The Communication Plan
The 2025 Communication Plan was developed in accordance with the following University planning and management documents:
- University Strategic Plan 2024-2026
- Integrated Activity and Organization Plan (PIAO) 2025-2027
- Single University budget forecast for the annual authorization period (2025 financial year) and the three-year non-authorization period.
University Strategic Plan 2024-2026
Integrated Activity and Organization Plan (IAO) 2025-2027
A strategic function for the Università Mediterranea
The Università Mediterranea's annual Communications Plan represents an essential strategic tool for translating the directions and objectives outlined in the University's Strategic Plan into concrete actions.
In a rapidly changing institutional and social context, communication plays an increasingly crucial role in supporting governance decisions, accompanying their evolution with a flexible, integrated, and measurable approach.
The Plan was created with a clear purpose: to consciously and coherently govern the University's entire communications process, precisely defining the purposes of communication, the recipients, the actors involved, the contents and projects to be developed, as well as the operating methods and necessary resources.
From this perspective, communication is not understood as a sum of isolated actions, but as an organic system capable of ensuring coherence, continuity, and recognizability of the University's institutional identity, both internally and externally.
Although our University is small, its organizational structure—including Departments, Areas, and Offices—is complex and requires careful coordination. Communication needs are manifold: from managing the institutional website to media promotion, from orientation activities to supporting cultural events and initiatives, from social media strategy to planning institutional and branding campaigns. Internal communications are also essential for improving process efficiency, encouraging information sharing, and strengthening the sense of belonging to the academic community.
The Communication Plan addresses a broad and diverse audience—students, staff, institutional stakeholders, the local community, the scientific community, and national and international partners—and therefore requires careful target segmentation and an integrated use of channels, combining message specificity with overall coherence.
In this scenario, the choice of centralized management responds to the need to ensure a unified vision, avoid fragmentation and resource dispersion, and maximize the impact of communications efforts. Communication is thus recognized not as an ancillary service, but as a cross-functional and structural function, supporting all of the University's missions.
The Communication Plan thus marks the transition from a predominantly reactive and heterogeneous model to a proactive, planned, and coherent approach, in which each intervention is part of an overall strategy aimed at enhancing the Università Mediterranea's identity and strengthening its presence and credibility at the local, national, and international levels.