ACGG comms planning ................................................................................................................................. 1
Introduction .............................................................................................................................................. 1
Overall objectives of the program ............................................................................................................ 2
Key actors, communications and KM objectives ...................................................................................... 2
Key communication actors.................................................................................................................... 3
Key CKM objectives ............................................................................................................................... 6
Channels, outputs and activities ............................................................................................................... 7
Monitoring the use and effectiveness of CKM work in ACGG ................................................................ 13
Project and budget management ........................................................................................................... 13
Risks and possible mitigation .................................................................................................................. 14
Appendix 1: Work plan for the first six (to eight) months ...................................................................... 15
The African Chicken Genetic Gains (ACGG) program will be implemented in Ethiopia, Nigeria and
Tanzania from 2015 to 2019. The immediate goal of ACGG is to increase access of poor smallholder farmers in sub-Saharan Africa to high-producing but agro-ecologically appropriate chicken genetics products. Various outcomes expected of the program rely on strong and continuous engagement, collaboration, attention to data and information management and to knowledge sharing. All of this needs to happen through various partnership and collaboration modalities (public-private partnerships, innovation platforms etc.). Subsequently this program has a very strong focus on communication and knowledge management.
This communication and knowledge management (CKM) strategy introduces the long term objectives of the program and how CKM activities can support the quicker or deeper delivery of outputs but also important behavior outcomes related to these objective. The management and assessment of this CKM work is also covered in this document.
In addition to this CKM strategy, a rolling CKM plan 1 provides further details that can be discussed and updated at every opportunity throughout the year.
1 For the months January-June 2015, the appendix 1 provides these details. Further CKM plans will be developed on a half-yearly basis for 2015 and potentially on an annual basis for 2016 and beyond.

The immediate goal of the African Chicken Genetic Gains (ACGG) program is to increase access of poor smallholder farmers in sub-Saharan Africa to high-producing but agro-ecologically appropriate chicken genetics products.
The vision of this program is to catalyze public-private partnerships for increasing smallholder chicken production and productivity growth as a pathway out of poverty in sub-Saharan Africa. Through empowering smallholder farmers, especially women, to access their preferred chicken breeds and through country-level innovation platform meetings that will help target and facilitate the development of local public and private sector partnerships for the hatching, pre-vaccination, brooding, and sale of preferred chicks to farmers, ACGG hopes to achieve a number of key outcomes including:
Stakeholders, particularly women, have (scientific and cultural) evidence-based information about their preferred chicken breeds;
Public-private partnerships are helping the stakeholders access their preferred breeds during and beyond the program;
The data generated by the program about different chicken genotypes shows that productivity, income and household consumption are increased through these breeds;
Particularly women farmers are empowered to play a more decisive role in the chicken value chain;
A functioning multi-country network of public-private partnerships has a strategy and the capacity to drive accelerated genetic gains and deliver productive farmer-preferred breeds.
Many of these objectives will be achieved through ongoing communication and knowledge management support, under three broad intentions of engaging, collecting/disseminating and learning. These intentions serve a small set of distinct ‘ Comms 2 ’ objectives detailed in the next section.
This section specifies who the key actors are and the main comms objectives, supporting the overall goals of the program that will address their specific needs and interests.
Each of these actor groups is briefly described and characterized from a comms perspective (what are their interests and relationships to the program, how might we want to engage them etc.).
The ACGG program framework mentions a few specific actors:
Country project teams
Wageningen UR and PICO-EA team
Research and development communities in-country
Ministry and governmental agencies (EIAR in Ethiopia, FUNAAB and Obafemi Awolowo
University in Nigeria, TALIRI and Sokoine University of Agriculture in Tanzania)
Scientific and industrial advisory committee (SIAC)
Farmers and producers (especially women)
2 ‘ Comms ’ is mentioned here as synonym to ‘ CKM ’ for the sake of simplicity. Comms and CKM always imply focusing on the combination of communication and knowledge management activities.

Private sector actors
Donor community
Principles of CKM work
These are some of the principles that ILRI works with in various projects:
Engage, online and offline: Communication is about connecting people and getting them to converse and cooperate, both at physical meetings and events and on social networks. Face-to-face contact is certainly no less important than other, more explicit communication channels
Internal and external: An initiative cannot be successful internally if there is no good internal communication also. It is part and parcel of our strategy.
Outcome- and learning-focused communication: While academic articles matter, what matters more is to see communication lead to positive changes. Learning is an essential strategy to reach such long-term and ambitious goals and it will be actively encouraged and facilitated.
Co-create impact with partnerships: Through engagement, partners play a key role in co-creating information that helps everyone. We value the knowledge of our clients and partners, and partnerships are key to impact.
Open knowledge: All outputs are openly and publicly accessible goods.
Multi-purpose multi-format outputs: Every output produced should contribute to other information needs with the minimum effort, but tailored to specific audiences, in formats that suit them
Advocacy is everyone ’ s responsibility: Every program member is a representative of what the program stands for and can contribute to advocate ideas on behalf of the program – not just the communication team.
Innovate with ICTs: We seek to push the boundaries of innovation in knowledge sharing and learning, making use of relevant information communication technologies (ICT ’ s) among others.
Communicate globally, empower locally: The CKM team in ILRI Addis Ababa will be focusing on global program communication and will wherever necessary support the local communication teams in the three countries. However the communication lead, particularly in Nigeria and Tanzania, remains with the country team. The program team is only ensuring consistency and some level of quality standards, as well as leading comms efforts specifically in Ethiopia.
Country project teams
The country project teams consist of the principal investigator (PI) playing a key role in mobilizing and connecting the country ’ s ecosystem of chicken genetics and value chain actors, one co-PI which focuses on technical research, the project coordinator, two to three subject matter specialists, and the subnational coordinator for each sub-national scale (five per country).
These country teams implement the project in their country and thus need to communicate, coordinate their activities and collaborate with one another and with the program management team. They are also expected to report regularly and to pollinate ideas across countries.

They are one of the primary actor groups because they catalyze operations in each country and are connecting the program with the national stakeholders. They ‘ deliver ’ the bulk of the work.
Consortium technical partners (Wageningen UR and PICO team)
These two organizations play a particular role with respect to the services they are expected to provide:

Wageningen UR have to deliver the roadmap and specific ideas about the long-term genetic improvement program, capacity development, and e-learning modules.

PICO-East Africa Team have to train innovation platform (IP) coordinators and teams and have to develop engagement plans at the levels where the IPs are working.
The two of them have to follow the same guidelines as the country project teams, but also be engaged closely with the CKM team (particularly PICO team since they work on engagement) to ensure regular information sharing and dissemination as well as some specific studies that will help fine-tune communication and program activities (e.g. stakeholder analysis, regular IP reports etc.).
Host institute – International Livestock Research Institute (ILRI)
ILRI is the institute hosting this program and hiring the program management team. Research on chicken genetic improvement is essential for the wider body of research of ILRI too, and the outputs and insights generated by the ACGG program need to feed into the ILRI work and teams, as much as other ILRI research ought to positively influence the ACGG research. The CKM team will work with the program management team to ensure that ACGG is recognized and featured highly in ongoing ILRI channels and engagement processes, in its headquarters, crucially in the ILRI Addis campus and in other country offices (Nigeria, Tanzania) as and when applicable.
Scientific and industrial advisory committee (SIAC)
The SIAC members will be appointed to provide independent evaluation and guidance to the program.
Although this role is limited in terms of the time it requires, it has a lot of influence on decisions made through the program and for the wider uptake of ACGG findings.
The program team will seek regular contact with SIAC members and will work towards getting clear updates from them (and to them) to inform their decisions, as well as clear opportunities to connect
ACGG work with a wider network of chicken producers and processors, among others through the
LiveGene initiative (see details above under ‘ research and development community in-country ’ ).
Farmers and producers (especially women)
Farmers (and producers), and the wider communities around them are the intended beneficiaries of this program. They, or their representatives, will play a major role in the innovation platforms and are expected to contribute to a number of the program outcomes, to clarify their preferences for specific chicken breeds, to try these breeds out and report results that will help establish whether productivity, income and production gains are happening. They will be critical in the data collection process. In addition, a region-to-region knowledge sharing process within countries will involve farmers from target sites and from control sites.
Among target farmers and rural communities, women will play a particularly important role as they are expected to be the facilitators of innovation platforms, and to generally play an increasingly visible and active role in the chicken value chain. They will be the engine of the value chain, as opposed to
(traditionally) chicken breeding centers.

Private sector actors
ACGG puts a lot of emphasis on private sector actors (for the hatching, pre-vaccination, brooding, and sale of preferred chickens to farmers) at scale. They are the key to the sustainability of the chicken breeds developed and tested throughout the program, for their genetic improvement, multiplication and delivery.
They will be involved in the innovation platforms (into the chicken value chain, to target innovative means of increasing productivity in smallholder chicken production in sub-Saharan Africa), but first and foremost in special public-private partnerships (among ILRI, national agricultural research system (NARS) and livestock departments in the respective countries, and a number of international centers of poultry genetics excellence such as Wageningen University). Working with such actors will require specific efforts to tailor engagement and learning activities and communication outputs to their specific interests.
Ministry and governmental agencies
Aside from some specific objectives (obtaining clearance on import permits), ministries of livestock and/or agriculture, as well as other governmental agencies will play a crucial role in buying into the program and supporting its up-scaling through adequate policies and governance frameworks and activities that could otherwise prevent the uptake of the ACGG findings.
So far, chicken genetic improvement programs were hosted by such public actors but the farmer capacity issues and access to inputs always prevented real success. Through the innovation platforms and public-private partnerships, ACGG hopes to have more success in using exotic chicken breeds to improve the livelihood of farmers and rural communities.
Given the sensitive nature of these specific actors and the influence they have on the chicken value chain, it is likely the ACGG team attempts at engaging some specific institutions and individuals among them for deeper policy engagement.
Research and development community in-country
The research and education institutes, and development actors working alongside the chicken value chain in the three program countries will be instrumental in contributing to the research undertaken and to apply the results of the research in other communities and countries. NARS agencies are key partners in the program and in many ways leading the program in-country.
They are expected to contribute to the conversations, co-create (applied) research activities wherever advisable and possible, and implement recommendations as well as feed results of this implementation back to the program through the innovation platforms at various levels. The program proposal mentions that “ ILRI will engage with the general public, research community, and private sector through communication platforms, a range of digital and print products, and by publishing resources online ”
The multi-country network that the program wants to stimulate will be largely driven by research (and to a lesser extent development) actors. In particular, the LiveGene scientific research, development and management team, together with its advisory committee, will take an active role in leading and supporting the ACGG project. So this ‘ research and development community ’ is both an intended recipient and a set of driving agents in their own right in ACGG. A critical audience for the program.

Donor community
If this program turns out to be a success, the team anticipates that other donors may be interested in developing a second phase or borrowing ideas from the program for their own investment portfolios.
Specific engagement and communication activities may thus encourage contact with the wider donor community, especially in the later years of ACGG when scaling up becomes a much more prominent objective.
Communications and outreach specialists
We do not expect that all comms activities needed to deliver the project over time can be provided through the ILRI CKM team. In fact the program management and country project teams will play a major role in this. But additionally we will engage with specialists in different communications and outreach areas – such as radio, participatory video, mobile applications – to ensure that results and messages and learning can be shared more widely, or with target actors.
Other audiences
The section above has set out primary actor groups whose communication behavior has to be supported in the program. There are also some other groups, more like audiences, that may be interested in the program and its results but who are not top priority for the program ’ s CKM activities.
Mass media: Especially in the first phase of the program when more media and public attention is sought, the team will engage with journalists and the media generally to raise awareness of the program. Once results appear, the power of the media to support scaling up may be tapped.
Other communication specialists in the program: the CKM team itself will likely function through specific focal persons in each of the countries. These focal points are expected to communicate continuously and to collaborate tightly, but given the nature of these specialists no big risk is anticipated there.
Students: Specific student programs may benefit from the insights gathered through ACGG. However these are not anticipated to play a major role until at least halfway through the program.
General public: Specific messages and information that impacts the broader public will be teased out and posted on related websites and news outlets that are easily accessible for that public. The connection with ILRI will be important in this sense too, as their overall public awareness efforts may dovetail ACGG ’ s information for the general public.
Based on the above-mentioned primary and secondary target audiences, and the overall goals of the program, the communication and knowledge management activities will focus on the following objectives:
Each of these objectives will play a different role at every phase of the program, as demonstrated in figure 1 below (where the highlighted arrows imply additional emphasis on certain objectives for a given phase).
1.
External presence and branding – Especially at the onset of the program, ACGG will develop its visual identity and its online and offline presence through some well-targeted and integrated public awareness activities

2.
Outreach, engagement and influence for wider impact – ACGG will develop specific activities that help put research into use and get influential actors to collaborate and particularly support uptake of results, technologies and practices developed through or with the program.
3.
Collecting, publishing and disseminating – ACGG will ensure that all its research products and outputs (also data) are properly documented, organized and published in ways that maximize their visibility and accessibility.
4.
Engaging, learning and documentation – ACGG works through different networks, groups and levels and stimulating, enriching and expanding interactions, engagement and learning across these is vital to ensure everyone is joined up. This work encompasses face to face as well as online activities that lead to better insights and outcomes.
5.
Internal communications and learning – ACGG will support interactions, collaboration and connections within and across different program teams.
Figure 1 CKM objectives and major milestones, over time
We will align different communications and KM tools and channels to suit the various actor groups. The following table summarizes activities, outputs and channels used for specific objectives, apart from the specific activities of the first six months which are covered in appendix 1. On an annual basis, the CKM plan will provide further details against specific periods.

Table of CKM activities, outputs and channels
Activities Outputs Channels used Actors targeted Parties involved
(aside from ACGG CKM team)
Other notes
Launch program through a kick-off event in each country
Press release, media clippings and documentation of the event
Develop a brochure
Create a buzz by inviting local mass media around specific events in countries
Press release and media clippings
Identify a network of trusted journalists and media interested in this type of work
Organize sessions at relevant events
Support efforts of host institutes and partners
One printed A4 tri-fold brochure
Regular updates from the media network
Session report, story and display materials
Poster, flyer and event report
Face-to-face (events) /
Website (reporting)
Posted online + available on the wiki
Face-to-face (events) /
Website (reporting)
Face-to-face and otherwise on-demand
Face-to-face + website
Face-to-face
Provide standard materials for re-use
Focus on ‘ local influential and partners
All audiences
’
Governmental agencies, research and development community, private sector actors
Local, national and international media
ILRI CKM
Project management, project country teams
ILRI CKM, project management team
ILRI CKM
Project management, project country teams
On an ‘ as and when ’ basis
Possibly with support Mercy
Becon (TZ) and
Meron Mulatu (ET)
This is not anticipated in the first year (aside from launch events)
Specialized scientific, development, private and governmental audiences
Host institutes (EIAR,
ILRI, TALIRI, FUNAAB)
Country teams, management team
This will be restricted to editorial / publishing support

Translate key materials
(briefs etc.) in national languages
Develop low literacy posters
Engage around innovation platforms
Policy analysis and opportunity assessment
Write industry briefs leading to debrief meetings
Organize industry
‘ chic(ken) cocktails
Write policy briefs leading to debrief meetings (see below)
Organize policy lunches with key ministers (debrief meetings)
Engage with national/local extension actors
’
Engage with private sector
Key briefs translated and summaries of major papers translated
Posters about key concepts/approaches
(possibly translated in national languages)
See plans PICO team
Policy analysis report and opportunity assessment report?
Industry briefs about opportunities for the value chain (1/2 / year / country)
Networking event report and cocktail materials
TBD later
TBD later (in conjunction with PICO EA team)
Early consultations with private sector actors about their expectations and engagement preferences
CG Space + website
Slideshare/CG Space and website
See plans PICO team
CGSpace / website / work space
CG Space / Website (report) and face-to-face (meetings)
Face to face / website / work space
Policy briefs (1-2 per year) CG Space / Website (report) and face-to-face (meetings)
TBD later
TBD later (in conjunction with PICO EA team)
Face to face and CG Space /
Website (report)
National partners
(government, private sector, research and development, farmers)
Farmers and rural communities
Chicken industry leaders
Policy makers
In-country communicators
On an when ’
‘ as and
basis
Country teams,
PICO-EA team
See plans PICO team See plans PICO-
EA team
Country teams Chicken genetic governance and industry specialists and leaders
This will be restricted to editorial / publishing support
PI, Co-PI, specialists,
SIAC
Management team, country teams (PI/Co-
PI), WUR
PI, Co-PI, specialists,
SIAC
TBD later TBD later
TBD later (in conjunction with PICO
EA team)
Private sector actors
TBD later (in conjunction with PICO-EA team
Probably not happening much in the first year
These actors will be very likely involved in IP activities too
These actors will be largely involved in IP activities

Support training
Review web updates
TBD later – based on needs assessment
1 monthly story at least (2-3 in practice)
Website
Develop and disseminate a quarterly newsletter
4 newsletters Email distribution + online subscription
Develop information sheets and briefs about
ACGG
Systematically collect and publish all outputs on
CGSpace
Information sheets about key blocks & approaches
All finalized outputs
CG Space / website
CG Space + website
Invite key audiences to
ACGG events
Run engagement campaigns around specific research and development themes
Document important field visits
Organize peer-assist sessions to support process set up and facilitation
Organize exchange visits
Event full documentation + report
Campaign outputs, report etc.
2 field visits per year
1 quarterly peer assist report documented
1 exchange visit every year
+ full report, pictures etc.
Face-to-face, work space and website
Face-to-face and social media, website, Yammer, work space
Face-to-face, update on website (photo trip report)
Virtual (or if possible faceto-face) conferencing + workspace and Yammer
Face-to-face (visit) and website + work space +
Project teams
All interested audiences
National partners,
Farmers
All audiences
National partners, donors etc.
National partners
Project teams
Project teams
(technical teams and farmers)
Country teams,
Consortium technical partners
All teams
Country teams,
Consortium technical partners
All teams
Most updates by central team, occasional ones by
CKM team, all edited by Paul
Karaimu
Content produced by management team
Content produced by management team
This will ensure compliance with
CGIAR and BMGF open access rules
All teams
All teams
Project/country teams Ethiopia team
All teams
All teams
Probably not happening in the first year

Develop a series of posts on the process behind
ACGG
Engage around innovation platforms
Connect with relevant networks (e.g. regional professional associations)
Entertain community radio program / Contribute to rural knowledge centre /
Organize episodes of
Shamba Shape-Up / Run farmer field days etc. / photo journalistic trip
TBD later TBD later
Semi-annual program meeting
Event report and full documentation including recommendations
Document SIAC meetings SIAC meeting reports and key recommendations
Face to face, work space
(full documentation), website (synthesis) and CG
Space (outputs)
Face to face supported by workspace
All teams
Monthly team meetings
1 quarterly story at least
See plans PICO team
Yammer + other repositories
Website and work space
See plans PICO team
Informal discussion reports Face-to-face (networking), workspace or private communications
(Yammer/email)
Team meeting report + updates shared on Yammer beforehand
Virtual conferencing +
Yammer + work space
Country teams, research and development community, farmers
Country teams,
Consortium technical partners
See plans PICO team See plans PICO team
Regional professional associations, LiveGene
PI, Co-PI
TBD later TBD later
This happens through membership and invitations to cross-events
To be determined later
Probably not happening in the first year
All teams
SIAC Management team and country teams
Project country teams Program management
These meetings should focus on cocreating, not on sharing updates
(which could be done on Yammer)

Run work space collective updates
Once per year, wiki updated by all teams + quarterly check on content updates
Work space (and Yammer / email) for preparations
All teams All teams A quarterly update will be provided to the management team

How to find out if CKM efforts have paid off? The measures to answer that question relate to the implementation of planned (or unplanned) activities, the production of (un-)expected outputs, the reach of audiences through communication activities and ultimately the influence these activities and outputs have had on the audiences, leading onto impact.
In order to assess the effectiveness of CKM work, the following indicators may prove useful:

CKM activities undertaken (against expected number and deadline)

Outputs produced (against expected number and deadline)

Use and reach of different channels and platforms used

Testimonies of influence from the communication products and activities among intended audiences.
The following measures will help monitor the effectiveness of CKM activities:

Regular (light) monitoring at monthly program management meetings;

Yearly reporting on CKM activities and results – reporting on the above-mentioned indicators;

Possible Integration in the wider M&E framework – to be discussed at a later stage.
The primary responsibility for the completion of the activities and delivery of the outputs is with the ILRI communications and knowledge management (CKM) team in Addis Ababa represented by Ewen Le
Borgne.
It is expected that country project teams will actually appoint some person(s) to help with the CKM efforts of this ACGG comms strategy.
The overall budget envelope for the year 2015 entails:
USD 5,112.50 for objective 1 (External presence and branding)
USD 5,693.75 for objective 2 (Outreach, engagement and influence for wider impact)
USD 4,230.00 for objective 3 (Collecting, publishing and disseminating)
USD 4,567.50 for objective 4 (Engaging, learning and documentation)
USD 12,325 for objective 5 (Internal communication and learning)
An additional lump sum of USD 2500 covers printing costs for the publications.
And coordination time for general supervision (Ewen Le Borgne) and occasional strategic inputs (Peter
Ballantyne) cost an additional USD 6000/year.
The sum total for 2015 is thus: USD 40,428.75 for year one.

Learning is not taking place due to trust and other issues
Collective learning happens over time and based on strong working relationships between the people involved in the collective learning. Developing strong working relationships requires trust, which requires time and a certain mind set. There is a danger that it takes too long to build such relations across the three countries and that opportunities for learning are lost in the process.
Mitigation: from the start the management team needs to emphasise learning across the teams and hold everyone accountable to it. CKM specialists can assist by organizing per assists and occasionally chase everyone for update sharing.
Lack of engagement of private sector actors
Private businesses operate on very different terms to research and development actors. Failure to engage them at the right pitch could severely hinder progress.
Mitigation: early consultations will be organized with these actors to find out how they prefer to engage and what motivates them to participate in ACGG.
Too little central attention put to communication
The CKM budget is modest. This means that for the level of ambition set, much comms effort needs to come from other team members. This may in turn lead to limited consistency and lesser quality work.
Mitigation: The ACGG managing team and ILRI CKM team will design a strong training program on comms so that other actors can play a stronger role in this. We will try to include explicit comms activities in annual plans and budget processes.
Connectivity undermining collaboration across country teams
In multi-country projects, communication and collaboration rely on sufficient connectivity. A number of platforms to be used in ACGG are online. The ACGG teams and partners need a very good online routine to make this work.
Mitigation: An informal assessment will be carried out to reveal if the teams are equipped with robust enough connectivity. In addition management meetings will look into this early on and if need be provide an offline back up plan for critical information that would otherwise sit online.
Lack of commitment from the teams to engage and contribute
Although it is a cause for concern, connectivity should however not become an excuse for not changing behaviors and workflows. Good communication and knowledge management relies primarily on good behavior (change). If the teams do not engage, collect information and communicate, the program as a whole is at risk.
Mitigation: We recommend that this issue is discussed high on the program management agenda at monthly meetings and otherwise, and that the assessment of partners ’ performances is tied to such behavior. Training and ongoing coaching will also be made available by the ILRI CKM team to accompany and foster such behavior change.

The first six months of the program are critical. It is the period when systems, processes and procedures are put into place and when behaviors are first encouraged to align around certain ‘ good practices ’ .
These first six months will see to the following activities (for each comms objective):
1. External presence and branding
Set up logo, website, workspace, branding guidelines and related boilerplate texts etc. Develop templates for presentations, reports and documents; set up publication guidelines and output types; develop poster and freebies (caps, tee-shirts etc.); Invite media for the launch events; Develop program posters and program flyers + ILRI information sheet/profile. Hold the ‘ launch ’ events. Determine hashtag. Finalise tagline.
2.
Outreach, engagement and influence for wider impact
Identify potential champions among donor community and governmental agencies to regularly engage with; connect with other ILRI programs in concerned countries to develop policy engagement linkages
(e.g. through Abay Andelay in Ethiopia). Map existing chicken development influential actors in each country. Engage with these actors around PMT meetings and national launch events.
3. Collecting, publishing and disseminating
Update the website on a regular basis (at least once a month); set up the template for the quarterly newsletter and release the first issue(s); Set up ACGG spaces on existing ILRI information platforms
(FlickR, Slideshare); Set up CGSpace collection; manage, curate and publish all final outputs on CGSpace; develop a couple of information sheets on the program approach.
The website will be particularly instrumental in this phase and it will feature: program objectives, partners, locations, activities planned, profile of the team behind, updates about the chicken genetic situation as is before ACGG kicked off etc.
4. Engaging, learning and documentation
Train project teams on using the program work space (wiki); populate that work space with indication relevant for the different teams; identify major opportunities for project and process documentation; the first field visit will be documented as part of this; around PMT meetings the process will start to get documented; the idea of initial peer assists will also be explored around PMT meeting; further in the year an initial exchange visit might be planned.
5. Internal communications and learning
Set up Yammer network and get team trained on it; Train project teams on using the work space; populate that work space with information relevant for the different teams; Support hosting and documentation of monthly team meetings. Support/facilitate organization of the PMT. Google calendar.
CKM plan; provide and document CKM guidelines and workflows; make sure all meetings are in calendar and wiki (if used) and documented properly.
Training for team in comms tools; wider awareness for team on comms tools. Identify comms focal points in countries.

Deliverables for the first 6 months:

CKM plan (month 1)

CKM workflows and guidelines

Program website (month 1)

Program work space (month 1)

Program social network (month 1)

Google Calendar (month 1)

CKM plan (month 2)

Determine hashtag (month 2): #ACGG #AfriChickGen

Regular updates on the website (from month 3 onwards) and on the work space (from month 5 onwards): 4-6 by late June 2015

Program flyer and program information sheet/brief (month 4)

Program poster (month 4)

Identification of comms focal points in project countries (month 4)

Quarterly newsletter template (month 5)

Publication guidelines and output types (month 4)

Branding and visibility guidelines for ACGG including logo, templates, boilerplate text etc.
(month 5)

Finalize tagline (month 5)

Tentative plan for process documentation (month 5)

Identification of potential policy champions to engage with (month 5)

Training for the program management team and for the project country teams on all internal comms tools, platforms and processes (month 4)

Information sheets about the program approach (month 6)

Two newsletter issues (quarterly) produced (month 6 and month 9)

Additional details for the comms plan for the second semester of 2015 (month 6)