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2. When it comes to implementation, is there any unit which oversees that? If so, how does coordination work? If there is no one or no unit, is that a problem? 3. Do you have a systematic way of evaluating and monitoring the ICM implementation activities? If so, who does this, if not, is this a problem? Participants Task 6 – Working Group Reports Although the group reports varied depending on the group composition, it was generally agreed as follows: Question1: Management is responsible and this is done on an ad hoc basis. Question 2: In some cases there is a unit because coordination is very important to avoid duplication of activities. If there is no coordination, this leads to waste of resources. Question 3: At the organisation level, there is no systematic way but at the unit level, there is some systematic way. It is a problem because activities that are not coordinated spend a lot of money and there is duplication of activities. It is also difficult to get feedback and learn from lessons. Participants Task 7 – How do l evaluate my ICM performance? Questions 1. Will you build an M & E component into your ICM strategy? If so, what will be your objective(s) for this M&E? Which of the following will be most important? • To measure the benefits of your information to consumers? • To increase the accountability of your organisation to funders? • To improve the future performance of your organisation? • Other 2. What will you try to measure? Which of the following is likely to be most important? • Inputs • Activities • Outputs • Impacts 3. If you decide to focus on impacts, which of the following are likely to be most important and why? • Changes in consumer attitudes? • Increases in consumer knowledge/skills? • Changes in consumer behaviour? • Changes within your organisation? • Socio-economic changes in society as a whole? • Other Participant Task 7 – Working Group Reports The following gives a summary of the responses to the participants tasks as presented in plenary. 24 | P age
Q1: Yes, to satisfy consumer and to improve future performance. In donor driven projects, this is done for accountability and to satisfy donors. Q2. Important in what one tries to measure would be outputs. Participants Task 8 – Options Questions: 1. Thinking back to your initial SWOT analysis, formulate a strategic objective statement which indicates where you want to be in the future? Question 2: What steps will your organisation need to take to achieve that strategic objective? Question 3: And what are the implications of those steps in terms of people, money, things and management? Example Question 1: Develop ICM policy and strategy that provides for relevant IT infrastructure, requisite skills for the timely provision of information to farmers by the end of 2010? Question 2: Steps • Identify stakeholders • Stakeholder consultation • Information audit • SWOT analysis of the information environment of the organisation • Produce draft policy and strategy document • Approval of the strategy and policy document Question 3: Implications • Resources (financial). Mobilisation of resources, including the need for donors, e.g. CTA. • Skills • Stakeholders (time and commitment). • Management (commitment). Participants Task 9 – Alliance, Bargains and Compromises – Working Group Reports Reports from the implementation phase of the (Malawi, Zambia and Swaziland Group) The presentation noted that two organisations from Zambia will enter into an alliance and these are the National Agriculture Information Service (NAIS) and Livestock Development Trust (LDT). They will enter into a formal alliance with all the necessary documentation. The functions of the two organisations in the partnership are summarised below: NAIS LDT 1. Communication of agriculture related Have breeding centres for different types of information using mass media livestock. 2. Have implementation structure throughout Train farmers from all corners of the country. the country. 3. Do not generate information but rely on Sell animal breeding stock to other people in other sources such as LDT the country 25 | 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 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: 3. Which of the following delivery
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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