1. Use of an ‘Information Needs
Assessment Matrix’ as a participatory
method to determine information needs
of stakeholders of a system
SEMBHOO Chandrabose
&
BHEENICK Krishan
AGRICULTURAL RESEARCH AND EXTENSION UNIT
FOOD AND AGRICULTURAL RESEARCH COUNCIL
sembhoo@gmail.com
JOHANNESBURG
2012
2. Summary
Company
LOGO
•Identification of stakeholders
•Regrouping of stakeholders
• Development of the information needs
assessment matrix
•Lessons learnt
•Concluding notes / recommendations
6. Identification of stakeholders
Company
LOGO
•Guidelines for the identification of the
stakeholders that influence information flow at
the level of each category of stakeholders
•From farmers and their associations to policy
makers and finally to consumers and their
associations
• These guidelines: Systematic identification of
stakeholders (by name) tapping information at
any level – institutional, national, value-chain,
and regional.
8. Regrouping stakeholders
Company
LOGO
•Farmers and their Associations
-Traditional leaders
-Community leaders Stakeholder category
-Farmer Unions/Assoc.
-Associations/Cooperatives.
-Faith-based orgs
-Labour unions
-Commodity-based orgs
-Government institutions
-Private sector institutions Stakeholders
-Financial institutions
-Regional & International institutions
-Donors and Cooperating Partners
9. Regrouping stakeholders
Company
LOGO
•Processors
-Small & Medium Enterprises
- Associations/Coops
-Commodity-based orgs
-Government institutions
-Private sector institutions
-Financial institutions
-Regional & International institutions
-Donors and Cooperating Partners
10. Regrouping of stakeholders
Company
Stakeholder
LOGO Stakeholders
Category
Farmers and their -Traditional leaders -Government institutions
Associations -Community leaders -Private sector institutions
-Farmer Unions/Assoc. -Financial institutions
-Associations/Cooperatives. -Regional & International institutions
-Faith-based orgs -Donors and Cooperating Partners
-Labour unions
-Commodity-based orgs
Extension/ -Traditional leaders -Government institutions
Technical -NGOs -Private sector institutions
Advisory Services -Faith based orgs -Financial institutions
-Media organizations -Regional & International institutions
-Training providers -Donors and Cooperating Partners
-Tertiary education
institutions
-Commodity-based orgs
Market -Input Suppliers -Government institutions
intermediaries -Marketing orgs -Private sector institutions
-Traders & Assoc. -Financial institutions
-Transport providers -Regional & International institutions
-Commodity-based orgs -Donors and Cooperating Partners
Processors -Small & Medium Enterprises -Government institutions
- Associations/Coops -Private sector institutions
11. Information needs of stakeholders of a system
Company
LOGO
•Different countries have different culture
(working, tradition …), legislations,
infrastructure, literacy…
•Influences interaction between stakeholders
•Challenge: To develop a tool that can be used
across the SADC region for stakeholders
information needs analysis
•>>Development of an Information Needs
Assessment Matrix (eventually paved the way for
AICKMS …)
12. Information Needs Assessment Matrix
Company
LOGO
•Consists of a set of 13 questions for each
stakeholder identified within a category
•These 13 questions were grouped into 3
subsets, addressing different aspects of
information needs assessment
• Subset 1: Current status of knowledge of the
stakeholder and their current practices in
obtaining information (STOCK TAKING)
13. Information Needs Assessment Matrix
Company
LOGO
• Subset 2: Information requirements and
preferred modes of communication
•Subset 3: Challenges faced in making the
information available and accessible to the
stakeholder and proposed actions to overcome
the challenges.
•To obtain pertinent answers, each subset was
further broken down into at least 4 questions
(max 5).
14. Information Needs Assessment Matrix:
Company Conceptualisation
LOGO
• Question: What would have been the traditional
approach?
•Answer: Survey / questionnaire / interviews …
•Lengthy process of compiling data and cross
referencing to analyse relationships
•But at the end of the day – whole process, lacks
interaction of the community; validation still
needs to be carried out
•Tested in Seychelles >> lessons learnt !
22. Lessons learnt
Company
•The completed matrix was available to all to
LOGO
critique, individually and collectively.
•The matrix approach enabled cross checking of
expectations of information with those being
produced.
•The matrix approach promotes dialogue.
•The matrix approach recognises stakeholders
as active participants and promotes
appropriation of the process >> ownership.
23. Lessons learnt
Company
•Ownership of process led to proposal for the
LOGO
development of national/regional Agricultural
Information, Communication and Knowledge
Management Strategy (AICKMS).
•The workshop process results in thinking
national/regional instead of individual /
institutional; a milestone and doorway for
regional collaboration / networking.
•Involving people and ownership of process
(development centered around people) more
rewarding
24. Concluding notes / recommendations
Company
•The matrix approach has been used in the
LOGO
context of national and regional workshops.
•Enabled participants to better interact and
appreciate the role of each and every
stakeholder; both as a producer and user of
information along the chain of information flow.
•The matrix approach can be used by the NARS
to better serve their stakeholders.
•By taking ownership of process, a bottom to top
pressing need for an AICKMS emerged.
25. Concluding notes / recommendations
Company
LOGO
•The matrix approach can be used:
•To review the current situation with respect to
information, communication and knowledge
management.
•To Identify areas that can be implemented in the
short term, medium term or long term; eg comm.
•To start implementation of a coherent AICKMS at
institutional, national and regional levels
(common framework).
26. Concluding notes / recommendations
Company
LOGO
•Strongly suggest CCARDESA to continue
the process left by ICART Project.
•International organizations to promote
such strategies via ownership of
processes.
•Try the matrix approach outside the SADC
region.
