STRATEGIC EXTENSION

CAMPAIGN (SEC)
ASQ 46402
COMMUNICATIONS IN AGRICULTURE
Learning Outcomes
Be able to:
1. Explain SEC Process and Context
2. Describe SEC Methodology Application
3. Explain the usefulness of SEC
Strategic Extension Campaign: A
Participatory-Oriented Method
in Ag Extension
SEC: What and Why?
Emphasizes on PEOPLE’S PARTICIPATION (i.e. intended beneficiaries)

Extension Strategies and Messages are developed and tailored based on the
results of a participatory problem identification process on the causes or
reasons of farmers’/clients non-adoption, or inappropriate practices, of a given
recommended agricultural/animal related production technology or innovation.
SEC: Definition
The SEC technology transfer and application approach is
needs-based, demand-driven and problem solving
orientation.
SEC: People’s Participation
People’s participation (i.e. intended beneficiaries) through a systems-approach:

 Start with client/farmers’ Knowledge, Attitude and Practice (KAP) SURVEY

through a participatory problem identification process.

 Human Resource Training through a series of practical and participatory

approach workshop (all relevant beneficiaries) to develop relevant skills to
ensure the application is a systematic, rational and pragmatic approach to
conduct SEC.
 SEC: The Usefulness
In agricultural extension services:
 It advocates a participatory planning approach
 It is needs-based and demand-driven oriented
 It used strategic planning & integrated systems approach
 It considers the Human and Behavioral Dimensions
 It has a Problem-solving orientation
 It employs a cost-effective multi-media approach
 It provides specific extension support materials and training according to local context
 It has built-in process documentation & evaluation procedures
SEC: Operational Definition
Goal: Increase awareness/knowledge level of an identified target beneficiaries
and altering their attitudes and / or behaviour towards favorable adoption of a
given idea or technology.

Use: Specifically designed and pretested, messages and cost-effective multi-

media materials to support its information, education/training and
communication intervention activities.
 SEC: Integrated Process and Systems-
Approach
1. Participatory approach activities
 By soliciting relevant Feedforward (i.e. inputs or information on needs)
 By soliciting relevant Feedback (i.e. comments or information on results) from target
beneficiaries (i.e. small farmers etc)
2. Systems approach to deliver extension activities
 Systematic and sequential
 Process-oriented manner
 Reinforcing each other to produce a synergic effect
 Promotes the need to train staff to master the whole process
Strategic Extension
Campaign:
Phases in Campaign
Planning
Phase 1: Technology and Problems Identification
& Information Needs Assessment
1. Suggested method:
 Participatory Assessment of Problems and Needs is through a baseline survey of target
beneficiaries Knowledge, Attitude and Practice (KAP) on specific and critical elements of a
recommended technology
 The KAP survey also seeks qualitative information from respondents through Focus Group
Interviews (FGI), e.g.:
REASONS or CAUSES of their negative attitudes and no adoption or inappropriate practice of
the recommended technologies
2. KAP information survey is useful to formulate campaign objectives or goals formulation and
strategy development.
Phase 2: Campaign Objectives
Formulation
 SEC should be an integral part of a given agricultural extension system or
program and its function should be to support such extension activities.
 The specific SEC Objectives should reflect the extension system or program
goals, respond to the needs of the program and its target audience and help in
solving the problems encountered in achieving such goals. However, the goals
are not the same.
Phase 2: Campaign Objectives
Formulation
 SEC Campaign objectives should specify important elements/characteristics of
the extension activities which helps to provide a clear operational direction, and
facilitate a meaningful evaluation of the campaign:
1. The target beneficiaries
2. The outcome or behaviour to be observed or measured
3. The type and amount/percentage of change from a baseline figure expected
from the target beneficiaries
4. The time-frame (according to campaign)
5. The location of the target beneficiaries
Phase 2: Campaign Objectives
Formulation
1. Inadequate knowledge of waste management systems on their farms.

Example: To increase knowledge of proper and better waste management

systems at least 50% among the farmers within a year.

2. Inappropriate usage of aquaculture drugs.

Example: To teach the appropriate application of aquaculture drugs for good

management practices among farmers to 40% of farmers in a year.
Phase 3: Strategy Dev. & Information
Positioning
• The need to analyze and identify specific and main issue(s) or problem(s) which
the extension program intended to resolve.
• Once such problems have been identified, specific campaign need to be
developed to solve each of the problem encountered by the program.
• Refer to General and Simplified Guidelines on utilizing KAP for planning and
development Extension Campaign Strategies.
• The guidelines should be utilized as a tool to conceptualize and systematize a
campaign planning and strategy development process.
Phase 3: Strategy Dev. & Information
Positioning
• First step in a SEC planning exercise is to identify clearly the problems which
may impede or obstruct adoption of the suggested idea, innovation or
technology.
• Your Baseline/KAP survey data, MUST include problem identification and needs
assessments results should be analyze carefully.
• Identify the central issue(s) or problem(s) which might impede progress in
achieving the extension goals should be identified.
Phase 4: Audience Analysis and
Segmentation
• Target audience/beneficiaries:
Who they are? Where they are located?
Why they are chosen as target beneficiaries?
What information contents or messages should be communicated to them?

• Audience analysis require info:

1. The size and location of the target audience
2. Socio-economic profile (e.g.: cohort, income, occupation, education)
3. Socio-cultural background (e.g.: religion, language, family life patterns, traditional belief
systems, norms, values, information sources, communication and interaction practices)
Phase 4: Audience Analysis and
Segmentation
• Audience analysis requires information:
1. Access to communication channels
2. Information-seeking habits
3. Preferred information sources
4. Patterns of media usage
5. Communication network interactions
6. Group communication behavior

Information is useful in selecting a cost-effective combination of multi-media channels and in

planning the most appropriate use of a media mix to support campaign activities.
Phase 4: Audience Analysis and
Segmentation
• Characteristics, interests and information needs of the target audience might be
different, therefore requires audience segmentation into several target groups:

-a specific campaign strategy is required

-prioritizing the target beneficiaries as to which group(s) should be reached first

or given the most intensive campaign treatment.
Phase 4: Audience Analysis and
Segmentation
• Clustering target beneficiaries’ perceived problems according to the reasons for
not having adopted the recommended campaign messages or suggestions.

Example:
Problems can be evaluated in terms of relative degree of difficulty in their
solution:
 “less difficult”
“more difficult”
Phase 4: Audience Analysis and
Segmentation
OR
Three different target group of non-adoption problems
 “motivated group”
 “skeptical group”
 ‘resistant group”

• Clustering target beneficiaries’ perceived problems will provide greater

precision to facilitate the message design, development and delivery for these
groups.
Phase 5: Multi-media selection
• Employing a multi-media approach is the proper selection of available channels
in order to avoid redundant or superfluous media usage and to optimize the
level of multi-media support required.
• A multi-media approach does not mean that all available communication
channels should be utilized.
• Rationale in the use of a Multi-media approach is that a coherent, coordinated
and reinforcing system of communication should be able to address specific but
varied information problems and needs of target beneficiaries.
Phase 5: Multi-media selection
• A general approach in the selection of multi-media channels:
1. Use a medium for a single or specific purpose rather than for several different goals.
2. Select a medium which has a unique characteristic or particular advantage which is
useful to accomplish a specific purpose.
3. Select a medium which the target audience is already familiar with and has access
to.
4. Use a medium which can easily accommodate “localized” message, if necessary.
5. Select a medium for which operational support is locally available and the materials
can be developed and produced locally.
6. Use a combination of media which can complement and reinforce each other but
have different main functional strengths or emphases.
Phase 6: Message Design, Development,
Pre-Testing and Materials Production
• Information or message communicated should be relevant, valid and practical
to the target beneficiaries.
• Campaign message must be able to attract the attention of the target audience,
be easily and clearly understood, be accurately perceived by them.
• Campaign message needs to be strategically “positioned” in order to “stand
out” into the target beneficiaries’ minds.

This requires a well-planned, creative and innovative approach of presenting the

message.
Phase 6: Message Design, Development,
Pre-Testing and Materials Production
• Competing message may influence the effectiveness of campaign message delivery, as it leads
to confusion

Example:
A nutrition campaign message may suggest:
“establish water/fish ponds”

while

A health campaign message may recommend”

“get rid the stagnant water (for disease control)”
Phase 6: Message Design, Development,
Pre-Testing and Materials Production
POSITIONING a campaign message requires

• Message that is relevant and valid

• A campaign message focus or theme must be identified according to the
specific campaign issue or objectives.
[campaign with several objectives and information needs may need more than
one theme]
• Message need to be developed and treated further for effective “packaging”,
utilizing various social and psychological approach in order to make them
effective and persuasive.
Phase 6: Message Design, Development,
Pre-Testing and Materials Production
Pre-testing exercise to the developed, packages messages on a prototype basis,

- should be carried out to ensure beneficiaries correctly interpret, perceive and

understand the meaning of a message.

When to conduct:
Before final production with a small sample of the actual target beneficiaries.
Phase 6: Message Design, Development,
Pre-Testing and Materials Production
The selection of presentation appeals and treatment should be capitalized on
particular strengths or positive attributes of the intended delivery medium.

Examples:
 Message appeals with fear-arousal or emotional approach, best expressed by
a visual medium.
 Fact-giving or conclusion-drawing types of message presentation treatment,
effectively expressed through a printed medium.
Phase 7: Management Planning
A good management planning should be drawn up to specify how the strategy
should be put into operation and how to monitor the operation.

Two major elements of good management planning:

• Assignment of responsibility regarding the specific tasks to be undertaken to
conduct the field implementation of the strategic campaign plan.
• Organization and coordination of planned multi-media activities as well as the
proposed system of campaign materials distribution and utilization.
Phase 8: Training Personnel
Training sessions, or at least orientation meetings for the various types and
needs of campaign workers should be specifically planned and conducted
BEFORE implementing a campaign.
Training activities are meant for:
• Developing new or different skills and knowledge required of campaign
workers in performing their task effectively.
• Adequate briefing on how to integrate the campaign-related tasks with their
routine work program or activities, in addition to the purpose and value of their
participation in the campaign program.
Phase 9: Field Implementation
Ensure the campaign is implemented as planned through:

• Appropriate monitoring and supervision of campaign workers’ performance

and the extension campaign delivery system - a good management system that
provide rapid feedback for adjustment.
• Proper coordination of various activities need to be carried out simultaneously.
• Proper execution of activities within the estimated time period (realistic time
estimate for the completion of activity).
Phase 10: Process Documentation &
Summative Evaluation
• Conduct summative evaluation to assess the performance, effects and impact of
a campaign when near or after the conclusion of a campaign.
• The results of Summative Evaluation are used to determine whether the
campaign has accomplished it objectives and if an improved or expanded
campaign should be undertaken as a follow-up program.
Phase 10: Process Documentation &
Summative Evaluation
• Conduct a process documentation that point out critical issues and decision-making
requirements in undertaking the SEC activities, with content:

 A chronological description and analysis of successful or less successful decision-

making process made during planning implementation and management of the
campaign.
 Important lessons can be learned.
 Suggestions on the technical and management operation generalizations.
 Future replications and expansion of similar activities.
Strategic Extension
Campaign: Usefulness
SEC: Usefulness
1. It advocates a participatory planning approach
• Increases the degree of relevance, thus acceptability of extension message or
recommendations.
• Understand & access farmers’ local indigenous knowledge, values and beliefs system
2. It is needs-based and demand-driven oriented
• SEC activities meet the needs of information, education & training of intended target
beneficiaries.
• SEC activities focus to create a demand (Thru information & motivation approaches) and/or to
satisfy the demand (thru education & training) among the intended target beneficiaries for the
necessary relevant K and S for developing the recommended technologies.
SEC: Usefulness
3. It used strategic planning & integrated systems approach.
• To ensure its relevance to audience needs, and to utilize its resources efficiently, it relies heavily
on both quantitative data and qualitative information obtained from target beneficiaries to
assist in problem analysis, objective formulation, strategy development and management
planning.

4. It considers the Human and Behavioral Dimensions.

• In order to minimize heavy technology bias of many extension activities, SEC method gives
adequate considerations to human behavioral aspects, e.g. socio-psychological, socio-cultural
and socio-economic factors that may facilitate or impede adoption or continued practice by
farmers of recommended technologies.
SEC: Usefulness
5. It has a Problem-Solving Orientation
• Its main aim is to solve or minimize specific problems which caused non-adoption of such a
recommendation by intended target beneficiaries.
• It selects, prioritizes and utilizes only the most relevant and necessary information or facts
which can maximize the effectiveness of extension effort to minimize or solve the identified
problems of non-adoption of a recommended technology.
• It stresses on the need to provide strategic, critical and/or “quality” (rather than large ‘quantity’
of) information (non-technological + technological information).