sustainably manage natural
resources. Nobody else in the development
sector fills that particular set of needs.
–– IFAD is positive, hopeful and trusted. These
are qualities that define us as an institution.
By supporting livelihood opportunities
that empower people in rural, often remote
areas where the need is greatest, we promote
the aspirations, dignity and value of every
human life.
We know IFAD is already well respected by
our partners and peers. By playing our part in
sharpening the brand, each of us can build on the
goodwill and achievements that IFAD has generated
over the years. At the same time, we are positioning
ourselves to make even greater progress in the
years ahead.
Visual identity policy: IFAD’s logo
The power of a strong visual identity can only be
realized through consistent application over time, so
IFAD policy requires that the official logotype
is the only sanctioned symbol for use across the
organization. No other symbols or marks may be
used in conjunction with the official IFAD visual
identity or in place of it.
The IFAD logo, or symbol, is the core element of our
visual identity. It should be seen on every product
that comes out of IFAD, from letterheads
to job advertisements to reports to merchandise
to the website.
The logo, used since the organization’s founding,
is a pictogram aimed at projecting the image
of international cooperation for agricultural
development. It comprises a stylized ear of grain
supported by three stalks. The stalks represent
IFAD’s three founders (Organisation for Economic
Co-operation and Development [OECD],
Organization of the Petroleum Exporting Countries
[OPEC] and developing countries), which contribute
symbolically to the growth of the grain.
Enabling poor rural people
to overcome poverty
A - 33 42
1

The symbol is incorporated with the name to
form the IFAD logotype. The IFAD logotype is
provided in various formats, appropriate for
specific usage needs.
The IFAD logotype must always be reproduced from
a digital master reference, available from the Graphic
Design Services Unit. The file is available in EPS,
GIF and JPEG format. Please be sure to use the
appropriate artwork format.
File formats:
–– EPS: all professionally printed applications
–– GIF: online usage
–– JPEG: desktop programmes
To further clarify IFAD’s mission, a secondary element,
the IFAD tag line – ‘Investing in rural people’ – has
been added.
The logotype must be clearly visible and
reproduced consistently. For this reason, the logo
can never be reproduced smaller than 11 mm and
the tagline never smaller than 8 pt font size.
Recommended size
Consistency in the size of the logotype is important
when producing communications. Here are the
recommended sizes for reproduction in the DL
format and across the various A series formats:
–– DL - logo height: 13 mm
–– A5 - logo height: 13 mm
The EPS file containing the logotype guarantees
the production integrity of the logo when it is scaled
up or down in size and helps to avoid distortion in
the logo proportions.
Language versions
The logotype is available in each of the four
official IFAD languages – Arabic, English, French
and Spanish. A version is also available that
incorporates the tagline in all four languages in a
single arrangement.
Logo
Name
Tagline
A - 4
11mm
Font size: 8 pt
3 421

Colour
The logotype may only be reproduced as:
–– 100% black
–– symbol 50% black and logotype 100% black
–– reversed as 100% white from any
field/background
When choosing text and background colour for
an information product, it is important to choose
colours that will project the information clearly and
effectively and will complement the chosen images.
Also important is good contrast between text and
background colour.
A - 5
Logo
width
Logo
width
Logo
width
Surrounding space requirements
To maximize its visual presence the logotype
requires a surrounding area clear of any graphic
element or text. This clear space should always be
equal to the width of the logo.
Integrating partner logos
The IFAD logo can be used in conjunction with
another logo or emblem to suggest an association
between IFAD and other organizations, projects or
initiatives. When the logo is used with other logos or
emblems, sufficient space must be left around the
IFAD logo to clearly demonstrate it as a separate
and distinct organization.
Web standards
The IFAD logotype must appear on all IFAD
web pages. A standardized web banner allows
consistent branding across all IFAD websites.
Contact
Graphic Design Services, Communications Division
e-mail: gds@ifad.org ; Tel: +39 06 5459 2529
The IFAD logo
is the core element
of our visual identity.
It should be seen
on every product
that comes out of IFAD.
3 421

Do Don’t
A - 6
Usage of the logo
3 421

Typography
IFAD’s typographic style is strong, clear and simple.
Distinctive, well-designed typography strengthens
and adds character to our communications.
Print and display communications
For these types of communications, the
ITC Giovanni and Helvetica Neue font families have
been chosen as the primary typefaces. The two
typefaces allow for flexibility and creative expression
in text and display. Their consistent and extensive
use enhances and builds the IFAD identity and is an
integral part of the corporate visual identity.
In-house communications
For Microsoft users, Arial, Times New Roman and
Verdana are the fonts used for materials produced
in-house (such as letters, memorandums, faxes).
However, there are additional typefaces and computer
fonts packaged with Microsoft and Apple software
applications and many PostScript computer printers
that may also be used for internal communications.
Introductory text, paragraphs and quotations can be
highlighted to serve as a summary of the content or
key messages.
Body copy is most legible and visually pleasing
when it is justified left and unjustified right.
Wherever possible, avoid justifying text (aligning
it to the margins on the right and the left).
Unnecessary graphic elements should be
avoided as they distract from the message.
Avoid typographic clutter.
Allowing sufficient white or clear space enables
important text to stand out on the page.
2 J Graphic design guidelines
Helvetica Neue light
Helvetica Neue light italic
Helvetica Neue bold
Helvetica Neue bold italic
ITC Giovanni book
ITC Giovanni book italic
ITC Giovanni bold
ITC Giovanni bold italic
Arial regular
Arial italic
Arial bold
Arial bold italic
Verdana regular
Verdana italic
Verdana bold
Verdana bold italic
Times New Roman
Times New Roman italic
Times New Roman bold
Times New Roman bold italic
A - 7
Graphic design guidelines
1 3 42

Basic stationery items
and templates
Basic stationery items have been carefully
developed to create a cohesive identity system.
Templates are designed to enable consistent,
time-efficient and economical in-house and
out-sourced production.
Word templates for the following IFAD stationery
items can be accessed from the style menus in
Microsoft Word installed on IFAD computers or from
https://xdesk.ifad.org/sites/irt/tmpl2010/default.aspx :
–– Letterheads
–– Memorandums
–– Faxes
–– Back-to-office reports
A - 8
1 3 42

A - 9
1 3 42

Additionally, artwork templates have been
developed for many corporate and promotional print
materials. The following templates are available by
request from Graphic Design Services:
–– Business cards
Headquarters requests can also be made
through divisional front offices directly to the
print shop. Regional offices can obtain artwork
from Graphic Design Services and cards
can be printed either at headquarters or by
the regional offices themselves.
–– Envelopes and corporate folders
–– Compliments slips
–– Invitation cards
A - 10
1 3 42

A - 11
1 3 42

–– Notepads
–– Workshop agendas
–– Press releases
–– Certificates
–– Badges
–– Posters
A - 12
1 3 42

A - 13
1 3 42

–– Publications and flyers
IFAD uses a variety of templates for publications
and factsheets. Guidance and master artwork
is available from Graphic Design Services.
The IFAD logotype must appear clearly legible
on the front.
The logotype variations allow for creative and
versatile layout and type alignment solutions.
The IFAD logotype and the office address should
appear on the back of multipage publications.
Consider whether your publication requires
an ISBN or ISSN number. (See Distributing IFAD
products for guidance.)
A - 14
1 3 42

A - 15
1 3 42

–– Promotional items
Below and on the opposite page are acceptable
uses of the IFAD visual identity system on
merchandise and branded products. The
preferred colours for products displaying the
IFAD logotype are white, grey or black.
A - 16
1 3 42

A - 17
1 3 42

–– PowerPoint presentations
A template has been produced to ensure
visual consistency, and it should be used for all
presentations. Images should reflect our work
and present people with dignity and integrity.
(See Using visual aids .)
Tips on typography and
effective design
Print materials need to be legible and visually
interesting to draw in the reader. Although it is
impossible to design something that is accessible
to everyone, our communications should appeal
to as many people as possible while also being
creative and visually distinctive. We recommend
the following:
Type size. It is impossible to establish a specific
standard type size since many factors affect
legibility. For text, font size is usually 9.5 point:
however, smaller typefaces are permissible if
appropriate for a targeted audience. The point
size used for footnotes can be much smaller
than the font used for text.
Capital letters. These are harder to read than
lowercase letters, so it is best to minimize their use.
Italics. They are also more difficult to read,
especially for partially sighted people, and should
be used only for foreign terms. For adding
emphasis, use bold type or a strong colour.
Leading. This is the vertical space between
one line of type and the next from baseline to
baseline. If leading is too wide or too narrow,
the text is difficult to read. As a basic rule, the
leading should be a minimum of 2 point sizes
larger than the type size.
Word spacing, letter spacing and horizontal
scaling. Changing the space between letters
or words and altering the proportions of the
letters (horizontal scaling) should be avoided, as
too little or too much space between letters or
words can make text illegible.
Alignment. The most legible text is aligned at the
left margin, and left ragged or unjustified to the
margin on the right. Fully justifying text (aligning it
to the margins on the left and the right) results in
horizontal scaling, which is hard to read.
Contrast. There should always be high tonal
contrast between the text and the background
it is printed on. Contrast is greatest in
combinations of dark and pale colours.
Reversing out copy. This is text in which
light letters appear on a dark background.
The background colour should be as dark as
possible. White copy reversed out of a very
dark colour or black is the most legible. Careful
attention should be paid to type size and light
weights of type to ensure copy is always legible.
A - 18
1 3 42

Tips on using colour
IFAD communications materials can be produced
in a range of colours, depending on their
geographic focus. Reports, publications, posters
and other products that are global or cross-
regional in scope use IFAD’s ‘corporate’ blue, while
region-specific materials use colours that have
been selected to represent each of the five IFAD
regions. The swatches on this page reflect the
complete branded colour palette, which should be
applied consistently.
A - 19
Copy on images. Setting text on an image can
make it difficult to read. The background must
always be even in tone and allow good contrast;
it can be retouched if necessary.
Design. Effective and accessible design
is clean, simple and uncluttered with good
visual navigation.
Colour Division Pantone CMYK RGB
Corporate Blue Pantone 294 C 100
M 85
Y 20
B 15
R 31
G 54
B 113
Western and
Central Africa
Pantone 166 C 5
M 80
Y 100
B 0
R 225
G 78
B 0
East and Southern
Africa
Pantone 144 C 0
M 50
Y 100
B 0
R 243
G 146
B 0
Asia and the Pacific Pantone 186 C 0
M 100
Y 80
B 15
R 202
G 9
B 40
Latin America and
the Caribbean
Pantone 362 C 75
M 10
Y 100
B 0
R 67
G 159
B 53
Near East and
North Africa
Pantone 3125 C 90
M 0
Y 20
B 0
R 0
G 187
B 205
1 3 42

Tips on hiring a graphic designer
Before you start to talk with designers, determine
the scope of the work:
Assess your objectives, target audiences
and the important messages you wish to
communicate. (For advice, see Planning
distribution for print products .)
Determine how much text you have (in words)
and how elaborate a publication you want or
need, based on the audience and the purpose.
Will a simple text document suffice, or do you
need to illustrate the text with photographs,
charts and other art? What about colours?
Keep in mind that the more elaborate a
publication, the higher the cost.
Determine an appropriate budget and set aside
funds to engage the designer. The amount will
depend on the scope and extent of the work
and on the designer’s experience and skill as
well as the firm’s size and reputation – a one-
person freelance shop is usually less expensive
than a full-service firm. Design development with
a well-known company can be expensive.
Identify and meet with appropriate designers.
Ask yourself the following questions:
–– Can they show you high-quality, relevant
examples of their work?
–– Do they have good graphic communication
development and production experience?
–– Are they familiar with international
development work? Have they produced
documents in foreign languages?
–– Do they have the time and resources to
complete your task satisfactorily?
After choosing a designer, develop a clear
agreement for the performance of work. This
should detail the budget and exactly what it
includes, all deliverables, scheduled production
landmarks and deadlines. Be clear about how
many proofs it includes and additional charges
for changes. Making significant changes
during production is expensive; charges
accumulate rapidly.
Finalize all text before beginning artwork.
Be open to new ideas – graphic designers can
be highly creative and provide unexpected
solutions that will improve the distinctiveness
and appeal of a project.
Tips on printing
Evaluate whether a document really needs to
be printed. Could the information be distributed
digitally? (See Print versus electronic distribution .)
If printing is necessary, then think green when
sourcing printing companies and paper stocks –
paper is now available that is from 50 to
100 per cent recycled, unbleached and
uncoated. For printing, non-toxic water-based
inks are also available.
If you are printing smaller quantities, consider
digital printing as an economic alternative.
You can also save paper by using standard
press sheet sizes and synchronizing projects
that use the same paper stock.
Note: The Communications Division maintains a list
of recommended local printing companies.
Contact
Graphic Design Services, Communications Division
e-mail: gds@ifad.org ; Tel: +39 06 5459 2529
A - 20
1 3 42

The role of photography
in communications
From the minute we wake up in the morning we are
bombarded with images – the list is endless. A few
examples are smartphones, the internet, newspapers,
television and billboards. Images are used to sell
products, sway public opinion and report news
events. They shrink borders and globalize culture.
Images are effective because they capture people’s
attention and leave a lasting impression.
For IFAD, images are a tool for raising global
awareness of rural poverty and how we fight it.
Photography is essential to our work because of its
inherent role in presenting information and evoking
an emotional response from readers. It is used as
an advocacy tool to bring to life the issues facing
rural people and to draw attention to initiatives that
help them. The types of photographs we use are:
Documentary,
showing rural women
and men in our
project areas. These
photographs help to
draw the audience
into our publications
and displays, and to
illustrate our projects.
Abstract, for graphic design elements in
publications and displays, such as close-up
pictures of grain.
Portraits, showing Governing Council
sessions, loan signings, high-profile meetings
and IFAD-sponsored events.
3 J Photography at IFAD
The main rule of IFAD
photography is to
safeguard people’s
dignity and humanity
while creating a window
into their lives.
A - 21
Photography at IFAD
1 432

IFAD’s photography policy
The main rule of IFAD photography is to safeguard
people’s dignity and humanity while creating a
window into their lives. The issues that concern
poor rural people must be at the forefront of our
advocacy work. The photographs we commission
must focus principally on them, not on IFAD.
The photographs must always:
–– Portray subjects with dignity and humanity,
never as objects of pity
–– Increase awareness of pro-poor issues as
defined by rural people
–– Help persuade donors and the private sector to
invest in poverty reduction
–– Avoid harming, exploiting or endangering the
subjects or the groups they represent
–– Be of high technical quality (ideally taken by
accomplished professional photographers)
–– Contain complete caption information.
It is crucial to exercise care when publishing or
distributing images of vulnerable people or groups.
The guiding principle should be ‘do no harm’.
If they do not want to be photographed, their
wishes must be respected. Photographs of children,
especially those showing them working, should
not be the main subject. It is also important not
to offend any political, social or cultural group or
appear to align IFAD with any such group. This calls
for sensitivity in all picture choices. What messages
are ‘appropriate’ depends on the context in which
photographs are used. Publishing photographs out
of context or using misleading content in connection
with them is not acceptable.
Note: Whenever possible, verbal consent should be
obtained from the person being photographed.
Themes for photo coverage
At the core of IFAD’s work are a number of themes
that are frequently addressed in publications
and presentations. These make a useful working
framework and should always be explored for story
and photographic opportunities. They include:
–– Food security, nutrition and food prices
–– Food production and processing
–– Gender equality and women’s empowerment
–– Water and land management
–– Climate change mitigation
–– Rural financing and microcredit
–– Young people and employment, including
young entrepreneurs
–– Rural infrastructure
–– Local and global markets accessed through
value chain enhancement
–– Training, education and literacy
–– Anti-desertification and reforestation
–– Disaster recovery
–– Community development
–– Innovation and improved technologies
–– Migration to urban areas and return to
rural areas.
Accessing photographs: Using the
IFAD Image Bank
The Image Bank at http://photos.ifad.org is a tool for
the storage and retrieval of the IFAD photographic
collection. Additions to the collection are made
regularly. The colour photograph collection dates
from 1986.
The photo editor manages the Image Bank and
can edit and recommend appropriate images
for use in-house or for partner institutions. Most
of the images have been taken by professional
photographers. However, amateur work is
acceptable if it meets high standards, and if the
photographer is known to IFAD and has granted
IFAD unconditional licence release.
Users must register with the IFAD Image Bank,
and from the site they can make requests to
download and publish photographs. The photo
editor grants permission, after ensuring that
their use is non-commercial and is consistent
A - 22
Photography at IFAD
1 432

with IFAD’s usage standards. Exceptions for
commercial use are made for scholastic purposes
and for scientific publications.
Note: Whenever an IFAD photograph is
published, credit must be given to IFAD and the
photographer, and a copy of the publication must
be sent to the photo editor.
How to use the Image Bank: FAQs
Can you just send me the pictures?
No – because the Image Bank is a safer and
more efficient way to store, display and distribute
images to staff and development partners. Once
you get accustomed to using it, you will see that
the Image Bank helps you stay organized, saves
you time and keeps heavy image files off your
computer and out of your e-mail inbox.
How do I register?
Go to http://photos.ifad.org, click on ‘Register’
at the upper right-hand corner of the screen
and fill in the short form. If you are an IFAD
staff member, you do not need to register but
simply log in with your LAN ID and password.
How do I log in?
Click on ‘Log in’ at the upper right-hand corner of
the screen. Type in your username and password.
What is a lightbox?
A ‘lightbox’ is a way of organizing a collection
of viewable images that you can share with
colleagues or save for future use. In the past, it
was a lighted box or tabletop on which slides
and negatives were spread out for viewing.
How do I find and save images?
Once you are logged in, you can either browse
the collection or search by keyword. To search,
type a keyword in the search box, and a
‘word suggest’ will appear offering words and
word combinations to help with your search.
Remember to set the ‘Current filter’ on the left
side of the screen to the type of photograph you
want before beginning your search.
If you want to save images in a group, you can
select them by clicking on ‘Add to my lightbox’.
The image will automatically be saved to ‘My
lightbox’ with the tab on the left side of the screen.
Can I have more than one lightbox?
Yes. If you want to create a new lightbox, click
on ‘View contents’ of your light box, then select
‘Manage lightboxes’ at the top of your lightbox
page. You will have the option to add, rename,
copy, delete or share your lightboxes. You can
also quickly create more lightboxes by clicking
on the little arrow next to ‘My lightbox’ and
entering a new name in ‘Create new’. Remember
to always create and select the appropriate
lightbox before saving any images.
Why is my search bringing up
unrelated images?
The search function is set to pick up both
keywords and words found in the caption field.
If you want to restrict your search to the keyword
field, you can either
select a keyword field
from a searched
image (they are
all hyperlinked) or
put the word in the
keyword field in
advanced search.
Do I need to download images to share
with my colleagues and contacts?
No. You can share a lightbox with IFAD staff
and other registered users. To do this, log in,
save images to the preferred lightbox, click on
‘View contents’ of your lightbox, then click on
‘Manage lightboxes’. You will be able to share
them with other registered users by selecting
‘Share’, click on ‘Add users’, fill in one or more
fields and click on ‘Find’. Select the user and
click on ‘Add selected users’. You can also grant
‘Edit’ privileges to the user so they can add or
delete images in the lightbox.
Can I upload my own photographs
of IFAD projects?
Yes. Please send a message to the Image Bank
administrator through the ‘Contact us’ link on the
left hand of your screen, requesting permission
to upload photographs.
I saved images to my lightbox but they have
gone missing. What happened?
You probably saved images without logging
in. Once you are logged in, your work is
automatically saved.
The Image Bank
is a tool for the storage
and retrieval of the IFAD
photographic collection
and holds more than
14,000 photographs.
A - 23
Photography at IFAD
1 432

Is there any way to remove the
IFAD watermark?
Yes. You need to save images in your lightbox
and then request download permission.
Once you receive a message that your request
has been approved you can download unmarked
images to your desktop.
Is there a charge for publishing an
IFAD image?
IFAD photographs are distributed free to United
Nations organizations, government agencies,
NGOs and development organizations dedicated
to agriculture and rural development.
Note: When making a request to download images,
always include the reason for the request, the name
and type of publication, and the subject of the
article or chapter.
Acquiring photographs: Organizing
a photo mission
IFAD regularly acquires new digital images to reflect
our current priorities, projects and issues that
concern rural poverty and food security. Images are
usually acquired from photo missions that involve a
professional photographer visiting and documenting
projects, or contracted photographers performing
typical photojournalistic functions. These include
researching and delivering story options and
providing complete photo essays along with images
that give an overview of project activities in the area.
These projects are generally well under way or near
closing so the images can capture well-developed
activities and structures.
Researching the story
The first step in the photo mission is researching
the story. This is usually done by the photo editor,
sometimes in collaboration with the editorial, web
or video teams as well as the country programme
manager, regional economist and local project staff.
Clear objectives and deliverables should guide each
assignment. If the photo mission is part of a bigger
project, ideas on story content, approach, mood
and audience should be thoroughly discussed with
colleagues. Good feedback will help provide
the terms of reference. Things to think about are:
Whether the chosen project is a good
candidate for photography. Projects
that involve growing crops or selling products
in markets, for instance, are usually
more photogenic than those that primarily
involve meetings.
The time of year and the growing cycle.
Planting and harvesting are more photogenic
than fallow fields.
The stage of the project. The middle and
later stages often have more to show than
the beginning.
This research should result in several story ideas
or angles to guide the photographer’s work.
The photographer uses this information as a
starting point and supplements it with additional
research before going out to the field. The photo
editor also provides background information and
basic field contacts.
Hiring a photographer
Photography requires vision, skill, training, sensitivity
and experience. Like many creative professions,
photography is subjective, and no two people
will approach a subject the same way. The photo
editor reviews the work and background of
potential photographers and interviews them for the
assignment. Effort is made to hire photographers
from or based in developing countries. Sometimes
amateurs are used, but professional photographers
should be hired for project photography.
The photo editor can offer advice before hiring a
photographer and drawing up terms of reference,
but remember the following:
Establish a budget. Set aside funds to hire
a professional photographer. The amount will
depend on the scope of the work; it will be
comparable to hiring an international consultant.
A - 24
Photography at IFAD
1 432

Assess photographers. Consult with the photo
editor to identify one or more photographers
who have professional experience in the
international development and/or humanitarian
field, and at least three years of experience
working with print and digital media. Review
their work to make sure their style fits your
communications objectives (remember that
promoting dignity and respect is fundamental).
Interview them to assess their skills, approach
and flexibility to deal with potentially difficult
circumstances, and to identify any special
requirements or limitations.
Discuss the scope of work. Have a detailed
conversation with the photographer about the
scope of the work. Specify the communications
objectives and identify a focal person on the
ground who will work directly with them. Be
clear about the type of photographs you need,
describe specific projects to be photographed,
and discuss frankly any difficulties that might
be encountered. IFAD photographs should
be suitable for all types of print and electronic
products (banners, posters, publications,
reports, the website), but if you know in advance
about specific applications for them, let the
photographer know. Ask for a mix of vertical
and horizontal shots.
Agree on the fee, timing, locations. Be
clear about how many days the fee covers,
what it includes (travel, post-production) and
how many projects or locations you need to
be photographed.
Provide a preliminary shot list. Although it
is impossible to know everything about the
project, try to provide a shot list of the images
you expect and the quantity. This will make the
work easier for everyone and will help to avoid
misunderstandings later.
Licensing
Freelance photographers are considered
independent contractors and we recommend
that they be hired as service suppliers. They
automatically own the copyright to their
photographs, which are their intellectual property,
unless there is a contract stating the contrary.
IFAD retains the right to use the photographs it
has commissioned in perpetuity while allowing the
photographer to retain copyright. IFAD requests that
photographs not be used in a way that contradicts
the best interests of poor rural people and IFAD.
Developing the terms of reference and contract
Based on the information collected while
researching the story and discussing the scope
of work with the photographer, the next step is to
prepare the terms of reference. This is done either
by or in collaboration with the photo editor. At a
minimum, the terms of reference must include:
–– The number of days, broken down by days for
travel, the mission itself and post-production work
–– An itinerary showing the specific activities to be
covered, how many days are to be spent at each
location and the travel time between sites
–– A preliminary shot list and approximate number
of photographs expected.
A - 25
Photography at IFAD
1 432

Travel details
Medical insurance. Photographers are required
to be medically insured while working under
contract with IFAD, as per standard practice.
Visas. Photographers are responsible for
acquiring their own travel visas. The photo editor
can provide an official letter stating their purpose
in the country.
Security problems while travelling. If a
photographer feels at serious risk during the
mission, he or she should contact the photo
editor to change or cancel the mission.
Captioning photographs
Photographers must provide captions for all
photographs. Captions should:
–– provide details beyond what can be seen
in the photograph
–– be informative, interesting and engaging
–– include the first and last names of subjects
–– include the date and location, even
if approximate
–– include quotes from subjects, if possible,
as they make the story more captivating.
Cropping images
Cropping images to tighten the composition,
add impact or exclude distracting elements
is acceptable. Cropping that changes the
context and main focus of the photograph is not
acceptable. Although photographs can serve as
design elements, the content and message of the
photograph should remain intact.
Manipulating digital images
Digital images are downloaded onto a computer
and can be transformed in many ways. It is
impossible to guarantee that a digital photograph is
the original. To retain authenticity and truthfulness,
IFAD does not manipulate digital images, except
for occasional removal of product labels or other
elements such as cigarettes or plastic bags.
Photo credits
Photographs are automatically protected by
copyright and the photographer must be given
credit when a photograph is used. Accurate
crediting of photographs also aids in identifying
and accessing them for future use. Published IFAD
photographs must be credited to deter copyright
infringement and give due credit to both IFAD
and the photographer. The credit format is:
©IFAD/photographer’s full name. If it is not possible
to put the credit directly next to the photograph,
it should be inserted on the last page of the
publication, or a hyperlink should be made to the
IFAD website or Image Bank.
Photography at IFAD
1 432 A - 26

Photographer guidelines for
photo missions
This section can be distributed to photographers
as a separate document.
Technical guidelines
First and foremost, always depict poor rural
people with dignity and respect. IFAD does not
use ‘shocking’ photographs or exploit people’s
suffering. Try to show people’s strength and pride.
Discuss what you need to see with your field
contact person before you get started as well as
any limitations or conditions. (If you have been
hired by the IFAD photo editor, you will have terms
of reference that include a detailed shot list.)
Photograph subjects as they are engaged in
an activity or going about their daily business,
not simply standing in front of the camera.
Portraits should include the person’s
environment and should be taken in the context
of work or daily life.
Keep project vehicles and staff out of the
frame unless they serve a specific purpose in
the photograph.
If your needs are not being met, tell the project
staff immediately. (Staff facilitating your visit
are experienced in organizing technical visits
but may not be practised in spotting good
photographic opportunities.)
Make an effort to photograph in the early
morning or late afternoon, to avoid harsh
lighting. Communicate this requirement to
the project staff so they can be available at
appropriate times. If you see an interesting
situation at the ‘wrong’ time of day, try to return
later or early the next morning.
Be careful when photographing people wearing
sun hats or visors to avoid underexposing
their eyes/faces.
When photographing people or animals, avoid
shooting down on them, which makes them
appear short and squat.
Avoid photographing people wearing marketing
emblems (Nike, Coca-Cola) or smoking cigarettes.
Remove all added features that will appear in
photographs such as date or time.
Images to include
Photographs of people going about their daily
lives, filling one quarter to one third of the frame.
These shots should be natural, not posed.
(See themes for photograph coverage above.)
A balance of women and men working side by side.
Group shots of training sessions and
meetings (farmers’ groups, women’s groups,
credit cooperatives).
Vertical close-ups (head and shoulders) of
attractive or characteristic local individuals.
These photographs should be both ‘head
on’ and ‘three quarters’ (semi-profile).
Include photographs of the subject looking
into the camera.
Landscape photographs with farmers and/
or livestock; try to avoid excessive landscapes
without a human element of significant size.
Close-ups of livestock and crops/produce,
such as grain, plants and seedlings, for general
illustrative purposes. Close-ups of hands
holding harvest, farming tools or money
(to illustrate credit).
Pictures that give context to the country/society
in which the project is situated, such as the land
(dry or rainfed), markets, group gatherings or
other situational or social aspects.
More than one option for each subject where
possible. And sufficient ‘clean’ space must be
provided for incorporating headlines or text.
Pictures of children should be avoided
(especially working) except in specific contexts
such as schools, homes or health centres.
Captioning basics
Make notes on all photographs taken during the
mission. Keep in mind who, when, where, what,
why and how:
Who are the people photographed, when
and where? This must include full name
(when possible, have the subjects write their
name in capital letters), age, family size,
occupation and connection to the project.
What are the subjects doing in the photograph?
How have they benefited from the
IFAD-supported project?
Why are the subjects in need of financial or
other assistance?
How will the subjects carry on improving
their lives?
Photography at IFAD
1 432 A - 27

Additional captioning guidelines
Quotes and personal stories are important.
They must be used with names.
Names of locations are essential (even if it is
the nearest village).
Give additional background information
describing problems and solutions wherever
possible. Elements such as names of crops,
seedlings, tools, irrigation methods, handicraft
items and vaccinations are important.
Use travel time with the project staff to check
spelling of proper names and geographical
locations. Project staff can be helpful in
providing additional information for captions.
Labelling image files
Image files should be numbered (no text should
be used in the file name) and captions should
be embedded as metadata using basic Adobe
Photoshop XMP format as follows:
–– Document title: Country, name of project,
month, year
–– Author: Photographer’s full name
–– Description: Caption that includes proper
names, name of village, action, some
background information
–– Description writer: Photographer’s full name
–– Keywords: At least five keywords to describe
photograph
–– Copyright status: Copyrighted
–– Copyright notice: ©IFAD/Photographer’s full name
–– Copyright info URL: www.ifad.org/
Minimum technical parameters for digital files
–– TIFF, JPEG, PSD or RAW format
–– 300 dpi
–– Expandable to 35 megabytes (for amateur
photographers, exceptions are made allowing
4 megabytes)
–– 365 mm x 245 mm
Contact
Susan Beccio, Regional Communications
Officer to APR and Photo Editor,
Communications Division
e-mail: s.beccio@ifad.org ; Tel: +39 06 5459 2479
Example of an agreement for release
and licence to use photographs
I hereby declare myself to be the owner of the
copyright of the attached photograph(s) and
grant to the International Fund for Agricultural
Development (IFAD), its successor(s), assignee(s),
licencee(s) and anyone acting with IFAD’s consent,
a non-exclusive, free of charge, perpetual licence
to use the attached photograph(s), singularly or in
conjunction with other photographs, for publishing,
promotion, display or internet use throughout the
world, by incorporating them in all domestic and
foreign publications, promotional campaigns, or for
other business purposes.
Further, I hereby agree to release and hold harmless
IFAD and any of its staff from and against any claims,
damage or liability arising from or related to the use
or reproduction of the photographs, by IFAD or by
third parties, with or without IFAD’s consent, and
I agree to be bound by the above conditions.
Signed ____________________________
Date ______________________________
Photography at IFAD
1 432 A - 28

IFAD has a detailed geospatial database covering
all of our ongoing and closed activities. Project area
maps for all IFAD-funded projects and programmes
are also available on the website.
IFAD map portfolio
The Geographic Information System (GIS) Unit
produces maps for:
–– Country strategic opportunities
programmes (COSOPs)
–– President’s reports
–– Design documents
–– Evaluation reports (country programme,
mid-term, completion, project performance
assessment)
–– Thematic reports
–– Website
–– Print publications
–– PowerPoint presentations
–– Multimedia products
–– Exhibits
–– Posters
Did you know?
If your project produces GIS information, please
ask staff to contact us. We want to ensure that
geo-referenced
data produced at
the project level
are included in the
corporate geospatial
database.
The potential of GIS extends far beyond
map making. It can also be used to perform
spatial analysis. Spatial analysis examines
environmental or socio-economic information
through overlay and other techniques to help
answer questions and influence decisions,
extracting and creating information from spatial
data or geographic location.
IFAD activities are also present on Google Maps
at www.ifad.org/operations/gmaps/.
4 J Maps and Geographic Information System
Want to show the results
and outcome of your
project? Map it using GIS.
Maps and Geographic Information System
1 2 3 4 A - 29

How to request a map
Complete the map request form at http://intradev/
form/map/index.asp. Please send your request
20 days before your deadline. Producing maps
requires time, and requests are dealt with on a
first-come, first-served basis.
For each map, please indicate:
Country and region: If you have a description of
the area, such as a list of provinces or districts,
please provide this information. If you do not
have this information but require it, please say so.
What the map is required for, such as:
–– A document (COSOP, President’s report,
design document, country programme
evaluation, mid-term review, completion
evaluation, etc.)
–– President and/or senior management travel
–– Publication
–– PowerPoint presentation
–– Multimedia presentation
–– Poster
–– Exhibit
–– Website
What language(s) is required.
The specific type of information needed
on the map, such as towns, villages,
roads, rivers, markets, project activities,
household concentration.
Note: If you are not sure what you require, please
consult with the GIS Assistant.
1 2 43 A - 30

Samples of maps produced by the unit
–– IFAD 2014 annual report
–– WCA 2013-2014 portfolio map
–– South South Triangular Cooperation (SSTC)
IFAD-supported activities 2009-2014
–– Benin detailed map of PACER
–– Bolivia country programme evaluation
–– Mozambique MDG programme implemented by
FOA, IFAD, WFP
–– Mozambique detailed PROAQUA project map
Contact
Sophie De Vos, GIS Specialist,
Environment and Climate Division
e-mail: s.devos@ifad.org ; Tel: +39 06 5459 2870
1 2 43 A - 31

and understand?
m Yes m No
find this section?
m 1 m 2 m 3 m 4 m 5
m 6 m 7 m 8 m 9 m 10
section useful.
useful to you.
m Yes m No
IFAD’s brand and visual identity section

1 J Plain language guidelines
Plain language
Plain language makes a text clearer and more
readable. It does not reduce the complexity or the
substance of the topic.
Use plain words
–– Replace abstract language with concrete words
–– Avoid stringing together or overusing words
such as amenities, aspects, concepts, devices,
elements, facilities, factors, functions, inputs,
operations, outputs, processes, resources,
sectors, structures, systems, variables
Note: See The A to Z of Alternative Words at:
www.plainenglish.co.uk/files/alternative.pdf and
chapter 2 of the Oxford Guide to Plain English
–– Use simpler synonyms
Say facts, details instead of particulars
Say use instead of utilize
–– Avoid jargon in texts intended for
general audiences
–– Use technical terminology appropriately in
technical materials, and define specialized terms
or include a glossary
–– Avoid unnecessarily formal language and
‘officialese’ or ‘bureaucratese’
–– Be consistent in use of terms
–– Use gender-neutral language
–– Minimize use of acronyms and abbreviations
–– Minimize use of Latin words and phrases.
The importance of clear,
simple writing
While speeding through the morning e-mail,
who has not been forced into slow motion by a
sentence like this:
“It is however also worth noting the crucial
importance of effective and timely sequencing of
activities as well as the potentially negative impact
that the two diverse processes can have on each
other if separate and unique initiatives are not
coordinated amongst all the various actors involved.”
The drag on your brain feels almost physical as you
stop to deconstruct the meaning word by word.
You would already be onto the next e-mail if the
author had simply written:
“Also important are logical sequencing of the actions
and coordination among all the participants.”
In a ‘knowledge organization’ like IFAD, where
employees are valued for the output of their minds,
the ability to write clearly is probably listed near the
top of almost every job description. No matter how
creative your ideas, they will not go anywhere if you
cannot communicate them.
Clear, simple and direct writing saves time and
money, prevents errors and helps others do their
work. Applying the tips in this section – on using
plain language, avoiding jargon, and editing and
proofreading your work – will make your writing more
accessible. And it will still be every bit as substantive.
B - 1
Plain language guidelines
3 421

Use the active voice and action verbs
Use the active voice rather than the passive, and
name the agent(s) carrying out the action(s):
The Executive Board [the agent]
approved [active voice] the grant proposal
in December 2004.
instead of
The grant proposal was approved in December
2004.
See section 3 for more details.
instead of
More details are provided in section 3.
Use verbs in place of nouns formed from verbs
–– Evaluate instead of carry out an evaluation of
–– Consider instead of give consideration to
–– Solve instead of provide a solution to
Revise overly long or confusing sentences
Aim for an average sentence length of
20 to 25 words.
Focus on one idea in each sentence.
Eliminate superfluous words and phrases,
such as moreover and thus, and remove
unnecessary preambles.
Clarify ambiguous wording and constructions
Use only one dependent clause in a sentence
(a dependent clause does not express a
complete thought [it sounds incomplete] and it
cannot stand alone as a sentence).
Note: Often dependent clauses begin with words such
as after, although, as, because, before, if, in order to,
since, though, unless, until, when, whether and while.
Use assertions rather than negations:
A project proposal will be approved only if it
meets the following criteria…
instead of
A project proposal will not be approved unless it
meets the following criteria…
Put parallel ideas in parallel grammatical form:
The main objectives of the regional
strategy are:
–– empowering poor rural people
–– enabling poor rural women and men to take
advantage of market opportunities
–– promoting policy dialogue
–– developing partnerships and coalitions
–– learning from experience and disseminating
knowledge
instead of
The main objectives of the regional
strategy are:
–– empowerment of poor rural people
–– enable poor rural women and men to
take advantage of market opportunities
–– promoting policy dialogue
–– the development of partnerships
and coalitions
–– to learn from experience and
to disseminate knowledge
Avoid using modifiers such as:
–– ‘Key’ role
–– ‘In-depth’ assessment
–– ‘Active’ participation
–– ‘Proactive’ engagement
–– ‘Overall’ goal
–– ‘Intensive’ training
–– ‘A broad range of’...
–– ‘Closely’ examining
–– ‘Local’ community
–– ‘Very’ anything
3 4
21 B - 2

Cut out obvious or implied statements
Eliminate any phrases that are not necessary to
understand the meaning:
Strategies need to reflect the realities
of the community
instead of
In order to be effective, strategies need to reflect
the realities of the community.
(Would anyone want ineffective strategies?)
A meeting was convened with NGOs
instead of
A meeting was convened with relevant NGOs.
(Would NGOs irrelevant to the meeting be
invited?)
Reduce the length of paragraphs
Aim for an average paragraph length of three to
four sentences.
Cover one topic in each paragraph.
Move lengthy supporting material to appendixes.
Create a reader-friendly format
Provide a summary paragraph at the beginning
of any text of more than two pages.
Use descriptive headings and subheadings.
Use bullet point vertical lists; use numbered
vertical lists to convey order of priority or steps
in a sequence.
Present complex information in other
reader-friendly formats, such as tables or charts.
Proofread the text
Proofread the text to eliminate errors in grammar
and spelling and to ensure that style and format
are consistent.
Read the text aloud – it will help you identify any
sentences or passages that are still unclear and
need revision.
Ask someone else to read your draft.
Resources
Many of the pointers in these guidelines are adapted
from the following sources, which we encourage
you to consult:
–– How to write clearly, The European Commission
Translation Service:
www.ec.europa.eu/translation/index_en.htm
–– Oxford Guide to Plain English, by Martin Cutts,
Oxford University Press, Second Edition, 2004
(not available online)
–– Plain English Campaign:
www.plainenglish.co.uk/
–– The Plain Language Association InterNational:
www.plainlanguagenetwork.org/
–– Plain Language Commission:
www.clearest.co.uk/
Jargon versus terminology:
Writing accessibly
Jargon has been around for a long time. An early
United Nations manual said, “jargons... have grown
like weeds until the flowers of information are hidden
not only from laymen but even from specialists in
other branches.” (A Guide to Writing for the United
Nations, 1965.)
It is important to distinguish between jargon and
terminology. Any technical field (such as economics,
medicine or law) has a necessary and unavoidable
body of terminology; negotiated instruments,
treaties and governing body documents also
have agreed language that cannot be changed.
Such terminology can be a useful shorthand among
specialists in the field.
The term ‘jargon’, however, has taken on a pejorative
edge and usually refers to a tendency to employ
terms and phrases that are unnecessary, offputting,
inaccessible, pseudoscientific, depersonalizing,
unclear or all of the above. Frequently, institutional
shorthand used within an organization for
convenience sounds like jargon when put into
public information and advocacy products.
3 4
21 B - 3

Whether a term or phrase is jargon or terminology
can depend on context; it could be said that jargon
is an approach to language, more than a list of
words. Here are a few examples:
Rural populations: This term is appropriate if the
context is statistical; if not, rural people is clearer,
simpler and less dehumanizing.
All relevant stakeholders: It would be unusual
to speak of irrelevant stakeholders, so relevant
adds an extra and unnecessary word.
Human resources: Is the text referring to a
human resources department or the field
of human resources? Otherwise, workers,
employees, staff of the project are clearer and
more human.
Resources, including human: This phrase lumps
people together with machines, office supplies
and money – jargon at its worst.
Multisectoral cooperation: Who or what is
cooperating? Specify if possible, cooperation
between the agricultural and transport sectors,
or between agricultural producers, regulators
and health officials, for example.
Externalities: External to what? It could mean
factors beyond our control, or unrelated events,
or outside influences that had an impact on the
results, or many other things – but the reader will
not know.
The following table gives a few words that
are often used jargonistically – that is, where
simpler and more direct forms of expression
could be substituted.
Avoid Use
address deal with, resolve
engage involve
enhance improve
going forward from now on
key overused – use main, significant,
major
liaise contact, be in touch with
outcome results
scope out plan, investigate, assess
seek to work to
take forward overused – use develop, take
charge, continue, implement
utilize use
stakeholders Specify when possible – who,
exactly? Or “all those involved”,
“everyone with an interest in
the issue”
buy-in commitment, agreement
ownership avoid figurative uses
value-added (v)
added value (n)
avoid figurative uses
strategic may sometimes be replaced with
targeted, precise, focused, defined,
etc.; often it can be eliminated
forward (v) should only be used for mail
and messages, not ‘forwarding
the initiative’, ‘forwarding the
programme’
inform Needs an object – i.e. “he informed
the meeting about the results”,
not “he informed about the results”.
Or rephrase with describe, tell,
say, report
revisit (the issue,
the problem, etc.)
return to, take up again
As the last example shows, replacing jargon does
not always mean taking out long words and using
shorter ones; sometimes non-jargonistic writing
takes up more space, but it conveys more meaning,
reality or detail.
3 4
21 B - 4

Editing and proofreading
print materials
Whether it is a flyer or a lengthy technical book,
any manuscript goes through a number of distinct
editorial stages and distinct kinds of editing before it
can be printed.
Technical editing
As the name suggests, technical editing is principally
content-oriented and demands substantial
background knowledge on the part of the editor.
Queries may be raised about the style, detail,
factual accuracy, appropriateness and agreement
with organizational policy. Technical editing is
carried out in close consultation with the author.
Substantive editing
Can involve extensive rewriting, reorganization
and examination of the concept of the work and
whether it ‘does its job’ of communicating to the
target audience. This kind of editing almost always
requires querying the author about: (i) changes the
editor would like to suggest that require the author’s
approval (for example, to make sure the meaning is
not changed); and (ii) unclear sentences or sections
that the editor cannot fix with the information/
knowledge at his or her disposal. Substantive
editing also involves removing excess words and
improving syntax to bring out the message of the
text more clearly.
Copy-editing
Refers to correction of the manuscript in terms of
grammar, spelling, punctuation and agreement with
IFAD house style (which can be found in the English
Reference Manual, available on the intranet). It also
includes correction or querying of any substantive
matters that may have slipped through previous
readings of the manuscript.
In fact, these categories of editing often overlap
and are sometimes collapsed together, for example
if the text is short or has little technical content. It
is therefore important for originators to give clear
terms of reference to the editor; for the editor, it
is important to have a clear idea of what level of
editing is expected.
Fact-checking is the responsibility of the originator,
unless agreed otherwise, and takes place before
the manuscript comes to the editor. While
manuscript editors may point out obvious factual
errors, such as errors in mathematical calculations
or questionable proper names, originators should
ensure that all facts and figures have been verified
before handing on a manuscript for editing.
A central editorial principle is that corrections made
at one stage must be retained at the following
stages, and that errors corrected stay corrected.
This can be more difficult than it sounds. It also
requires rigorous document control – with the
advent of electronic editing and publishing, it is
important to have only one discrete and clearly
labelled draft (rev1, rev2, rev3) at a given time.
Circulating a manuscript at an advanced stage
for ‘review’ can invite substantive changes that
may undo or negate editorial work already done.
Therefore, when several technical bodies, experts
or units have a stake in the same work, it is most
efficient (and less costly) to get their input and
clearance of the material upstream. Rethinking or
rewriting a work that is already in layout is expensive
and causes delays, and it also carries a great risk
of inadvertently introducing new errors.
Galley proofreading
Takes place at the end of the production cycle,
just before the document goes to press.
Galley proofreading is more straightforward and
‘mechanical’ than editing, because by the time
a product has been designed and laid out, its
structure, style, content, technical accuracy and
congruence with policy should all have been
worked out.
First proof. Identifies any errors or
inconsistencies caused when a document is
converted from a word processing program to
a design program. It also catches any remaining
errors (such as in grammar or spelling) and
inconsistencies (such as style) that were not
picked up during editing.
3 4
21 B - 5

Second proof. Checks the corrections after
they have been inserted and looks for any
formatting problems or new errors that may
have resulted.
–– Any substantive or technical corrections
made to the text on galley proof should
first be verified with and signed off by the
originator and/or author.
–– The originator and/or author should check
the content of photographs as they relate to
the text.
–– The originator and/or budget holder are
usually asked to sign off on the final galley for
press, unless agreed otherwise.
Proofreading checklist
Review proofs to ensure that:
Content is complete and reflects the final version
of the source document.
Copyright notice and any other standard
disclaimers have been included.
Table of contents accurately reflects contents
and page numbers.
Placement, sequence/numbering and layout of
sections, boxes, tables, figures, maps, photos,
footnotes and endnotes are correct.
Style and presentation are consistent for
headings and subheadings; titles of boxes,
tables and figures; and captions.
Formatting is consistent in terms of typeface,
italics and bold, text alignment, paragraph
spacing, leading, tabulation and bullet points.
Style, spelling, grammar and punctuation are
correct and consistent, and typographical errors
have been eliminated.
Cross references in the text to page or chapter
numbers, boxes, tables and figures are correct.
Line-break hyphenation is correct
–– Line-break hyphens are minimized, and
avoided completely in ragged (unjustified)
text, except for hyphenated compounds.
–– Words are not divided at the end of a column
or page.
–– Abbreviations, numbers and contractions
are not divided.
Widows and orphans are eliminated.
Pagination is continuous.
References/bibliography are complete and
the style, sequence and layout for entries
are consistent.
Contact information is correct and included on
the back page or cover.
Month and year of printing is indicated on the
back page or cover.
Contact
Bruce Murphy, Manager, Writing and Publications,
e-mail: b.murphy@ifad.org ; wpu@ifad.org ;
Tel: +39 06 5459 2693
3 4
21 B - 6

Storytelling can be broadly defined as orally
communicating ideas, beliefs, personal experiences
and lessons. It has been used as one of the most
prevailing forms of communication throughout
history and has great potential as a teaching and
learning tool. Storytelling is one of the best ways
to make the leap from information to knowledge,
and it is an effective way to capture and transfer
tacit knowledge. When used effectively, it offers
numerous advantages over more traditional
communication techniques.
Author and consultant Steve Denning introduced
storytelling as a knowledge management tool
at the World Bank in the late 1990s. Denning
aspired to organizational transformation, using
story-centred knowledge management to create a
common knowledge framework that would drive
decision-making.
Advantages of storytelling
The benefits of stories are that they:
Communicate ideas holistically, conveying a
rich yet clear message – they are an excellent
way to communicate complicated ideas in an
easy-to-understand form.
Enable people to convey tacit knowledge that
might otherwise be difficult to articulate.
Provide the context as well as the knowledge
itself, which increases the likelihood of accurate
and meaningful knowledge transfer.
Are an excellent vehicle for learning because
they generate interest, which abstract principles
and impersonal procedures rarely do.
Are memorable – their messages remain and
are passed on.
Provide a living example of how to do something
and why it works, so people are more open to
the message.
Lead to direct action – they help close the gap
between knowing how to do something and
actually doing it.
Make communication more human – they
use everyday language and elicit an
emotional response.
Nurture a sense of community and help
to build relationships.
Are enjoyed and shared by people because they
enliven and entertain.
Uses of storytelling at work
Storytelling helps to:
Ignite organizational change. Experience has
shown that storytelling can be highly effective as
an agent of change even in organizations that
resist it. Telling a story stimulates people to think
about the implications
as it illustrates the
change in a way that
abstract descriptions
do not.
Communicate. When listeners hear the story,
they recreate it in their mind and it becomes part
of their own idea.
Capture tacit knowledge. Tacit knowledge can
be multilayered and multidimensional, making
it difficult to articulate. Stories allow people to
express and share tacit knowledge in rich and
meaningful ways.
Embody and transfer knowledge. A simple
story can convey a complex idea, not only by
transmitting information as a message, but by
actively involving the listener in creating the
idea. Furthermore, as a story is told and retold,
it changes, so the knowledge embodied in it is
constantly being developed and built upon.
Inspire innovation. The use of storytelling
in innovation and knowledge creation can
encourage people to move away from linear
thinking towards a more multidimensional
view. This helps them to see new connections
between things and to marry scientific logic with
a more creative or intuitive approach.
2 J Using storytelling to share knowledge
Inspire your audience. Tell
them a
compelling story.
Using storytelling to share knowledge
3 41 2 B - 7

Build community. Stories bring people together
and foster a sense of community. Storytelling
is non-hierarchical. It unlocks feelings and
emotions as well as thought processes, and
hence it helps to build relationships and trust.
Enhance technology. People often find it
difficult to communicate about technology.
Users sometimes have trouble articulating
their needs and expectations, while experts
sometimes have difficulty ‘talking in plain
English’. When there is a gap in language and
understanding, storytelling can provide a bridge,
by communicating the real essence of what
each party is trying to get across.
Support individual growth. Storytelling
is a skill that draws on a number of other
important skills, mostly relating to interpersonal
communication. The development of
these skills is a crucial component of most
knowledge management programmes.
Potential uses of stories
–– Team or community-building exercises
–– Breaking down barriers between
multidisciplinary or multicultural teams
–– Workshop warm-ups
–– Trip debriefs
–– Personal project reviews
–– Monitoring systems (See Most Significant
Change method www.ifad.org/evaluation/guide/
annexd/Annex_D-3DEF.pdf .)
How to create a story
In any medium, a good story has:
–– Characters
–– A challenge to be faced
–– Action
–– A turning point when change happens
–– A resolution
These elements are also used to create a story
in an organizational setting. A message to be
communicated can be broken down into these
elements and developed into a story that will then
convey the message in a memorable way.
To see how an IFAD programme was written
as a story, look at ‘Establishing food security
by improving maize production’ www.
ruralpovertyportal.org/web/guest/country/voice/
tags/malawi/malawi_foodsecurity . The story
includes characters (members of the Sakwata
Village Development Committee), a challenge
(pulling the community out of extreme poverty),
action (learning improved cultivation techniques),
a turning point (when the farmers harvested a
surplus of maize) and resolution (being able to invest
in improvements in their lives and increasing the
number of participants).
IFAD storytelling experience
Stories from the field www.ifad.org/story/
index.htm [also see Preparing ‘stories from the
field’ section]
Stories emerging from regional newsletters
–– Making a difference in Asia and the Pacific
www.ifad.org/operations/projects/regions/pi/
newsletter.htm
–– Progress in East and Southern Africa
www.ifad.org/operations/projects/regions/pf/
newsletter.htm
–– Rural perspectives – sharing experiences
from Latin America and the Caribbean
www.ifad.org/operations/projects/regions/pl/
newsletter.htm
–– Rural Echoes in Near East and North Africa
www.ifad.org/operations/projects/regions/
pn/newsletters.htm
–– FIDAction in West and Central Africa
electronic newsletter www.ifad.org/
operations/projects/regions/pa/newsletter.htm
4
31 2 B - 8

Video stories of IFAD programmes and projects
www.ifad.org/video/index.htm
IFAD social reporting blog (www.ifad-un.
blogspot.com): What does it mean to be an
empowered woman in a man’s world?, Haiti
earthquake, Rural Poverty Report 2011
Resources
–– Steve Denning on storytelling at
www.stevedenning.com/site/Default.aspx
–– Swiss Agency for Development and Cooperation
(SDC): Flyer on storytelling and Story guide –
handbook on the use of storytelling at
http://www.sdc-learningandnetworking.ch/en/
Home/SDC_KM_Tools/Storytelling
–– Knowledge Sharing Toolkit at
http://www.kstoolkit.org/Storytelling
Contact
Roxanna Samii, Manager, Web, Knowledge and
Internal Communications, Communications Division
e-mail: r.samii@ifad.org ; Tel: +39 06 5459 2375
4
31 2 B - 9

‘Stories from the field’ are short feature articles
about IFAD-supported programmes and projects
around the world. They illustrate what can happen
when smallholder
farmers and other poor
rural people gain the
skills, knowledge and
confidence they need
to overcome poverty
themselves. Such
stories are crucial – by highlighting the real projects
and real people that we support, they prove the
value of our work. This raises our credibility and
helps in fundraising. The stories are:
Posted on the website to show visitors
the on-the-ground impact of our work
(www.ifad.org/story/).
Included in printed form in fundraising kits and
materials distributed at important meetings,
demonstrating to donors and the public the
difference IFAD-funded projects make in real
people’s lives.
Criteria for stories
A programme or project is suitable for a story if it
fulfils these criteria:
It is a clear success, demonstrated by
being scaled up or replicated, or it has had
measurable results, demonstrated by higher
income among participants, construction of new
schools, improved nutrition and health.
OR, if the story is about a failed project, it is one
that has been reliably documented and that
project staff agree to share because it holds
lessons for future programmes and projects.
(It is even better if the story can demonstrate that
such lessons have already been implemented.)
There are documented results, such as a
mid-term evaluation.
It is clear what IFAD achieved and that results
can be attributed to the project or intervention.
There is a human interest aspect, such as
testimonials from participants.
Quotes can be obtained from the IFAD country
programme manager or someone else, such as a
community liaison person, involved in the project.
Photographs are available to illustrate the story
– ideally these should be of participants and
specific activities.
To prepare a story, you (or a freelance writer you
contract) will need to interview relevant people,
including the project coordinator or country
programme manager and participants in the project;
visit the project if at all possible, to see how it works
and what has changed in the community.
Get answers to the following basic questions:
Why was the project initiated – what was
the problem?
Who participated, who provided the technical
assistance [always including the names of IFAD
personnel]; who benefited?
What did the project aim to accomplish; what
has it accomplished; what are the next steps;
how did it work; how were the problems
overcome, or how are they being addressed?
When did the problem begin, when did the
project start, and when will it conclude?
Where is the project located – provide the
name of the community and the larger province/
region/country; if needed for context, provide an
identifier, such as ‘in the northeast of the country’;
also indicate the number of beneficiaries and/or
the size of the area benefiting.
3 J Preparing ‘Stories from the field’
‘Stories from the field’
highlight the projects and
people that we support
and prove the value of our
work.
421
Preparing ‘Stories from the field’
3 B - 10

Questions to ask project participants
Ask the following questions:
The person’s name and age (if it is culturally
appropriate to ask), number of people in the
family and where they live. Make sure to get
the correct spelling of the person’s name –
if possible have them write it down.
What life was like before the project.
How the project has changed daily life.
Note: Stories from the field are about real people. Never
create a composite person, make up quotes or details
about the people you interview, or combine the quotes
of two different people. If you cannot get a usable
quote from someone, paraphrase what they have said,
but do not put the comments in quotation marks.
Tips on writing
Begin with an introductory paragraph that
summarizes what the IFAD programme or
project did and the result(s). Try to include
basic answers to the questions of ‘why, who,
what, when, where’. The reader should have a
good idea of what took place after reading this
paragraph, which should be about 50 words.
Provide more details in following paragraphs,
elaborating on the brief information in the
first paragraph.
Insert a quote or two at the beginning of a
paragraph. Give the first and last name of people
quoted in the story and their job title and institutional
affiliation, or occupation and name of village.
Write short paragraphs – try to keep them under
100 words.
Break up the text with short subheadings every
three or four paragraphs.
Write between 700 and 1,200 words.
Choose a title for the story that indicates the theme
and the country. Examples of good titles from
published stories include ‘Graduating to a new life
farming Egypt’s desert’ and ‘Organics: the key to
helping Pacific agriculture conquer new markets’.
‘Key facts’ box
Every story has a box with key facts about the
programme or project. The key facts should include:
–– Name of programme or project
–– Total cost
–– IFAD loan or grant amount
–– Cofinancing/partners and loan or grant amount
–– Duration
–– Geographical area
–– Number of direct beneficiaries
–– Status of the programme or project
–– Relevant links (four or five), and check URLs to
make sure they are correct.
Details
Provide contact name(s) for further information
(the country programme manager and/or project
coordinator) along with their job title, address,
phone number [optional] and e-mail.
Write a short caption for each photograph
(about 10 words) that briefly describes what is
taking place. For photographs of people, provide
full name, occupation, location.
Provide the name of the person who took
the photographs.
Send draft text to the country programme
manager or technical contact for comments and
clearance of text, captions and photographs.
Work with the country programme manager
or technical contact and the Communications
Division’s photo editor to select photographs
and prepare captions (note: photographs should
be minimum 300 dpi and 10 cm x 15 cm).
Before starting on a story, have a look at sample
published stories on the website.
Contact
Bruce Murphy, Manager, Writing and Publications,
e-mail: b.murphy@ifad.org ; wpu@ifad.org ;
Tel: +39 06 5459 2693
421
Preparing ‘Stories from the field’
3 B - 11

With a growing number of field offices and
numerous partners and stakeholders around the
world, distribution of IFAD publications and other
products is a complex
job. The Research and
Distribution Assistant
handles this work.
Print versus electronic publication
Traditionally, IFAD distributed hard copies of
publications. Today all IFAD documents are
published electronically, and the question is whether
your document should also be printed. Electronic-
only publishing has grown tremendously as people
have become accustomed to reading on computer
screens. The trend is encouraged by the desire to
reduce printing and distribution costs and use of
natural resources.
But at IFAD the decision about whether or not to
print documents should be made case by case.
Be sure to consider whether electricity and internet
services are reliable enough to support downloads,
and alternatively, whether roads and transport
services are sufficient to support hard-copy
distribution. In some situations a hybrid approach
might be best: a long, specialized report or study
could be made available electronically, while a short
summary of its main findings, lessons learned and
recommendations could be published in hard copy
and electronically.
Offset versus digital printing
For documents you decide to print, there are further
choices to make about production values, paper
and binding. A field manual, for instance, needs to
be printed on sturdy stock that resists liquids, and it
needs a strong binding. That in turn influences the
decision about offset versus digital printing: offset
printing can handle higher-end documents that
require good quality paper, coating and complex
binding and trimming; digital printing cannot.
While offset printing is expensive, for larger print
runs it is more economical per unit than digital
printing. Print on demand, usually digital printing,
is most effective in two instances: when materials
are needed at short notice, and for low-volume
production runs. Digital printing is expensive and
uneconomic for large-volume print runs. Be sure
to make a careful determination of how many
copies you will eventually need for full distribution:
repeatedly printing numerous digital copies is more
expensive than one offset print run.
Planning distribution for
print products
Developing a distribution plan is one of the first
and most important steps in creating a publication.
That is because the recipient list is equivalent to the
target audience list, and knowing who you want to
reach is a fundamental aspect of deciding what the
product should say – and even whether it should
be created. In developing the distribution plan, for
instance, you might realize that it will be difficult
to get the publication into the hands of people in
isolated areas with few roads, and they may or may
not be literate. As a result you might decide that a
radio programme is a better way to reach them.
Another reason for developing a distribution plan is
to make sure the product actually gets to its intended
audience. Many organizations end up periodically
‘pulping’ (discarding) tons of excess publications
that were never distributed. Documents often have a
short shelf life, and if they do not get out quickly, they
lose their purpose. A carefully developed distribution
list along with a realistic, costed plan for getting the
product to the people on the list will save precious
resources – trees as well as funds.
4 J Distributing IFAD products
Make the IFAD brand
known. Distribute IFAD
branded items.
321
Distributing IFAD products
4 B - 12

Before you get too far into the planning process, be
sure to answer these questions:
Who is the audience? Be specific – for
instance, do not just write ‘the media’; list the
specific media outlets you want to receive the
document, which will help you determine the
total copies needed.
How long a shelf life will the document have?
A generic item such as a brochure about IFAD’s
work will be usable for longer than a mid-term
status report of a four-year programme.
For publications developed with partners, how
many copies do they need?
Where are the audiences located and how will
you get the publication to them?
How much will distribution cost, and what is the
source of the funding?
Consider getting an ISBN number for substantive
publications. An ISBN (International Standard
Book Number) serves as an identifier that helps in
ordering the publication and maintaining it in the
public domain. (See this link for more information
about ISBNs www.isbn-international.org/faqs.)
Requesting IFAD material
IFAD’s print and electronic publications are global
public goods and are made available free of
charge both electronically and in print format.
You may indicate your preference for print or
electronic format to the Research and Distribution
Assistant. If you need IFAD publications and/or
public advocacy material for an event, a mission or
a bilateral visit, please consult with the unit at least
two weeks in advance.
The unit is responsible for:
Identifying appropriate publications for external
and internal events according to event type and
participation. A complete list of IFAD publications
is available at www.ifad.org/pub/index.htm.
Identifying appropriate exhibits for internal and
external events and arranging shipping. Any exhibit
(or other property) removed from IFAD premises
must be accompanied by an insurance paper
issued by the Administrative Services Division.
The form must be signed, collected and held by
the person who is taking the property.
Official mail and documents are delivered nationally
and internationally from headquarters using a courier
service. This service usually guarantees delivery to
Europe and the United States within 24 to 48 hours
and to other destinations within 48 to 96 hours.
Shipping information
To make sure the shipment is delivered in a timely
manner, event organizers or originators need to
provide the full address of the destination (including
zip code in the United States) and the addressee’s
telephone number and/or e-mail address.
National and international couriers pick up material
from headquarters at 4 p.m. To allow sufficient time,
the mail room has to receive the shipment by 12 p.m.
Originators are requested to complete the
necessary form and provide a budget code for
shipment. Below are links to forms:
–– Request for special delivery/pick-up services form
https://intranet/divisions/fad/fa/mail/courier_
request_form.pdf
–– Generic pro-forma invoice https://intranet/
jobaids/forms/courrier/fattura_proforma.doc
–– DHL pro-forma invoice https://intranet/jobaids/
forms/courrier/fattura.xls
Support to country offices and
field colleagues
The Research and Distribution Assistant is
responsible for supplying IFAD country offices with
IFAD publications and branded materials, including:
–– Official IFAD flag
–– Thematic posters
–– Stickers carrying IFAD logo
–– Cotton bags
–– Video products
–– Calendars
–– Limited quantities of USB pens and bracelets,
caps, t-shirts and pins. (If you need more, please
order them through your front office.)
Note: Be sure to distribute IFAD publications
and other branded materials to partners
and stakeholders.
321
4 B - 13

Decorating country offices
It is important to ‘brand’ IFAD country offices.
Use IFAD posters, stickers and the flag to decorate
your offices. If you are responsible for opening a
new country office, let us know so we can help you.
Always keep the publication rack in your office fully
stocked with IFAD products.
Mailing list
IFAD’s mailing list needs your help! Please ask
your partners and new contacts to complete the
subscription form at: https://webapps.ifad.org/
subscriptions/subscribe_ifad.htm .
Note: Whenever you meet new contacts, use the
subscription form to add them to the corporate
mailing list.
Contact
Christian Assogba, Research and Distribution
Assistant; Web, Knowledge and Internal
Communications, Communications Division
e-mail: c.assogba@ifad.org ; Tel: +39 06 5459 2749
321
4 B - 14

and understand?
m Yes m No
find this section?
m 1 m 2 m 3 m 4 m 5
m 6 m 7 m 8 m 9 m 10
section useful.
useful to you.
m Yes m No
Writing and publishing section

C - 1
The media is a powerful tool for getting the word
out about IFAD’s issues and activities. This section
provides tips on how to get the best exposure
through media outlets. It explains the various types
of media opportunities, summarizes the necessary
tools for media relations and explains how to hold
a news conference, organize a media trip, handle
media interviews, deal with risks and manage
broadcast communications.
Getting the most from the media
Journalists are supposed to report news in a
balanced manner. The best way to get news out
is through the broad coverage that a media outlet
provides. And the vast majority of journalists
and news outlets try to do a responsible job of
conveying news fairly under trying circumstances.
But they are overworked – often covering several
stories a day – and their deadlines are punishing.
The key to successful working relationships with
the media is understanding how they work and
responding appropriately. Here are the basics:
Be factual. Give precise and concise
information; avoid wandering vaguely around
the topic. Make the facts interesting. Journalists
appreciate a vivid statement, creative slogan and
especially a personal anecdote to help illustrate
your points. State the
sources of any facts
and statistics you cite.
Be fair. You must be
fair to journalists if
you expect them to
be fair to you. If you
favour one news outlet
consistently, you will
lose the confidence of
the others.
Be fast. Respect deadlines. If a journalist
telephones for information, return the call
immediately, even if it is past normal working
hours. The next day will probably be too late.
By then, the story may have already been aired
or printed.
Be frank. Never mislead journalists. Be as
open as possible and respond frankly to their
questions. So long as you explain yourself, most
journalists will understand and respect you even
if you cannot be completely candid.
Be friendly. Like everyone, journalists
appreciate courtesy. Remember their names,
read what they write (and let them know), listen
to what they say and know their interests.
Thank them when they cover your issues.
The key to successful
working relationships with
the media is:
Be factual.
Be fair.
Be fast.
Be frank.
Be friendly.
1 3 4 5 6 72

Today print and broadcast media include both
hard-copy and online newspapers and magazines
and radio and television networks and stations.
They produce various types of content:
News stories. For daily papers or shows, news
stories normally present concise coverage of
events that have taken place in the last 24 hours
or new information and developments related
to ongoing events. ‘Breaking’ news stories
cover events that have just happened or are
being reported for the first time. They generally
appear on the front page of newspapers and at
the beginning of broadcast news shows. More
in-depth news stories and investigative reports
provide further details on events that ‘broke’ earlier,
or they cover longer term issues, such as poverty.
This type of reporting is a more likely outlet for
IFAD’s analytical outputs, such as the Rural
Poverty Report 2011. Nevertheless, capturing
the news elements of a story or information
product is important to get media coverage.
Feature stories. Feature stories go beyond
hard news to provide details about impacts on
people. Feature stories are generally longer and
not time-bound, although they must be topical
and connected to public interest. More time
can be taken to prepare feature stories, and
they allow more space for detail, analysis and
human interest. An ongoing IFAD programme
that has clear results and a demonstrable
impact on people’s lives could be the subject
of a feature story.
Interviews. The staple of television and
radio talk shows, interviews with newsworthy
people also appear in some print publications.
Interviews generally are linked to current events,
although, as for feature stories, the criteria are
less rigorous. Some interviews rest solely on
the prominence or celebrity of the subject.
High-level IFAD officials are good candidates for
broadcast and print interviews.
Opinion editorials or ‘op-eds’. Op-ed articles
are essays written by thought leaders and
experts. (The term is short for ‘opposite the
editorial page’, and traditionally that is where
they appear in a newspaper.) While op-eds
must be factually accurate, their purpose is not
to report facts but to allow those outside of the
journalism field to take a stand and express
opinions on issues of the day. Op-eds generally
address topics that are in the news or offer
unique or controversial opinions. Editors usually
try to convey a variety of perspectives on the
op-ed page. Space for op-eds is limited, and
their authors are usually acknowledged experts
or well-known personalities, so getting one
accepted for publication can be difficult.
It is advisable to consult the Media Relations and
External Communications Unit when writing such
pieces and having them published or ‘placed’.
Letters to the editor. Letters run in many print
publications, and electronic media offer further
space for various forms of reader feedback.
Letters to the editor typically respond to an
article that previously ran in the publication.
Letters are shorter and allow more (but lower
profile) opportunities than op-eds to raise issues.
News conferences. News conferences offer
the chance to present more detailed information
and interact with journalists, particularly by
facilitating their coverage of a particular story.
Press conferences are useful to get an important
story (a significant achievement, major disaster,
high-level visit) out to the media. They can also
serve as an efficient way to provide important
information to all interested journalists and allow
them to interview knowledgeable officials. (See
below for tips on Holding a news conference.)
Contact
Farhana Haque Rahman, Head, Media
Relations and External Communications,
e-mail: f.haquerahman@ifad.org ;
ifadnewsroom@ifad.org ; Tel: +39 06 5459 2485
1 J Media opportunities
C - 22 3 4 5 6 7
Media opportunities
1

Press releases and
media advisories
Press releases are the main vehicle IFAD uses to
distribute information. To be effective, they need
to offer real news that journalists can use to write
their stories. For example, IFAD might put out
press releases to announce the launch of a major
report, the appointment of a new representative,
the conclusion of a major agreement with a
government or the debut of an innovative new
programme. Avoid putting out press releases
unless you have real news, or soon the media will
not look at your releases.
The most effective press releases highlight
data and statistics to put news stories into
perspective and help consolidate the audience’s
understanding. Journalists always need statistics
and other forms of concrete information to write
their stories, so the more data and hard facts in
a press release, the more likely it will be ‘picked
up’ or excerpted in a news story. A template
press release and media advisory are available
in Annex II.
Note: The Media Relations and External
Communications Unit is available to assist you with
your press release. Consult ifadnewsroom@ifad.org
or one of the Media Relations and External
Communications team. (See Who’s Who in IFAD
Communications, Annex VI.)
Media advisories, alerts and invites are brief
‘heads-up’ notices that contain only the critical
information that will encourage journalists to cover
an event. They provide the date, time, location and
main focus of the event, such as the topic and who
is participating. These should have a compelling
headline (and e-mail subject line) as well as brief
introductory text aimed at generating interest in
the story.
Press releases and media advisories should be
disseminated in the most effective way for your
location – by e-mail, mail, telephone or hand
delivery. If these are for wider reach, the Media
Relations and External Communications Unit will
be able to provide guidance on distribution in
the region.
Press kits
Press kits are used for direct outreach to the
media and as a source of content. They can
be distributed in hard
copy to journalists or
electronically on the
website, or both. Country
offices in particular should have a core press kit
on hand, ready to be adapted to different events
and media. All materials in a press kit should be
concise and written for general distribution.
For a country office, the core contents might include:
One-page overview of the country programme
and facts and figures (on IFAD website but
specific link to the country).
One or two fact sheets on IFAD issues relevant
to the country (www.ifad.org/pub/factsheet/
index.htm).
One or two one-page descriptions of important
IFAD projects, including a clear description of
how their results have improved people’s lives
(www.ifad.org/operations/projects/regions/
country.htm).
Short biographies of IFAD President and key
personnel, such as the programme manager,
and other development experts skilled at
speaking with the media.
Two or three links to online press clippings of
past coverage of IFAD activities (www.ifad.org/
media/news/index.htm).
Information and statistics about IFAD as a
global organization, taken from the website.
2 J Tools for media outreach
Always have a core press
kit on hand.
C - 31 3 4 5 6 7
Tools for media outreach
2

Additional information that could be added, as
needed, might include:
A recent press release on an event or topic of
current focus (find headquarters press releases
at: www.ifad.org/media/press/index.htm),
along with photographs, factsheets or
project profiles.
Photographs of high-level officials who may
be visiting the country and photographs of
projects, accessible from the Image Bank
(See Accessing photographs: Using the IFAD
Image Bank) http://photos.ifad.org/asset-bank/
action/viewHome.
Stories from the field from relevant areas
(www.ifad.org/story/index.htm).
Distribution of media materials
IFAD maintains regularly updated lists of leading
international media contacts, and we provide them
with important materials such as press releases.
We also provide materials to partner organizations
and NGOs (such as organizations of farmers,
women, young people), so we can use their
distribution channels to spread IFAD’s message.
Contact
C - 41 3 4 5 6 7
Tools for media outreach
2

When you have a major announcement to make,
you want it to get as much media coverage as
possible. The most efficient way to do this is to hold
a news conference. The news you are releasing
has to be significant, or next time no one will come.
Examples of activities justifying a press conference
include the opening of a country office, a visit from
the IFAD President or other high-ranking official, or
the release of a flagship publication like the Rural
Poverty Report.
Below are some ideas for planning a
news conference:
Choose a day and time. Mid to late morning
Tuesday through Thursday are the best times
for a news conference. If it is too late in the day
it will interfere with production deadlines and will
not make the evening news or the next day’s
newspaper. Turnout is low on a Monday, and
news released on a Friday tends to get lost over
the weekend.
Reserve a venue. Think small. A huge hall filled
with chairs looks empty even when the turnout
is good, but a crowded room is a ‘standing
room only’ event that creates buzz. But make
sure there is sufficient space and open sight
lines for television cameras to set up in the back
and accessible electrical outlets for recording
devices. Assess the technical requirements
(such as a sound system) and make sure they
are provided.
Invite the media. Start with an up-to-date list
of local media. Put together a short advisory
with essential information: a brief summary of
the news; who will be presenting; the day, date,
time and location of the event. Do not give too
much of the news in the advisory or no one will
come. Send it by the best means (e-mail, mail,
telephone call, hand
delivery). Follow up
with a reminder the
day before the event.
If you want coverage by a particular media
outlet, offer them an exclusive interview with a
key person.
Assemble a press kit. Make it easy for
reporters to write about your news; provide the
main points in a press release so they do not
have to take extensive notes. This also protects
you from errors. The more information you
give reporters and the easier you make their
jobs, the more likely they are to write about
your news. Start with the core press kit already
developed (see above).
–– If you have enough facts and figures, prepare
a separate sheet that summarizes them in
short bullet points.
–– If the main event is a visit by a high-level
IFAD official, provide a one-page biography
of the person and their photograph, from the
Image Bank (See Accessing photographs:
Using the IFAD Image Bank ) http://photos.
ifad.org/asset-bank/action/viewHome.
–– If you have more than one item to hand out,
place these in a folder.
Put together a schedule and time line.
This will help to keep the event on track.
List each activity and its assigned elapsed
time (such as ‘Opening statement: 10 a.m. to
10.02 a.m.’) Keep the event short (no more
than 45 minutes total) – reporters have other
assignments to cover, and if the event lasts too
long they will leave early, potentially missing
something important.
Prepare the speakers
–– Prepare one or two powerful key messages
for the speakers to repeat often during the
course of the event.
–– Remind them to limit their prepared remarks
to no more than 7 minutes, and to be clear,
succinct and conversational – no jargon!
–– Brief them about any issues that might come
up, especially controversial ones.
3 J Holding a news conference
Do you have significant
news and powerful
messages to share?
C - 51 4 5 6 72
Holding a news conference
3

–– Ask them to be available for one-on-one
interviews immediately after the event and for
telephone interviews for the next day or two.
–– Be aware if any of your official speakers
have anything newsworthy (either positive
or negative) going on in their personal or
professional lives. If so, journalists will use
the opportunity to question them about such
events, sabotaging coverage of the news you
are trying to convey.
Keep the event on track. Have a sign-in sheet
so you will know who came; you may want
to follow up with reporters. Hand out the press
kit at the beginning so reporters can take
notes on it. Assign a moderator experienced
in media events to run the news conference.
Have this person:
–– Welcome the reporters and introduce
the speaker(s).
–– Keep things moving and be prepared to step
in if the speakers have difficulties, such as
trouble with hostile reporters (see below).
–– Manage a short question-and-answer
session after the prepared remarks. If the
questioners cannot be heard throughout
the room, the moderator should repeat the
questions for all to hear.
–– Be aware of flagging attention, reporters
starting to leave or speakers wandering off
the main points. At that point the moderator
should announce ‘last question’, wait for it to
be answered, thank everyone for coming and
end the event.
Other logistical points
–– Depending on the local situation, you might
need to plan for protocol or security.
–– Use your judgement about refreshments,
in some places offering them can raise
attendance.
Handling hostile questions from reporters.
Most IFAD issues are not controversial, but it
is best to be prepared for difficult questions.
If you are being peppered by hostile questions
at a press conference, the most important thing
is to stay calm – never lose your temper or say
something nasty or sarcastic. Give a reasonable
answer and say something like, “I or my staff
will be happy to discuss this with you in greater
detail after the press conference. Now I would
like to offer your colleagues a chance to ask me
other questions.” Then, point to someone else
and take another question.
If several questioners are hostile, answer as
reasonably as possible and then say something
like, “I see there are a lot of points here that
need to be addressed. Perhaps we can come
back to them at a later stage or after the press
conference. Now, I would like to use the time left
to turn to other issues.”
Any press conference includes reporters of
all kinds. If you can get past the hostile ones
without looking or sounding irritated, other
questions will come up to take you into more
pleasant subjects. Knowing your subject and
being honest and forthright from the start will
minimize hostility.
Occasionally non-journalists slip into an event
to make negative statements disguised as
questions. Ask such questioners to identify
their media or say, “I respect your views. I see
that your question is more a statement than a
question. Perhaps you can discuss this with my
staff after the press conference.”
Note: IFAD Communications Division organizes media
training at headquarters. Similar training can be
organized in the field as required.
Contact
C - 61 4 5 6 72
Holding a news conference
3

Media field trips are an excellent way to get
coverage for IFAD issues and projects because
they bring journalists into the heart of what we
do. Both international and national journalists
welcome the chance to visit project sites because
they yield colourful, concrete, on-the-ground
human interest stories.
Planning a media trip requires advance planning,
such as:
Logistics. Visas, vaccination requirements,
customs clearance for equipment, United
Nations security travel permission, travel costs
(who covers what?), planning for emergencies
(medical, security, insurance), eating etiquette,
protocol and security arrangements,
preparation of agenda, briefing materials and
pre-trip briefing, selection and briefing of
the ‘minder’ (the person who will accompany
the visit).
Site selection. ‘Visibility’ of results, access to
participants for interviews and photographs,
sensitivity to participants’ dignity, availability
of interpretation, arrangements for getting to
the site, time of day for visits (to accommodate
photography and videography), special
requests of journalists.
Contact
4 J Organizing a media trip
C - 71 3 5 6 7
Organizing a media trip
42

Interview formats
When a journalist approaches you for an interview,
get clarification on exactly what you are being asked
to do. The more you know ahead of time the better
prepared you will be. The most basic information
to obtain is: What is the story about? What type of
story is it? What is your deadline?
The three main types of stories are:
‘Breaking’ news or hard news story. This is
usually a top headline and deals with something
that has just happened.
Feature story. Is presented normally as a
human interest story and has more background
information than a news release.
Background story/interview. Provides
additional details for the analysis and
examination of hard news or feature stories.
Preparing for media interviews
Broadcast interviews are more intense because they
are recorded, whereas interviews for publications
are less formal. But whether for print or broadcast,
it is important to remember during the interview
that what you say will appear in print or on the air.
Speak conversationally, but do not be too informal
or you could seem flippant. And say only what
reflects IFAD’s mandate and policies.
You have been asked for an interview because you
are knowledgeable. Building on your knowledge and
experience is the best way to approach an interview.
Better preparation means less stress. The following
steps will help you to be ready for the interview:
Write down several questions you hope will not
be asked, and then prepare answers to them.
To determine these questions, think about the
weak points in what you have to say. For instance,
if you are being interviewed about a project
that is starting to show real results just as the
funding is ending, plan how you will respond to
a question about the project’s sustainability.
Clarify the messages you want to deliver – the
questions you do want to be asked – and
prepare brief bullet points on them. Know your
bullet points, but do not try to memorize what
you will say, otherwise you will sound stiff and
hesitate if you forget something.
Agree on the theme to be discussed during the
ground rules discussions that usually precede
an interview.
Well before the interview, ask the reporter:
What is the deadline? Reporters usually work
to a deadline. If they cannot get the information
you have in a timely fashion, they will go
elsewhere. News agencies and some 24-hour
news channels are on a constant deadline.
What is the angle? Reporters may have
asked to interview you about global warming.
Discussing the angle in advance gives you the
opportunity to guide them to a topic you want
to address. For instance, you could say, “Global
warming is causing extended drought that hurt
smallholder farmers…”
How much time do you need? In electronic
media, especially for taped interviews that will
be edited, reporters should be able to indicate
how much of your interview they will use in their
report. This helps you determine how much you
need to prepare – a 3-minute piece will require
less preparation than a 30-minute piece.
Who else are you talking to (or have you
spoken with)? In most stories, IFAD will not
be the only organization interviewed. With this
information, you can avoid repeating something
the reporter has already heard or introduce
topics not previously addressed.
5 J Handling media interviews
C - 81 3 4 6 72
Handling media interviews
5

Broadcast interview do’s and don’ts
Do Don’t
–– Be prepared. Even if you have been briefed
beforehand, you can never be sure what questions
you will be asked or how they will be phrased.
If you know your material thoroughly, you will be
able to respond comfortably to whatever is asked.
Prepare three main points that are important to
communicate, and be sure to work them into
your answers at some point. But do not read from
your notes – an interview is a conversation.
–– Be quotable. Reporters are always on the lookout for
a clear, clever or controversial quote or sound bite.
For broadcast the length of a sound bite is about
10 to 15 seconds. When you are asked a question,
keep your answer to three or four clear, short sentences
(based on the bullet points you prepared). If you talk at
length, your remarks will have to be edited. This takes
control of your message out of your hands, and it may
be diluted in the process.
–– Use anecdotes. The most effective communicators are
storytellers. Learn how to illustrate your point with an
anecdote or example that helps the audience visualize
and empathize. But keep it short.
–– Be careful with numbers. Reporters love statistics and
will always use them. If you are sure they are accurate,
go ahead. But if incorrect statistics get into circulation,
they will be repeated over and over.
–– Make eye contact. This will also help you to know
when the reporter is getting tired or impatient, a sign
that you need to wind down. The only time you should
look at the camera is when you are being interviewed
remotely without a reporter present.
–– Talk naturally. Most of your credibility comes from
your concern, confidence and enthusiasm, not the
knowledge you impart. (Knowledge contributes about
10 per cent.)
–– Focus on your key messages. Make your points in
every answer. Television and radio audiences have only
one chance to understand a message; they cannot go
back and reread your opening statement. So the simpler
the message, the higher the retention rate.
–– On-air time passes quickly. Begin with your strongest
point first, continue through the interview, sense when
the conclusion is near, then make your second most
important point. Why? Research shows that what is
said at the beginning and end of an interview is what
viewers retain best.
–– Be afraid to say “I don’t know”. It does not make
you look bad; on the contrary, it raises your veracity.
But do not let that be your last word. Refer the
interviewer to a colleague or organization that might be
better equipped to answer.
–– Use jargon or insider language. Laypeople will
not understand and will tune out. Imagine you are
explaining your topic to your next door neighbour –
assume the audience is intelligent and interested but
not knowledgeable about your field.
–– State your critic’s position. If you do, the audience
has heard a contrary view twice, first when the
critic said it and second when you repeated it.
Focus on your response, especially in a taped
interview where the reporter’s question (containing
the critical statement) will often be edited out.
–– Say “no comment”. This is the least helpful thing
you can tell a reporter, particularly during a crisis.
“No comment” renders you powerless over your own
story and makes you sound guilty. It encourages
reporters to interview other people who might not
hesitate to put their spin on your issue.
C - 91 3 4 6 72
5

Learn how to bridge
How should you respond when a reporter asks a
tough, hostile question that you cannot or do not
want to answer? Use the technique of ‘bridging’, or
use the question to return to your own message.
You bridge from the reporter’s question to your
message as subtly as possible, by using one of
these phrases:
“I don’t have all the facts at hand to answer
that question accurately, but I can tell
you that…”
“I agree we’ve got a problem and I’d like to
go directly to our solution…”
“Actually, that relates to a more important
concern…”
“We have our share of challenges, as
everyone else does, but it’s important to
remember that…”
This approach turns a negative into a positive.
If you know there is controversy about an issue,
be prepared to use this technique. Have answers
prepared, and practise delivering them. Be ready for
sensitive areas where negative questions must be
turned around.
Tips for in-studio
television interviews
Before the interview
Watch earlier versions of the programme so
you know what to expect. What is the style
and format – is there a sole guest interviewed
at length by a host? A round table featuring
people with opposing views? How formal or
informal is it?
Tailor your approach to the programme’s
demographic.
Find out the focus of the programme – ask the
interviewer what kind of information you are
expected to provide. Discuss the likely questions
and the time available to you.
Find out if the show is live or pre-recorded.
Find out who is the interviewer.
Record your interview and watch it to pick up
tips for the future.
Arrive at least 20 minutes early to give yourself
time to prepare. It can be stressful to be in front
of a camera. Take some deep breaths to calm
yourself before the camera starts rolling.
During the interview
Body language is important. It is crucial to appear
confident and knowledgeable, so sit upright. Try
to keep your hands still – fidgeting is distracting
to viewers and makes you look nervous.
Listen to each question carefully before answering.
Be concise.
Do not lecture.
Make it fun; let your audience experience your
interest in the subject.
Stick to your bullet points as you respond to
questions. If the questions stray from your main
points, use the bridging technique described
above – say something like, “Yes, that is an
important issue, but let me say first that…”
Repeat yourself as necessary but do not refer
to earlier points or say, “As I said earlier…”
Do not worry too much about “ums” and “ahs”.
If pre-recorded, they can be edited.
Use “I”, “we” or “my team”, whichever you think
is most appropriate.
If the show is being pre-recorded and you make
a mistake while answering a question, pause
and start your answer again from the beginning
– this will make it easier to edit.
Be as relaxed and natural as possible.
Picture yourself talking to someone you know.
C - 101 3 4 6 72
5

How to dress for television
Look conservatively smart. Remember that you
want the audience to focus on your words, not
your appearance.
Avoid small patterns of stripes or checks.
They do not look good on camera. Do not wear
bright red or brilliant white.
Plain dark suits (not black) and beige, grey and
light pastel shirts work well.
Ask the producer what colours are preferred.
Do not wear a hat or a cap; the brim will shade
your eyes from the viewer.
Dress appropriately to the theme; do not show
up in leading-edge fashions if you are going to
talk about poverty or disaster.
Do not wear too much jewellery.
Wear your hair in a simple style.
Tips for radio interviews
Although many of the rules for television
interviews apply to radio, without the visual
element your voice becomes more important.
Speak slowly and clearly.
If it is a phone-in interview, find a quiet place.
Speak on a landline rather than a mobile phone
if at all possible.
Do not listen to the show while you are being
interviewed. This will cause disturbing feedback
noise on the radio.
Radio often allows for more talking time than
television. Be ready with story examples to
support your main points.
If the radio show is longer, remember that radio
audiences often change every 10 to 15 minutes,
so be sure to repeat your main messages.
Contact
C - 111 3 4 6 72
5

Advance planning on how to handle emergencies
and risks is crucial. For our purposes, an
‘emergency’ is something that puts the population
in danger and must be addressed rapidly, such
as weather events that threaten food production
and farmers’ livelihoods. A ‘risk’ is something
that can harm IFAD.
Reputation risk results when IFAD’s own
conduct fails to meet minimum expectations of
performance that apply to everyone else, such as
unethical conduct or lapses of technical quality
or staff protection.
Structural risk results
when the entire
sector is affected,
such as altered public
attitudes, new laws or
anything that weakens
performance.
A crisis communication group is in place at
headquarters that can quickly deal with media
enquiries when there is an emergency or when
there is a media issue that may affect our normal
working routine. The group comprises the Director
of Communications, Head of Media Relations
and External Communications and the Director of
the relevant regional
division or the country
programme manager
for that region. In the
field office, the group
is headed by the
Project Director.
Inform the Media Relations and External
Communications Unit when an incident becomes
newsworthy, public or potentially damaging to
IFAD. When a risk or crisis occurs:
Focus first on understanding the facts as
quickly as possible.
Do something. Pretending the issue is not a
problem does not work. Regardless of what is
happening publicly, make sure that the people
behind the scenes who need to know about
the problem are working to fix it.
Keep IFAD Communications Division and the
country programme manager informed and
involved to mitigate public exposure.
It is always better to sort out the problem
without publicity. Hold back on commenting
publicly until those involved at headquarters
have a chance to evaluate the issue.
Initial response must be above reproach.
It sets the tone for what may follow. Speed and
timeliness is essential and we must show that
we are in control, calm, authoritative, honest
and open.
The response by the media depends on their
goodwill towards IFAD and United Nations
agencies in general.
Do not guess or lie. Admit that you do not
know. If you say something now that could later
be proved wrong – whether you meant to or not
– you have made the situation much worse.
Always consult with the Media Relations and
External Communications Unit when dealing
with risky publicity as every situation is
different. It is often better ‘to go public’ right
away, showing that IFAD is open and proactive.
Contact
6 J Managing risks
An ‘emergency’ is
something that puts the
population
in danger.
A ‘risk’ is something
that can harm IFAD.
Consult with the Media
Relations and External
Communications Unit
when dealing with
risky publicity.
C - 121 3 4 72
Managing risks
65

This section provides advice on when and how to
work with television and radio media, tips to create
your own videos and guidelines for working with
external video producers.
Working with television and radio
You might need to work with television and radio
media when:
–– You have an idea for a story that highlights the
work of an IFAD-supported project.
–– Your project is being showcased.
–– You have been asked for an interview.
You have an idea for a television or radio story
If you think your project will be of interest
to global news media, please contact the
Broadcast Unit.
If you think your project could be of interest to a
local television or radio programme, you should
contact them directly. Here are some ideas to
consider before approaching them:
–– Do your research and target the appropriate
programme. Ensure the story fits in with
the programme’s format and content.
–– Give the broadcaster a reason to film
this story. Why will it be of interest to
people? What important issues does it
raise? What impact does it have on the
wider community?
–– Propose a central character. People always
relate well to stories about individuals
because they create an emotional
connection and understanding. These
personal stories are used to highlight the
bigger issues. Find one or two project
beneficiaries who speak well and have
good stories to tell that draw attention to
the issues you want to raise. When you
approach the television or radio programme,
mention these personal stories.
–– Avoid jargon. Keep
the concepts
simple and use
plain language.
–– Talk to the
right person.
Telephone the
television or radio
programme and
ask for the person
responsible for the show’s content. If they
do not have time to talk to you, you can
submit your pitch by e-mail and follow up
with a telephone call.
Your project is being showcased
Your approach when your project is being
showcased should be the same as when you
are pitching an idea – except that you do not
need to sell it. But all the other tips above still
apply. The producer will probably require you
to provide information about the project in an
interesting and accessible way and to help identify
good ‘characters’ for the story. If interviewed on
camera, remember to focus your comments on
the big-picture aspects of the project (number
of beneficiaries, time frame, donors) and let the
project participants speak for themselves.
You have been asked for an interview
See Preparing for media interviews above.
Creating your own video
This section is aimed at non-media professionals
who are using flip video cameras, small video
cameras, mobile phones to capture video footage
for sharing on social networking sites, blogs and
for IFAD internal use.
7 J Broadcasting IFAD’s message
Pitch your idea to
a broadcaster:
Research and target
broadcaster.
Find a central character
for your story.
Keep it simple.
Avoid jargon.
C - 131 3 4 62
Broadcasting IFAD’s message
75

When to use video
Video can add a personal, visual and dynamic
dimension to communications, both internally
and externally. A video
camera is a tempting
tool, but before you
start shooting think
about why video
is suitable for your
purpose. A long
unprofessional video
could confuse your
message and hinder
what you are trying to express. As a rule of thumb,
keep your video products short and entertaining.
Video is a good tool for:
Interviewing someone at a conference or in
the field who has a concise and important
message or opinion to share.
Capturing elements of a workshop, conference
or speech that other people will be interested
in watching.
Documenting progress of a project.
Expressing your ideas in a ‘video diary’ style,
in which you film yourself talking about your
responses to an event or experience. This can
be embedded on your blog.
Tips for filming videos
No one expects you to produce professional
videos, but these simple tips will improve the
quality of your footage. The more you practise, the
better your film will be.
Get to know your camera and feel comfortable
using it. Make sure the batteries are fully charged
and you have enough tape or memory space.
Keep your filming simple.
Do not be too ambitious.
Busy, complicated
shots can distract
from your subject and
your message.
Keep the camera as steady as possible. It
is difficult to watch footage that is moving
or shaky. Place the camera on a tripod or
flat surface (like a table). This is particularly
important when you are filming static action,
such as interviews and speeches.
Any small movements or camera shake are
more obvious when the image is magnified.
Keep your subject centred and avoid cutting off
the top of the head.
Do not zoom in and out while filming. It is
difficult to make zooms slow and steady.
The same is true of pans (movements from side
to side) and tilts (movements up and down).
Keep them to a minimum.
Stand still when filming. Hold a shot for a
minimum count of 6 seconds before you move
(if necessary). If the action you are following
moves, keep your body as still as possible and
slowly follow the movement with the camera,
trying to keep the subject(s) centred.
If you are filming a speech or a conference,
try to position yourself where you can see the
faces of the people speaking. If viewers cannot
see a person’s eyes and mouth while they are
speaking, it is hard to keep focused on what
they are saying.
Sound is important and often neglected. Most
cameras have a small directional microphone,
which means they pick up the sound in the
direction they are facing. If you are filming
an interview, workshop or speech, point the
microphone towards the person who is talking.
Avoid filming in the wind as it is noisy. The
microphone will also pick up background noise.
Try to find somewhere quiet for your interviews.
If you plan to upload your footage to the
internet, keep it to about 2 to 3 minutes. If you
do not plan to edit, keep this in mind and film
short usable sections.
Tips for filming interviews
Keep the camera steady and make sure that it is
roughly at the same eye level as the interviewees
and ask them to look at you rather than at
the camera. This is more comfortable for the
interviewees and it means that their eyes do not
shift between you and the camera.
Video is best used to:
Record a speech
or workshop.
Document project
progress.
Capture your thoughts
for your blog.
Want to make better
videos?
Know your camera.
Keep the camera
steady.
Keep shots simple.
C - 141 3 4 62
75

Make sure there is enough light on the
interviewee’s face. If their face looks dark or
shadowed in the viewfinder, move them to a
spot with more light. Do not film people in front
of a window or bright light.
Think about the questions you want to ask in
the interview. You may have very little time with
the person, so be clear on what you want to
hear from them.
Avoid questions that have a ‘yes’ or ‘no’
answer. Instead, ask open-ended questions
that encourage interviewees to expand on
their answers.
Think about sound. Try to find a quiet place
to film, as the microphone will pick up all the
background noise.
If you plan to add text with the interviewee’s
name and title during the edit, make sure you
film with enough space below the person’s face
so the text does not obscure them.
Tips for editing footage
Most cameras come with easy-to-use,
downloadable editing software that allows you to
create video stories by shortening what you have
filmed and cutting between interviews and other
footage. Free software can also be downloaded
from the internet, and there are numerous tutorials
on YouTube. If you have time, experiment with
editing your footage to create something more
visually interesting, but remember to keep it
simple to avoid losing the message you are trying
to convey.
Here are some tips to help with editing:
Keep it simple. It is tempting to use a lot
of special effects and cuts, but this looks
unprofessional and distracts from your
message. If you have a long interview or have
filmed a speech or workshop, you will probably
want to shorten it by cutting out less interesting
sections or untidy camerawork. With your
editing software you can select the portions or
‘clips’ you want to use.
If you have a few clips that you have cut together,
you can smooth the transition between them by
either using a cross dissolve between the clips
or leaving a small space (which appears black on
your screen) between
them, and fading in
and out between clips.
Remember to also put
this cross dissolve or
fade on both the audio
and the video.
Consider illustrating
an interview or speech
with footage you have
filmed in the field or
with photographs. Consult your edit software
manual for guidance. Be aware of your audio.
When no one is speaking, keep the natural
sound from the footage or add some music
rather than having no sound.
You can add music to your video, but avoid
any that may have copyright issues. If you
use clips with music under copyright, it will be
removed from YouTube. Do an online search for
downloadable royalty-free music.
Choose appropriate music – avoid lyrics, fast
beats or any other elements that might distract
from the voices of the speakers you have filmed.
Adjust the volume of the music so the speakers
can be clearly heard.
Editing software allows you to add text, which
is useful for providing information or the name
and title of the person who is speaking.
Make sure the font is simple and easy to read.
We recommend Lucida Sans or Arial (or any
‘sans’ font). Make sure the font size is big
enough to read on a small screen but does not
obscure the face of the person speaking.
When you are more comfortable editing, you
may wish to adjust your shooting style so
you can edit scenes together. If you have two
shots that show the same scene composition,
Editing tips
Keep it simple.
Use smooth transitions
with dissolves or fades.
Illustrate interviews with
footage or photos.
Use appropriate music
if necessary.
C - 151 3 4 62
75

Tag your video so people
can find it.
with the same framing, it will appear to jump
when you put them next to each other. If you
are planning to edit, adjust your frame size at
appropriate times (see Filming tips).
For example, when filming a speech, you could
film an extreme wide shot (which shows the
speaker and other elements of the room); a wide
shot (closer but still shows the full body of the
speaker); a medium shot (shows the speaker
from the waist up); and a close-up (shows only
the speaker’s face). When you edit, you can then
cut between these different size shots without
obvious visual ‘jumps’. You could also try filming
the same scene from different angles and
cutting between them.
You can write a script and record yourself
speaking with your camera. You can use this
audio (without the video) as a narration. You can
then add video footage and photographs to
illustrate what the script is saying.
How to upload your videos onto the internet
Your completed video clips can be uploaded to a
number of places:
A blog, uploaded onto IFAD’s blog site
A video sharing site like YouTube; vimeo; blip.
tv. Each site provides uploading instructions.
You will need to export your video from your
computer with the settings advised on the site.
Give clear information in
the ‘title’, ‘description’
and ‘tags’ sections as
this will help people find
your video when they do internet searches.
IFAD’s online video websites. Below are links
to the sites where the Broadcast Unit uploads
its video productions. You can view the videos
here and share them with your colleagues and
partners. You can also request a DVD copy by
e-mail to: video@ifad.org.
–– www.ifad.org/video/index.htm
–– www.youtube.com/user/IFADTV
–– www.ifad.blip.tv/
–– www.vimeo.com/user2765405
–– www.current.com/users/IFAD.htm
Working with external video producers
and production companies
There are times when you may require the services
of a professional video production company.
Video is an expensive medium, so consider whether
it is the most effective means of communicating
your message. Sometimes text and photographs
will be more appropriate.
Think about these questions to determine if video
is the right option:
–– Who is the audience? Do they require a
professionally filmed video?
–– Do you have the budget?
–– Where will the video be shown?
IFAD video productions must be consistent in
quality, meet international broadcast standards
and adhere to agreed-upon communications
principles. So if you decide to hire a video
production company or external video producer,
please follow these guidelines:
Content
Present accurate, relevant, clear and
timely information.
Tailor the content to the specific target audience
you have identified.
Take a balanced approach when highlighting
contentious issues.
Strengthen the capacity of poor rural people to
tell their own stories.
C - 161 3 4 62
75

Provide respectful, non-judgemental
representation of poor rural women and men,
not as beneficiaries or recipients of development
but as active and knowledgeable participants
in building better futures for themselves.
Avoid filming people in torn clothes or otherwise
looking downtrodden.
Clearly articulate and communicate IFAD’s key
messages and policies on rural poverty and
related issues.
Ensure that content is sensitive to cultural and
social issues, particularly gender.
Hold individual producers responsible for checking
the accuracy of facts, figures and technical
information quoted in scripts. Sources should
be documented and references should be
checked by consulting the appropriate IFAD
department, division or unit responsible for
particular topic areas, projects or activities
covered in the production.
Technical considerations
Engage experienced professionals. Ask to see
their CV and examples of previous work, and
check their references.
Ensure that all video and audio products
are produced using professional equipment
and formats.
IFAD retains copyright to all finished
programmes and shoot tapes. When IFAD
funds a production, the final products and
original raw footage (rushes) become the
property of IFAD and are logged and held in the
video archive. Tapes must be well labelled.
Video productions do not carry production
credits or other acknowledgements. In the
case of testimonial, instructional and
documentation videos, acknowledgements
may be included in the form of special thanks.
In cases where video programmes have been
produced for broadcast, production credits
will be assigned
according to the
requirements of
the individual
broadcaster.
When spoken in
English, IFAD should
be pronounced as
a word with the
‘I’ sounding more
like ‘ee’. When
possible, scripted
first references to
the organization should say “the International
Fund for Agricultural Development –
or IFAD”.
When translating the voices of speakers into
other languages, it is preferable to dub them
rather than use subtitles. However, where
productions will be presented in more than one
language, subtitling may be appropriate. Accents
of narrators should be as neutral as possible and
sensitive to the regions where stories take place.
Individual producers are responsible for ensuring
that all video/audio material used in a production
is free of copyright encumbrances and that
music rights have been secured.
Contact
James Heer, Manager, Broadcast Communications,
e-mail: j.heer@ifad.org ; video@ifad.org ;
Tel: +39 06 5459 2550
Is video the best
option?
Who is the audience?
Do they require
a professionally
filmed video?
Do you have the
budget?
Where will the video
be shown?
C - 171 3 4 62
75

and understand?
m Yes m No
find this section?
m 1 m 2 m 3 m 4 m 5
m 6 m 7 m 8 m 9 m 10
section useful.
useful to you.
m Yes m No
Working with the media section

D - 1
The new front door
Many people know IFAD only by our electronic
presence. Some come across the website
or Facebook page on a random search; others
seek us out and return repeatedly. How IFAD
is presented on the website and social
media sites is fundamental to our identity and
1 J Writing for the web
integral to our operations. The rapid growth of
electronic communication will only increase the
importance of these media. As a result, writing
clear, accessible, compelling content is crucial.
The guidelines in this section provide tips on
writing for the IFAD website, using social media
and blog posts.
Reading online versus reading
in print
People read and use text very differently on the
screen compared to the printed page. Online
content is different from a printed publication.
Here’s why:
A print document is a complete entity, and
the user is focused on the entire body of
information. The computer screen displays
about a third of a printed page, so context is
lacking. Material needs to be ‘chunked’ into
multiple linked pages, and each chunk needs to
make sense on its own.
Print readers are more likely to analyse material
carefully and sequentially, but online, people
tend to jump and read things out of order or
context, then zero in quickly on content that
interests them.
Print readers are more patient, while online
readers are not willing to read long passages
or click many links to grasp the point.
The online message needs to be crisp and
easily understood.
A print document is linear – each section
serves as a stepping stone for the next. Online
readers can enter a site and move between
pages, so each page needs to stand alone.
These numbers underscore the challenges facing
writers of online content:
Only 16 per cent of on-screen users read word
by word; 79 per cent always scan.
People read 25 per cent slower from the
screen: 190-260 words per minute on screen,
250-350 words per minute off screen.
You have about 3 to 5 seconds to catch an
online reader’s attention, and about 12 seconds
to keep it.
The average computer user spends no more
than 7 to 12 minutes on a website or article, so
you have to quickly
grab the reader’s
attention, focus it on
your article and hold
it to the end.
An online text should have about half as many
words as the print version of the same text,
since users find it painful to read too much text
on screen.
Writing for the web is
different than writing for
print material.
1
Writing for the web
32

Preparing online content
Assume the reader knows nothing about IFAD
Put yourself in the position of someone who
has no knowledge of IFAD or the work that we
do. Therefore:
Put all statements in context.
Avoid IFAD jargon or excessive ‘development
speak’, which could alienate readers.
Write out all acronyms the first time they appear
on the page.
Read text out loud to make sure it is clear
and concise.
After writing text, put it away for a couple of
days and then re-read and edit if necessary.
Assume each page is the first page
a user encounters
Users rarely begin
reading web content
from the home page.
Most readers will come
to the page from a
search engine or an
external link. Therefore:
Make sure each page can stand alone: address
one topic cohesively on each page, and give
each page a clear and concise heading.
Spell out acronyms the first time they appear.
Provide context for all statements.
Link to further resource material to provide
additional context.
Make text scannable
Online readers generally scan text, looking for
specific words or interesting points. To make sure
your web content is scannable:
Start with the conclusion and a short summary
of the content.
Use bulleted and numbered lists to
draw attention.
Keep vocabulary simple and use
non-discriminatory language.
Make sure each paragraph contains one
main idea, and limit paragraphs to no more
than 100 words.
Keep punctuation simple.
Write captivating headlines and use subheadings.
Use bold sparingly, only to highlight key
information and concepts.
Use links.
Start with the conclusion
Put main ideas, conclusions and important points at
the beginning. Few people read entire web pages – if
you put the most important points at the end, most
visitors may never see them. By all means, avoid a
rambling first paragraph!
Use lots of lists
Remember that web readers are scanning for
snippets of information. Lists are easy to scan and
understand because they do not have to be read
word by word.
Use numbered lists when the sequence of
entries is important, unnumbered lists when it
is not.
Put no more than nine items in a list.
Avoid lists of more than two levels: primary
and secondary.
Keep vocabulary simple, concise and precise
Simple words are helpful to readers with less
proficiency in English and to those who quickly
scan the web page. Convoluted writing and
complex words are even harder to understand
online. Choose words that are short, common and
unlikely to be misread. Edit out the superfluous
and get to the point. Read the text out loud.
Spoken language is more direct than written
language, and hearing your words spoken might
reveal awkward or convoluted sentences.
Use simple, short sentence structures and get
to the point.
Use plain English. (See Plain language guidelines
section.)
Write short, declarative sentences in the
active voice.
Structure your sentences simply – subject-verb-
object – and put the main information up front.
Eliminate non-essential adjectives and adverbs.
Do not repeat yourself. Reading the same thought
twice is a waste of time and annoying to readers.
Check all facts and figures.
Check all links.
Spellcheck the text.
Make your text
Short
Simple
Scannable
D - 21
Writing for the web
32

Use non-discriminatory language
IFAD’s online information should not discriminate,
stereotype or demean people based on gender
or ethnicity.
Avoid using masculine or feminine pronouns
generically, as in “Every farmer needs access
to credit to expand his farm.” Also avoid this
awkward construction: “Every farmer needs
access to credit to expand his/her farm.”
To avoid this problem, use plurals as much
as possible: “All farmers need access to credit
to expand their farms.”
Another option is to use the imperative.
The command form of a verb lets you use the
second person (you and your) rather than the
third (he and his or she and her). For example:
“Increase investment in agriculture” instead of
“IFAD has requested the Minister of Agriculture
to increase investment in agriculture”.
Use short paragraphs and sentences
It is hard to read long, dense paragraphs on
a computer monitor. Even a relatively short
paragraph of 100 words looks like a lot of text on
the screen. Short paragraphs help readers find
what they are looking for and make writing easier
to scan. A reader looking for a specific piece of
information is likely to scan, but unlikely to fully
read an entire article.
Write paragraphs of two to five sentences. If the
sentences are long, limit paragraphs further, to
three sentences. Sometimes this will mean one
thought straddles two paragraphs – that is okay.
Have only one thought/idea/concept in
each paragraph.
Limit sentences to 25 words. Good sentences
are concise and well-formed, using logical word
order and solid grammar. They are easy for all
readers to digest quickly, even those with limited
literacy in English.
Keep punctuation simple
Uncluttered sentences are easier to read. If you
find yourself using comma after comma, try
making two (or even three) shorter sentences
out of that long one.
Avoid excessive use of exclamation marks or
emoticons: if your words are clear and strong,
they will not require extra emphasis.
Write captivating headlines
Headlines and titles are critical – they determine
whether or not readers decide to invest more time
reading the content. Successful headlines tell the
gist of the story in a few powerful words and catch
the reader’s interest. Vague or misleading headlines
put off readers. To write an effective headline:
Make sure you thoroughly understand the
content so you can give it an accurate headline.
Think about the most important point in the
content and incorporate it into the headline.
Identify the tone of the content and make the
headline compatible with it. The tone should
also be appropriate for the audience and true to
IFAD’s identity, standards, value and voice.
Keep headlines short. Summarizing a story
does not require a lot of words. Here are some
good headline examples from IFAD’s social
reporting blog:
–– Should IFAD become a learning
organization?
–– Maps that can talk.
–– What do numbers tell us?
–– The world is fed on the backs of
rural women.
Use subheadings
Subheadings are short headings that break up
the text every few paragraphs, making it easier
to scan. This helps readers to find the parts of
the text that interest them most, and it makes the
primary topics of the article stand out with just a
quick glance. Make subheadings bold so they are
easily visible. Good subheadings:
Give readers a glimpse of the content.
Organize the content into readable chunks.
Tell a story that makes it possible to grasp the
gist of the content quickly.
Use bold to highlight key concepts
Use bold to highlight key concepts within
paragraphs. But do not go overboard. Use it
sparingly, for words and phrases, not sentences.
Bold is more effective and easily scanned when
arranged vertically, such as by bolding the first
word or two in each item of a bullet list. Too much
bold scattered throughout text is confusing.
D - 31
Writing for the web
32

Include links
Article text is a great place to link to other pages
within the site and to other websites. Links allow
the user to scan the contents of a page and select
useful information. They also help to guide the
reader through the document. Think of linking as
the quickest means to get the user to the most
relevant information. It is important to use links
correctly and write them in a helpful way – do not
let them become a distraction.
Place links in the body of the article where they
are applicable – do not put them at the end,
where they might be missed. This will make
it easier for visitors to find all the content you
have on a particular topic. (An example of a link
is www.ifad.org.)
Since links are underlined and in a different
colour, keep them short (just a few words);
a text with many long links is difficult to scan
and read.
Make links high quality – link to text that is
valuable and directly relevant to the topic.
Too many links may confuse and overwhelm
readers. Avoid having more than five links
per topic.
Make linking words or phrases part of an
important sentence so readers have a clear
understanding of where they are going.
Use simple text alignment and typography
Left-align and single-space your text.
Use sans serif fonts as they are easier to read
on the screen. Never use all capitals, and use
italics sparingly, as they are difficult to read on
the screen.
White or very light-coloured background with
dark text is easiest to read.
Graphics and colours can reinforce text – but
only when they have meaning and help guide
the reader, such as in explaining statistical
information. Used pointlessly, graphics and
colours are distracting and annoying.
Avoid jargon
Avoid unnecessary jargon and specialized or
technical terms. Using common terminology makes
the text easy for all your visitors to understand.
It even makes comprehension easier for those who
know the jargon, as they do not have to slow down
to think about the exact meaning.
Use acronyms sparingly
Avoid the temptation to use acronyms as shorthand
– the ‘alphabet-soup’ look is ugly and hard to read.
If you must use acronyms:
Make sure all terms are written out in full,
followed by the acronym in parentheses, the
first time they are mentioned in the text.
Avoid acronyms in headings.
Try using a synonym instead of an acronym,
such as ‘the Goals’ (instead of ‘MDGs’)
on second reference to the Millennium
Development Goals.
Write clear captions
All photographs, illustrations and tables need
identifying captions. Do not forget to include credits
and copyright symbols where appropriate.
Avoid extraneous information
Writing well for the web means taking advantage
of the options the web offers, but without calling
attention to it. ‘Click here’, ’follow this link’ and ‘this
Website’ are a few self-referential terms to avoid.
The standard protocols for identifying links and sites
have been in use long enough that explanations are
not necessary – and they are irritating.
Contact
Roxanna Samii; Manager, Web, Knowledge
and Internal Communications
e-mail: r.samii@ifad.org ; Tel: +3906 5459 2375
D - 41
Writing for the web
32

What is social media?
Today the internet and social media have become
preferred communications channels for many
people because they make it so easy. The ‘social’
web has fundamentally changed how people
communicate. It is a two-way street that allows us
to participate in a conversation. Web2.0 and social
networking have encouraged organizations to use
these channels as advocacy tools to inform the
public about their work and to strengthen existing
partnerships and forge others.
At IFAD, social media and online collaboration
platforms allow us to engage with our current
stakeholders and enlist new ones. Since 2010, we
have used social media tools extensively to:
Advocate for more investment in agriculture.
Share information related to rural development
and agriculture.
Contribute to the broader rural development
discourse.
Report back and inform colleagues about
workshops, learning events and visits to
IFAD-funded projects.
Engage in a dialogue with our stakeholders,
partners, advocates and friends.
IFAD encourages staff to use these tools to expand
and strengthen the organization’s advocacy work
and increase our presence in the rural development
arena. Using social media gives us an opportunity
to publicize IFAD’s mission and activities.
Techniques for using social media
Staff are welcome to use social media tools such as
blip.tv, Facebook, Flickr, Picasa, SlideShare, Twitter,
YouTube, wikis and blogs to conduct business –
while adhering to the guidelines below.
In the social media world, there is no separation
between professional and personal life. Any written
conversation shared on social media networks can
be found in search engines such as Google. This is
why you need to consider personal conversation as
public, not private.
IFAD’s reputation for
impartiality and objectivity
is paramount. When discussing IFAD business or
other work-related issues on social media:
–– Identify yourself as part of the IFAD workforce
–– Be open and transparent
–– Stick to your area of expertise
–– Respect confidentiality
–– Be polite when you disagree with others’ opinions
–– Add value
–– Create excitement and be passionate
–– Do not use the internet to attack or
abuse colleagues
–– Post meaningful and respectful comments
–– Do not spam
–– Do not commit IFAD to any action
without authorization
–– Do not establish social media channels on
IFAD’s behalf or use IFAD’s name and logo
–– If you make a mistake, admit it.
If you wish to set up a
work-related social media
channel, please consult
the Communications Division. If you are not sure
about a blog post, or how to comment or respond
to a post, please consult with your supervisor
and/or the Communications Division.
If someone from the media contacts you,
please notify the Media Relations and External
Communications Unit. They will determine how to
handle the inquiry.
2 J Using social media
Embrace social media and
become a social citizen.
Use social media channels
to amplify IFAD’s messages.
D - 5
Using social media
1 2 3

Social media etiquette
Be a good ambassador. Be aware that
your behaviour and opinions on social media
channels directly or indirectly reflect on IFAD.
Make sure your profile picture or avatar
reflects your professionalism. Promote IFAD’s
social media channels such as Twitter, Social
Reporting Blog, Facebook (see full list below)
by adding them to your e-mail signature block
and to documents you produce.
Be honest, transparent and open. If you
are blogging about your work, identify yourself
and clearly state you are working for IFAD.
If you have a vested interest in something you
are discussing, be the first to point it out, and
make it clear that you are expressing your
own opinion. Bear in mind that transparency
does not mean disclosing confidential and/or
proprietary information. Do not disclose
confidential information on your personal blog,
microblogs or websites. If you make a mistake,
admit it and correct it.
Be passionate and engaged. Share the
passion you feel for your work and talk about
your successes and challenges. If you are
writing a blog, encourage your readers to
provide feedback and comment. Read the
contributions of others and see how you can
contribute to the conversation.
Be responsible. You are responsible for what
you write and how you behave on social media
channels. Exercise solid judgement.
Be conversational. Talk to your readers and
avoid being pedantic. Do not be afraid to bring
in your personality. When communicating on
social media, write in an open-ended way
that solicits responses to start a conversation.
Refer to other people’s posts when you blog
and solicit comments.
Be respectful. Disagree in a respectful
manner. Respect the professionalism, and
also the privacy, of your audience, colleagues
and peers.
Be careful when mixing professional and
personal. Sometimes professional and
personal lives intersect. As an IFAD employee
and international civil servant, you have certain
obligations. On social media just as in the office,
you must abide by IFAD’s code of conduct and
staff rules.
Be aware of global implications. Your
interaction on social media channels can have
global significance. A style of writing that is
appropriate for some parts of the world may
be considered inappropriate or illegal in others.
Keep the ‘world view’ in mind when engaging
with social media tools.
Bring value. Post things that people will value.
Write informative, interesting and thought-
provoking content. Help build a community by
discussing your experiences and challenges.
Talk about your projects. Social communication
helps people to learn about IFAD’s work.
You add value if your posts help people do a
better job, understand what IFAD does, learn
about rural poverty, enhance their skills, solve
problems, contribute to solutions or overcome
challenges. Aim for quality over quantity.
Build relationships. Engage with your audience
and build trust to develop a relationship. Do not
just use social media as an advocacy tool.
Correct mistakes. If you come across a
misrepresentation of IFAD’s work, identify
yourself and correct the mistake. In most cases
people do not mind being corrected. However,
if it appears that someone is deliberately
misinterpreting what you are saying, ignore
them. If you are not sure what to do, please
contact the Communications Division.
Give credit where credit is due. Do not claim
authorship for something that is not yours.
Make sure you have permission to use third-party
content and provide appropriate attribution.
Do not use copyrighted or trademarked content
without asking permission. Respect Creative
Commons licensing.1
1 Creative Commons licences allow creators to communicate
which rights they reserve and which they waive for the benefit
of recipients or other creators. Creative Commons provides a
more flexible copyright model, replacing ‘all rights reserved’
with ‘some rights reserved’.
D - 6
Using social media
1 2 3

Remember that the internet is permanent.
Once information is published online, it
becomes a permanent record. Everything
stays on Google!
Respond to constructive criticism. Turn a
negative comment into a positive discussion.
Thank the commenter and engage them in a
conversation. When responding, remember
that you are representing IFAD. Take time to
read between the lines and understand the
arguments. Be respectful, sincere, confident
and honest when correcting factual errors. If you
are not sure how to respond, please consult the
Communications Division.
Safeguard IFAD content. Staff are encouraged
to share IFAD content through their personal
social media accounts. When using your
personal accounts to share original IFAD
content – text, audio, video and photographs
produced by IFAD and shared on IFAD’s
website or social media channels – make
sure you attribute it to IFAD. When posting
IFAD content on personal or third-party sites,
indicate the source. If in doubt, contact the
Communications Division. Do not publish
content produced for internal IFAD use.
Copyrighted IFAD content can be made
available on request.
Safeguard IFAD’s name. You may not use
IFAD’s name to endorse or promote any
product, opinion or political party. IFAD is
seeking to consolidate its brand and boost its
web and social media channels. Please avoid
fragmenting our brand and identity by creating
pseudo-IFAD accounts. If you need to create
web and/or social media channels for IFAD,
please consult the Communications Division.
Separate opinions from facts. State clearly
what is fact and what is opinion.
Spread the word and connect with people.
Do not just talk about yourself; share the
successes of your colleagues and peers
and IFAD as a whole. Make sure you are
connected with IFAD’s social media channels
(see list below).
Think of CNN, your mother and your boss.
Do not say anything online that you would not
be comfortable seeing quoted on television,
discussing with your mother or explaining to
your boss. Remember, there is nothing private
on social media – all your posts and comments
may be traceable.
Use a disclaimer. If you publish on a third-party
website or a personal blog, use a disclaimer
similar to: “The information posted on this
[blog/website] is my personal opinion and does
not necessarily represent IFAD’s positions,
strategies or opinions.”
Write what you know. When writing about
agriculture and rural development-related
issues, write in the first person and stick to
your areas of expertise. When writing about
an IFAD-related topic on which you are not the
topic expert, make it clear to your readers, or
co-author the piece with the topic expert.
When in doubt, ask!
D - 7
Using social media
1 2 3

Social media etiquette
Source: United Nations Development Programme (UNDP); adapted for IFAD
Be credible
Be accurate, fair, thorough and
transparent. Encourage constructive
criticism and deliberation.
Offer support
The post is a factual and
well-cited response,
which may agree or disagree
with the post, yet is not
factually erroneous, a rant
or rage, bashing, or negative
in nature. You can concur with
the post, let stand or provide a
positive review. Do you want
to respond?
It’s a conversation
Don’t be afraid to bring
in your own personality
and say what’s on your
mind. Consider content
that’s open-ended and
invites response.
Share success
Proactively share your
story and your mission
with the author.
Monitor only
Avoid
responding to
specific posts;
monitor the site
for relevant
information and
comments.
Think of CNN, your mother and your boss
Don’t say anything online that you wouldn’t
be comfortable seeing quoted on CNN, being
asked about by your mother or having to
justify to your boss.
“How should
I act online?”
Be passionate
Passion is contagious. Share the
passion you feel for your work and
talk about the successes you have.
Be a good ambassador
You should always be aware
that your behaviour and opinions
reflect on the organization.
Positive
No Yes
Balanced
“TROLLS”
Is this a site dedicated to
bashing and degrading others?
“RAGER”
Is the posting a rant, rage,
joke or satirical in nature?
“MISGUIDED”
Are there erroneous facts
in the posting?
“UNHAPPY CUSTOMER”
Is the posting a result of
a negative experience?
Five blog response
considerations
to keep in mind:
Negative
How?
Web posting
You discover a post about
IFAD. Is it positive, balanced
or negative?
Fix the facts
Feel free to correct
others, but stick to
the facts. Respond
respectfully and with
factual information.
(See five blog
response considera-
tions below)
Add value
Sharing your
information and
experiences benefits
everyone. Feel free
to share and discuss
your experiences in
your work. Be
knowledgeable and
helpful; use common
sense with informa-
tion that is internal
and/or confidential.
If in doubt – ask!
Transparency
If you talk about
work-related issues
on personal blogs,
use a disclaimer
on each page
making it clear
the views
expressed are
yours alone.
Sourcing
Cite your sources:
hyperlink,
track-back, ping
and connect!
Talk about the
success of your
colleagues and
connect with
them online.
Best
judgement
Take your time to
create quality
responses. Don’t
publish if it makes
you even slightly
uncomfortable.
Ask advice from
your supervisor if
you aren’t sure.
Tone/Influence
Respond in the
tone that reflects
highly on IFAD.
Focus on the most
influential blogs
related to IFAD.
Communicate,
educate and share
IFAD’s vision.
Security
Protect your own
privacy through
using privacy
settings.
Be particularly
careful disclosing
information that
might compromise
your safety or
someone else’s.
Restoration
Rectify the situation, respond and act
upon a reasonable solution. Be the
first to admit a mistake. (See 5 Blog
Response Considerations below.)
“How do
I respond?”
Let post stand
Let the blog stand –
no response required.
Source: United Nations Development Programme (UNDP); adapted for IFAD
Enabling poor rural people to overcome poverty
D - 8
Using social media
1 2 3

Using IFAD’s official social
media accounts
IFAD uses social media channels to increase our
global presence by reaching out to a broader
audience and providing a wide range of content and
information in real time.
Like other international financial institutions and
United Nations agencies, IFAD has established
a presence on some of the most popular and
strategic channels. The Communications Division
is responsible for establishing IFAD’s presence on
social media channels.
To ensure authenticity and safeguard IFAD’s brand,
IFAD official social media accounts:
–– Follow the guidelines and best practices
listed above.
–– Carry IFAD’s logo and respect the corporate identity.
Staff representing IFAD on social media channels
are responsible for:
–– Listening to and monitoring social chatter
–– Branding IFAD across social media platforms
–– Broadcasting IFAD’s messages across social media
–– Promoting IFAD’s social media profile
–– Engaging with stakeholders and partners through
social media.
Content on IFAD’s official social media
channels should:
–– Be of the highest possible quality
–– Reflect IFAD’s corporate image
–– Welcome and encourage feedback, participation
and conversation
–– Provide real-time news
–– Promote programmes and announce new
initiatives in a conversational manner
–– Give a human face to IFAD’s activities
through stories
–– Report live from important events.
Note: IFAD holds the copyright to content created for
the organization and posted on social media channels
(tweets, videos, audio, photographs and blog posts).
IFAD social media channels
Blog
IFAD’s social reporting blog is a platform for staff in
the field and at headquarters to share insights and
experience and to report live from events. The content
of blog posts reflects the views and opinions of the
authors and not necessarily those of the organization.
Contributors to IFAD’s social reporting blogs are
expected to observe the guidelines above.
IFAD encourages staff to use this channel to
advocate for our issues and activities. To join
the IFAD blogger community, contact the
Communications Division.
Facebook
Facebook is an online social networking site where
members share thoughts, photographs and videos
and exchange instant messages and e-mails with
each other. Facebook is useful for finding friends
and becoming ‘fans’ of groups and organizations.
IFAD uses Facebook to raise awareness about
its activities globally, regionally and in countries.
We also use it to share rural development and
agriculture-related information. IFAD content on
Facebook aims to spur interaction with our fans
through virtual chats and by sharing information,
images and videos.
IFAD content on Facebook:
–– Has a welcoming tone
–– Encourages feedback and participation
–– Helps facilitate conversation and exchange of ideas
–– Provides snippets of IFAD’s activities.
IFAD’s Facebook page allows fans to post links and
status updates and to comment on posts.
Note: The Communications Division monitors content
posted by fans. Inappropriate content and spam items
are reported and removed.
D - 9
Using social media
1 2 3

Picasa and Facebook photo album
Photographs are the most uploaded content in
social media space. IFAD project and corporate
photographs are stored in the corporate Image
Bank. Picasa and the Facebook photo album
are used to share amateur photographs, such
as images from learning events, missions and
corporate activities like the Governing Council.
Photographs should have captions, and photograph
albums should include a name, date and, where
possible, indicate the location.
Contact the Communications Division to upload
photos on Picasa and the Facebook photo album.
SlideShare
SlideShare is a social media channel used for
sharing PowerPoint presentations and documents
in PDF format. It has a vibrant professional
community. Content posted on SlideShare can
be embedded in blogs and websites and shared
through social networks such as Facebook and
Twitter. SlideShare also provides statistics on
how many times a presentation or document is
downloaded and viewed.
IFAD is currently using SlideShare to post event-
specific PowerPoint presentations and documents.
Twitter
Twitter is an online social networking site where
members can post short updates (maximum
140 characters). It is useful for sharing blog
headlines, real-time updates, excerpts of news
releases, testimonies, statements, public
service announcements, accomplishments, job
announcements, factsheets and live reports
from events. Statistics, facts, figures, sound bites
and informative news items are popular content
on Twitter.
IFAD uses Twitter to share messages and news
in real time and to raise awareness about our
activities. Unlike Facebook, where only registered
‘friends’ or ‘fans’ can see your updates, content
sent through Twitter is searchable and visible to
the entire internet community.
The IFAD social reporting team uses IFAD’s
official Twitter account to report live from events.
Typically, IFAD tweets use the following hashtags:
#ifad, #agriculture, #globaldev, #agchat.
IFAD also uses event-specific hashtags such as
#GC2011, #rpr2011.
Contact the Communications Division for queries on
Twitter and to join the social reporting team.
YouTube and blip.tv
YouTube and blip.tv are online social networking
sites where members can post videos, comment on
them and subscribe to video channels.
IFAD uses YouTube to share approved corporate
video products, while blip.tv is used to share
short interviews, event-specific videos and videos
produced by IFAD-funded projects.
Contact the Communications Division for queries on
YouTube or to upload videos to blip.tv.
Links to IFAD social media channels
–– Facebook: www.facebook.com/pages/
ifad/107399332627995?ref=ts
–– Twitter: www.twitter.com/ifadnews
–– IFAD social reporting blog: www.ifad-un.
blogspot.com/
–– Blip.tv: www.ifad.blip.tv/
–– YouTube: www.youtube.com/user/IFADTV
–– Picasa: www.picasaweb.google.com/ifad.
photolibrary/
–– Slideshare: www.slideshare.net/ifad
See the Glossary of social media terms in Annex III.
Link to IFAD social media guidelines
–– www.slideshare.net/ifad/ifad-social-media-
guidelines
Contact
Roxanna Samii, Manager, Web, Knowledge
e-mail: r.samii@ifad.org ; Tel. +3906 5459 2375
D - 10
Using social media
1 2 3

Writing a blog post people want to read requires
speaking honestly and openly about a subject
that you are passionate about. It needs to be
dynamic, interesting and enjoyable. Remember it
is a conversation. (See the Using social media and
Writing for the web sections.)
Blog from the heart
Write about emerging trends and innovations
Share your ideas, opinions, insights, experience
and knowledge.
Tell a story (See the Using storytelling to share
knowledge section.)
Be original and unique.
End your blog posts with a call for action, a
message of hope, a question, an inspiration,
food for thought – something that opens a
dialogue – and ask your readers to comment
and share their ideas and opinions.
Captivate your readers
Give your blog a catchy headline. Keep
your titles short, easy to understand and
attention-grabbing. Ask a question or craft a
counterintuitive or controversial headline.
Make sure the title reflects the content of the
blog post. Remember that titles are the first
things that appear in search engine results.
Start your blog with a captivating sentence
and explain to your reader what they should
expect from it.
Make sure your blog post is scannable. (See the
Writing for the web section.)
Do not forget to include keywords/tags to help
search engines.
Blog regularly so that you do not disappoint your
readers. Start out modestly and build up – if you
begin by blogging daily and then slow down to
once a week, you will lose readers.
If you are writing a blog series, introduce it and
tell readers the series frequency.
Make sure you contribute regularly to the
IFAD social reporting blog (www.ifad-un.
blogspot.com). (See the IFAD social media
channels section.)
Develop a writing style and stick to it.
Show your passion in your writing.
Write in an inviting way that encourages your
readers to comment and engage in conversation.
Write in plain language. (See the Plain language
guidelines and Writing for the web sections.)
Help your readers
Do not use institutional jargon. If you use
technical terms, explain them thoroughly.
Keep details to the minimum – do not overburden
readers. Get to the point and do it fast!
Avoid introducing too many ideas and concepts
in one blog post; consider doing a series of posts.
Do not write propaganda blog posts.
Avoid writing about organizational matters that
may not be of interest to a larger audience –
describe your own experience.
Before publishing your post, edit it and read it aloud.
If you struggle as you read it, consider redrafting.
Include links and photographs. (See the
Accessing photographs: Using the IFAD Image
Bank section.)
Where applicable, embed2
PowerPoint
presentations and videos in your blog post. (See
the Creating your own video section.)
Resources
–– www.dummies.com/how-to/content/writing-a-
good-blog.html
–– ProBlogger blog tips
–– Blogs in plain English: http://youtube.com/
watch?v=NN2I1pWXjXI
Contact
2 YouTube, blip.tv and SlideShare provide embedded codes.
Just copy and paste these into your blog post.
3 J Writing a memorable blog post
D - 111
Writing a memorable blog post
32

and understand?
m Yes m No
find this section?
m 1 m 2 m 3 m 4 m 5
m 6 m 7 m 8 m 9 m 10
section useful.
useful to you.
m Yes m No
IFAD on the internet section

E - 1
Speaking in public
Writing for public speaking
If you write a convoluted paragraph in a text for
readers, they can slowly puzzle out its meaning.
If you deliver such a paragraph to a listening
audience, you have lost them.
An audience that is listening – either in person or
to a broadcast – has only one chance to get your
message. So when you are writing for listeners as
opposed to readers, every point has to be clearly
made. Spoken text should be shorter and simpler.
For instance, this sentence, while overly long, can
be understood in print:
“A reference group – with members from local,
regional and national government; civil society;
academia; and international development agencies
– guided the evaluation and provided detailed and
creative inputs, and improved the quality of the
end result.”
To be comprehensible to a listening audience, the
text needs to be broken up into several sentences
and structured more simply, like this:
“A reference group was established to guide the
evaluation. Its members came from regional and
national government, civil society, academia and
international development agencies. The group’s
detailed and creative inputs improved the quality of
the end result.”
1 J Delivering a compelling presentation
The best presentations are planned, prepared,
practised and delivered with flair. Knowledge,
experience and talent, together with preparation,
lead to a successful presentation – “failing to
prepare is preparing to fail.” There is nothing worse
than sitting through a boring, poorly structured
presentation. To avoid this, follow a few principles
listed below:
Planning the presentation
Make sure you understand what the target
group requires and their level of knowledge.
Be clear about what you are going to talk
about. Are you trying to persuade donors to
fund a project? Giving a status report about
IFAD’s work to partners and government
agencies? Each calls for a different style
and content. Focus on what will persuade
your audience.
Know as much as possible about your subject.
Make sure the presentation conveys memorable
messages, but do not overwhelm the audience.
Effective and compelling presentations convey a
limited number of key messages.
Use terminology that
is appropriate for the
audience. Explain
complex ideas and
illustrate with stories,
if appropriate.
In writing the text:
–– Use a simple sentence structure. Subject,
verb, object is clearest – but do not use it
exclusively or it becomes monotonous.
–– Do not put subheadings in your text – you
cannot read them out loud. Make sure the
text flows seamlessly from point to point.
The best presentations
are planned, prepared,
practised and delivered
with flair.
Delivering a compelling presentation
21

–– To signal a new topic to the audience, insert a
‘pause’ into the text to remind yourself to stop
for a moment. Make sure the first sentence of
the new topic clearly introduces it.
–– Avoid putting too many modifiers before the
noun; the listener cannot keep track of them.
For instance, ‘The team was responsible
for designing the capacity development
programme’ is preferable to ‘The team
was responsible for capacity development
programme design’.
–– Use phonetic spelling for any words that are
difficult to pronounce.
Personalize the
presentation in a
way the audience
can relate to. Use
anecdotes, humour,
quotes and personal experiences throughout
your talk. Tell stories – there is nothing more
compelling than a story and it will help you
gauge audience attention.
Structure your presentation so it has a:
–– Beginning: where you break the ice.
Capture the audience’s attention, connect
with them and clarify your objective. Prepare
a concise beginning and consider using an
anecdote or a question.
–– Middle: where you convey your key
messages in a logical sequence, each point
building on the preceding one, using clear
and simple language.
–– End: where you repeat your objective,
summarize your key messages and end the
presentation on a high note.
Plan to present for your allotted time – if you talk
longer people may begin to lose patience.
Rehearse the presentation in front of an
audience or a mirror – but do not over-rehearse,
and do not memorize the presentation, or it will
sound stale and mechanical. Time yourself while
rehearsing to make sure you are within your
allotted time.
Anticipate questions you may be asked and
prepare responses.
Engaging with the audience
Giving a presentation is like being an actor. You are
engaging with the audience, and you want them to
be engaged with you. Here are some tips:
Pitch your voice as if you were speaking to
the back row. Speak slowly to allow the sound
to carry.
Maintain eye contact with a number of people
in different parts of the auditorium. This helps to
make the audience feel involved.
Throughout the presentation clarify unfamiliar
terms and definitions.
Add humour wherever appropriate. Keep the
audience interested throughout the presentation.
Pause. Allow yourself and the audience a little
time to reflect and think. Do not race through
your presentation.
Show enthusiasm for your subject and put
energy into your talk.
When you are asked a question, move
towards the person who asked it. Repeat the
question and when appropriate rephrase it
for the audience.
Have handouts ready and give them out at the
end of the presentation. If you distribute the
handout before, the audience will start reading it
and will not listen to you. Tell the audience ahead
of time that you will give them handouts so they
do not have to waste time taking unnecessary
notes while you speak.
Delivering without mishaps
Inspect the location to ensure that seating
arrangements and equipment (whiteboard,
blackboard, lighting, projection screen, sound
system) are suitable. If you are using audio-visual
aids, test the equipment in advance to make
sure everything is set up and working.
Put your watch on the podium so you can keep
an eye on the time.
Speak slowly and loudly and enunciate
clearly. Sound confident and speak with
conviction. Vary the tone of your voice and
dramatize if appropriate.
Remember: Talk to your
audience, not to a screen
or your script.
Speaking in public
E - 2
21

If you make an error, correct it and continue.
Do not make excuses or apologize.
Show proper emotion and feeling relating to
your topic.
Body language is important. Avoid sitting down
or standing in one place with your head down.
Occasionally move towards the audience.
If you are using slides, move from one side of
the screen to the other.
Do not read from the speech. A glance at your
notes should be all you need. Spend most of the
time looking at the audience.
Avoid annoying mannerisms such as repeated
use of “okay” or “I mean” or “you know”.
If you have to omit portions of your talk, do not
tell the audience you are doing so.
Know when to stop talking. Leave your listeners
with a positive impression and a sense of
completion. Thank the audience.
Plan to stay after your presentation. People may
want to talk with you about it.
After your talk, do a self-evaluation. (See After-
action review methodology in Annex IV.)
Make notes about what went well and what
could be done better.
Using visual aids and PowerPoint
Before deciding whether to use PowerPoint or other
types of visual aids, remember that:
You are the best medium to convey
your message.
PowerPoint works best for things that are
presented visually, not verbally. It helps when
you need to draw a picture.
If you are speaking while the audience is reading
a slide, their attention is divided between
listening and reading. This prevents them from
absorbing your verbal and written message.
If you decide to use PowerPoint:
Use it only as a presentation aid. If you want to
give the audience a written copy of your main
points, put them in a simple document and hand
it out after the presentation.
Use the IFAD
PowerPoint template,
which helps establish
a consistent visual
image of IFAD across
the organization.
Contact: Mark Forrest, Manager, Graphic Design
Services, Communications Division
e-mail: m.forrest@ifad.org ; gds@ifad.org ;
Tel: +39 06 5459 2216
To PowerPoint or not
to PowerPoint?
That is the question!
Speaking in public
E - 3
21

Insert a blank slide after each content slide.
Click to the blank slide when you have finished
discussing the content slide to focus the
audience back on you. Alternatively, tap the
‘b’ key to make the screen go blank after you
have finished discussing a slide. This prevents
people from being distracted by the next slide
while you are speaking.
Speak towards the slide (but never read slides)
while having the audience look at it.
Minimize text: use photographs, maps or
simple graphics, such as line graphs or bar
charts – and make sure they are legible.
Use only 7 to 10 slides. Spend about
90 seconds talking about each slide. Try and
restrict each slide to a
maximum of 5 lines and
each line of text to no
more than 10 words.
Use key words and phrases on slides, not
complete sentences. Limit punctuation and do
not use block capitals.
Avoid filling slides with equations and formulas.
Use a large font for text – 24 or 30 points.
Combine text with pictures.
Make your slides logical and easy to follow. Put
the title at the top. Proofread for spelling errors.
Avoid fancy fonts and excessive use of
animation, sound clips, transitions and other
distracting features. Keep it simple.
Use colour for emphasis but do not overdo
it. Use contrasting colours for text and
background. Dark text on light background
is best.
Leave ample margins on all four sides with an
extra wide margin at the bottom. Keep important
information near the top of the slide. Often the
bottom part of the slide cannot be seen from
the back rows because heads are in the way.
If you need to use a slide more than once, copy
and insert it in the appropriate places – do not
go back to it.
Make sure your presentation can run on any
computer, and back it up onto a thumb drive.
Resources
–– TedTalks (www.ted.com/): These are the best
presentations to watch. You will see what a good
presentation is all about. Click here to learn
about the philosophy of TedTalks success
(www.fastcompany.com/magazine/148/how-ted-
became-the-new-harvard.html?page=0%2C0)
–– Witt Communications (www.wittcom.com): A
website for public speaking, with many helpful
tips and links
–– Presentation checklist (www.faemse.org/
downloads/checklist.pdf): A comprehensive
checklist to make sure you remember
everything when preparing and delivering
a presentation
–– PowerPoint Presentations: The Good, the
Bad and the Ugly (www.shkaminski.com/
Classes/Handouts/powerpoint.htm): This useful,
even-handed document details the pros and
cons of PowerPoint.
–– This one-pager from the Seven Minute Star
provides some of the do’s and don’ts of
PowerPoint www.thesevenminutestar.com/
morepowertoyourpoint_dosdonts.pdf
–– These two short, humorous videos show the
hazards of PowerPoint and offer tips for its
proper use:
http//:www.youtube.com/watch?v=gNG0etmnwuk
http//:www.youtube.com/watch?v=jFfFQ9XU7Jw
Contact
Make your meetings
participatory and fun.
Speaking in public
E - 4
21

2 J Facilitating a meeting
The basics
Facilitation is the process of guiding a group to
share ideas, opinions, experiences and expertise
to achieve a common goal. The role of the
facilitator is to ensure that the group works as a
constructive and cohesive unit and that it arrives
at its own answers, decisions or deliverables.
Facilitators help the group to:
–– Make decisions
–– Share information
–– Plan work
–– Learn from one another
–– Solve problems.
The success of an event is closely tied to the skill
of the facilitator and their preparation for the event.
Good facilitators concentrate on three dimensions:
results, relationships and process.
There are countless ways to facilitate an event, but
they all rest on a series of basic tasks:
Make everyone feel comfortable and valued
–– Get to know them
–– Use open body language
–– Engage people as individuals and thank them
for their contributions.
Encourage participation
–– Use open-ended questions
–– Draw out silent participants without putting
them on the spot
–– Use visual aids
–– Consult the group
–– Break into smaller groups.
Prevent and manage conflict
–– Use team-building activities
–– Set ground rules
–– Search for agreement
–– When necessary, agree to disagree –
expressing respect for all views.
Listen and observe
–– Listen actively
–– Scan the room: listen for nervous laughter,
raised voices, pockets of silence
–– Do not make assumptions
–– Check for understanding
–– Rephrase and summarize participants’ responses
–– Write it down.
Guide the group
–– Appoint a timekeeper
–– Refer to the agenda and objectives, but stray
from them when necessary
–– Challenge participants’ assumptions
–– Encourage them to go beyond the first solution;
develop creative tension
–– Encourage initiative, ask about Plan B and Plan C
–– Ask them about the short and long term,
milestones and a continuity plan
–– Use a parking lot for concepts that do not fit
into the current topic.
Ensure quality decisions
–– Remind the group about decision deadlines
–– Review criteria and supporting information
–– Review the decision-making process
–– Poll the group before major decisions
–– Review the decision as a group.
Ensure commitment to action
–– Review objectives for each agenda item
–– Record decisions
–– Develop an action plan
–– Ensure the team leader will follow up.
After the event, take the time to do an after-action
review (see Annex IV). It will help you assess
what worked and what you would like to revise for
next time.
Speaking in public
E - 5
Facilitating a meeting
1 2

Ice breakers and energizers
Ice breakers and energizers are techniques used
to encourage participants to interact with each
other. Ice breakers allow participants to ‘warm up’
at the beginning of the workshop and get to know
each other. Energizers are important to keep
participants alert. Use energizers after lunch and/or
after a boring presentation!
Tagging
Tagging allows participants to ‘tag’ themselves
with three words that describe them professionally
or personally. These are written on a sheet of
paper and pinned to themselves. Everyone spends
about ten minutes mingling and talking about each
other’s ‘tags’ and forming clusters of groups with
similar tags.
Who am I?
The “Who am I” ice breaker is good for getting
people to talk to on another. Write down names
of 30 famous people on post-it notes and put one
on each person’s forehead – without letting them
see the name. Then people mingle and pose ‘yes
or no’ questions to other participants to figure out
who they are.
Share one fact about yourself
Each person stands up and shares one fact
about themselves.
Human spectogram
Human spectogram is useful as an ice breaker,
energizer and evaluation mechanism. Place
coloured tape on the floor in an open area.
Mark one end as ‘Strongly agree’ and the opposite
end as ‘Strongly disagree’. Then read out short
statements and ask the participants to place
themselves along the tape, or ‘spectogram’,
according to how they feel about the statement.
They should stand closer to the ends if they have
strong opinions and closer to the middle if they
feel less strongly.
The facilitator questions people along the line,
asking them why they are standing where they are.
Enthusiasm is encouraged in describing positioning,
and listeners are encouraged to shift their position
on the spectrogram as points are made that alter
their thinking on the question. The activity is more
fun if the statements are controversial or extreme,
yet rather vague and ambiguous, encouraging
participants to interpret the statements in
whatever way they wish. The results often produce
conversation among the participants and a good
‘mapping’ of the topics and opinions that people
want to explore and discuss.
State of mind
This quick feedback/evaluation method is useful at
the end of a learning event or workshop.
Ask the participants to express their state of mind
by completing one or more of these phrases:
–– I am shocked…
–– I am amazed…
–– I am mildly surprised…
–– I am disappointed…
–– I am depressed that…
–– I am so bored hearing about…
–– I am delighted that…
Resources
Facilitation methods: http://wiki.ifad.org/wiki/
Category:KM/KS_method
Contact
Speaking in public
E - 62
Facilitating a meeting
1

Speaking in public
and understand?
m Yes m No
find this section?
m 1 m 2 m 3 m 4 m 5
m 6 m 7 m 8 m 9 m 10
section useful.
useful to you.
m Yes m No
Speaking in public section

F - 1
Keeping each other in the loop
Effective internal communications enables staff to do
their jobs efficiently and work together towards the
same organizational goals. Internal communications
facilitates information flow within the organization
and creates a team environment. It makes sharing
information across the workplace easier and more
efficient, promotes synergies and avoids duplication.
Internal communications is fundamental to our
work, especially as staff are increasingly dispersed
in country offices around the world. But thanks
to technology, physical distance is no longer a
major obstacle to communications. The intranet,
e-mail, Yammer and Skype together serve as both
a formal tool for communicating official information
and a tool for IFAD staff to use more casually to
exchange ideas.
IFAD works to facilitate good internal
communications among staff to:
–– Create a sense of belonging
–– Enhance staff engagement and understanding
–– Facilitate sharing of lessons learned and knowledge
–– Help people make informed decisions
–– Raise awareness of IFAD’s vision, priorities and
operations and help communicate them.
Internal communications is a two-way process:
it involves listening to people as much as
disseminating information. It includes:
–– Listening,
understanding,
questioning and
clarifying
–– Being visible and
honest even when you need to deliver bad news
–– Communicating in a timely manner
–– Sharing feedback.
Internal communications can be verbal (face to
face, telephone) or written. Whatever the
form, the challenge
is to communicate
effectively by conveying
your message in a
clear, concise and
comprehensive way. That includes avoiding
ambiguity and excessive jargon.
Working together
1 J Tools and methods of internal communications
Until recently, internal communications in IFAD was
limited to traditional forms:
–– Written: memorandums, e-mails (see Annex V),
intranet, computer log-on messages
–– Telephone calls
–– Face-to-face meetings.
New methods of communication have been
developed that are efficient, transparent and
friendly. These include:
Social media/Web2.0 tools: Yammer, Twitter
and blogs that allow headquarters and country
office colleagues to keep in regular touch.
Blogs can be used to share success stories
and knowledge and report on internal and
external events. (See the Using social media
and Writing a memorable blog post sections.)
Keep up with what’s
going on at headquarters
and in the field.
Share your stories,
initiatives, challenges
and successes.
Tools and methods of internal communications
1

Instant messaging: Yammer and Skype allow
colleagues to communicate with each other
efficiently and reduces the number of e-mails.
–– Yammer is useful if you require written
answers immediately. For more information
on joining the IFAD Yammer community
consult: http://wiki.ifad.org/wiki/Yammer.
–– Skype is useful for instant messaging
and videoconferences.
–– IFAD strongly encourages the use of these
tools – make sure you include your Yammer
and Skype usernames as part of your e-mail
signature block.
–– Social reporting (http://ifad-un.blogspot.
com/): This tool allows people who are
not participating in an event to follow and
interact with participants and speakers.
And photos, videos, PowerPoint presentations
and comments can be shared in real time.
Social reporting promotes transparency,
accountability and openness.
Choosing the best mode
of communication
Face-to-face communication is appropriate when
you need to:
–– Obtain immediate feedback from your message
–– Have a conversation to obtain additional
information quickly
–– Interpret body language and
non-verbal messages
–– Communicate something confidential or sensitive.
Written communication is appropriate when:
–– You need a record
–– Information is too lengthy or complex to
be remembered
–– The recipient is required to take action.
Skype and Yammer now bridge the difference
between face-to-face and written communication.
You can use Skype if your communication need
fits the ‘face-to-face’ criteria and Yammer for the
‘written’ criteria.
Pros and cons of
communication tools
E-mail. It is an easy way to communicate,
especially for information that needs to be
retained. And it is an easy way to send an
electronic document. E-mail is less intrusive
than a phone call or meeting.
But e-mail is impersonal, and excessive
e-mail correspondence hampers productivity.
Avoid sending e-mails for every little thing and
copying all the people in the group. See Tips
for writing e-mails (Annex V).
Telephone. Connects people to remote
locations. Telephone calls are useful when
information needs to be conveyed quickly
and an instant response is required. It is also
better than written communication (but not as
good as meeting face to face) for discussing
confidential or sensitive information.
But a telephone call leaves no record and it
can be intrusive. Also, as it is verbal, points can
be forgotten or misconstrued. To avoid these
drawbacks, reiterate the information at the
close of the conversation. If time is important,
but the conversation covers points that require
action, follow up with an e-mail.
Meeting. Group meetings are effective for
brainstorming, thinking creatively as a team,
working together visually or when a ‘sounding
board’ is required to evaluate an idea.
When held at reasonable intervals, staff
meetings are useful for building morale and
team spirit. Individual or small-group meetings
are appropriate when communicating
sensitive information because they allow
reactions to be gauged.
But excessive meetings can reduce
productivity. Large meetings use up staff
resources – they should follow an agenda and
be as short as possible.
Working together
F - 2
1

Tips for written communication
Write concisely using plain English (See plain
language guidelines https://intranet.ifad.org/
divisions/ead/ec/plainlanguage/guidelines.pdf
and the IFAD style manual https://xdesk.ifad.
org/sites/lsx/IFADs%20manuals/English%20
Manual/English%20Reference%20Manual.aspx.
Avoid jargon, acronyms and technical terms
that may be unclear or ambiguous to recipients.
Use neutral language – remember the recipient
does not have the visual and auditory cues that
give your words context. Be careful to avoid
language that could be hurtful or misinterpreted.
Write in an approachable style but avoid being
too ‘chummy’ or flippant – you do not know
who might read your message.
Avoid criticizing people or saying anything you
would not want repeated or shared – remember
that written communications are permanent.
Internal tools
Log-on messages (IFADNews): The primary
tool to communicate corporate, regional and
divisional information. Please send requests for
log-on posting to webteam@ifad.org at least
24 hours in advance.
Intranet: Accessible from headquarters and
country offices. It serves as a central repository
and provides access to (among others):
–– Operational and administrative policies,
manuals and guidelines
–– Links to web-based corporate applications
and documents
–– Event announcements
–– IFAD social reporting blog
–– Senior managers’ calendars
–– Management travel plans and officers
in charge.
To set up an intranet subsite or presence for
your division/work unit, please contact the Web,
Knowledge and Internal Communications Unit at
webteam@ifad.org.
Divisions and users are responsible for maintaining
their sections of the intranet. Originators of
documents posted on the intranet are in charge of
archiving information that has become obsolete.
Requests for posting and updating the intranet
should be sent to webteam@ifad.org.
Corporate internal communications, such as
President’s Bulletins and information circulars,
should be sent to the Communications Division
for clearance.
Briefing sessions: The unit regularly offers
briefing sessions on internal communications
tools and methods. For more information see
contact details below.
Contact
and Internal Communications Unit,
Working together
F - 3
1

Working together
and understand?
m Yes m No
find this section?
m 1 m 2 m 3 m 4 m 5
m 6 m 7 m 8 m 9 m 10
section useful.
useful to you.
m Yes m No
Working together section

Annexes
J Annex I
Additional information that may be included
(all of the following can be tailored to specific
requirements):
Social media. IFAD encourages participants
and journalists to use social media channels
and report live from events. Join IFADNews
on Twitter (www.twitter.com/ifadnews) and
on Facebook (www.facebook.com/pages/
ifad/107399332627995?ref=ts). When tweeting,
please use the following hashtags:
–– #agriculture, #agchat, #ifad
–– When quoting IFAD President, use @knwanze
–– When quoting other IFAD officials, use #ifad
and the person’s last name .
For queries on IFAD’s social media channels,
please contact Roxanna Samii, r.samii@ifad.org
or webteam@ifad.org ; Tel: +39 06 5459 2375 .
Videos. For video footage and packages,
please contact James Heer, j.heer@ifad.org
or video@ifad.org ; Tel: +39 06 5459 2550 .
Images. For images of IFAD’s work, please
visit the IFAD image bank (http://photos.ifad.
org). For queries, please contact Susan Beccio,
s.beccio@ifad.org or gds@ifad.org .
For more information on IFAD’s work, please visit
www.ifad.org .
Press Release No: IFAD/xx/2012 (Press releases
issued by headquarters are numbered. Numbers
are assigned by the Media Relations and External
Communications Unit, ifadnewsroom@ifad.org).
Country Offices issuing press releases may wish to
develop a similar numbering system.)
Template for standard press release
[Headline] – Keep it short, keep it catchy, keep
it accurate. It should sum up the main theme of
the story. Use action verbs that do not repeat
the wording of the lead paragraph.
[Sub-heading, if applicable].
[City, date] – The lead paragraph should sum
up the story and grab the reader’s attention
and should spell out IFAD’s name on the first
reference. See example at: www.ifad.org/media/
press/2011/65.htm .
The second paragraph should provide
supporting details: when, where, how, who.
See example at www.ifad.org/media/
press/2011/65.htm .
The third paragraph should provide more
background detail and supporting facts and
statistics. (See above link.)
The fourth paragraph should be a quote from
the President or other senior official. Quotes
should stand alone – not be embedded in
a paragraph – and include name and title,
without using honorifics such as Mr, Mrs or Dr.
(See above link.)
Other paragraphs should provide more
supporting information, including any historical
information about the project or programme.
[IFAD boilerplate text].
For more information, please contact [Contact
Name, Title, Tel/e-mail].
###
the hashtag sign indicates the end of
the document.
G - 1
Annex I

J Annex II
Template for standard
media advisory
[Headline] – Keep it short and catchy.
[Sub-heading, if applicable]
[City, Date] – Describe in a short paragraph the
event, its importance and why it is taking place.
–– What: Title/description of the event
–– When: Date and time of the event
–– Where: Location of the event – address
–– Who: Key people participating in the event –
names and titles.
Provide contact details and information on
accreditation, if applicable.
More information on event if necessary.
Additional information that can be included (all of
these can be tailored to meet specific requirements):
Social media. IFAD encourages participants
and journalists to use social media channels and
report live from the event. Join IFADNews on
Twitter (http://www.twitter.com/ifadnews) and on
our Facebook page (http://www.facebook.com/
pages/ifad/107399332627995?ref=ts). When
tweeting, please use the following hashtags:
–– #agriculture, #agchat, #ifad
–– When quoting IFAD President, use
@knwanze
–– When quoting other IFAD officials, use #ifad
and the person’s last name.
For queries on IFAD’s social media channels,
please contact Roxanna Samii, r.samii@ifad.org ;
Tel: +39 06 5459 2375.
Videos. For video footage and packages, please
contact James Heer, j.heer@ifad.org ;
Tel: +39 06 5459 2550.
Images. For images of IFAD’s work, please visit
the IFAD image bank (http://photos.ifad.org).
For queries, please contact Susan Beccio,
s.beccio@ifad.org.
For more information on IFAD’s work, please visit
www.ifad.org.
[IFAD boilerplate text].
Media Alert No: IFAD/xx/2011 (Media alerts
issued by headquarters are numbered. Numbers
are assigned by the Media Relations and External
Communications Unit, ifadnewsroom@ifad.org.
Country Offices issuing media alerts may wish to
develop a similar numbering system.)
Annexes
G - 2
Annex II

J Annex III
Glossary3
of social media terms
Blog: A blog is an “online journal” that is updated
on a regular basis with entries that appear in
reverse chronological order. Blogs can be about any
subject. They typically contain comments by other
readers, links to other sites, photos and videos.
Creative Commons: Creative Commons is a
not-for-profit organization and licensing system
that offers creators the ability to fine-tune their
copyright, spelling out the ways in which others
may use their works.
Crowdsourcing: Crowdsourcing refers to
harnessing the skills and enthusiasm of those
outside an organization who are prepared to
volunteer their time contributing content or skills
and solving problems.
Embedding: Embedding is the act of adding
code to a website so that a video or photo can be
displayed while it’s being hosted at another site.
Users now watch embedded YouTube or blip.tv
videos or see Picasa photos on blogs rather than on
the original site.
Facebook: Facebook is the most popular social
networking site in the world. Users may create
a personal profile, add other users as friends
and exchange messages, including automatic
notifications when they update their profile.
Additionally, users may join common interest user
groups and Facebook pages of organizations.
3 Courtesy of socialbrite.org/sharing-center/glossary (accessed
on 30 December 2010)
Geotagging: Geotagging is the process of adding
location-based metadata to media such as photos,
videos or online maps. Geotagging can help users
find a wide variety of location-specific information.
For instance, one can find images taken near a
given location by entering latitude and longitude
coordinates into a suitable image search engine.
Hashtag: A hashtag is a community-driven
convention for adding additional context
and metadata to tweets. Similar to tags
on blogposts, you can add hashtags to Twitter
posts by prefixing a word with a hash symbol
(or number sign). Twitter users use hashtags to
aggregate, organize and discover relevant posts.
Metadata: Metadata refers to information —
including titles, descriptions, tags and captions —
that describes a media item such as a video, photo
or blog post.
Microblogging: Microblogging is the act
of broadcasting short messages to other
subscribers of a Web service. On Twitter, entries
are limited to 140 characters. Microblogging is
also known as microsharing.
Social media: Social media are works of user-created
video, audio, text or multimedia that are published
and shared in a social environment, such as a blog,
Facebook, Twitter, or photo and video hosting site.
More broadly, social media refers to any online
technology that lets people publish, converse and
share content online.
Annexes
G - 3
Annex III

Social networking: Social networking is the act of
socializing in an online community. A typical social
network such as Facebook allows you to create
a profile, add friends, communicate with other
members and add your own media.
Tags: Tags are keywords added to a blog post,
photo or video to help users find related topics
or media, either through browsing on the site or
as a term to make your entry more relevant to
search engines.
Tweet: A tweet is a post on Twitter, a real-time
social messaging system. While everyone agrees
on usage of tweet as a noun, people disagree
on whether you “tweet” or “twitter” as a verb.
RT stands for retweet: Users add RT in a tweet
if they are reposting something from another
person’s tweet.
Twitter: Twitter is a popular social network that
lets members post updates of no more than
140 characters. People have begun using Twitter
in interesting ways to point to news stories,
to raise awareness about their activities and
much more.
Web2.0: Web2.0 refers to the second generation
of the Web, which enables people to share
different types of content, ranging from text
to photos, audio and video files. Web2.0 has
transformed the internet to become a platform for
self-expression, education and advocacy.
YouTube: YouTube is the world’s most popular
video hosting site.
Contact
and Internal Communications Unit,
Annexes
G - 4
Annex III

J Annex IV
Annexes
After-action review methodology
Shortly after completing a major activity such as a
presentation or training, it is a good idea to capture
lessons learned while they are still fresh in your
mind. To do so, ask yourself these four questions
and write down the answers:
1. What was supposed to happen?
What were your goals, objectives and
expectations? What was on the agenda?
What outcomes and outputs were intended?
Every speech and presentation has, or should
have, a goal. What did you want the audience
to do as a result of listening to you?
2. What actually happened?
Describe and note what occurred without
comment or judgement. You might want to start
by listing events in the order they occurred.
Or you could focus on the main events, themes
or issues that developed.
Many things happen before, during and after a
presentation that contribute to its success or
failure. Review as many of them as possible. Then
ask yourself, did your speech achieve its goal?
3. What are the reasons for the difference
between what was supposed to happen and
what did happen?
The point of this inquiry is not to assign blame
or to grade the effort. Its purpose is to identify
strengths and weaknesses, propose solutions
and adopt a course of action that will correct
problems or improve future performance.
Analyse both the things that worked well and the
things that did not work so well. Did you capture
the audience’s attention with your opening?
Did people laugh at your humour? Did the room
setup work for you? Were you able to answer
the questions people raised?
4. What did you learn?
What did you do that you want to remember to do
in the future? What do you want to do differently?
Resources
–– A more elaborate methodology
–– Introduction to After Action Reviews
–– USAID After-Action Review Technical Guidance
–– After-Action Review http://wiki.ifad.org/wiki/
After_action_review
G - 5
Annex IV
2

Tips for writing e-mails
E-mail is a useful tool for connecting and
communicating with others. Follow the guidelines
below to use it effectively:
Use the right tool for the right job. Before
drafting a message, consider if e-mail is
the best medium for communication. Avoid
sending an e-mail if a meeting or telephone
call would be more effective. Use other tools
such as Outlook Calendar or Doodle to set up
a meeting.
Be courteous and considerate. As your
recipient cannot ‘hear’ your tone in an e-mail
your message can easily be misunderstood.
Taking extra care to be courteous will reduce the
possibility of your message being misconstrued.
Never criticize or blame in e-mail. If the
subject is sensitive or you are annoyed, save
the message as a draft – come back to it later
and read it again before sending.
Carefully target your addressees. An e-mail
message must be appropriate and relevant to
every single recipient.
Use ‘to’ and ‘cc’ appropriately. Address the
message to the person who must take action.
The ‘cc’ line should only contain addresses of
people who need to be informed.
Do not send confidential information via
e-mail. You have no control over forwarding of
your message.
Begin with a precise subject. The subject
line should be as informative to the recipient
as it is to you. Never leave it blank. Change
the subject as required to keep it relevant –
for example, change automated subject lines
such as ‘Rank Xerox’ to something meaningful
before forwarding.
Never use e-mail for urgent matters. Use
the three-hour rule: if your message requires
a response within three hours, use a different
method to communicate, such as the telephone
or in person.
Do not hide behind e-mail. To convey a
sensitive message, use the telephone or meet
in person.
Send attachments that your recipients
can access.
–– If you are sending a document for review
in-house, send a link to the document on
the IFAD xdesk and be sure your recipient
has access rights.
–– If you send a document outside IFAD, keep
in mind that your recipient may have a slow
internet connection and find it difficult to
open a large attachment.
Guidelines for replying to and
forwarding e-mail
Use ‘reply to all’ sparingly. Avoid using ‘reply
to all’ unless all recipients need to receive the
information. Remove recipients from the ‘to’ and
‘cc’ lines if your response is not relevant to them.
Practise the rule of three replies. If a
message has cycled back and forth through
three or more messages, and the issue has
not been resolved, use another communication
method, such as meeting face to face.
Do not send one-word responses. Avoid
replying just to say ‘thanks!’ or ‘okay!’. If you
wish to confirm that you have received a
message, send a response only to the sender.
Give the recipient the full background at
the beginning of your reply. With e-mail
you should give the recipient some relevant
background at the start of your reply. For
example, state your location (and your time
zone) if you are not at headquarters.
Be careful about forwarding. Forward
messages only when the recipient needs to
know or have the information.
J Annex V
Annexes
G - 6
Annex V

J Annex VI
Annexes
Who’s Who in IFAD Communications
The Communications Division’s work covers
the wide gamut of internal and external
communications, including: event planning
and coordination; media relations; writing and
publications; graphic design and photography;
radio, television and video production; web and
electronic media; distribution; and information
and knowledge management.
Cassandra Waldon, Director of Communications
e-mail: c.waldon@ifad.org
Tel: +39 06 5459 2659
Bob Baber, Administrative Assistant and
Communications Toolkit Coordinator
e-mail: b.baber@ifad.org
Tel: +39 06 5459 2023
The Media Relations and External
Communications Unit gives assistance and
advice on the best use of media opportunities.
The unit also offers help in preparing press
materials, advice on dealing with media
requests and difficult reporters, and in-person
media training.
e-mail: ifadnewsroom@ifad.org
e-mail: f.haquerahman@ifad.org
Tel: +39 06 5459 2485
Katie Taft, Communications Officer – External
Communications and Media Relations
e-mail: k.taft@ifad.org
Tel: +39 06 5459 2396
David Paqui, Communications Officer – Events
e-mail: d.paqui@ifad.org
Tel: +39 06 5459 2213
Jessica Thomas, Communications Assistant
e-mail: j.thomas@ifad.org
Tel: +39 06 5459 2215
The Writing and Publications Unit researches,
writes and coordinates production of a wide
variety of printed, spoken and web-based
products designed to raise global awareness
of rural poverty and promote an informed
understanding of IFAD’s work.
e-mail: wpu@ifad.org
Bruce Murphy, Manager, Writing and Publications
e-mail: b.murphy@ifad.org
Tel: +39 06 5459 2693
Hazel Bedford, Communications Officer – Writer
e-mail: h.bedford@ifad.org
Tel: +39 06 5459 2672
Karen Zagor, Communications Officer – Writer
e-mail: k.zagor@ifad.org
Tel: +39 06 5459 2761
G - 7
Annex VI

The Graphic Design Services Unit supplies
graphic communications support to all IFAD
divisions and country offices. The unit develops
and produces graphic communications materials
for print, press, television, web, multimedia
products and events. gds@ifad.org
Mark Forrest, Manager, Graphic Design Services
e-mail: m.forrest@ifad.org
Tel: +39 06 5459 2216
Birgit Plöckinger, Graphic Designer
e-mail: b.plockinger@ifad.org
Tel: +39 06 5459 2529
Susan Beccio, Photography and Print Producer
e-mail: s.beccio@ifad.org
Tel: +39 06 5459 2479
Nancy Sadek, Communications Assistant
e-mail: n.sadek@ifad.org
Tel: +39 06 5459 2606
The Broadcast Communications Unit
researches and produces a variety of television,
radio and multimedia products that raise global
awareness of rural poverty. The unit ensures the
quality of all visual media products that carry the
IFAD logo and provides a consultation service
on video production to others in the institution.
e-mail: video@ifad.org
James Heer, Manager, Broadcast Communications
e-mail: j.heer@ifad.org
Tel: +39 06 5459 2550
Joanne Levitan, Broadcast Specialist
e-mail: j.levitan@ifad.org
Tel: +39 06 5459 2509
Enza Falco, Communications Assistant
e-mail: e.falco@ifad.org
Tel: +39 06 5459 2033
The Web, Knowledge and Internal
Communications Unit plans, researches and
produces a variety of web-based, internal
communications and knowledge products.
The Unit manages the content of IFAD’s
website and coordinates the organization’s
social media activities.
e-mail: r.samii@ifad.org
Tel: +39 06 5459 2375
Timothy Ledwith, Web Writer and Internal
Communications Officer
e-mail: t.ledwith@ifad.org
Tel: +39 06 5459 2356
Beate Stalsett, Associate Professional Officer –
Web and Internal Communications
e-mail: b.stalsett@ifad.org
Tel: +39 06 5459 2487
Daniela Cuneo, Communications Assistant,
Internal Communications and Social Media
e-mail: d.cuneo@ifad.org
tel. +39 06 5459 2453
Other contributers
Sophie De Vos, Geographic information
System Specialist
e-mail: s.devos@ifad.org
tel. +39 06 5459 2870
Christian Assogba, Research and
Distribution Assistant
e-mail: c.assogba@ifad.org
tel. +39 06 5459 2749
Annexes
G - 8
Annex VI

Annexes
and understand?
m Yes m No
find this section?
m 1 m 2 m 3 m 4 m 5
m 6 m 7 m 8 m 9 m 10
section useful.
useful to you.
m Yes m No
Annexes section

IFAD Communications toolkit

More Related Content

Similar to IFAD Communications toolkit (20)

More from IFAD International Fund for Agricultural Development (20)

IFAD Communications toolkit