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• Increased marketing of CTA’s products and services, and • ICM awareness raising activities. Projects identified to address priorities included: • ICM policy and strategic planning • Audit of information resources and ICM/ICT capacity • Training in information and communication technology (ICT) for managing and communicating information. Partners for implementation were identified as: • Regional organisations and networks (e.g. SADC-AIMS) • National Ministries of Agriculture, Forestry and Fisheries • Other specific partner organisations identified in the country needs assessments • National Question and Answer Services (QAS) The beneficiaries were both direct and indirect. Direct were the institutions in the agriculture and natural resources sector, and indirect, but ultimately the beneficiaries were farmers, fisher folk, foresters and (poor) people living in rural areas. 5. How to Conduct a SWOT Analysis? – Mr. Peter Walton The presentation noted that organisations need to conduct strengths, weaknesses, opportunities and threats (SWOT) analysis at the organisational level and develop ICM strategies based on the analysis. Strengths and weaknesses mainly relate to issues internal to the organisation while opportunities and threats relate to external environment. 6. Information Audits and Information Access 6.1 Information Audits – Mr. Peter Walton In his presentation Mr. Walton emphasised the following points in information audits: • The different types of audits that can be done within an organisation (IT assessment, financial assessment and knowledge assets). It is important to look behind the perception identified in the SWOT analysis during the information audit process. • The process of information audit includes the gathering of data and information, analysing the findings and reporting. The information audit process should be included in the strategy document. • Information audits show, a.o., how IT is used / deployed within the organisation and gives a clear picture of the cost of information. • Mutual understanding and consultation with all stakeholders were key during the information audit process. • Information audits help the organisation to identify the information and knowledge assets and indicate the extent of their usability, accessibility and credibility. • An information audit is not an easy process and it may take some time to complete. 10 | P age
The following points should be noted for information audits: • Auditing is the 2 nd step in the assessment stage of doing an ICM strategy (the SWOT analysis is the first). • During the audit be curious, look around asking “What’s this? What’s it used for?”etc. • It is a voyage of discovery – may unearth hidden assets. • In the IT assessment, focus on the use of the technology, not the technology itself. • In the financial assessment, realise that all information (ICM) costs, so look at hidden costs. • Small expenses can release capacity, e.g. buying a cartridge allows printer to be used, so assess (plan for) all such costs. • Need to anticipate all costs before implementing an information project. • Training (for ICM) costs but returns value. • In the audit, seek participation of all stakeholders in the organisation to raise awareness of the audit and to get wide support. • Budget for time and effort required to do the audit. Summary of Discussions on Information Audits The following table gives the questions and answers for the main issues raised during the plenary discussion on information audits. Question Answer How often should an information audit be done? Does is it end with the review or (introduction) of ICM? How does E-readiness assessment relate to information audits? 11 | P age The assumption is that there is no ICM policy. The audit is done at the start of the strategy development process. The strategy will include monitoring and evaluation to remain constantly aware of ICM status. It is more or less the same thing. Essentially the IT assessment phase of the audit – assess potential for ICT employment. Who is responsible for information audit? Can use members of the original SWOT analysis team but need widespread support from management and operational staff. Some issues may be sensitive so support is essential. The importance of support from, for example, the Chief Executive Officer will make a How far should the audit extend to include other stakeholders? Should the audit end (with implementation)? Tips for identifying information? How to sell the audit? difference to the situation. One needs to talk to stakeholders to understand how your organisation fits in (to have a common agenda). Building trust and cooperation with other stakeholders is important and this can be done with an open mind and transparency. That is depends on the main focus. Set realistic deadlines as it can take a few weeks or it could take three months. Be organised to expedite the process. Be inquisitive, poke your nose into everything and follow the trail. Call an initial meeting and discuss the purpose and value of doing an audit – it’s for us. This also helps reduce the threat of change it might impose.
Page 1 and 2: INFORMATION AND COMMUNICATION MANAG
Page 3 and 4: Executive Summary The Planning and
Page 5 and 6: 2. Workshop Proceedings 2.1 Plenary
Page 7 and 8: 3. Setting the Stage 3.1 Why do an
Page 9: • Organising information • Repa
Page 13 and 14: 7. Information Dissemination / Orga
Page 15 and 16: • Negating threats? • Does it f
Page 17 and 18: 9. Implementing Your Strategy - Mr.
Page 19 and 20: 19 | P age Appendices Appendix 1: P
Page 21 and 22: Question: What information technolo
Page 23 and 24: 3. Which of the following delivery
Page 25 and 26: Q1: Yes, to satisfy consumer and to
Page 27 and 28: Appendix 2: Workshop Programme TIME
Page 29 and 30: 3.45 pm - 4.00 pm Tea / coffee brea
Page 31 and 32: NAMIBIA Ms. Sylvia Karorua Katjepun
Page 33: SPECIAL GUESTS FAO Dr Justin Chisen

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