Short Description
Deliverable D6.2 provides an updated multi-level communication and dissemination strategy for InnWater at Month 34 (December 2025). It takes stock of what has been done since the project started in March 2023, refines the priorities for the final months and clarifies how InnWater’s outputs will remain visible and reusable after the end of the project.
The document first recalls the overall ambition: supporting more inclusive and better coordinated water governance by making InnWater’s work understandable, accessible and useful for the people concerned. It explains how communication, dissemination and exploitation are connected, in particular through the growing focus on Key Exploitable Results (KERs), and how the strategy has progressively shifted from general project visibility towards more result-oriented messages.
A consolidated overview of activities since the first strategy (D6.1) is then presented. It shows how the website has become the main entry point for information and public results, how news items, event pages, the media center and pilot-site pages document major outputs, and how LinkedIn has emerged as the central social media channel for professional audiences. Public deliverables, communication materials and scientific or technical publications are briefly mapped to the main types of audiences they serve.
On this basis, the updated strategy sets clear priorities for the remaining months of the project. It identifies the audience segments that are now central – water managers and public authorities, technical practitioners, researchers and students, NGOs and local partners – and those that require specific effort, such as political decision-makers outside the “water circle” and potential replication territories. It confirms that communication and dissemination will concentrate on a limited number of anchors: the website, the InnWater governance platform, the Learning Environment and LinkedIn, supported by a small set of key formats such as KER factsheets and short videos.
A concrete communication rhythm is outlined for the final phase: visibility around the latest events and webinars, a stronger spotlight on KERs and core tools in early 2026, and targeted communication linked to the Final General Assembly and the public opening of the governance platform. Each major message is associated with a stable access point (platform page, factsheet, website) to facilitate reuse.
Finally, the deliverable explains how these arrangements extend beyond the formal end of InnWater. The governance platform including Learning Environment will host tools, pilot sites illustration and learning resources over the longer term, while the project website will act as a gateway to these assets and to public deliverables. The WaterGovernance2027 cluster and partners’ own networks and training activities will provide additional channels for maintaining visibility and integrating InnWater outputs into future initiatives. Monitoring arrangements and attention to gender equality, social inclusion and ethics provide the cross-cutting frame within which communication and dissemination will continue to be steered.
The document first recalls the overall ambition: supporting more inclusive and better coordinated water governance by making InnWater’s work understandable, accessible and useful for the people concerned. It explains how communication, dissemination and exploitation are connected, in particular through the growing focus on Key Exploitable Results (KERs), and how the strategy has progressively shifted from general project visibility towards more result-oriented messages.
A consolidated overview of activities since the first strategy (D6.1) is then presented. It shows how the website has become the main entry point for information and public results, how news items, event pages, the media center and pilot-site pages document major outputs, and how LinkedIn has emerged as the central social media channel for professional audiences. Public deliverables, communication materials and scientific or technical publications are briefly mapped to the main types of audiences they serve.
On this basis, the updated strategy sets clear priorities for the remaining months of the project. It identifies the audience segments that are now central – water managers and public authorities, technical practitioners, researchers and students, NGOs and local partners – and those that require specific effort, such as political decision-makers outside the “water circle” and potential replication territories. It confirms that communication and dissemination will concentrate on a limited number of anchors: the website, the InnWater governance platform, the Learning Environment and LinkedIn, supported by a small set of key formats such as KER factsheets and short videos.
A concrete communication rhythm is outlined for the final phase: visibility around the latest events and webinars, a stronger spotlight on KERs and core tools in early 2026, and targeted communication linked to the Final General Assembly and the public opening of the governance platform. Each major message is associated with a stable access point (platform page, factsheet, website) to facilitate reuse.
Finally, the deliverable explains how these arrangements extend beyond the formal end of InnWater. The governance platform including Learning Environment will host tools, pilot sites illustration and learning resources over the longer term, while the project website will act as a gateway to these assets and to public deliverables. The WaterGovernance2027 cluster and partners’ own networks and training activities will provide additional channels for maintaining visibility and integrating InnWater outputs into future initiatives. Monitoring arrangements and attention to gender equality, social inclusion and ethics provide the cross-cutting frame within which communication and dissemination will continue to be steered.