A SWOT analysis makes it possible to assess the various strengths, weaknesses, opportunities and threats (SWOTs) within an organization, or within the agricultural extension system as a whole. In this study, a SWOT analysis was carried out at the category level, and focused on the categories of extension service providers. The following table outlines the findings of that analysis.
Category |
Strengths |
Weaknesses |
Opportunities |
Threats |
Public agricultural extension service providers and public research organizations |
- Highly qualified, competent and experienced personnel. - Good in-house training programmes have produced credible staff. - Extensive grassroots coverage with district- and/or village-level representation. - Amalgamation of DR&SS and AGRITEX ensures collaboration between technology generators and disseminators. - Public research system has a broad spectrum of researchers. |
- Limited financial resources: more than 75 percent of budget goes on salaries; very little left for operational costs. - Poor logistical support: no transport and equipment. - Lagging technical knowledge in new enterprises (e.g. ostrich/crocodile farming). - Bureaucracy and long channels of communication. - Conflicts between line ministries and departments at the expense of rural development programmes and intended beneficiaries. - Lack of self-discipline: few can work without supervision. - High staff turnover leaves some projects/programmes unfinished. - Politically aligned line ministries (e.g. Ministry of Youth Development, Gender and Employment Creation) are viewed suspiciously. - Counterproductive policies (e.g. technical papers used for career promotion, no consideration of the ground-level impact). |
- Improved collaboration and efficiency through department mergers. - Collaboration opportunities among line ministries, departments and other system actors. - Potential for improved effectiveness and efficiency through transformations (e.g. commercialization and cost recovery programmes). |
- Inadequate budgets are declining in real terms (inflation). - Prevailing economic situation: unlikely that government will increase budgetary allocations. - Unstable macroeconomic and political environment. - Donors are withdrawing or scaling down. - Retrenchments usually start at the bottom with the community service providers. |
International and private research centres |
- Highly qualified personnel. - Abundant financial resources. - Better logistical support (transport and equipment). |
- Programmes that are too short to have much impact. - Programmes that are too narrow (sector-focused) to have much impact. |
- Excellent opportunities for collaboration with public research and extension organizations, private companies and NGOs. |
- Donor fatigue and withdrawal of investments. |
Farmers' associations |
- Grassroots representation. - More grassroots contact: more aware of farmers' needs. - Member-based (district- and village-level), so effective two-way communication. - Specific interest groups provide specific, relevant information to clients. |
- Inadequate budgets (despite donor support). - Technical weaknesses. |
- Better services and more tangible benefits for members would improve the membership base. - Could be self-funding if membership base is improved. |
- Most are likely to be affected by donor fatigue and investment withdrawal (but not the Commercial Farmers' Union). |
NGOs and donor-supported rural development programmes |
- Abundant financial resources. - Better logistical support (transport and equipment). - Use multidisciplinary teams and more holistic approaches. - Good networking skills. - Use of participatory and bottom-up approaches ensures effective grassroots and community participation. - Provide training, extension and finance from one source. - Greatly improved understanding of community needs (through accountability and demonstration of impact to donors). - Small independent decision-making units facilitate quick decision-making and greater flexibility in project and programme implementation. |
- Thin on the ground, so very limited coverage. - Lack integrated approach (despite the rhetoric). - Lack information and technical expertise. - Lagging technical knowledge in new enterprises (e.g. ostrich/crocodile farming). - Exist for financial benefits: are dollar-driven. - Funds abused or not passed to the rightful beneficiaries. - Work is too localized. - Programmes that are too short to have much impact. - Programmes that are too narrow (sector-focused) to have much impact. - Ineffective umbrella body: the National Association of NGOs (NANGO). - Overdependence on external financial resources and expatriate technical assistance. |
- Potential for effective programme implementation: cooperative NGOs involve everyone. - Donors will fund well-designed programmes with demonstrated impact. |
- Unstable sociopolitical environment not conducive to normal operations. - Donor fatigue and investment withdrawal. - Political pressure to extend programmes or projects beyond the available resources. - Programmes may be overwhelmed as economic decline and retrenchment lead more and more beneficiaries to seek involvement. - Political pressure may force closures (e.g. NGOs accused of supporting opposition and banned from holding meetings in some areas). |
Private agrochemical input suppliers and commodity processors |
- Abundant financial resources. - Tend to be collaborative: desire to maximize profits. |
- Weak in-service training. - Numerous but uncoordinated interventions resulting from scramble for clients. - Poor grassroots representation. |
- Improved impact on the ground through greater comprehensiveness (e.g. including input credit schemes in on-going programmes). |
- Unfavourable socio-economic environment threatens operations and survival. |
Bat actors |
- Least-cost option for dissemination and accomplishment of extension objectives. |
- Outdated communication methods (e.g. announcements at schools or shouting from hills) prevent messages from reaching intended receivers. |
- Great opportunities for collaboration with all stakeholders. |
- Unstable socio-politico-economic environment. |
Pluralistic agricultural extension system |
- Improved personnel qualifications, competence and experience. - Strong in-service training. - Understand need for rural development: work to improve rural communities. - Improved understanding of community needs. - Empowered communities demand fewer services. - Improved coverage in rural areas. - More officers working at grassroots level: better-articulated community needs; programmes adjusted to changing needs and environmental factors. - Zimbabwe's comparatively high literacy levels. |
- Lagging technical knowledge in new enterprises (e.g. ostrich/crocodile farming). - Time wasting. - Limited financial support. - Lack integrated approach (despite the rhetoric). - Duplication and repetition of failed projects. - Channels of communication are too long to be effective. - Inadequate extension (particularly for emergent farmers). - Lack of collaboration: little effective community development. |
- Greater need for interventions. - Empowered communities demand more services. - Donors will fund well-designed programmes with demonstrated impact. - Opportunities for collaboration among all actors in the pluralistic extension system. - Room to involve local communities in most intervention issues. - Excellent opportunities for strategic government agency/NGO alliances (collaboration arrangements) with local private companies in various sectors, despite threat of donor fatigue and withdrawal (e.g. CAMPFIRE's partnership with local private safari operators). |
- Withdrawal of investments (donor fatigue). - HIV/AIDS is wiping out gains already made. - Farmers' loss of faith in agricultural extension service providers. - Political pressure to extend the geographic range of interventions designed for specific locations creates problems for programme management and sustainability. - New skills may never be used because of lacking capital. - Erratic fuel supplies can cripple operations. - Natural disasters (e.g. Cyclone Eline) threaten effective and sustainable rural development. |