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8/8/2019 Communications Strategy WB DM
1/12
A COMMUNICATIONS STRATEGYFOR MICRO-FRANCHISING SCHEME
FOR THE PROVISION OFAGRICULTURAL EXTENSION
SERVICES
Uday Mukherji, Enterprise Development Advisor, International Development
Enterprises, Cambodia
8/8/2019 Communications Strategy WB DM
2/12
How did we develop our communications plan?
Respond to requests from World Bank Involve other stakeholders
Consult with people involved with similar projects in the target area
Involve professional advertising & marketing organizations
How to ensure:
Private entrepreneurs see a worthwhile business opportunity in providing agricultural
extension services to smallholder farmers Farmers see benefits in growing more vegetables, treating farming as a business rather than
only as food security
Rural communities adopt beneficial modern agricultural practices in an eco-friendly way
Use of credit as an important driver of increasing rural incomes
8/8/2019 Communications Strategy WB DM
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Rationale
Logical communication plan
Private entrepreneurs provide agricultural extension as a businessbundled with quality inputs
Farmers grow more vegetables as an income generation activity buyingquality inputs and following the advice of private extension agents
known as farm business advisors (FBAs)
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Elements of the Communication Plan
Audience
Behavioral change and/or transfer of knowledge desired
Information to convey (our main message and information we will use
to support it)
Channels to be used to communicate How to evaluate if communication worked or not
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Audiences
Farmers
Existing and potential entrepreneurs (trained as farm business advisors
FBAs)
Community leaders & relevant government officials NGOs/Bilateral project stakeholders
International donor community
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Have we implemented it?
Green text = areas where some implementation has happened
Blue text = have communicated with the WB
Orange text = need more understanding for better effect or lack of
finances hence decisions on hold
8/8/2019 Communications Strategy WB DM
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How is it going?
Implementing an Advertizing, Marketing & Public Relations Plan with
regular updating based on feedback
Good response from entrepreneurs & farmers
Increased use of quality inputs and recommended practices by farmers
Most of the FBAs and their farmer clients report increasing incomes
Cooperation from provincial government employees
Other NGOs collaborating & adopting recommended practices &
inputs
Success is apparent halfway through the project
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What are the challenges?
Lack of budgets (being a pilot project priority being given to test the workability ofconcept before committing required resources)
Lack of time to develop benchmarks
Subsistence agriculture is too ingrained in the system - among farmers, NGOs and
government
Lack of clarity in overall national policy on agriculture Economy of scale difficult to achieve over a limited geographical area & time
An NGO implementing a project via a business model has to manage contradictions
internal & external
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1. Farmers
Behavioral changeand/or transfer of
knowledge desired
Information to convey(our main message &
information we will use
to support it)
Channels to be used tocommunicate
How to evaluate ifcommunication worked
or not
Knowledge:
1. Viability of horticulture
for increasing incomes
2. Better agronomicpractices for increasing
yields
Behavioral Change:
1. Treat farming as a
business. Aspire for
income increase rather
than subsistence
2. Pay for quality inputs &
advise rather than
depend on low quality
handouts
3. Habit of planning and
organizing
4. Recognize the role and
value of credit & credit-
worthiness
1. Spending a small
amount on quality
inputs & advise gives a
huge increase inincomes demonstrate
this through demo plots
2. Responsible and safe
use of nutrients and
agro-chemicals
1. Face to face
interactions with
farmers through trained
entrepreneurs2. Pamphlets and
billboards
3. Radio &
4. TV
1. Progressively larger sale
of inputs among
farmers
2. Farmer visits to demoplots
3. Larger no of farmers
participating in radio
and TV talk shows
Note: TV is not being used at
the moment because of
project being
implemented over a
limited area and limited
budgets
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2. Farm Business Advisors FBAs
Behavioral change
and/or transfer of
knowledge desired
Information to convey
(our main message &
information we will use
to support it)
Channels to be used to
communicate
How to evaluate if
communication worked
or not
Knowledge:
1. Selling quality inputs &
advice to farmers is agreat business
opportunity & valuable
social service
2. Better agronomy
knowledge & skills
3. Active selling &
business skills
Behavioral change:1. Proactive selling &
customer service
2. Maintaining records
3. Use & promote credit
4. Being systematic &
process driven
1. Quality inputs provide
value for money for the
farmers2. Better agronomy
improves yields &
incomes
3. Good selling and
business skills improves
results
4. They can build a great
business helpingfarmers increase their
incomes
(Demonstrate with
examples, case studies,
role plays & demo
plots)
Personal interactions,
training programs &
manuals, leaflets &brochures, radio & TV.
Use existing FBAs &
community leaders to
attract suitable talent as
new FBAs
1. Increase in no of people
wanting to become FBAs
2.
Improvement in quality ofpeople wanting to become
FBAs
3. Regular increase in the no
of farmers being visited by
FBAs
4. Increase in the no of
customers & sales by FBAs
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3. Community leaders & government officials
Behavioral change
and/or transfer of
knowledge desired
Information to convey
(our main message &
information we will use
to support it)
Channels to be used to
communicate
How to evaluate if
communication worked
or not
Knowledge:
1. Small farmers can
achieve decent incomeswith better practices &
inputs
2. Horticulture has good
income generating
potential
3. Responsible & safe use
of nutrients & agro-
chemicals is good forthe community and
environment friendly
Behavioral Change:
1. Consider small farmers as
capable of empowering
themselves, given
access to quality advise,
inputs & markets
1. Good agronomic
practices & quality
inputs are a must forincreasing rural incomes
& therefore national
income (demonstrate
using demo plots and
experience of
neighboring countries)
2. Responsible & safe use
of nutrients & agro-chemicals
3. Facilitating market
based development
would produce better
results than subsidy
based approach in the
current context
Leaflets & brochures,
billboards, events, seminars,
workshops, print media,radio & TV
Concerned people reaching
out to communicate, seek
information, clarifications,opinions, advice; extend
cooperation when needed
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NGOs, donors, bilateral project stakeholders
Behavioral change
and/or transfer of
knowledge desired
Information to convey
(our main message &
information we will use
to support it)
Channels to be used to
communicate
How to evaluate if
communication worked
or not
Knowledge:
1. Market based rural
development is morerelevant in the present
context than subsidy
based approach
Behavioral change:
1. Reduction in
subsidy/subsistence
based projects and
funding2. Increased focus on
1. Small farmers can make
significant
improvements inproductivity & income
by investing small
amounts in quality
advise & inputs
2. They will be willing &
able to pay for what is
useful
3. Responsible & safe useof nutrients & agro-
chemicals is necessary
for increasing incomes
& eco-friendly
4. Income and other
relevant data regarding
project outcomes
Personal meetings, M & E
reports, events, seminars,
workshops, leaflets &brochures, billboards, print
media, radio & TV,
documentary films
1. Adoption of
recommended
practices & inputs byother NGOs
2. Increased funding for
scaling up the project
3. Increased interest for
sharing data,
information & best
practices