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The strategy allows us to set priorities. There is competition for human resources with NGOs and the Public sector. Organisations must therefore know how to use resources efficiently. There is therefore need for partnerships with public sector, NGOs, universities etc. The key issues in ICM strategy development were highlighted as: • Content, • Technology, and • Management. Organisations cannot invest in all these issues. There is need to decide on priorities and invest in those priorities. In terms of content, we need to know who are the main users, their information needs, and possible spillovers, while if we must invest in technology we must decide on what technology, hardware, software, connections, and people. For management we must decide what policies we follow and structures, e.g. outsourcing, as opposed to buying or licensing access to information. Lessons learnt We need to find a champion who can promote the ICM strategy, who can win battles and raise funds. We need to be aware that ICM is a political document and that it may contain inherent threats to senior management because of technological changes; to scientists because of content fears; and to information professionals because of new technologies. We need to be entrepreneurial: “build it and they will come” i.e. preparation for potential customers by showing what ICTs can do. 3.2 Findings of the Needs Assessment Study and Priority-Setting Exercise for Southern Africa – Mr. Craig Morris and Ms Christine Webster The presentation gave background to the Needs Assessment in Southern Africa and included: • The period covered (2006-2007) • The objectives of the needs assessment • The process followed. The overview of the presentation included: • Regional information and capacity building needs of organisations and countries. • The strategies proposed to improve ICM in the region were “AgInfo’ which includes fishery, forestry and rural development. • The definition of ICM which placed emphasis ...”on value of that information identified and exploited to the fullest extent.” Key operations of ICM This was exemplified in the form of a house in which the base is formed of ICM policies and strategies. ICM Actors A summary of the ICM actors was given and these ranged from Government Ministries, input suppliers, farmers associations to informal and formal networks. ICM Options A number of ICM operations were given in terms of their goals, strengths, weaknesses and intervention strategies, and included: • Assets, Information and ICM • Obtaining information • Information Acquisition 8 | P age
• Organising information • Repackaging and communicating information, and • Managing information. A strategic approach to ICM was outlined which was basically a multi-pronged approach. This led to the priority setting exercise. 4. Planning Tools 4.1 Who is the Audience for an ICM strategy? – Mr. Peter Walton The presentation covered stakeholders, how they are involved and stakeholder consultation. Stakeholders • People in the organisation • People outside the organisation How are they involved? • Through consultation (top down or bottom up). • Or combination of top down and bottom up. Stakeholder consultation How are they consulted? This can be done through the following methods: • Interviews • Questionnaires • Focus groups and peer group discussions, and • Observations. 4.2 ICM Priority Setting Exercise for the Southern African Region – Mr. Craig Morris and Ms Christine Webster The following gives the major highlights of the presentation: • The background to the priority setting exercise which was mainly based on the needs assessment studies conducted in Southern Africa between 2006 – 2007; • A SWOT analysis which revealed potential strategies for meeting information and ICM capacity needs; • A priority exercise in 10 countries in 2009 aimed at validating proposed strategies and identify priority strategic interventions for nations and regions; • The methodology of the exercise including the Strategic Option Statements (SoS) ranking matrix; • The results in which there were 18 proposed strategies (6 – 9 per country). The results of the ranking of the strategies showed the following as the priorities for the Southern Africa region: • Develop an ICM policy/strategy • ICT training • Information Audit. Secondary priorities for the region were: • ICM training • Extension materials training 9 | 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: 3. Setting the Stage 3.1 Why do an
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 and 24: 3. Which of the following delivery
Page 25 and 26: Q1: Yes, to satisfy consumer and to
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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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