Previous - Next
2.1. SEC operationally defined
2.2. Suggested conceptual framework for strategic planning of extension campaigns
2.3. Phases in campaign planning*
In this section, important aspects of the Strategic Extension Campaign (SEC) process, and its conceptual framework as well as the ten operational phases will be described. Some relevant examples on various actual field experiences will be provided to illustrate the suggested SEC operational phases.
2.1. SEC operationally defined
2.1.1 Integrated process and systems approach
2.1.2 Staff training as an integral part of SEC
2.1.3 KAP surveys, evaluation studies and follow up actions
2.1.4 Participatory oriented method of planning, implementation, and management
As commonly known, in the context of agricultural extension, a campaign is one of the methods of extension which can reach a large number of target beneficiaries in a short time period. More specifically, the Strategic Extension Campaign is:
"a
strategically planned, problem-solving, and participatory-oriented extension programme,
conducted in a relatively short time period, aimed at increasing awareness/knowledge level
of an identified target beneficiaries, and altering their attitudes and/or behaviour
towards favourable adoption of a given idea or technology, using specifically designed and
pretested messages, and cost-effective multi-media materials to support its information,
education/training, and communication intervention activities." |
In order to complement and improve the programmes of a national agricultural extension service, the Strategic Extension Campaign (SEC) method has given special emphasis on the following aspects:
* A strategic extension campaign is purposive, problem-solving, participatory-oriented, and focuses on a specific issue or recommended technology. * Its goals are consistent with, and guided by, the overall agricultural development policies and extension programme objectives. * Campaign objectives are specific and formulated based on intended beneficiaries' felt needs and problems identified through a baseline survey of their Knowledge, Attitude, and Practice (KAP) vis-a-vis the recommended technology. * A specific campaign strategy is developed with the aim of solving problems that caused non-adoption, and/or inappropriate or discontinued practice, of the recommended technology. * A strategic planning approach is applied in the process of target audience segmentation, multi-media selection, message/information positioning & design, and extension/training materials packaging, development & production, with a view of obtaining maximum output/impact with the least or minimum efforts, time, and resources. * Formative evaluation in the form of field pretesting of prototype multi-media campaign materials is conducted before they are mass-produced. * A comprehensive and detailed campaign management planning is an integral and vital part of the SEC process, and it will not only spell out the implementation procedures & requirements, but such a plan will also be used to develop a management information system, including monitoring & supervision procedures. * Special briefing and training for all personnel who are involved in SEC activities must be undertaken to ensure that they understand their specific tasks and responsibilities and have the necessary skills and support materials to perform such tasks effectively. * Process documentation and
summative evaluation to assess the progress of implementation and impact of SEC activities
are conducted, and whose results are used to improve its on-going performance (through
Management Monitoring Survey), and to determine SEC's results and overall effectiveness
(through Information Recall & Impact Survey, Focus Group Interviews, etc.), as well as
to draw lessons learned from such experiences for future replications. |
2.1.1 Integrated process and systems approach
The conceptual framework of the strategic extension campaign (SEC) follows a generic model originally proposed by Adhikarya (1978) and described in detail in several of his other publications*. The SEC programme planning framework and process is outlined in Fig. 2-1, where all ten operational phases include participatory approach activities (see Fig. 2-4) by soliciting relevant feed-forward (i.e., inputs or information on needs) and feedback (i.e., comments or information on results) from target beneficiaries (i.e., small farmers, etc.). More details on the SEC conceptual framework are given in Section 2.2 of this Chapter.
* R. Adhikarya and H. Posamentier, Motivating Farmers for Action: How Strategic Multi-Media Campaigns Can Help, Eschborn, Frankfurt: GTZ, 1987, and R Adhikarya, "Guideline Proposal for a Communication Support Component in Transmigration Project", Rome: FAO/United Nations, Project 6/INS/01/T, 1978.
The SEC method also advocates the need to carry out extension activities in a systematic, sequential, and process-oriented manner, rather than on an ad-hoc basis. It is a planned extension programme with inter-related activities to be carried out following a management implementation plan by well-trained personnel within a given time schedule. The operational phases as suggested in Fig. 2-1 should not be implemented or conducted in isolation because these are part of an integrated and systemic process which requires them to reinforce each other and to produce a synergic effect.
The application of such a systems-approach also points out the need to train staff to master the whole extension process, rather than only some elements of the process or part of the activities. Therefore, as can be seen in Fig. 22, the suggested procedures for carrying out a strategic extension campaign include training activities (through skills-oriented workshops) related to the operational phases or implementation steps which follow closely the conceptual framework and process.
Figure 2-1 Conceptual Framework for Extension Campaign Planning: 10 Operational Phases
Adapted from: R. Adhikarya and H.
Posamentier, Motivating Farmers for Action: How Strategic Multi-Media Campaigns Can
Help, Eschborn, Frankfurt: GTZ, 1987
For more detailed information on similar frameworks,
see: R. Adhikarya and J. Middleton, Communication Planning at the Institutional Level:
a Selected Annotated Bibliography, Honolulu: The East West Center, 1979
Figure 2-2 Implementation Steps for Strategic Extension Campaign & Personnel Training
2.1.2 Staff training as an integral part of SEC
Without a core-group of extension personnel in a country who are well-trained in specific methods and techniques in planning, implementing and managing SEC activities, it would be very difficult to institutionalize SEC into a national agricultural extension service. Such SEC activities could be initiated and conducted with the assistance of international project experts or consultants. However, the SEC's sustainability cannot be ensured unless a reasonable number of extension staff are specifically trained on all important SEC aspects. They must also have adequate and relevant first-hand experience in planning, implementing and managing such activities.
It is, therefore, imperative that in the process of introducing or replicating the SEC method in a country, training of a national group of extension planners, managers and trainers, subject-matter specialists, communication support staff, and field extension officers on relevant SEC methods and techniques be made as an integral part of the SEC programme planning and implementation.
Due to the inclusion of staff training on SEC process and methodology, significantly higher cost and a longer time would be required for the initial implementation of SEC activities. Such an investment on human resources development would perhaps be one of the most cost-effective inputs which could significantly contribute towards institutionalization of an SEC approach in the quest of improving and strengthening a national agricultural extension system and service.
2.1.3 KAP surveys, evaluation studies and follow up actions
In addition to having a training component as an integrated part of the extension process, operations research such as baseline/Knowledge, Attitude and Practice (KAP) surveys and other means of formative and summative evaluation must also be built-in to the extension process, programme and methodology. The most vital and essential part of the process is the actual field action and implementation activities which will be required for the preparation and/or follow-up of strategic extension campaign training and operations research activities. Based on the conceptual framework presented in Fig. 2-1, we can identify three different but inter-related activity components and implementation steps which are parts of the 10 operational phases. These components as shown in Fig. 23, have various types of activities which are conducted in a process-wise sequence as indicated by the various implementation steps (Fig. 2-2).
2.1.4 Participatory oriented method of planning, implementation, and management
As mentioned earlier, the Strategic Extension Campaign (SEC) method relies heavily on the participation of all those who are involved in campaign activities, including the campaign staff as well as target beneficiaries, in providing relevant inputs or suggestions throughout the campaign process. By so doing, the SEC activities are more likely to address relevant problems and issues, as well as to provide practical solutions which are based on the needs of target beneficiaries. As suggested below in Fig. 2-4, efforts should be made to consult various types of people who are or will be involved in campaign activities in order to seek their inputs during the different phases and/or steps of a campaign process.
It should be noted that not only the target or intended target beneficiaries of a campaign should be consulted and sought for their inputs to ensure the relevance and usefulness of the campaign. Potential campaign implementors, such as concerned field staff, trainers, community leaders, etc. should also be involved and given a role to play in different aspects of campaign planning, implementation and management. Various means of obtaining their inputs and support can be used, and regardless of the methods, an important purpose for seeking their active participation is to make them "share-holders" of the SEC programme or activities.
It is not practical and realistic to expect that all target beneficiaries and campaign staff would be involved in every aspects of SEC activities.
FIGURE 2-3
Components, Activities, and Implementation Steps in Strategic Extension Campaign (SEC) Operational Process
COMPONENT |
ACTIVITY |
IMPLEM. STEP
(see Fig. 2-2) |
1. SURVEYS AND EVALUATION STUDIES |
a. Knowledge,
Attitude, and Practice (KAP) Survey |
2 |
b. Pretesting of
Prototype Multi-Media Materials |
5 |
|
c. Management
Monitoring Surveys (MMS) |
11 |
|
d. Information Recall & Impact Survey (IRIS) |
11 |
|
2. STAFF TRAINING |
WORKSHOPS ON: |
|
a. Purpose &
Methodology of KAP Survey |
1 |
|
b. Strategy
Planning, Message Design, and Prototype Materials Development |
3 |
|
c. Methods for
Pretesting/Formative Evaluation of Prototype Multi-Media Materials |
4 |
|
d. Extension
Campaign Management Planning & Training |
7 |
|
e. Evaluation &
Management Monitoring Survey Procedures |
9 |
|
3. FIELD ACTIVITIES/FOLLOW-UP ACTIONS |
a. Conduct the KAP
Survey |
2 |
b. Conduct Field
Pretesting of Prototype Multi-Media Materials |
5 |
|
c. Revise &
Reproduce Pretested Multi-Media Materials |
6 |
|
d. Brief &
Train Field Extension Personnel |
8 |
|
e. Field
Implementation |
10 |
|
f. Conduct Process
& Summative Evaluation Surveys/Studies |
11 |
|
g. Prepare Process
& Results Documentation in Printed, Audio and/or Visual Forms |
12 |
|
h. Disseminate and
Share SEC Results and Experiences |
13 |
|
i. Replicate &
Improve Extension Process & Methods for Other Technologies |
14 |
|
j. Utilize Good
Trainees as Master Trainers/Resource Persons for Future Extension Campaign Activities |
15 |
|
FIGURE 2-4
Strategic Extension Campaign and its Participatory and Consultative Process or Mechanisms
OPERATIONAL
PHASE (see Figure 2.1) |
TYPE OF PEOPLE
CONSULTED/INVOLVED* |
MEANS FOR
PEOPLE'S PARTICIPATION |
IMPLEM STEP
(see Fig. 2.2) |
1. Technology & problems identification and info. needs assessment |
(r)Intended/target beneficiaries |
(r)KAP workshop |
1 |
(r)Extension & research staff |
(r)KAP/baseline survey |
2 |
|
(r)Focus Group Interviews (FGI) |
2 |
||
2. Objectives formulation |
(r)Extension planners & trainers |
(r)Strategy Planning workshop |
3 |
(r)Farmer/community leaders |
(r)KAP/baseline Survey |
||
(r)Relevant/concerned agri. dev. managers/decision-makers |
(r)Focus Group Interviews (FGI) |
||
3. Strategy development and information positioning |
(r)Extension planners & trainers |
(r)Strategy Planning workshop |
3 |
(r)Farmer/community leaders |
|||
(r)Relevan/concerned agri. dev. managers/decision-makers |
|||
4. Audience analysis and segmentation |
(r)Extension planners & trainers |
(r)KAP/baseline survey & FGI |
2 |
(r)Farmer/community leaders |
(r)Strategy Planning workshop |
3 |
|
5. Multi-media selection |
(r)Extension planners & trainers |
(r)KAP/baseline survey & FGI |
2 |
(r)Farmer/community leaders |
(r)Strategy Planning workshop |
3 |
|
(r)Intended/target beneficiaries |
|||
6. Message design, development, pretesting and materials production |
(r)Extension planners & trainers |
(r)KAP/baseline survey & FGI |
2 |
(r)Farmer/community leaders |
(r)Strategy Planning workshop |
3 |
|
(r)Intended/target beneficiaries |
(r)Pretesting workshop and field work |
4, 5 & 6 |
|
7. Management planning |
(r)Extension planners |
(r)Campaign management planning & monitoring workshop |
7 |
(r)Field extension staff |
|||
8. Training of personnel |
(r)Extension planners & trainers |
(r)All SEC related workshops |
1, 3, 4, 7, 8 &
9 |
(r)Field extension staff |
|||
9. Field implementation |
(r)Extension planners & trainers |
(r)Evaluation & management monitoring survey workshop |
9 & 10 |
(r)Farmer/community leaders |
(r)Management monitoring survey (MMS) |
||
(r)Intended/target beneficiaries |
10 & 11 |
||
10. Process documentation and summative evaluation |
(r)Extension planners & trainers |
(r)Management monitoring survey (MMS) |
10 & 11 |
(r)Farmer/community leaders |
(r)Information recall & impact survey (IRIS) |
11 |
|
(r)Intended/target beneficiaries |
(r)Focus Group Interviews (FGI) |
11 |
|
(r)Relevant/concerned agri. dev managers/decision-makers |
(r)Experience sharing & results demonstration seminars/meetings |
12 |
|
(r)Research staff |
* As it is not practical to involve all the people, only a representative sample of those concerned are included in the consultative process.
However, through a careful and systematic method of soliciting fairly specific opinions, ideas, suggestions from a sample of concerned groups of people involved in SEC activities, a useful campaign map can be drawn to determine its direction, strategy, types of message contents, training needs, field implementation requirements, etc.
A problem-solving and demand-driven strategic extension campaign cannot be properly designed and planned without relevant "feed-forward" information from its intended beneficiaries and concerned campaign personnel. It is thus imperative that a participatory-oriented method of planning be applied to ensure a needs-based extension campaign which can realistically be implemented and provide benefits to its intended clientele.
