When President John Mahama launched the Feed Ghana Programme, his speech was filled with hope and vision.
“It is not just a policy—it is a call to action,” he declared, urging all stakeholders—farmers, agribusinesses, financial institutions, development partners, and citizens—to rally behind the initiative.
The intention is noble, but good intentions alone do not guarantee results. For this national call to yield fruit, one crucial element must not be overlooked: a comprehensive and strategic communication plan.
The vital role of agriculture in Ghana’s economy has compelled successive governments to introduce interventions aimed at enhancing food security, creating jobs, and reducing imports. From “Planting for Food and Jobs” to “Rearing for Food and Jobs,” these policies were launched with high hopes and lofty promises.
Yet, history reminds us that well-intentioned policies often crumble not due to weak ideas, but due to weak communication. As a development communication expert, I find it imperative to raise a clarion call: if Feed Ghana is to succeed, it must first feed minds with information and hearts with motivation.
This can only be done through a deliberate and well-structured communication strategy—one that is inclusive, strategic, participatory, and goal-oriented.
With the launch of the new Feed Ghana programme by the National Democratic Congress (NDC) administration, there is renewed optimism. President John Mahama’s remarks at the launch were promising.
He described the programme as “a call to action,” urging collective effort from all stakeholders—farmers, agribusinesses, financial institutions, development partners, and citizens. Yet, a call to action must be followed by structured and strategic communication. Without it, even the best policies risk faltering.
Communication Gap in Past Interventions
One of the core issues that plagued previous interventions was the absence of a two-way communication system. Policies such as Planting for Food and Jobs were heavily top-down—crafted at the national level and handed down to farmers and stakeholders without meaningful engagement.
The very people the policies were meant to empower—the farmers—reported a lack of consultation, ownership, and understanding. Communication, therefore, must go beyond dissemination; it must involve dialogue, participation, and feedback.
A robust communication strategy would have anticipated these gaps, designed inclusive platforms for engagement, and ensured that farmers didn’t just hear about policies—they became part of shaping them.
This top-down, one-directional flow of information fails to build ownership and participation. It undermines trust and reduces the likelihood of success. A well-thought-out communication strategy would have changed this narrative.
Feed Ghana Deserves Better
If Feed Ghana is truly a national agenda meant to boost food production, create employment, and reduce the country’s overreliance on food imports, then it must be matched by a strong communication strategy that informs, inspires, and involves.
The programme includes praiseworthy initiatives such as promoting backyard gardening, reviving school farming, and expanding the farming model within security agencies like prisons. These ideas, while commendable, will remain theoretical unless they are communicated to the public with actionable messaging.
Why Communication Matters
A national initiative of this magnitude requires a communication strategy that is equally national in scope, local in relevance, and targeted in delivery. People must understand not only the “what” and “why” of the Feed Ghana agenda, but also the “how,” “where,” and “when. “Every national programme needs its own communication blueprint—a roadmap that defines how information is shared, how engagement happens, and how feedback is received. Here’s why:
Foster Ownership, Inclusion, ensure Consistency, and Mobilise Public Support
Farmers need to feel that they are part of the process. Community engagements, radio discussions, local language messaging, and participatory dialogues will give them a voice. Without coordination, different agencies may communicate different messages, creating confusion.
A centralized communication plan will ensure clarity and coherence. National initiatives thrive on national unity. Public education campaigns and media partnerships can help build widespread support.
To Break Down Complex Information and Create Feedback Loops:
Technical models must be simplified for various audiences. From school pupils to rural farmers, communication must be tailored accordingly. Communication is not a monologue. It is a conversation. Channels such as toll-free numbers, WhatsApp platforms, and rural extension feedback sessions should be integrated.
Conclusion
Feed Ghana is more than just a policy—it’s a national mission. But to truly “feed Ghana,” we must first feed minds with information, and hearts with the motivation to act.
Strategic communication should not be an afterthought. It must be embedded at the heart of the policy’s implementation.
Let us not repeat the missteps of the past. Let this be the moment when policy meets people—not only on paper but through clear, inclusive, and empowering communication. Ghana’s agricultural future depends on it.
