Ch 15: Communica.on, Knowledge Management, and Visibility Component 1 15 CHAPTER Mavis Amedegbe and Jan W. Low Communica)on, Knowledge Management, and Visibility Ch 15: Communica.on, Knowledge Management, and Visibility Component 2 Communication, Knowledge Management, and Visibility © Interna+onal Potato Center 2026 CIP publica+ons contribute important development informa+on to the public arena. Readers are encouraged to quote or reproduce material from them in their own publica+ons. As copyright holder CIP requests acknowledgement and a copy of the publica+on where the cita+on or material appears. Please send a copy to the Communica+ons Department at the address below. Interna+onal Potato Center P.O. Box 1558, Lima 12, Peru www.cipotato.org Cita%on: Amedegbe, M. and Low, J. (2026). Communication, Knowledge Management, and Visibility. In. Biazin, B., and Low, J (Eds.). (2026). Prac'cal insights into design and implementa'on of a gender-transforma've agriculture-nutri'on-finance- ma rke'ng interven'on in northern Ghana. Working Paper. Interna+onal Potato Center. 35 p. Design and Layout: Communica+ons Department January 2026 CIP also thanks all donors and organiza.ons that globally support its work through their contribu.ons to the CGIAR Trust Fund: www.cgiar.org/funders © 2026. This publication is copyrighted by the International Potato Center (CIP). It is licensed for use under the Creative Commons Attribution 4.0 International License http://www.cipotato.org/ http://www.cgiar.org/funders Ch 15: Communica.on, Knowledge Management, and Visibility Component 3 Chapter 15 Communica)on, Knowledge Management, and Visibility Mavis Amedegbe and Jan W. Low 15.1 Abstract The Communica-ons, Knowledge Management, and Visibility (CKMV) Component of the GROWING project was developed as a core mechanism to capture, document, and share the lessons, results, and innova-ons emerging from the project’s integrated ac-vi-es. Its main purpose was to ensure that knowledge generated from implemen-ng project work directly informed project decisions, improved project prac-ces, and strengthened project accountability at all project levels and phases. The component served a dual func-on: internally, it promoted con-nuous learning and adap-ve management among project teams; externally, it shared evidence and experiences with stakeholders, including government agencies, development partners, and private-sector actors. By crea-ng clear feedback loops between prac-ce and policy, the CKMV Component helped translate project results into ac-onable insights that could influence planning and replica-on beyond the project’s immediate scope. The process used to design the CKMV Component was par-cipatory and inclusive, ensuring that the project’s knowledge sharing work involved all key actors in the project, from farmers, partners, and traders at the community level to policymakers and researchers at the ins-tu-onal level. Recognizing that local knowledge and innova-on are cri-cal to sustainable development, project staff created space for their integra-on into broader learning processes. This project component emphasized the importance of presen-ng informa-on in prac-cal and accessible ways, using both tradi-onal and digital communica-on tools to reach diverse audiences. With this approach, the component did more than just disseminate informa-on; it strengthened coordina-on among partners, improved learning across interven-ons, and enhanced the visibility and credibility of the GROWING project at local, na-onal, and interna-onal levels. As part of the CKMV design, the cost of a set of 59 propose tools or ac-vi-es was es-mated at the beginning of the project. The tool or ac-vity cost rela-ve to its poten-al reach and effec-veness was reviewed annually. By the end of 2025, a year before the ending of the 5-year project, among the 59 tools or ac-vi-es, 45.7% (27 items) met their target goals; of these 10 will con-nue to be undertaken in 2026. Ch 15: Communica.on, Knowledge Management, and Visibility Component 4 Five completed items already exceeded their original target levels. A quarter of the items (15) were completed, with the original target number not reached. This was principally due to adjustments due to the high infla-on rate encountered. High cost or lack of suitability to local condi-ons was the reason 10.2% of tools or ac-vi-es were dropped or replaced with other ac-vi-es. The project is intending to reach the original targets in remaining 11 ac-vi-es (18.6%) in 2026. 15.2 Original design and approach to implementa8on During the project’s implementa-on period (the first six months of year 1), GROWING staff developed a CKMV strategy that took into account donor and partner requirements and drew on the prior experience of CIP and CARE in managing communica-ons and knowledge management. The CKMV strategy was approved by the senior management team in September 2022. 15.2.1 Objec+ves The project commieed itself to mul--channel communica-ons to ensure that the GROWING project generates meaningful social and behavioral change in its target communi-es and broad awareness of the tools, methods, and impacts emerging from the project. The CKMV Component has worked to ensure that the roles of all of the project’s public- and private-sector partners were recognized and that cri-cal support and funding were provided by Global Affairs Canada. The following are the specific objec-ves of the project’s CKMV Component. • The project’s target audiences (local, district, regional, and na-onal) are aware of what is happening in the project. • The services offered by the project and by the ICT tools it develops and deploys generate intended behavioral changes among a significant percentage of the project’s target par-cipants. • Demand for nutri-ous foods is increased and sustained in the project’s six target districts. • Broad awareness is raised of the nutri-onal value of the project’s target foods—orange-fleshed sweetpotato (OFSP), moringa, papaya, amaranth, legumes, and cavies. • Agricultural and nutri-on prac--oners worldwide can access the project’s knowledge products. • GROWING’s work and achievements gain posi-ve recogni-on among the project’s implemen-ng partners (CARE Ghana, Ministry of Food and Agriculture, and Ghana Health Service) and donor agency (Global Affairs Canada). • The scien-fic community within and outside of Ghana has access to the research findings generated by the project in the form of reports, published ar-cles, and documented datasets. • Addi-onal investment in the project’s gender-transforma-ve, integrated agriculture-nutri-on- marke-ng approach is s-mulated in government and donor agencies. Ch 15: Communica.on, Knowledge Management, and Visibility Component 5 GROWING’s CKMV strategy sees communica-on as a two-way process, crucial for both learning and innova-ng, with the project’s communica-ons reaching its target audiences and those audiences providing feedback on both the project’s communica-ons and the solu-ons it offers. In this project, events held to connect and communicate with the project’s intended beneficiaries (interac(ve communica-ons) and tools for storing and managing knowledge for public use (pull communica-ons) were just as crucial as public rela-ons kinds of work (push communica-ons) made by branding products, dissemina-ng press releases, going on radio shows, and crea-ng catchy adver-sing jingles. 15.2.2 Target audiences The specific groups this component targeted to benefit from its CKMV ac-vi-es are the following. 15.2.2.1 Ghanaian women of reproduc-ve age. Empowering women by enhancing their nutri-onal and financial security was the major goal of the GROWING project. To achieve this, it was recognized that the project’s target communi-es were governed by social norms that might have to be altered and that specific techniques might be needed to remove the boelenecks faced by rural women engaged in the agricultural sector to enhance their agency and increase their access to resources and knowledge. 15.2.2.2 Men, mothers-in-law, and leaders within the target communi-es. Influencing these groups, which strongly influence community behaviours, including who in a community gets access to resources, were cri-cal to this project’s success. 15.2.2.3 Children under five years of age. This project worked to benefit young children through communica-on and training ac-vi-es aimed at their caregivers, influencers in the community, and health service providers. 15.2.2.4 Ministry of Food and Agriculture, Ghana Health Service, and local district councils (public-sector service providers). Keeping local, district, and regional leaders informed about the approach and implementa-on of the GROWING project encouraged the uptake of the project’s interven-ons by government actors. 15.2.2.5 Implemen-ng partners. By developing training tools that u-lize the most effec-ve ways to educate adults and achieve social behavioural change, this project enhanced the ability of its implemen-ng partners to bring about desired change in the project’s target beneficiary groups. 15.2.2.6 Urban consumers. Building demand and willingness to pay for nutri-ous foods was a major focus of the GROWING project’s Marke-ng Component. Forma-ve research provided insights about the purchasing prac-ces of women and men and their percep-ons of different food products and food groups. It was assumed that increasing consumer demand for nutri-ous foods would enable the project’s par-cipants to generate sufficient income to aeain financial security. 15.2.2.7 Traders, wholesale and retail. Few agricultural development projects target traders with their communica-ons, which encourages people to see traders as boelenecks in aeempts to build profitable Ch 15: Communica.on, Knowledge Management, and Visibility Component 6 and sustainable value chains for nutri-ous foods. This project worked to persuade traders to buy certain varie-es and/or food products by providing them with demonstrable evidence of their economic value. 15.2.2.8 Other private-service providers. Seed producers and agro-processors are service providers who are also oken ignored in agricultural development communica-ons. This is especially true with regards to developing sustainable OFSP value chains. This project focused efforts on building a produc-ve network of quality sweetpotato vine mul-pliers and seed producers. Most of its agro-processing work targeted selected Growing Futures Clubs established by the project to become small and medium enterprises, with one larger processing company recruited and supported to engage in sweetpotato puree processing. 15.2.2.9 Agriculture, nutri-on, and gender-focused scien-fic communi-es. Staff of this project’s co- leading organiza-on, the Interna-onal Potato Centre (CIP), are commieed to growing the knowledge base on integrated agriculture-nutri-on ac-on research by sharing findings and provoking ac-ons that help the world meet the 2030 Sustainable Development Goals. 15.2.2.10 Policymakers and donor agencies. Donor agents and policymakers at na-onal, regional, and con-nental levels also needed to be kept abreast of the GROWING project’s interven-on approach and its benefits and costs. One of the project’s communica-ons goals was to help build demand for further investments in the components of the interven-on approach that demonstrated posi-ve, cost-effec-ve results. 15.2.2.11 Canadian taxpayers. As most of this project’s funding came from Canadian taxpayers via Global Affairs Canada, Canada was a prime target of the project’s CKMV work, specifically to be kept informed of the impact of the Canadian contribu-ons on the availability of nutri-ous food, job crea-on, household incomes, and other quality-of-life improvements among the project’s communi-es and food producers and processors, with women and young children in par-cular. 15.2.2.12 News agencies. Media houses were a key intermediary group engaged by the GROWING project to accomplish its CKMV goals, with influen-al journalists encouraged by credible project informa-on to become advocates of nutri-ous foods on their popular plalorms. It was envisioned that this media outreach work would enlarge GROWING’s sphere of influence beyond its target districts. 15.2.3 Key messages To project a clear, consistent profile of GROWING, the following five key messages were developed and disseminated. 15.2.3.1 GROWING is financed by Global Affairs Canada and implemented by CGIAR’s Interna-onal Potato Center (CIP) in close collabora-on with CARE Ghana, Ghana Health Service, and Ghana’s Ministry of Food and Agriculture. Ch 15: Communica.on, Knowledge Management, and Visibility Component 7 15.2.3.2 GROWING employs a gender transforma-ve approach to reduce inequi-es in how women and men access and u-lize the resources needed to ensure both quality diets for all household members and addi-onal household revenue. 15.2.3.3 GROWING believes that health is as important as wealth and therefore encourages households to consume as well as to grow and sell nutri-ous foods such as orange-fleshed sweetpotato, moringa, papaya, and legumes. 15.2.3.4 GROWING e3ncourages farming community members to learn and work together through GROWING Futures Clubs that are linked to market opportuni-es to ensure their sustainability. 15.2.3.5 GROWING invests heavily in crea-ng demand for nutri-ous foods through educa-onal and promo-onal campaigns and building innova-ve links among farmers, processors, and markets. 15.2.4 Tools and approaches considered and selected In developing its mul--channel communica-on and knowledge management strategy, the GROWING project assessed the range of tools and methods available, the cost of their development and/or deployment, and their poten-al reach and effec-veness. For example, the use of ICT tools such as radio, videos, and digital messaging services can be compared with tradi-onal ways of transmimng knowledge through in-person trainings, demonstra-ons, and promo-onal events. Table 15.1 lists the major types of media-based tools and their respec-ve purposes that were considered in developing this project’s CKMV strategy and some key considera-ons taken into account concerning their use in northern Ghana. Table 15.1. Media products/plaWorms/services, their specific purposes, and pros and cons on their use Media product/ platform/service Purpose Pros and cons Peer-reviewed journal article Knowledge sharing • Good for communica+ng research issues to other scien+sts in same/similar disciplines • Serves to ensure quality of research • Open access policy ensures that the ar+cle is accessible • Generally applicable to narrow, specialist audience only Technical manual Training Knowledge sharing Project identification • Good for communica+ng technical methodologies and detailed procedures to implementers • Useful for enhancing applicability to technical staff • Supports learning and capacity strengthening and allows for step-wise guidance, incorpora+on of examples, and detailed illustra+ons • Limited reach — focused on specific target audience • Hard copy prin+ng and distribu+on can be costly, but electronic versions are cheap and easy to distribute Ch 15: Communica.on, Knowledge Management, and Visibility Component 8 Media product/ platform/service Purpose Pros and cons Brochure Knowledge sharing Training Project identification • Allows total control over what is said, how it is said, as well as where the brochure is placed and who gets it • Design can be adapted for more literate versus less literate audiences • Can be economical when distributed to a small target audience, but prin+ng cost may be prohibi+ve for a mass audience but can be distributed digitally • A change in informa+on or context of the project can make the brochure outdated, resul+ng in waste of money Brief (1–4 pages) / factsheet Knowledge sharing Project identification • Good, succinct format for presen+ng analysis of policy aspects for specific issues to policymakers and donors • Like brochures, can become outdated as new informa+on becomes available • Low cost to produce Poster Knowledge sharing Training • Fairly informal and open-ended, can be recycled • Adracts audience that is really interested in your work • Poster sessions usually involve lots of other posters • People have short aden+on spans — not everyone will go to a poster session • Crea+ng a good poster is not easy Press release Awareness crea+on Project Iden+fica+on • Efficient communica+on of key points to the media for their informa+on and further use / dissemina+on Blog article / human interest story Awareness crea+on • Good for illustrating specific issues in real-life situations, e.g. how a particular person / group is affected by a problem / benefit from a particular technology / new knowledge or skill • Engaging for the reader — puts a human face on issues • Can also be used to highlight implementer achievements Flyer Awareness crea+on Knowledge sharing Project iden+fica+on • Cheap and price effective • Easy and inexpensive communication medium • Not a very persuasive promotion tool — many people take it for granted • Can be costly to produce for a large group Television program Awareness crea+on Behavior change Project iden+fica+on • Prestigious and persuasive • Tends to be monopolized by powerful interests • Not available in all rural areas • Expensive production / reception • Program production for agriculture can be challenging and costly • Difficult to localize information for agriculture unless there are local TV stations, still rare in developing countries Ch 15: Communica.on, Knowledge Management, and Visibility Component 9 Media product/ platform/service Purpose Pros and cons Radio program Demand crea+on Awareness crea+on Knowledge sharing • Wide coverage and availability in rural areas • Relatively simple program production • Local radio stations facilitate localized information in local languages • Good for raising awareness and product promo+on • Weak as a medium for training and education since it is audio only Video Knowledge sharing Training Behavior change Project iden+fica+on • Highly persuasive • Electronic image/ sound recording gives immediate playback and production flexibility • Growing evidence that community members can be engaged in developing videos, increasing interest and adop+on of new prac+ces • Can be shown in daylight using battery powered equipment • Can be broadcast via internet at no cost • Requires talent, skill, and experience to produce good programs for development • Costly (USD 1,000–2,000 per minute) for quality videos; par+cipatory farmer-to-farmer videos cheaper Slide deck / voice-over slide presentation Knowledge sharing Training Behavior change Project iden+fica+on • Slide decks are simple and low cost to produce • Very good color / visual quality • Excellent training medium for all subjects except those few needing to show movement • Cannot be used in daylight without a special rear-projec+on screen • Lacks the appeal of video (which relates to TV in most minds) Audio cassette / CD / MP3 file Knowledge sharing Training Behavior change • Easy and cheap to produce programs • Cassede players quite widely available • Good for feedback because farmers can record their ques+ons/reac+ons • Easy to localize informa+on • Can be used to ensure consistency in message delivery by local facilitators/trainers • MP3 files can be distributed on internet and played on many mobile phones or MP3 players • Audio only and thus suffers some of the weaknesses of radio, though repeated listening may help to overcome that Flip chart Knowledge sharing Training Behavior change Project iden+fica+on • Medium cost and simple to produce and use by training personnel • Good for training and extension support • Allows two-way communica+on and interac+on • Not as realis+c as projected aids • Care required to make drawings understandable to illiterates • Lacks the adrac+on of audio-visual materials • May be thought of as "second-rate" by people with experience with electronic media Ch 15: Communica.on, Knowledge Management, and Visibility Component 10 Media product/ platform/service Purpose Pros and cons Printed material / A4 card Awareness crea+on Knowledge sharing Project iden+fica+on • Rela+vely cheap, simple and easy to produce • Can be taken home, consulted, and kept as a permanent reminder • Par+cularly valuable for extensionists, technicians, and community leaders • Som copies can be distributed via internet • If distributed electronically in adequate format, can easily be adapted to local condi+ons • Of limited use among illiterates but bear in mind "family literacy" as opposed to literacy of individual farmers Signpost Market linkages Project iden+fica+on • Essen+al for project acknowledgement of donor support and implemen+ng partners • Useful for establishing market links, especially seed access • One-shot investment that can contribute to long-term demand crea+on • If permanently installed, cost of construc+on per unit can be high • Excellent way to associate color(s) and logos with par+cular ac+vi+es / tools Branded market stall Demand crea+on Market linkages Project iden+fica+on • Requires significant investment • Needs to be well-located in market to jus+fy cost • Consumers are repeatedly exposed to messages at the stall • Can increase access to nutri+ous foods grown by project par+cipants • Mul+ple messages can be passed on by trained retailers Exhibit / event Demand crea+on Project iden+fica+on • Requires significant investments for displays and staff +me • Effec+ve for reaching local and at +mes regional and na+onal leaders; varies for reaching farmers • Helps project align with government programs and goals • Poten+ally good way to reach relevant policymakers • Expands awareness beyond project interven+on areas Still photograph Awareness crea+on Project iden+fica+on Knowledge sharing • Builds on “One picture is worth a thousand words” • Can be used to support other media-based items and resource mobiliza+on ac+vi+es for scaling interven+ons • If non-professional photographers are used, they should be given basic training in taking quality photos • Obtain wriden consent for use of photos in public domain Ch 15: Communica.on, Knowledge Management, and Visibility Component 11 Media product/ platform/service Purpose Pros and cons Folk media e.g., theatre, puppetry, storytelling Knowledge sharing Training Behavior change • Does not require high capital investment • Does not depend on technology that can break down • Intrinsically adapted to local cultural scene • May be highly credible and persuasive where folk media has a strong tradi+on • Requires skilled craming of development messages into the folk genre • May lack pres+ge compared to more modern media in some socie+es • May be difficult to organize and calls for close working rela+onship between development workers and folk media ar+sts Social media channel e.g., YouTube, Facebook, Flickr, X (formerly Twitter) Awareness crea+on Project iden+fica+on Knowledge sharing • Low cost per person reached but may require fee for setup and / or maintenance of site • Poten+ally wide audience • Interac+ve • Poten+al referrals and viral spreading • Percep+on of being part of modern communica+on • Requires literacy and internet access WhatsApp / SMS messaging Market linkages Knowledge sharing • Requires user to have access to a cell phone (SMS) or smartphone (WhatsApp) • Easy for literate par+cipants to use • WhatsApp groups of extension personnel and seed producers very successfully used in other projects • SMS messaging services can be costly Website / Web portal / CGSpace document repository Knowledge sharing Knowledge preserva+on • Permanent loca+on for accessing project outputs and findings • Typically accessed by scien+fic community and implemen+ng partners • Needs frequent maintenance and cura+on to remain relevant; hence needs annual budget support • Can integrate project outputs into exis+ng sites for cost savings • Requires literacy and internet access Message displayed on clothing or other promotional item Project iden+fica+on Awareness promo+on • Cost of items used (keychains, T-shirts) varies per unit from inexpensive to expensive • If item is frequently worn, reinforces message exposure by wearer and those in the surrounding community • Partners and par+cipants omen strongly request promo+onal items, but they are expensive to scale • Useful for associa+ng par+cular color(s) and / or official logo of project with interven+on ac+vi+es • Some items can be sold at cost, permirng rota+on fund to scale dissemina+on of the items 15.3 Synergies and conflicts with other components The GROWING project’s CKMV func-ons were central to suppor-ng the technical interven-ons in the project’s climate-smart agriculture, nutri-on, gender, VSLA, agro-processing, cavy rearing, and market Ch 15: Communica.on, Knowledge Management, and Visibility Component 12 linkages components. While these func-ons created significant synergies they also presented opera-onal challenges that required careful management. 15.3.1 Key synergies 15.3.1.1 Real--me monitoring and decision support. The CKMV teams were closely integrated with field opera-ons through trainings and use of digital tools, including QR-coded household registra-on, Open Data Kit surveys, basic data analysis support, and the Power BI dashboard. This integra-on allowed project managers and technical teams to access up-to-date data on training aeendance, market linkages, and farmer par-cipa-on. For example, market promo-on ac-vi-es for OFSP could be adjusted based on real- -me data showing which districts had higher demand or logis-cal constraints. These direct links among data collec-on, visualiza-on, and decision-making improved the responsiveness of field interven-ons and ensured that resources were allocated to where they had the greatest impact. 15.3.1.2 Enhanced visibility and stakeholder engagement. Communica-ons and visibility efforts strengthened the reach and impact of this project’s technical components. High-profile events such as the Canadian High Commissioner’s visit, project steering commieee mee-ngs, exhibi-ons, and interna-onal day celebra-ons highlighted the project’s successes in nutri-on, gender, and agricultural interven-ons. This visibility built confidence among partners and stakeholders, increased the credibility of project ac-vi-es, and aeracted poten-al buyers and collaborators for OFSP and other outputs. By linking field achievements to communica-on outputs, technical interven-ons gained broader recogni-on and support. 15.3.1.3 Integrated messaging across components. Applying knowledge management processes facilitated the co-crea-on of materials that linked technical interven-ons to broader project goals. For instance, OFSP promo-on materials included nutri-on messages from the project’s Health Component, while VSLA and Gender Dialogue sessions reinforced informa-on on household decision-making and income management. This alignment ensured that beneficiaries received consistent, reinforced messaging that connected agricultural prac-ces, nutri-on, and financial literacy, enhancing uptake and comprehension. In addi-on, project achievements were systema-cally documented and shared across digital plalorms, including WhatsApp groups, internal knowledge-sharing channels, and selected external communica-on plalorms. Field stories, photos, short videos, and key results were integrated in communica-on materials to highlight progress, lessons, and successes across districts. This approach strengthened internal learning, improved partner coordina-on, and ensured that technical achievements were visible beyond the project’s immediate implementa-on areas. 15.3.2 Main challenges 15.3.2.1 Resource and scheduling conflicts. Ac-vi-es to raise the visibility of the project some-mes placed addi-onal demands on field teams already engaged in intensive technical implementa-on work. Organizing radio programs, market promo-ons, and content development for video shoots and Ch 15: Communica.on, Knowledge Management, and Visibility Component 13 stakeholder visits occasionally required staff -me that overlapped with training facilita-on, monitoring, or market linkage ac-vi-es. Balancing these demands required careful priori-za-on to avoid disrup-ng core implementa-on tasks. 15.3.2.2 Coordina-on and -ming constraints. Aligning communica-on and visibility outputs with ongoing technical ac-vi-es was challenging across mul-ple districts and components. Delays in field repor-ng or data submission some-mes affected the -mely development of knowledge products and digital content. In other cases, promo-onal ac-vi-es had to be rescheduled to align with market days or training -melines, limi-ng their immediate impact. These challenges highlighted the need for stronger joint planning between technical and communica-ons teams. 15.4 Achievements and lessons learned The CKMV tools were developed to serve specific yet complementary func-ons, ranging from documen-ng evidence and facilita-ng internal learning to enhancing external communica-ons and policy engagement. The project planned to implement 59 key CKMV tools or ac-vi-es over its dura-on, with their costs es-mated in August 2022 and the year for their implementa-on specified. A descrip-on and status of the implementa-on of each ac-vity is provided in Appendix 1. Among the 59 tools or ac-vi-es, 10.2% were dropped or replaced with other ac-vi-es, usually due to their high cost or because they were found to be inappropriate aker tes-ng for northern Ghanaian condi-ons. As of December 2025, 45.7% (27 items) met their target goals; of these 10 will con-nue to be undertaken in 2026. Five items exceeded their original target levels. A quarter of the items (15) were completed, with the original target number not reached. This was principally due to adjustments made because of the high infla-on rate encountered. Nine items (15.2%) are s-ll in progress, with the original target expected to be met in 2026. Just 2 items (3.4%) have not yet started but will be undertaken in 2026. 15.4.1 Digital dashboard A digital dashboard (Figure 15.1), developed using Power BI sokware, provided a prac-cal and visual plalorm for tracking progress and analyzing results across all parts of the GROWING project. Designed as part of an integrated knowledge management system, the dashboard consolidated par-cipa-on data by gender and by cycle of implementa-on from the different project components — market linkages and agro-processing, gender and nutri-on interven-ons, financial inclusion, climate-smart agriculture, and livestock rearing — into one comprehensive interface. This integra-on allowed project staff, partners, and managers to monitor performance indicators in real -me, assess progress against targets, and make informed decisions based on evidence. Ch 15: Communica.on, Knowledge Management, and Visibility Component 14 Figure 15.1. Snapshot of the Agricultural Training page of the dashboard for all implementa+on cycles. The dashboard1 was linked directly to the project’s digital data collec-on system, enabling synchroniza-on of field data captured through use of Open Data Kit programs installed on portable tablets. This ensured that informa-on from enumerators, field officers, and partner organiza-ons flowed efficiently into the central system, reducing repor-ng delays and improving accuracy. Through its visual layout, users could view summary sta-s-cs, trend analyses, and geographical mapping of project ac-vi-es. The color-coded indicators and data visualiza-ons made it easy to interpret performance levels, iden-fy areas requiring aeen-on, and track changes over -me. A key strength of the dashboard was its ability to display compara-ve progress using different filters. One could, for example, compare data across project cycles, between components, by type of seedlings received, by gender, by district or region, and even by a specific community. By organizing data according to different implementa-on phases, the tool enabled the team to analyze trends, iden-fy improvements, and document how interven-ons evolved over -me. In addi-on to its use in monitoring and repor-ng, the dashboard supported decision-making and adap-ve management. Project managers and technical leads used the insights generated to refine implementa-on 1 Select Dashboard under hCps://growingprojectgh.my.canva.site/growinglanding-page https://growingprojectgh.my.canva.site/growinglanding-page Ch 15: Communica.on, Knowledge Management, and Visibility Component 15 strategies, allocate resources more efficiently, and strengthen coordina-on among partners. During review mee-ngs, the dashboard provided a common reference point for discussing results and aligning future ac-ons. It also promoted transparency and accountability, as partners and donors could access summarized performance data, ensuring that decision-making was grounded in credible evidence. Ideally, a dashboard should be established during the first year of a project and the CKMV strategy scheduled it as a Year 1 output. However, due to heavy demands to set up and train staff on monitoring tools, and the need to focus on developing quality training materials for different project components, work on the dashboard was postponed un-l Year 2. Monitoring data were being analyzed periodically in Excel. Unfortunately, in northern Ghana there is limited Power BI exper-se and the first technical firm hired to develop the dashboard lacked sufficient skills. This required switching firms, which further delayed development of the system. As a consequence, the dashboard came online only in October 2024 (Year 3). Then it was necessary to educate project staff on how to use the dashboard. Finally, in 2025, sufficient internal capacity was developed to manage the dashboard daily. In retrospect, the project would have benefited from inves-ng in in-house staff training in Power BI development and management, and from the outset, such a system would be beeer placed under the M&E Component. 15.4.2 Policy briefs, newsleFers, and informa+on materials The project’s communica-on and visibility products aimed to translate project results and lessons into clear, accessible, and ac-on-oriented informa-on for a wide range of audiences (Table 15.1). These assets, which included policy briefs, quarterly newsleeers, leaflets, flyers, and brochures, formed the backbone of the project’s outreach and advocacy efforts (Figure 15.2). Their design and implementa-on reflected a deliberate strategy to present knowledge in prac-cal formats that supported learning, decision-making, and visibility at community, district, and na-onal levels. Policy briefs were among the most strategic outputs, serving as a bridge between field-level evidence and policy engagement. Each 2–6-page brief dis-lled research findings, monitoring data, and implementa-on lessons into concise messages tailored for policymakers, government agencies, and development partners. The content focused on cri-cal themes such as gender-transforma-ve agriculture, market system development, youth par-cipa-on, and nutri-on-sensi-ve farming. Visual materials such as infographics, charts, and case examples were used to make complex findings easy to understand, while clear policy recommenda-ons provided guidance for ac-on. These briefs were distributed during learning events, stakeholder dialogues, and review mee-ngs where they informed advocacy discussions and contributed to shaping program and policy priori-es. Ch 15: Communica.on, Knowledge Management, and Visibility Component 16 Figure15.2. Snapshots of different digital communication materials developed by the GROWING project. The project’s quarterly newsleeers complemented the policy briefs by documen-ng the ongoing progress of the project in a narra-ve and engaging format. Each issue provided progress updates, success stories, and emerging lessons from field ac-vi-es. The newsleeers brought together the voices of farmers, community leaders, and implemen-ng partners, giving a human face to the project’s achievements. They were produced both in digital and print formats to ensure accessibility, with concise ar-cles supported by photographs and data highlights. The newsleeers kept stakeholders informed and connected and fostered a shared sense of purpose and con-nuous learning across the project’s opera-onal areas. Topic-specific leaflets (15), flyers (22), and brochures (8) served as prac-cal communica-on tools for field- level sensi-za-on and raising awareness. They were designed to be simple, visual, and easy to understand so as to reach a wide audience. These materials provided informa-on on good agricultural prac-ces, gender equality, nutri-on, and market opportuni-es using illustra-ons and short messages to enhance understanding. They were widely distributed during training sessions, farmer field days, exhibi-ons, and community mee-ngs, helping to reinforce key messages and support behavior change. The design maintained a consistent visual iden-ty that reflected the project’s brand and ensured recogni-on across all communica-on materials. Policy briefs were envisioned from the outset, targe-ng government policymakers, donors, and researchers. Quarterly newsleeers were not in the original plan but were introduced in response to the need of district- and regional-level government partners to understand how all the components of the project interacted and to have a citable source of project progress for their own repor-ng needs. The language in the newsleeers was concise and highlighted key achievements. Topic-specific leaflets, flyers, and brochures also used simple language and provided key messages. An annual calendar developed to mark when progress briefs would be produced was aligned with the prepara-on of documents for the Technical Advisory Commieee. Clear annual planning for the produc-on of communica-on materials ensured that these items were priori-zed, but ideally funds should also have been allocated to meet communica-on needs that emerged over the course of the year. Ch 15: Communica.on, Knowledge Management, and Visibility Component 17 15.4.3 Audio-visual tools: Videos, photographs, and radio jingles Audio-visual communica-on was another key strategy, designed to capture and share real stories, prac-ces, and results from the GROWING project to inform both community and ins-tu-onal audiences. Videos and radio jingles served as potent tools for documenta-on, learning, and behavior change communica-on, offering relatable and accessible content that resonated with diverse groups, including farmers, local leaders, policymakers, and donors. The produc-on of 7 short videos (2–4 minutes run--me each) and 5 longer videos (5–10 minutes each) brought the voices and experiences of the project’s beneficiaries to the forefront. These videos were developed around specific themes that reflected the project’s integrated approach, linking agriculture, nutri-on, small livestock rearing, gender equality, and market systems. For instance, a video -tled “It Takes a Communica-ng Couple to Transform Dietary Prac-ces” (Figure 15.3) showcased how women farmers in the project’s communi-es were adop-ng climate-smart technologies in cul-va-ng OFSPs and other nutri-ous crops. Through real tes-monies and visual storytelling, the video highlighted a transforma-on in household nutri-on, in women’s par-cipa-on in decision-making, and in market opportuni-es that empowered both men and women. The videos also illustrated how local innova-ons were shaping broader discussions on resilience and food security, reinforcing the connec-on between community-level prac-ces and na-onal policy goals. Figure 15.3. Integra+ng climate-resilient nutrient-rich crops into community-based nutri+on programs in northern Ghana. hdps://www.youtube.com/watch?v=jAzrAFbQEbc. Other videos documented specific project ac-vi-es such as cavy rearing, youth agribusiness training, value chain links, and community learning events. Each produc-on was inclusive and par-cipatory, featuring beneficiaries, implemen-ng partners, and government representa-ves. These videos were used during learning events, policy dialogues, technical conferences, and social media campaigns, where they Ch 15: Communica.on, Knowledge Management, and Visibility Component 18 s-mulated discussions and helped stakeholders and broader audiences to beeer understand the challenging context of working in northern Ghana and to visualize project’s results. In addi-on, drawing on an earlier collabora-on between CIP and Scien-fic Anima-ons without Borders (SAWBO), three animated videos, two on the Triple S technology and one on the Double S technology, were finalized (heps://sawbo-anima-ons.org/home/), and the two Triple S videos were translated into the five major languages of the GROWING project area. Triple S was a major climate-smart agricultural interven-on of the project, one that tested the effec-veness of video as an addi-onal communica-on tool. Complemen-ng the videos, 20 radio jingles were developed star-ng in Year 2 as a mass communica-on tool reaching rural communi-es with targeted messages in five local languages: Likpakpa, Gonja, Mampruli, Dagbani, and Chekosi. The jingles covered themes such as improved nutri-on, climate-resilient farming, women’s empowerment, and child feeding prac-ces. For example, one widely aired jingle emphasized the nutri-onal value of OFSP and encouraged households to include it in daily meals for children and pregnant women. The jingles were short, repe--ve, and easy to recall, designed to promote awareness and encourage behavioral change. They were broadcast through community radio sta-ons across project districts, ensuring that even remote audiences were informed and engaged. Photographs were effec-ve in documen-ng project ac-vi-es and progress. High-quality photographs were used to interest stakeholders and the general public to learn more about GROWING. In the first year, all staff were encouraged to take pictures as part of their normal du-es, and a short training was provided on how to take quality photographs and obtain permissions to post those photographs in the public domain. In the second year of the project, GROWING managers recognized the need for beeer quality photographs for use in briefs, blog ar-cles, training manuals, and reports. They therefore hired a photography company, OBL Limited, and provided it with detailed lists of photographs to take and instruc-ons on obtaining permissions from the subjects for the project to use the photos. Videos used during conferences and project stakeholder mee-ngs proved useful in helping par-cipants to appreciate par-cular components of the project and the synergies among them. Unfortunately, reaching more general audiences through YouTube and other channels has not been as successful as desired, given the cost of video produc-on. The use of videos for Triple S training was facilitated by the purchase of Pico projectors, which were used to show the videos in selected communi-es. However, the difficulty in finding a sufficiently dark loca-on, in a school or other building, for the video shows oken meant having to hold the video shows in the evening, which limited par-cipa-on. The project tested the use of portable tents, darkened with black plas-c, but this proved imprac-cal. Videos were also installed on tablets carried by CBEAs and other staff, but the small tablet screens limited viewing to just a few par-cipants at a -me. Clearly in northern Ghana the use of videos for training purposes is constrained by poor infrastructure. Having said all of that, the community members did enjoy watching the videos and they did s-mulate discussions. Ch 15: Communica.on, Knowledge Management, and Visibility Component 19 15.4.4 Lessons learned regarding jingle development and use The development and use of jingles as a communica-on tool under the GROWING project provided important lessons on how audio messaging can effec-vely support behavior change, awareness crea-on, and community engagement when well designed and strategically deployed. 15.4.4.1 Early engagement of a local communica-ons consultant, combined with close collabora-on with local radio sta-ons, was cri-cal to success. The project engaged a locally based communica-ons consultant to co-lead message development, transla-on, voice selec-on, and produc-on of the jingles. This process was carried out in close collabora-on with local radio sta-ons opera-ng within the project districts. The presenters and managers of these radio sta-ons provided guidance on listener preferences, language use, and broadcast scheduling. Through these partnerships, jingles were embedded into exis-ng radio programming and aired during peak listening hours, reaching an es-mated 500,000 to 600,000 listeners across the combined catchment areas of the par-cipa-ng sta-ons. This collabora-on ensured that the project’s messages were technically sound, culturally appropriate, and widely disseminated. 15.4.4.2 Producing jingles in the dominant local languages significantly improved their reach and comprehension. The project’s jingles were produced and aired in Dagbani, Mampruli, Gonja, Likpakpa, and Chokosi, with limited use of English where necessary. Local radio sta-ons played a key role in advising on language choice for specific catchment areas and in ensuring accurate pronuncia-on and clarity. Broadcas-ng in local languages increased listener trust, par-cularly among women and rural households, and improved the recall of key messages related to nutri-on, OFSP consump-on, gender inclusion, and par-cipa-on in project ac-vi-es. 15.4.4.3 Coordinated use of jingles across radio and community centers strengthened message consistency and impact. The same jingles aired on radio sta-ons were also played during community mee-ngs, trainings, and events in community centers. This consistency reinforced key messages and allowed facilitators to link radio content directly to ongoing field ac-vi-es. Collabora-on with radio sta-ons also enabled repeated airing at peak listening -mes, increasing message frequency and familiarity. Where jingles were clearly aligned with visible project ac-vi-es, community engagement and responsiveness were no-ceably stronger. 15.4.5 Broadcast and digital media: Radio, television, social media, and website The use of broadcast and digital media was central to amplifying the visibility, credibility, and influence of the GROWING project. Through radio, television, social media, and the project website, the project expanded its communica-on reach and connected community-level experiences to na-onal and interna-onal audiences. These plalorms were used not only to disseminate informa-on but also to serve as spaces for dialogue, advocacy, and stakeholder engagement, promo-ng inclusive conversa-ons around agricultural transforma-on, gender equality, and nutri-on-sensi-ve livelihoods. Ch 15: Communica.on, Knowledge Management, and Visibility Component 20 Community radio played a par-cularly important role in deepening grassroots engagement. Recognizing that radio remains the most accessible medium in rural Ghana, the project collaborated with local sta-ons to broadcast four interac-ve talk shows, one panel discussion, and two live field interviews in local languages. These programs featured farmers, extension officers, and community leaders who shared their experiences and discussed project-supported prac-ces such as climate-resilient agriculture, nutri-on- sensi-ve farming, and gender-transforma-ve approaches. Radio was also used to promote upcoming training sessions, field days, and learning events, ensuring widespread par-cipa-on and transparency. The par-cipatory nature of these broadcasts encouraged listener feedback through phone-ins and text messages, crea-ng a regular feedback loop between communi-es and project implementers. Television coverage complemented radio by showcasing the project’s achievements to broader na-onal audiences. Through 10 documentary-style features, 7 news segments, and 11 special reports, the project highlighted stories of transforma-on among farmers, women’s groups, and youth entrepreneurs. For instance, televised features on na-onal plalorms like GTV and Joy News showcased successful models of market linkage facilita-on and women-led agribusinesses within the GROWING project. These features not only enhanced visibility but also posi-oned the project as a credible model for integrated agricultural and nutri-on programming. Television is recognized for its ability to influence policymakers and development partners by demonstra-ng tangible results in real-life semngs. Social media plalorms, primarily Facebook, X (formerly Twieer), YouTube, and LinkedIn (Figure 15.4), were strategically used to engage younger audiences, professional networks, and development prac--oners. Regular posts, infographics, short video clips, and beneficiary stories were shared to highlight field progress, promote knowledge products, and invite dialogue on emerging lessons. Social media analy-cs tracked engagement levels and guiding adjustments in content and outreach strategies. Ch 15: Communica.on, Knowledge Management, and Visibility Component 21 Figure 15.4. Sample post about an aspect of the GROWING project (photo credits: CIP). The project website served as a central hub for knowledge sharing and advocacy. It hosted digital versions of newsleeers, policy briefs, videos, photo stories, and event summaries, providing an accessible repository of informa-on for partners, researchers, and donors. The site’s design emphasized user experience, ensuring that visitors could easily navigate through project themes, results, and publica-ons. Regular updates and blog-style features kept the plalorm ac-ve and relevant, while integra-on with social media channels enhanced visibility and cross-plalorm engagement. In addi-on, for ar-cles and technical documents, GROWING coordinated with the CIP Knowledge Management team to upload its products into CGIAR’s document repository, known as CGSpace (cgspace.cgiar.org), which assigns each product a permanent link and usage rights. Ch 15: Communica.on, Knowledge Management, and Visibility Component 22 15.4.6 Community events, market-based promo+ons, and workshops Community events, market-based promo-ons conducted by Nutri-ous Food Corps agents, and workshops served as prac-cal and interac-ve plalorms for stakeholder engagement, knowledge sharing, and public awareness about the GROWING project. These ac-vi-es brought project messages and innova-ons directly to people, crea-ng opportuni-es for learning, dialogue, and collabora-on at the grassroots level. By combining par-cipa-on, demonstra-on, and visibility, these ac-vi-es helped to bridge gaps between field implementa-on and community ownership while also reinforcing the project’s integrated approach to agriculture, nutri-on, gender equality, and market systems. Community events formed the backbone of localized engagement, offering farmers and community members opportuni-es to interact with project staff, extension officers, and implemen-ng partners. These gatherings oken coincided with key agricultural seasons or milestone achievements, such as the launch of new farming technologies, nutri-on campaigns, or harvest celebra-ons. The project aligned with government-sponsored agricultural fairs at least twice a year. During these events, beneficiaries shared their experiences through tes-monies, exhibi-ons, and storytelling sessions, while experts provided technical guidance on best prac-ces. Market-based promo-ons conducted in 12 selected markets were another strategic avenue used to reach audiences beyond formal project par-cipants. Leveraging exis-ng social and economic gatherings, the project used local markets as entry points to showcase climate- resilient crops, promote nutri-on messages, and connect farmers to buyers and service providers. Market stands (Figure 15.5) were set up to display produce such as OFSP, groundnuts, and leafy vegetables, while informa-on leaflets and flyers provided details on their nutri-onal and economic benefits. These ac-vi-es not only raised awareness but also s-mulated market linkages, as traders and aggregators engaged directly with farmers. At each selected market, Nutri-on Food Agents, one for marke-ng and one for promo-on, educated community members on nutri-ous foods and captured sales data for key crops like OFSP. These agents received a small s-pend over a two-year period. Music, drama, and public announcements in local languages were incorporated to aeract aeen-on and make the experience lively and relatable. An endline survey of consumers in each market will evaluate whether the market-based promo-on ac-vi-es were effec-ve in raising awareness of the value of different nutri-ous foods and their frequency of purchase. Ch 15: Communica.on, Knowledge Management, and Visibility Component 23 Figure 15.5. GROWING branded market booth at Daboya Market (photo credit: CIP). Workshops and learning forums complemented these field-based ac-vi-es by offering stakeholders structured spaces for reflec-on, capacity building, and cross-learning. Organized at district and regional levels, these sessions brought together representa-ves from partner government ins-tu-ons, farmer groups, and implemen-ng partners. The workshops were oken theme-based, focusing on topics such as gender-transforma-ve programming, nutri-on-sensi-ve agriculture, market systems facilita-on, and knowledge sharing. Prac-cal sessions, presenta-ons, and group discussions enabled par-cipants to exchange experiences and iden-fy strategies for scaling successful prac-ces. Feedback generated from these sessions oken fed into policy briefs and other knowledge products, reinforcing the connec-on between learning and advocacy. 15.4.7 Training, learning events, and capacity building Training, learning events, and capacity-building ac-vi-es were central to the CKMV Component of the GROWING project. They served as prac-cal mechanisms for equipping stakeholders with the knowledge, skills, and tools required to sustain project outcomes and promote con-nuous learning. The design of each training and learning event emphasized par-cipa-on, hands-on experience, and the integra-on of knowledge across the project’s thema-c areas of climate-resilient agriculture, nutri-on, gender equality, and market systems development. Ch 15: Communica.on, Knowledge Management, and Visibility Component 24 Capacity building sessions were managed by the technical experts for each component, but CKMV oken assisted with the prepara-on of visual or auditory tools (especially coordina-ng transla-ons, etc.). At the ins-tu-onal level, learning events and capacity-building workshops were designed to strengthen coordina-on, knowledge exchange, and adap-ve management among partners. These sessions provided opportuni-es for project staff, district assemblies, and implemen-ng partners to review progress, share challenges, and iden-fy best prac-ces for replica-on. They oken included peer-to-peer learning sessions, experience sharing, and group discussions that encouraged reflec-on on implementa-on strategies. By fostering an environment of collec-ve learning, the project ensured that adap-ve management was embedded in its opera-onal culture. 15.5 Reflec8ons and way forward 15.5.1 Reflec+ons CKMV interven-ons under the GROWING project helped to improve the coordina-on, visibility, and adop-on of the project’s innova-ons across districts, communi-es, and markets. From its incep-on in May 2022 through December 2025, communica-on ac-vi-es reached more than 11,728 registered GROWING Futures Club members, 12 selected traders and 2 volunteer traders, and 85 stakeholders through community mee-ngs, market-day engagements, radio discussions, and stakeholder dialogues. This visibility established GROWING as a credible actor in local agricultural, nutri-on-sensi-ve, and market systems, facilita-ng smoother collabora-on with district authori-es, tradi-onal leaders, farmer groups, and private-sector actors to raise the availability and use of nutri-ous foods. Project visibility at district and community levels expanded through 12 branded market booths and 12 branded motorized tricycles, providing fixed and mobile points for engagement. Markets with booths recorded 20–30% higher customer foolall, and both community leaders and traders iden-fied these mobile marke-ng tools as key signals of the project’s credibility. Engagement on social and digital plalorms also grew sharply from the first to third year of opera-on, with social media ac-vity increasing two- to three-fold, extending reach to youth, market actors, and district stakeholders. Acceptance of OFSP increased among producers, marketers, and consumers. Over 11,000 farmers received targeted informa-on on OFSP’s agronomic, nutri-onal, and market values, with 80% adop-ng it as a viable crop for sale and consump-on. About 50 traders and processors reported increased consumer interest and consistent demand, while 60–70% of customers exposed to promo-ons made repeat purchases. Branding and direct engagement helped to normalize OFSP as a regular food item, integra-ng it into local food baskets. Rela-onships among project partners and stakeholders strengthened no-ceably. Over 30 joint planning mee-ngs, coordina-on sessions, and public engagements improved the clarity of roles, enhanced alignments, and reduced duplica-on of work. Partners increasingly referenced and promoted GROWING Ch 15: Communica.on, Knowledge Management, and Visibility Component 25 ac-vi-es independently, reflec-ng collec-ve ownership and stronger system-wide coordina-on as evidenced in the GROWING Partnership Health Checkup findings conducted at the district level in 2024. Survey results, drawn from a significantly larger respondent pool of 232 par-cipants in 2024 compared to 89 in 2023, reveal a clear upward trend, with the overall average score rising 7.5%, from 3.81 to 4.10 on a 5-point scale, with internal communica-on among formal partners rising by 13.5%, and -mely repor-ng increasing by 9.8%. Every one of the ten evaluated dimensions related to CKMV showed improvement (Table 15.2), reflec-ng enhanced sa-sfac-on across vision alignment, management prac-ces, and communica-on effec-veness. Table 15.2. GROWING Partnership Health Checkup mean scores comparing 2023 and 2024 rankings using a 1–5 Likert Scale (5 being highest) for degree of agreement with the statement 2024 2023 % Change from 2023 Ques+on Mean n=232 Std. Dev. Min Max Mean n=89 1. My organiza-on agrees with the common vision for the GROWING project. 4.60 0.492 4 5 4.51 2.0 2. My organiza-on is clear about its role in the GROWING project. 4.46 0.579 2 5 4.22 5.7 3. My organiza-on is clear about the role of other partners in the GROWING project. 4.24 0.626 2 5 4.05 4.7 4. My organiza-on has provided reports on -me. 4.15 0.714 1 5 3.78 9.8 5. My organiza-on has received informa-on on overall project ac-vi-es and modali-es of implementa-on for GROWING project 4.07 0.767 1 5 3.91 4.1 6. Mee-ngs happen at the appropriate frequency 3.85 0.944 1 5 3.38 13.9 7. Mee-ngs are documented appropriately, and minutes circulated 3.82 0.928 1 5 3.54 7.9 8. Mee-ngs are followed up by ac-on 3.97 0.827 1 5 3.72 6.7 9. Internal project communica-on among partners is going well (i.e. partners with which the project has a formal agreement). 3.95 0.802 1 5 3.48 13.5 10. Communica-on with external stakeholders is going well (i.e. stakeholders who the project wishes to influence, but where there is no formal agreement). 3.84 0.761 1 5 3.51 9.4 Despite its successes, the GROWING project faced several challenges that affected the reach, efficiency, and impact of its CKMV interven-ons. One key constraint was uneven access to informa-on channels. While radio and interpersonal engagements effec-vely reached many farmers, limited digital literacy, poor internet connec-vity, and low smartphone penetra-on in some communi-es restricted engagement on Ch 15: Communica.on, Knowledge Management, and Visibility Component 26 social and digital plalorms. This affected the consistency of messaging and the ability to scale communica-ons rapidly across all target areas. Resource constraints, especially financial and staffing constraints, also limited the project’s ability to implement all of its desired ac-vi-es. The produc-on and distribu-on of community-level communica-on materials such as T-shirts, caps, posters, and handouts required significant financial and logis-cal resources. These costs constrained the project’s ability to consistently reach all target communi-es and maintain high visibility across markets and villages. Similarly, while branded market booths and motorized tricycles were effec-ve in promo-ng project ac-vi-es and products, maintaining and deploying these assets across mul-ple loca-ons required ongoing investment, limi-ng coverage in some key areas. External factors such as seasonal varia-ons, weather disrup-ons, and compe-ng events also affected par-cipa-on and engagement. Aeendance at community mee-ngs and market events dropped during peak farming periods or adverse weather condi-ons, reducing the reach and consistency of communica-on efforts. Fluctua-ng market dynamics some-mes shiked aeen-on away from project- promoted crops, impac-ng the uptake of interven-ons like OFSP. Finally, resources were not available to truly monitor and measure the impact of such diverse CKMV ac-vi-es and products. While capturing changes in awareness, knowledge, and engagement across diverse stakeholders relies mostly on qualita-ve feedback, the project’s endline consumer survey will provide valuable insights into consumer knowledge of and purchasing behaviors for nutri-ous foods. Changes in prac-ce and knowledge among GFC members will be captured with understanding that CKMV ac-vi-es contributed to the posi-ve results. 15.5.2 Way forward Maintaining and expanding visibility through branded market booths, motorized tricycles, and community-level materials such as T-shirts, caps, and posters were popular and appear to be effec-ve; they should be planned for with sufficient resources to ensure consistent coverage across key markets and villages. Partners, including district ins-tu-ons, community-based organiza-ons, and private-sector actors, can take on ac-ve roles in conduc-ng these visibility ac-vi-es by co-branding events and distribu-ng materials to increase their reach while sharing costs. Digital and online engagement should be expanded to complement field-based approaches. Funds should be allocated to conduct online promo-ons, including social media campaigns, short videos, and infographics tailored to farmers, youth, and market actors. Partners can take ownership of long-term radio programming by signing contracts with local radio sta-ons to develop content that aligns with project objec-ves but is fully managed and owned by the partners. This ensures con-nuity and sustainability beyond the project lifecycle, builds local capacity, and embeds messaging within exis-ng community channels. Ch 15: Communica.on, Knowledge Management, and Visibility Component 27 Knowledge management should be strengthened through systema-c capture of lessons, success stories, and market insights from both field ac-vi-es and partner-led ini-a-ves. Accessible digital repositories or dashboards can support adap-ve learning, replica-on, and evidence-based decision-making and should be setup as early in the project as feasible. Monitoring and feedback systems should track reach, engagement, and adop-on in real -me, allowing communica-on strategies to be adjusted as needed. Integra-ng storytelling and documenta-on of farmer, trader, and consumer experiences into both digital and offline channels will reinforce key messages, build trust, and promote adop-on of innova-ons such as OFSP. In the GROWING project, just one staff posi-on managed all the project’s CKMV ac-vi-es. Ideally, there should be one full--me posi-on responsible for maintaining dashboards and databases with knowledge and communica-on produc-ons with another focused on promo-on events and enhancing the quality of training materials and communica-on outputs. Appendix 1: Communications and knowledge management products 28 Appendix 1: Communica)on and knowledge management products Communication and knowledge management products prioritized for deployment in the GROWING project, their estimated cost in Canadian dollars (CAD) in August 2022, and their status of implementation as of 31 December 2025 Communica%on and knowledge management product Cate- gory * Audience targeted ** Reach:# 1 (low) to #10 (high) Rela%ve cost Target number Unit of measure Cost per unit (CAD 2022) Priority: 1=Must have 2=Highly desirable 3=Op%onal Year expected to begin Year actually began or reason dropped Status as of 31 Dec 2025 (aVer 3 years of project implementa%on) Status level *** Blog ar+cle AC DO, GV, NGO 6 Medium 13 Publishe d blog ar+cle 330 1 Year 1 (2022) Year 2 11 published 5 in progress 5 Social media: Facebook & Instagram AC GP & YO 9 Low 104 Pos+ng 0 1 Year 1 Year 2 >400 followers on both 2 Social media: X & LinkedIn AC PM & RC 9 Low 208 Pos+ng 0 1 Year 1 Year 2 >600 followers on both 2 Jingle DC RU 10 Medium 16 Jingle 79 2 Year 2 Year 3 18 (on land rights, OFSP, all crops, OFSP bread) 1 Jingle played on community radio programs DC RU 10 Very high 12 Week (21 +mes) 1,629 2 Year 2 Year 3 18 2 Branded apron for promo+on agents DC RW 6 High 2000 2-m piece 12 2 Year 2 Dropped due to high cost 13 4 Youth advocate speaking on radio program DC YO 7 High 4 Subsidy 792 2 Year 1 Year 3 2 (gender champions led radio talks instead) 5 Appendix 1: Communications and knowledge management products 29 Communica%on and knowledge management product Cate- gory * Audience targeted ** Reach:# 1 (low) to #10 (high) Rela%ve cost Target number Unit of measure Cost per unit (CAD 2022) Priority: 1=Must have 2=Highly desirable 3=Op%onal Year expected to begin Year actually began or reason dropped Status as of 31 Dec 2025 (aVer 3 years of project implementa%on) Status level *** Video display at markets DC CS 6 Medium 7 Market 266 1 Year 2 Dropped due to ligh+ng challenge & cost 0 (used 6 jingles instead) 4 Food product display & promo+on DC CO 9 Medium 24 Event 158 2 Year 2 Year 3 36 (3 +mes per market) 1 Videos for promo+onal purposes DC CO 8 Medium 5 New video 1,385 3 Year 2 Dropped due to ligh+ng challenge 0 (used 12 jingles instead) 4 Signposts in markets DC RU & CO 8 High 6 Signpost 224 2 Year 2 Year 2 17 5 in Tamale & 12 in the districts 1 Brief (2–4 pages) KS DO & RC 6 Medium 9 Publishe d brief 1,187 1 Year 1 Year 1 7 (including brochures) 5 Major report edi+ng, formarng, & publishing KS DO, GV, NGOs, RC 6 Medium 2 Publishe d report 2,098 1 Year 1 Year 1 10 (including quarterly newsleders) 2 Project-wide slide presenta+on with graphics KS DO & RC 3 Low 1 Slide presen- ta+on 2,098 1 Year 1 Year 3 1 1 Transla+on service KS DB & CO 3 Medium 500 By hours or page 20 1 Year 1 Year 1 Exceeded 500 hours. 50 local language transla+ons (5 languages) for development of 15 jingles & nutri+onal audio 1 Appendix 1: Communications and knowledge management products 30 Communica%on and knowledge management product Cate- gory * Audience targeted ** Reach:# 1 (low) to #10 (high) Rela%ve cost Target number Unit of measure Cost per unit (CAD 2022) Priority: 1=Must have 2=Highly desirable 3=Op%onal Year expected to begin Year actually began or reason dropped Status as of 31 Dec 2025 (aVer 3 years of project implementa%on) Status level *** stories (15), Triple S & Double S videos, and compost prepara+on video (20) Project website with knowledge portal KS DO, GV, NGOs, RC 6 Medium 4 Annual investme nt 1,319 1 Year 1 Year 3 1 (now aligned with CIP’s website, as CIP dropped the knowledge portal) 2 Open access fee for research paper KS RC 3 Medium 4 Research paper 2,625 1 Year 2 Year 2 1 5 Recipe book for nutri+ous foods PR & BC CO & RW 5 Medium 250 Book 20 2 Year 3 Year 5 0 (but planned for 2026) 6 Digital camera with video capacity + small tripod KS & DC RU 7 Medium 14 Camera with tripod 369 1 Year 1 Year 2 4 (fewer bought due to cost) 3 Higher quality camera with video + tripod KS & DC DO, PM, RU, RC 6 Low 1 Camera with tripod 726 1 Year 1 Year 2 1 1 Slide show with voice-over for markets KS & DC DB & CO 9 Low 12 New slide show 0 1 Year 1 Year 4 0 6 Exis+ng video on agriculture KS & TM CM & RU 6 Low 6 Video 0 1 Year 1 Year 1 3 videos, translated into local languages (SAWBO videos + compost video from another site) 3 Appendix 1: Communications and knowledge management products 31 Communica%on and knowledge management product Cate- gory * Audience targeted ** Reach:# 1 (low) to #10 (high) Rela%ve cost Target number Unit of measure Cost per unit (CAD 2022) Priority: 1=Must have 2=Highly desirable 3=Op%onal Year expected to begin Year actually began or reason dropped Status as of 31 Dec 2025 (aVer 3 years of project implementa%on) Status level *** Bluetooth speaker KS & DC DO, PM, RU, RC 6 Medium 72 Bluetoot h speaker 369 1 Year 1 Year 1 74 (72 small & 2 large) 1 Voice SMS message KS & TM DB 7 Very high 3 3 calls per week for 1 month 7,916 3 Year 2 Dropped 0; WhatsApp used instead 4 Pico projector for video-based trainings KS & TM DB & RW 6 Very high 10 Projector 2,243 1 Year 1 Year 2 10 (used in Triple S trainings) 1 A2 poster on agriculture and nutri+on KS & TM DB & GV 4 Low 768 Poster 1 2 Year 1 Year 2 12 different types; 194 in total used at CSA demo plot sites 3 A2 poster on agriculture and nutri+on KS & TM DB & GV 4 Medium 116 Poster 330 2 Year 1 Year 2 85 (different types in limited quan++es) 3 Video for training & use of free TV KS & TM DB, IP, NGOs 6 High 4 New video 3,298 2 Year 2 Year 2 11 (raised addi+onal USD 5,000 for one) 2 Manual/tools for agro- processing clubs KS & TM DB, IP 3 Low 7 Set of manual/ tools 40 1 Year 1 Year 2 7 (sets of training slides) 1 Manual/tools for cavy clubs KS & TM DB, IP 2 Low 9 Set of manual/ tools 53 1 Year 1 Year 1 9 (sets of training slides/manuals) 1 Audio story for nutri+on trainings BC DB 4 Medium 3 Audio story 1,583 1 Year 1 Year 1 3 (all stories translated into 6 languages) 1 Appendix 1: Communications and knowledge management products 32 Communica%on and knowledge management product Cate- gory * Audience targeted ** Reach:# 1 (low) to #10 (high) Rela%ve cost Target number Unit of measure Cost per unit (CAD 2022) Priority: 1=Must have 2=Highly desirable 3=Op%onal Year expected to begin Year actually began or reason dropped Status as of 31 Dec 2025 (aVer 3 years of project implementa%on) Status level *** Talking book for audio story BC DB 4 Medium 252 No. of GFCs 47 1 Year 1 Dropped amer tes+ng 0 (not done) 4 Counseling Card BC CHOs 4 Low 160 Set of cards 3 1 Year 1 Year 1 144 sets for CHOs 3 Goal Card BC DB 4 High 7,656 Goal Card 2 1 Year 1 Year 1 6,313 (for all GFC households) 3 Northern Star Diet BC DB 4 High 7,656 Northern Star Card 2 1 Year 1 Year 1 6,1,69 (for all GFC households) 3 Nutri+on manual for supervisors BC PS & GV 4 Medium 24 Manual 53 1 Year 1 Year 1 15 (2/district and 1/Reg. Nutri+on Officers) 3 Nutri+on manual for CHOs BC CHOs 4 Medium 160 Manual 46 1 Year 1 Year 1 144 (for CHOs) 3 Radio drama or call-in show BC DB & RU 5 High 3 Week (2/week) 811 2 Year 2 Year 3 2 3 Radio scripts BC DB & RU 5 Medium 3 Script 528 2 Year 2 Year 2 2 3 Signposts ML DB & RW 4 High 6 Signpost 224 2 Year 3 Year 3 2 5 WhatsApp ML DB, IP, PS 7 Low 1,200 Pos+ng 0 1 Year 1 Year 1 8 Ac+ve WhatsApp groups among staff (CHOs, Nutri+on Officers & CIP, CBEAs, IPs & CARE; CIP-Admin; CIP-Field), cavy livestock officers, agro-processors; >1,200 pos+ngs 2 Appendix 1: Communications and knowledge management products 33 Communica%on and knowledge management product Cate- gory * Audience targeted ** Reach:# 1 (low) to #10 (high) Rela%ve cost Target number Unit of measure Cost per unit (CAD 2022) Priority: 1=Must have 2=Highly desirable 3=Op%onal Year expected to begin Year actually began or reason dropped Status as of 31 Dec 2025 (aVer 3 years of project implementa%on) Status level *** Fixed-up exis+ng market booth ML CO & TR 7 High 5 Market stall 660 1 Year 1 Year 3 5 1 New market booth ML & DC CO & TR 7 Very high 7 Market stall 5,277 3 Year 1 Year 3 7 1 Dashboard of results TM DO, GV, PS 6 Medium 1 Dash- board setup 3,694 1 Year 1 Year 3 1 1 Key ring PM IP & PS 2 Low 2,000 Key ring 2 2 Year 1 Year 1 1,500 (distributed) 3 Cer+ficate of gradua+on PM DBs 4 Low 7,560 Cer+ficat e 1 3 Year 2 Year 3 2 sets (for GFCs and UDS volunteer students) 5 Budon for CHOs, CBEAs PM & PA GV & DB 2 Low 450 Budon 3 1 Year 1 Year 1 36 (only in Year 1) 5 Signpost (4X4) at project site PA GV, DO, RU 4 High 72 Signpost 106 1 Year 1 Year 3 12 in each district; 72 in total 1 T-shirt PA PS & IP 2 High 900 T-shirt 8 3 Year 1 Year 3 250 3 Professional photographer PR & KS DO, GV, RC 7 High 3 Field session 2,639 1 Year 1 Year 2 3 2 Photo consent form PR PS NA Low 40 Booklet 5 1 Year 1 Year 2 22 5 Contest PR DB & CO 6 Medium 8 Contest 396 2 Year 2 Year 2 1 contest (best OFSP recipe) among UDS students and 3 restaurants 5 A5 table-top calendar PR GV, IP, NGO 3 Low 2,000 Calendar 1 2 Year 1 Dropped 0 4 Appendix 1: Communications and knowledge management products 34 Communica%on and knowledge management product Cate- gory * Audience targeted ** Reach:# 1 (low) to #10 (high) Rela%ve cost Target number Unit of measure Cost per unit (CAD 2022) Priority: 1=Must have 2=Highly desirable 3=Op%onal Year expected to begin Year actually began or reason dropped Status as of 31 Dec 2025 (aVer 3 years of project implementa%on) Status level *** Pre-harvest fair in October in Tamale PR & PA PM, RU, CO 3 Medium 3 Fair event 1,319 1 Year 1 Year 1 3 +mes 2 Na+onal fair in December PR & PA PM, GV, CO 4 High 3 Fair event 2,639 1 Year 2 Year 2 3 (Natl Nutri+on; Interna+onal Nutri+on; Natl Farmer’s Day) 1 CIP Flickr site (top 20 with cap+ons) PA & PR DO, GV, NGO, DB 3 Low 1 Site Setup 0 1 Year 1 Year 3 1 site with 19 albums of photos at hdps://www.flick r.com/photos/20 1074721@N04/ 2 Tablets for CBEAs + solar chargers TM & KS CM 4 Very High 252 Tablet 290 1 Yr1 Yr1 131 3 Tablets for M&E enumerators TM PS; RC 1 High 26 Tablet 224 1 Yr1 Yr1 35 1 Tablets for CHPS compounds& Field Facilitators TM & KS CM 4 High 76 Tablet 290 1 Yr1 Yr1 40 3 https://www.flickr.com/photos/201074721@N04/ https://www.flickr.com/photos/201074721@N04/ https://www.flickr.com/photos/201074721@N04/ Appendix 1: Communications & knowledge management products 35 * Category codes: AC: Awareness crea-on BC: Behavioral change DC: Demand crea-on KS: Knowledge sharing ML: Market linkage PA: Project awareness PM: Partnership management PR: Promo-on TM: Training and monitoring Status levels: 1: Completed & original target met 2: Completed, original target met & ac-vity con-nues in 2026 3: Completed, but original target adjusted 4: Dropped or replaced 5: In progress, plan to reach target in 2026 6: Not yet started ** Reach codes: CHO: Community Health Officer CS: Consumers DB: Direct project beneficiaries DO: Donor GP: General public GV: Government CM: GROWING Futures Club members IP: Implemen-ng partners NGOs: Non-governmental organiza-ons PM: Policymakers PS: Project staff RC: Research community RU: Rural and urban households in target areas RW: Rural women TR: Traders YO: Youth Appendix 2: Author profiles 36