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The following must be identified: • Actors, including who pays, who manages, who is implementing and who the intended beneficiaries. • What’s the value base of the evaluation? • Decide on objectives i.e. What is it you are evaluating? • Why you are evaluating? e.g. Management in order to improve performance and increase accountability. Impact in order to measure benefits, there is a need to decide on indicators and understand what are you measuring? • Attitudes, knowledge skills? • Behavior? • Organisation and/or social economic change? • Intervening variables? Spend time on a “logic model, with elements”: • Inputs • Activities • Outputs • Outcomes (impacts) Use SWOT analysis: • Strength, e.g. Good plan for evaluation. • Weakness, e.g. Unclear objectives for evaluation of political opposition, poor data. • Opportunities, e.g. Performance improvement, mobilisation of future resources. • Threats, e.g. management failure, lack of use of evaluation results. Measure the benefits of your information to consumers by assessing, inter alia: Increased yield; increased technology transfer to farmers and skills, increased future performance of the organisation, increased accountability of your organisation towards funders. 7.4 Options for the development of an ICM strategy – How do we know we are doing the right thing? The importance of Monitoring & Evaluation (M&E) – Mr. Peter Walton In identifying and selecting options, define strategic objectives which must be: • Specific • Measurable • Realistic • Related to overall corporate strategy. Examples of strategic objectives may include: • Credible and appropriate agricultural information accessibility in a useable form by stakeholders in a timely manner. • Credible and appropriate agricultural research information, including historical data accessible in a usable form by stakeholders in a timely manner. • A national agricultural information network established to facilitate better access to and use of agricultural information in the country and to enhance communication between stakeholders. Identify other options e.g. does an option address SWOT analysis by: • Improving on strengths? • Addressing weaknesses? • Exploit opportunities? 14 | P age
• Negating threats? • Does it fit with information audits? Selecting options Selecting options is about risk: • Organisation: the new strategy may affect management and operational staff. • Political – challenges to government policy encroaching on an organisation’s area of interest or mandate. • Financial implication – is it affordable? • Technical – need new ICTs? Can they be supported? Are they suitable? 8. The ICM Strategy Development Process 8.1 Issue 9 - The ICM Strategy Development (“ABC”) Process – Mr. Peter Walton The discussion highlighted the following: • A = Alliance - ICM development process involves alliance which brings up the issue of trust and mutuality. It must be absolutely clear what alliance is, its purpose, commitment and obligations. The alliance must be formalised or there can be other written instruments, for an example a code of conduct, to guide an informal alliance. • It was deliberated that informal agreements can be problematic. Another concern regarding alliances is the matter of ownership (of the data, information, products, etc), which can impact relationships. In some instances ownership maybe shared but it must be an equitable relationship. This must be clearly stipulated in the formal agreement. When forming an alliance it is clear that some organisations carry a greater burden of responsibility. • B = Bargain - Management and financial issues must be very clear in any formal agreement. People are making their time available for joint action therefore it must clearly indicated who does what. Bargains have the advantage of combining the resources of organisations and variations of skills and capacity could be a benefit to the programme. Organisations bring funding to the alliance or they may access donor funding as a group. • C = Compromise – any agreements involve compromise of one form or another. The parties involved have to agree on a set of standards in order to achieve common goals. The extent of money and management contribution must be clear. In the agreement one partner may have a greater financial and management burden, and as a result one partner may lose flexibility and the freedom to act independently. • The issue of selling and marketing of strategy was highlighted. People that are enthusiastic about the strategy can be used as champions to sell the strategy. It is important to clearly communicate the strategy to all affected parties to reduce the fear of uncertainty induced by change and ensure participation - “the strategy is political statement”. A strategy document can succeed as political statement but fail as a plan (e.g. in Iran) or it can succeed as planning document but fail as political statement (e.g. India). 15 | P age
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 and 10: • Organising information • Repa
Page 11 and 12: The following points should be note
Page 13: 7. Information Dissemination / Orga
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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