KNOWLEDGE ACCESS FOR RURAL INTERCONNECTED AREAS NETWORK KARIANET
KNOWLEDGE & INFORMATION NEEDS ASSESSMENT REPORT
FINAL VERSION
FEBRUARY 2006
EXECUTIVE SUMMARY
Knowledge Access in Rural Interconnected Areas Network (KariaNet) is a multi-stakeholder partnership between the International Fund for Agricultural Development (IFAD), the International Development Research Centre (IDRC) and IFAD-funded projects in the Middle East and North Africa region. During its 3 first years of activity, it aims to bind 10 projects in the region for greater knowledge sharing and impact.
In order to identify the areas of information and knowledge strength, and substantiate the needs of the project staff, KariaNet has organized a consultative study reported in the present document. This study has involved interviews and discussions with more than 260 people throughout the region, and a quantitative analysis supported by more than 170 questionnaires filled by the sample group.
The study has shown a very strong support expressed for KariaNet and a genuine interest for boosting Knowledge Management activities within and across projects. KariaNet is perceived as a great opportunity to learn from other projects, and individuals do expect to improve their own work results through greater knowledge sharing. However, participants indicated also that sharing knowledge is not an activity, which is formally featured in their job description nor duly prescribed, hence some potential impediments to overcome. Obstacles limiting information and knowledge sharing have included cultural and practical factors such as the lack of incentives, the lack of time, and a willingness to share only once an output is considered as "perfect".
As an interesting baseline, only one third of the respondents said that knowledge sharing at the project level was satisfactory, i.e. "just right". Participants also pointed the drastic lack of knowledge sharing at the national and regional levels, ipso facto valuing and praising again KariaNet's objectives.
Logically, participants highlighted tapping almost exclusively local resources to get information and knowledge on Rural Development, with "colleagues at work" the main source of information and knowledge. Simultaneously, participants underlined that they would value other means to strengthen their capacity –e.g. seminars, publications, access to external partners, colleagues in other regions, etc., which are not yet easily accessible to them.
Regularly, ICT gaps and needs are severely perceived. Basic access to information and knowledge through ICT mediated services is frequently lacking. If the Project Management Units tend progressively to be equipped with ICT tools and connected to information sources, this is almost never the case for the field units, which concentrate most of the project staff.
As with their preferred language of collaboration and exchange, participants put Arabic first. However, communicating with external target audiences might leave room to other languages, with English a probable second best and French a third choice in terms of usage frequency.
The study has unveiled a wealth of information and local knowledge, although not necessarily codified. However, in various instances some local issues have already found a solution elsewhere. From a statistical standpoint, the sample group has more frequently expressed expertise on the following thematic areas: (i) Participatory approach and community development, (ii) Rural enterprise, (iii) Technology transfer, (iv) Income generating activities and funding, (v) Gender mainstreaming, (vi) M&E of results and impact of project interventions. A knowledge mapping has gathered a valuable list of information and knowledge sources recommended by the sample group. However, this exercise could probably be further completed and extended through a broader and deeper knowledge scan.
As a matter of fact, additional information and knowledge has been frequently requested on several thematic areas, namely: (i) Participatory approach and community development, (ii) Technology
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transfer, (iii) Income generating activities and funding, (iv) Rural enterprise, (v) M&E of results and impact of project interventions, (vi) Marketing, (vii) Gender mainstreaming. As for the types or forms of knowledge primarily needed by the respondents, the following ones have been prioritized: (i) Training materials, (ii) Success stories, (iii) Comparative experiences, (iv) Knowledge maps, (v) Lessons learned studies, (vi) Evaluation reports.
Furthermore, the respondents have emphasized the importance of establishing an environment that strongly supports information and knowledge sharing activities. In particular, several key needs and enabling factors have been pointed by the study participants, including (i) aligning network members with the purpose of KariaNet and (ii) with the membership of the network, (iii) seek management support, (iv) value the role of the PKF, (v) actively involve stakeholders and network members, (vi) allocate adequate resources, and (vii) monitor results.
Therefore, in order to address the information and knowledge needs of KariaNet project-members, the subsequent recommendations form three pillars that focus on people, processes and technology. On people, the report recommends that (i) management buy-in should be continuously favoured and adequate reporting provided to project managers, (ii) project staff should be regularly incited to join and contribute to KariaNet, starting with KM and ICT training sessions, (iii) the role of the PKF should be further described, endorsed and supported by the network infrastructure, (iv) network membership should be clarified and membership policy should be known by all members, (v) external partners should be actively involved in the network, (vi) a strategy should be crafted to target additional partners, (vii) rewards and soft incentives available to favour knowledge sharing should be listed. On processes, the report emphasizes that (i) KariaNet should issue its own definition of Knowledge Management, (ii) knowledge sharing guidelines should be developed and shared with network members, (iii) e-discussions should be organized on the thematic areas prioritized by the study participants, (iv) knowledge gathering and content development should focus on the knowledge forms most frequently requested by the study participants, (v) face to face community building activities should be organized around the thematic areas prioritized by the respondents, (vi) thematic communities of practice could be spun off from KariaNet, (vii) additional resources could be mobilized to sustain the objectives of KariaNet, (viii) Arabic should be the language favoured by the community, (ix) a communication plan should be crafted and rolled out to increase the visibility and adoption of the network, (x) KariaNet's exit strategy at the project level should be clarified, (xi) a M&E framework could be developed at the project level in order to better link information and knowledge sharing with individual results. On technology, the report recommends (i) to equip project staff with ICT tools allowing them to effectively access KariaNet and other IT mediated sources of information and knowledge, and (ii) to use standard IT project management methodologies when aiming to assess and respond to KariaNet ICT needs. Finally, the report underlines the strong expectations that the study participants have for KariaNet and the remarkable information and knowledge sharing potential that the network brings in the region to project staff, partners and stakeholders, and beneficiaries.
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RESUME ANALYTIQUE
KariaNet, réseau régional de partage des connaissances assisté par les TIC et soutenu par le FIDA et le CRDI, vise à favoriser le partage des connaissances, de même que l'échange d'information et d'expériences entre les projets financés par le FIDA au Moyen-Orient et en Afrique du Nord, afin d'améliorer les systèmes de prestation de projets de sorte à mieux servir les bénéficiaires.
Afin d'identifier les thèmes sur lesquels les projets membres possèdent de nombreuses connaissances, mais également ont des besoins complémentaires en information et connaissances, KariaNet a organisé une étude consultative rapportée dans le présent document. Cette étude a conduit à des entretiens et consultations avec plus de 260 personnes dans la région, ainsi qu'à une analyse quantitative exploitant plus de 170 questionnaires remplis par l'échantillon des participants.
L'étude a montré un réel soutien des participants pour KariaNet et l'intérêt de développer les activités de gestion des connaissances à l'intérieur de chaque projet comme entre ceux-ci. KariaNet est perçu comme une opportunité d'acquisition de connaissances résultant de l'expérience d'autres projets. Les personnels consultés en attendent concrètement une amélioration de leur travail et un accroissement de l'impact de leurs actions. Toutefois, les participants ont également indiqué que le partage des connaissances n'était pas une activité formalisée dans leur description de poste, ni formellement prescrite dans le cadre de leur travail. D'autres facteurs pouvant limiter les échanges de connaissance ont par ailleurs été souligné, comme le manque de temps, l'absence d'incitations, ou une tendance à ne partager un travail que lorsque celui-ci est considéré comme abouti, et non préalablement, ce qui aurait pour objectif d'en améliorer le résultat.
Environ un tiers des répondants seulement estime satisfaisant le niveau de partage des connaissances au sein de leur projet. D'autre part, l'absence de partage de connaissances aux niveaux national et régional est largement constatée par le groupe étudié.
Logiquement donc, les participants soulignent l'utilisation principale de sources locales d'information et de connaissances pour soutenir leurs actions, avec les collègues immédiats comme première origine. Simultanément, les participants indiquent souhaiter avoir d'autres moyens de développer leurs capacités – séminaires, publications, partenaires externes, collègues dans d'autres projets, etc.-, moyens qui ne sont que rarement offerts.
Le groupe étudié exprime également de forts besoins en technologies de communication et d'information. Si l'équipement en TIC des unités de gestion de projet est en cours, les unités de terrain sont en règle générale pauvres en technologie et dénuées d'accès à Internet.
La langue arabe est perçue comme la langue commune du réseau, et celle qui peut le plus spontanément fédérer les échanges régionaux. L'anglais arrive en seconde position, suivi du français. L'utilisation de ces deux langues implique toutefois l'exclusion d'une partie de l'échantillon, en premier lieu des bénéficiaires qui pourraient rejoindre KariaNet.
L'étude a observé d'autre part une grande richesse de connaissances locales, toutefois souvent peu codifiées. La transmission orale des savoirs reste fréquemment la norme. D'un point de vue statistique, les domaines sur lesquels une forte expertise est le plus fréquemment ressentie sont : (i) Approche participative et développement des communautés, (ii) Entreprise rurale, (iii) Transfert technologique, (iv) Activités génératrices de revenu et financement, (v) Approche genre, (vi) Suivi et évaluation des projets et de leur impact. Une cartographie des connaissances a été effectuée sur l'échantillon, retournant de nombreuses recommandations certainement utiles à partager. Toutefois cette cartographie pourrait probablement être enrichie et complétée en approfondissant chacun des thèmes et en recourant à des suggestions d'experts externes.
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En terme de besoins en information et connaissances, les domaines qui recueillent le plus grand nombre de demandes sont successivement : (i) Approche participative et développement des communautés, (ii) Transfert technologique, (iii) Activités génératrices de revenus et financement, (iv) Entreprise rurale, (v) Suivi et évaluation des projets et de leur impact, (vi) Marketing, (vii) Approche genre. Ainsi, la demande est majoritairement –mais non exclusivement- pour un approfondissement de l'expertise sur les thèmes pour lesquels les répondants s'estiment pourvoyeurs de connaissances. Cette corrélation corrobore clairement la pertinence de KariaNet. Les types, ou vecteurs, de connaissances qui sont le plus fréquemment sollicités sont d'autre part : (i) Matériels de formation, (ii) Histoires de réussites, (iii) Expériences comparatives, (iv) Cartes de connaissances, (v) Leçons apprises, (vi) Rapports d'évaluation.
En outre, au titre des besoins ressentis les répondants ont mis en avant la nécessité d'instaurer un environnement qui soutienne activement le partage des connaissances. A ce titre, plusieurs facteurs émergent, soit : (i) l'alignement des membres du réseau sur les buts de KariaNet et sur (ii) la communauté visée par le réseau, (iii) l'apport du soutien indéfectible du management, (iv) la mise en avant du rôle du PKF –facilitateur des connaissances de projet-, (v) implication active de partenaires externes et des membres du réseau, (vi) soutien financier en adéquation avec les objectifs visés, (vii) un suivi et une évaluation au niveau local du partage des connaissances.
Par conséquent, afin de répondre aux besoins en information et connaissances qui ont été exprimés, ainsi que pour mieux exploiter les nombreuses expertises et expériences détenues par les personnels, partenaires et bénéficiaires des projets étudiés, des recommandations très pratiques sont formulées et articulées autour de trois axes : personnes, processus, technologie. Au titre des recommandations axées sur les personnes, nous préconisons (i) d'associer le management aux activités de KariaNet, notamment en informant régulièrement le management des contributions des membres de projet et des bénéfices recueillis, (ii) d'impliquer activement les membres de projet, pour commencer en fournissant des formations appropriées à l'utilisation des technologies de l'information, à la gestion des connaissances, et à KariaNet, (iii) de détailler le rôle du PKF afin de faciliter son action et accroître sa visibilité, (iv) de clarifier à chacun le périmètre du réseau et les objectifs formulés à l'égard de sa composition, (v) d'impliquer substantivement les partenaires fondateurs, (vi) d'élaborer une stratégie de partenariat aidant à cibler les axes de développement externe et l'acquisition de ressources cognitives tierces, (vii) d'établir la liste des incitations au partage des connaissances, et récompenses éventuelles, que KariaNet peut articuler. Au titre des recommandations axées sur les processus, nous préconisons : (i) d'établir une définition de la gestion des connaissances qui soit propre à KariaNet et reflète les ambitions du réseau, (ii) de développer un guide présentant KariaNet et le partage des connaissances, qui sera adressé à chaque nouveau membre du réseau, (iii) d'organiser des discussions électroniques initialement centrées sur les thèmes sollicités en priorité par l'échantillon étudié, (iv) de favoriser l'échange ou la construction d'un corpus de connaissances véhiculé par les formes demandées en priorité par l'échantillon de l'étude, (v) d'organiser des rencontres thématiques au cours desquelles échanges de connaissances et construction de communauté seront simultanément effectués, (vi) de mobiliser progressivement des communautés de pratique selon les thèmes recueillant une forte demande quantitative et une grande exigence qualitative, (vii) de s'efforcer d'accroître les ressources financières allouées directement ou indirectement à l'échange de connaissances –e.g. équipements TIC-, (viii) de favoriser la langue arabe dans les échanges intra-régionaux du réseau, (ix) de définir et mettre en œuvre un plan de communication et d'accompagnement au changement, (x) d'établir la stratégie de sortie de KariaNet lorsqu'un des projets membres s'achève, (xi) de favoriser la définition et l'adoption au niveau local d'un plan de suivi et évaluation des résultats de KariaNet et de ses membres. Pour le troisième axe, relatif à la technologie, nous préconisons : (i) de répondre à la forte demande des équipes de projet en les dotant d'outils technologiques et de communication qui leur permettront effectivement d'utiliser et de contribuer à KariaNet, (ii) d'adopter des méthodologies standard de management de projet TIC.
Enfin, le rapport souligne en conclusion l'immense potentiel de KariaNet et table sur son succès.
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IDRC
IFAD
KariaNet - Knowledge Access in Rural Interconnected Areas Network
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Table of Contents
1. INTRODUCTION 11 1.1. Purpose of the Study 11 1.2. Scope of Work and Deliverables 11 1.3. Methodology of the Study 12 1.4. Structure of the Report 13 2. KARIANET REGIONAL INFORMATION AND KNOWLEDGE NEEDS 13 2.1. Information/Knowledge Sharing Features of the Study Population 14 2.1.1. Demographics 14 2.1.2. Definition of Knowledge Management for KariaNet 16 2.1.3. Perceived Value of KariaNet to Survey Participants 17 2.1.4. Key Reasons for Sharing Information and Knowledge 18 2.1.5. Key Reasons Impeding Information and Knowledge Sharing 19 2.1.6. Current Level of Information/Knowledge Sharing 20 2.1.7. Sources of Information/Knowledge on Rural Development 21 2.1.8. E-Readiness 24 2.1.9. Language Abilities 26 •
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2.2. Knowledge/Information Strengths of Users and Stakeholders 28 2.2.1. Thematic Areas of Knowledge and Expertise 28 2.2.2. Knowledge Mapping 30 2.3. Knowledge/Information Needs of Users and Stakeholders 30 2.3.1. Thematic Knowledge Needs 31 2.3.2. Key Services/Content Types 33 3. FOSTERING A SUPPORTIVE ENVIRONMENT 38 3.1. Purpose of KariaNet 38 3.2. Membership and Governance Structure 39 3.3. Management Support 40 3.4. The Role of the PKF 42 3.5. Stakeholders Involvement 43 3.6. Resources Allocation 43 3.7. Networking for Results 44 4. SUMMARIZED LIST OF RECOMMENDATIONS 44 4.1. On People 44 4.2. On Processes 45 4.3. On Technology 47 5. CONCLUSION 48 ANNEXES 50 Annex 1 - List of Persons Consulted 51 Annex 2 - List of Documents Reviewed 58 Annex 3 - Statistical Data 60 Annex 4 - Projects Needs and Good Practices 72 Annex 5 - Knowledge Mapping 100 Annex 6 – ToRs of the Study 128
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Acronyms and Abbreviations
ADG Agricultural Development Group ARMP-II Al Karak-Tafila Agricultural Resource Management Project – Phase II CAV Centre for Agricultural Ventilation CRDA Commissariat régional du développement agricole GDA Groupement de développement agricole IADP Integrated Agricultural Development Project in the Governorate of Zaghouan ICT Information and Communication Technologies IDRC International Development Research Centre IFAD International Fund for Agricultural Development IT Information Technologies KariaNet Knowledge Access in Rural Interconnected Areas Network KM Knowledge Management LAN Local Area Network NGO Non Governmental Organization NKRDP North Kordofan Rural Development Project PA Participatory approaches PDRTT Projet de Développement Rural de Taourirt-Taforalt PKF Project Knowledge Facilitator PRODESUD Projet de Développement Agro-pastoral et de Promotion des Initiatives Locales dans le Sud Est RCAD Regional Commissionary for Agricultural Development RIMS Results and Impact Management System SKRDP South Kordofan Rural Development Project TEC Territorial Extension Centre TIC Technologies de l'Information et de la Communication TOR Terms of Reference VDC Village Development Committees YARDP Yarmouk Agricultural Resources Development Project
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Acknowledgements
The Consultant is grateful to KariaNet Regional Coordination Unit, especially to Dr. Mustapha Malki for his advices, guidance and unfailing support during the mission. The Consultant is also deeply grateful to all Project Knowledge Facilitators for openly sharing their perspectives and insights on the project and the local context, for their assistance also in organising and arranging meetings and in general for their valuable and kind help: Youssef Bensajjay, Khalid El Atmani, Mourad Bejaoui, Hedi Labiedh, Ms. Samah Jaradat, Mamoon Adaileh, Rashid Abd El-Aziz Massaad, Ahmed Gabir Subahi, Ms. Manal Zein El Abidine, Mohamed Mostafa. We are grateful also to the Project Directors and Managers for their support to the study, their very frank and inspiring input, and also for allowing the Consultant to spend enlightening and useful time with project staff, partners and beneficiaries. We are also especially grateful to all those who participated in meetings, in IDRC and IFAD, as well as all other stakeholders, partners, beneficiaries, who contributed so freely with information and ideas. Without their help and input, this report would not have been possible.
This report reflects the findings and recommendations of Dr. Patrick Breard, Founding Partner and Consulting Director, Breard & Associates SARL, http://www.breard-associates.com.
Dr. Patrick Breard Directeur Conseil, Breard & Associates
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1. INTRODUCTION
The Consultant has been contracted by IDRC to conduct a "Knowledge & Information Needs Assessment Study" for the KariaNet Programme.
KariaNet (Knowledge Access in Rural Interconnected Areas Network) is a multi-stakeholder partnership between the International Fund for Agricultural Development (IFAD), the International Development Research Centre (IDRC) and IFAD-funded projects in the Middle East and North Africa region. It seeks to foster networking among these latter projects for the sake of sharing useful knowledge and exchanging relevant information and experiences, first among them, and therefore with the "external world". The underlying overall goal of the network is to improve operations and outcomes of its project-members, enhance the fulfilment of their objectives, and improve livelihoods of IFAD target groups, through strengthening capacity of its project-members.
1.1. Purpose of the Study
The success of KariaNet depends on its ability to respond to the knowledge and information needs of its project-members' managers, staff, beneficiaries, and partners, as well as its ability to analyze the drivers and constraints for this initiative. In this respect, the Needs Assessment Study seeks to provide relevant information about what type of knowledge and information is required, in which format it should be presented, where it can be accessed, which constraints and problems (especially e- readiness) inhibit project-members access it, etc. The purpose of the study is also to identify potential knowledge gaps, if any, and formulate recommendations about how to overcome these gaps.
A particular attention was to be paid to the potential "success stories" and "best practices" that are available among KariaNet project-members' and which can be documented and shared. This was concerning not only practices developed and/or promoted by the Project Management Unit but the ones developed/used by the project beneficiaries.
Consequently, while writing the following report the Consultant has been directed by the objective to present a needs assessment that is action oriented, information rich, impartial and credible, balanced, clear and easy to understand, focused on conclusions or recommendations supported by evidence.
1.2. Scope of Work and Deliverables
The mission assigned to the Consultant was to conduct a Needs Assessment focusing on the following tasks: 1. Identification of key users and stakeholders of the network. It is expected that the Needs Assessment Study identify key users and stakeholders (member projects' staff and beneficiaries, government agencies, research institutions, NGOs, other international agencies, such as IFAD, etc.). It must also identify potential communities of practice among the users and stakeholders of the network who would spearhead and support knowledge sharing and dissemination initiatives at the local, national and regional levels. 2. Identification of the knowledge/information needs and strengths of the key users and stakeholders. This involves the undertaking of a questionnaire survey to determine key users and stakeholders' need-to-know agenda as well as knowledge/information priorities, their area(s) of strength and expertise in terms of knowledge and information, especially in terms of indigenous knowledge as for KariaNet member projects, their current resources (e.g. local databases, libraries), their knowledge/ information sources (e.g., consulting firms, development agencies, academic researchers), etc. The Needs Assessment Study must actively involve KariaNet member projects' staff and beneficiaries as well as other potential stakeholders in needs' documentation and solutions' development.
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3. Undertaking of a participatory stakeholder analysis. The Needs Assessment Study must encompass, in addition to the questionnaire survey mentioned in Point 2 above, the undertaking of a participatory stakeholder analysis to identify key users and stakeholders' needs, motivations and constraints in the overall framework, and try to bring together stakeholders, at the project level, to discuss solutions and find where there is some convergence. 4. Analysis of the actual environment for knowledge sharing. The Needs Assessment Study must also include an analysis of the present culture (e.g., perception of the value of knowledge sharing, perceptions of what constitutes accurate/quality information, attitudes to unstructured collaborative modes of learning, degree of trust in outside information sources, language abilities) among the member projects' staff and beneficiaries, and the state and use of the available technologies (e.g., e-readiness, phone, fax, costs). 5. Formulation of recommendations on how to foster better knowledge sharing. The Needs Assessment Study has to provide practical recommendations based on the points 1-4 above, and on any other evidence, to help KariaNet foster a better knowledge sharing among its member projects and achieve its mission at reasonable cost and time-frame.
Following the above process, outputs and deliverables were assigned to the Consultant in the form of a Needs Assessment Report, documenting his findings and practical recommendations for a better knowledge sharing among KariaNet member projects, specifying, among others, the following items: Knowledge and information needs on the different communities of practices (or "populations") within the KariaNet network; "Success stories" and "best practices" available within KariaNet member projects and their key partners, including indigenous "success stories" and "best practices" available amongst KariaNet member projects' beneficiaries; Potential sources of knowledge and information in the 5 concerned countries and in the region; Findings of the analysis of the actual environment of knowledge sharing; Practical recommendations to foster a better knowledge sharing among KariaNet member projects…
All these points are covered in the report and its annexes.
1.3. Methodology of the Study
The study has involved the visit of 10 IFAD-funded projects, all bound by KariaNet, from the 9th of November to the 21st of December 2005. The working time spent on each project varied between 2 and 3 days.
Data collection has been heavily triangulated, involving primary sources, secondary sources, in-depth interviews, focus groups, site visits, direct observation, and a 9-pages long questionnaire. Overall, more than 260 people were consulted and 171 respondents filled the questionnaire. The sample group was well inclusive, representative and diverse, comprising project managers, project PMU staff, project field units staff, partners and stakeholders, beneficiaries (see Annex 1).
Data analysis has been qualitative as well as quantitative, the latter resulting from the use of the questionnaire. The approach adopted throughout the study is action research. It implied the aim to assess knowledge and information needs while helping respondents to represent and to formalize these needs, and to assess knowledge strengths while helping to better understand local strengths. It involved also to provide recommendations on the maximization of KariaNet while raising the visibility of the network, and to nurture the interest and willingness the network users and stakeholders to benefit from it.
As there was no prior similar study available for the target group and above purpose, the aim of the study was exploratory and inductive research, as no prior hypothesis was to be formally confronted to the findings. Although it is hoped that the study is well representative of the surveyed environment, it
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cannot most certainly represent all its complexities, therefore our claim for a constructivist affiliation. But we believe that the approach is robust and that several findings could be generalized.
The process used during the implementation of the study has been consistently replicated throughout the mission. It included the distribution of a typical schedule for the field visits, to be locally adapted and leveraged. Part of the schedule included an introductory session with the target group in order to present KariaNet and the purpose of the study, and to go over the questionnaire and flag some specific points or elaborate every question. In most of the projects, the field visits were also concluded by a debrief session, to present the Consultant's findings, revise them or collect additional points.
At the end of the field mission, a meeting was organized with IDRC in Cairo to present the findings coming from the field consultations, propose a structure to the report, get feedback and agree a timeframe for the delivery of the report. A conference call was also organized with IFAD to collect the perspectives of the agency and present some findings of the study.
Later on a first draft report was sent to IDRC, whose comments were integrated in the current version. This document is the final report covering the issues listed in the TOR and resulting from the above- described process.
1.4. Structure of the Report
The report follows the objectives set in the Terms of Reference and closely reflects the input and suggestions collected during the mission. The document is structured around two main parts. The first part describes the regional information and knowledge needs of the study population, and shapes some concrete recommendations on how to best address them. The second part of the report analyzes and makes some practical recommendations for shaping a supportive environment in which greater information and knowledge sharing could blossom.
To keep the report light and easy to read, some complementary findings have been put in the annexes. In particular, we will find there a description of each project, including local knowledge needs, good practices and success stories. We will point also in annex a knowledge mapping of the thematic areas. This is most certainly a valuable brick on which further knowledge could be built on.
It's probable that the hereby report covers ultimately more points than the ones listed in the TOR, although they still comply with and pursue the same objective which is through this study to help KariaNet fulfil its mission and contribute to reduce poverty of IFAD target groups.
2. KARIANET REGIONAL INFORMATION AND KNOWLEDGE NEEDS
As mentioned above when introducing our methodology, information and knowledge needs have been assessed through qualitative and quantitative instruments. The purpose of this chapter is to present the data set collected through the questionnaire and to enrich our statistical analysis by leveraging the qualitative input stemming from the interviews, focus groups and site visits.
We cover successively three sections articulated by the questionnaire. We start with the current environment for information and knowledge sharing, and then move to information and knowledge strengths of the respondents, before closing with the knowledge needs as expressed by the target group.
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2.1. Information/Knowledge Sharing Features of the Study Population
The current environment in which KariaNet operates is rather complex, covering five countries, ten projects, hundreds of project staff and hundreds of thousands beneficiaries.
It is the consultant belief though that the study, through its robust conception and design by the Steering Committee, and careful implementation, has offered an opportunity to accurately represent the environment and expectations of existing and potential KariaNet members.
A total of 171 respondents have filled the questionnaire, which is remarkable and will lead us to several comments, though we first need to give some more details on how the questionnaire was managed.
It is first useful to say that three linguistic versions of the questionnaire have been prepared. The Consultant developed the English version first, then taking into account the feedback and needs expressed by the PKF, translated it in French. In parallel, the PKF did an Arabic version of the questionnaire. Depending on the language abilities of the respondents, one or the other version was used, the Arabic one requiring the additional step by the respondents to report their input in the English or French version, so that the Consultant could properly process it.
The questionnaire was 9 pages long, and could take up to 30 minutes to be filled. The questionnaire had the purpose to collect knowledge needs and capacities, but also to raise the awareness about KariaNet and Knowledge Management, both not being necessarily well known topics at the start of the study –we already mentioned above our anchor in action research-.
It must be emphasized also that the questionnaires were introduced and explained to the respondents during an interactive session, but then was left to them to be filled. The participation in the study was facultative, although warmly supported by the project management and effectively and actively organized and coordinated by the PKF. Therefore the consultant noticed with great interest that more than 90% of the people who had the questionnaire in hands did effectively fill it. Besides the comments received that it was an "interesting and instructive" questionnaire, the most noticeable point is certainly the level of response, significantly high. It was obviously the Consultant perception that the topic was of interest to the participants, that they did have needs to express and they were finding the study a good opportunity to collate them, that overall there was indeed a strong potential to have the respondents devoting time to KariaNet and a positive perception towards knowledge sharing, and that the roles of the management and PKF were effective enablers.
2.1.1. Demographics
When considering the 171 questionnaires, participation in absolute terms in the survey has not been equal across projects. Several factors can explain this. The first one is certainly that each project has a staff of different size, reason why it was easier to get more respondents from "larger" projects than "smaller" ones. In addition, some local opportunities or contingencies have affected the level of response. The project with the lowest number of respondents is Taourirt-Taforalt, which is due to the fact that the study was conducted in Oujda in the middle of a 3-days long national holiday, to celebrate the 50th anniversary of the Moroccan independence. So all the project staff was off-duty and had to be mobilized in the middle family events and official commemorations. Fortunately though, it was possible thanks to the efforts of the PKF to have 6 questionnaires filled and to have a significant number of in-depth interviews and field visits carried out, which have seriously helped to create a representative perception of the local context and needs. On the opposite side, 30 questionnaires have been filled in South Kordofan, the survey being conducted right after a 2-days long training workshop organized by the PKF to present KariaNet to the staff, who was therefore fully aware, mobilized and present to contribute to the study.
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30 30
25 24 24
20 19 17 15 15
12 12 10 11 Number of Questionnaires of Number
5 6
0 Al-Haouz Taourirt- Prodesud Zaghouan Yarmouk Karak- North South West Sohag Taforalt Tafila Kordofan Kordofan Noubaria
Projects
Regardless of the project location, the Consultant also noticed very clearly during the interviews and focus groups the high level of education and experience of the project PMU staff and project field units staff. Most probably, engineers were the population most frequently met, but there were also veterinaries, PhDs, technicians, university graduates, etc. The overall level of education and capacity among the respondents is very high.
Still in terms of the demographics, two segments were identified to characterize and cluster the work profile of the participants. The first one aimed to see in which capacity the participants are working on the project. Respondents could be a core project staff part of the Project Management Unit, or a project member outside the PMU, i.e. most frequently located in the field. Participants can also relate to the project in another capacity, e.g. as civil servants associated to the project but not being formally part of the project team. The objective of this segment of the survey was eventually to help identifying if needs are different according to the relationships of the respondents with the project. It must be noticed though that this segment will be analyzed with some care and provisions, due to the discrepancy and idiosyncrasy of the responses. In some projects, all the project team perceived to be project staff and there was no real distinction made with the PMU. In some other projects, the project staff is just composed of the PMU, and project implementation is externalized to local partners –e.g. civil servants-, therefore not considered as project staff stricto sensu.
Valid N Project Staff Project Member Other 167 58% 37% 5%
A second demographic segment was proposed, to cluster the needs according to the job profile. The first category proposed there was "generalist", i.e. to group staff working in management, coordination, animation and facilitation. The second category was "specialist", grouping experts, advisors, researchers and the like. The third category was others, and covers staff working mainly on administrative and support functions.
Management and Expert or thematic Other (e.g. Valid N coordination advisor Administration) 107 64% 23% 13%
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While considering these above demographic elements, it's the Consultant belief that the study is well representative of the needs of the target group. As a matter of fact, the study is probably the first of this magnitude in the region thanks to the number of participants directly met, and due to the exhaustiveness of the questionnaire which covered through 20 core questions an assessment of more than 150 sub-items, focusing all on information and knowledge management and representing an output of 1368 pages of data.
2.1.2. Definition of Knowledge Management for KariaNet
There's no such a thing like a standard definition of Knowledge Management. Every organization or structure tends to identify a definition that fits its own needs Knowledge management has been defined as “strategies for facilitating ways of creating, collecting, sharing and applying knowledge within an and context. Furthermore, the organization”. Do you agree with this definition? term Knowledge Management is not necessarily familiar to everyone, although KariaNet is a genuine representation of this body of management. Therefore the survey proposed a definition of knowledge management to the 160 154 respondents, with a dual 140 objective. First was to acquaint the 120 participants with this term and 100 build their capacity by relating the 80 questionnaire and KariaNet to this 60 field. And secondly, it was to get a 40 feedback on the adequacy of the 13 20 proposed definition, or on what 0 KM could mean for the Yes No respondents.
The vast majority of the respondents have positively endorsed the proposed definition. However, a few didn't, and it was very interesting to read their comments and suggestions. Among this dozen staff or so, most has flagged that KM is not only about "creating, collecting, sharing and applying knowledge within an organization", but it's about doing so "across" organizations too. There's no doubt that this addition provides a strong echo to what KariaNet intends to achieve, and in this regards is a nice improvement to the first version of the definition. Furthermore, three to four staff have also raised that KM is about "social impact", "results", i.e. "reducing rural poverty". This point is imminently important and is clearly also a great addition to the original proposal. At last, one or two staff has proposed that KM is also about building and sharing knowledge with the target communities. Up to a certain extent, we could see in this last point a follow up to our previous discussion on the scope and membership of KariaNet. Possible KM definitions for the sample group could therefore include "knowledge management is defined as strategies for creating, collecting, sharing and applying knowledge within and across organizations in order to improve the livelihood of rural poor communities". Or depending on the scope of the network, it could be "knowledge management is defined as strategies for creating, collecting, sharing and applying knowledge within and across organizations and target communities, in order to reduce rural poverty".
Recommendation 1: KariaNet should finalize a definition for Knowledge Management, that is simple to understand and memorize, and is well reflective of KariaNet objectives and activities. This will help to foster a common understanding and vision of KM throughout the region, will ease communications at all levels, and will help to build a common working language for KM activities.
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2.1.3. Perceived Value of KariaNet to Survey Participants
When asked about the possible outcomes of KariaNet, overall we must first emphasize that the respondents are by a large majority strongly supportive and in sync with the value added services that the network aims to offer. This is clearly an asset for KariaNet, which builds its development on a very favourable ground. In other words, the cultural environment is overall supportive and favourable, so there should not be a huge cultural shift to operate, nor the need to design and roll out a very heavy change management plan. The “demand” for KariaNet was strongly expressed during the interviews. Promoting information/knowledge sharing on rural development issues will help KariaNet members to:
Learn from each other’s experiences 124 43 310
Tap into each other’s expertise 48 94 19 31
Develop a shared vision in the region 45 109 11 40
Foster trans-national collaboration 53 87 23 30
Be more creative and innovative 62 66 37 41
Better address local needs 66 72 18 41
Create cost-effective learning environments 67 78 17 32
Help minimize duplication of effort 74 68 20 51
0% 20% 40% 60% 80% 100%
Strongly Agree Agree Neutral Disagree Strongly Disagree
More specifically, "Learning from each other's experiences" is the first expectation of the survey participants, with peer learning seen as the most logical result of the network by 98% of the participants, which reflects an impressive consensus. Eventually another point can be highlighted that regards the ability of the network to make the participants "more creative and innovative", which overall was the category collecting the lowest level of favourable votes, though still reaching a very honourable 75%.The concept and observation that social networking favours innovation, including through ICT platforms, is yet to be experienced by some respondents.
To be more granular (see Annex 3) for full detailed results-, the category on which the survey retuned the lowest number of strongly agreeing participants, with a 27% figure, regards the capacity of the network to allow them to "develop a shared vision in the region". Participants pointed during the interviews that the diversity of local needs and realities throughout the region would make this outcome more difficult to reach than others. However, respondents assessed positively the capacity of the network to "foster trans-national collaborations", which tends to indicate that new rooms for practical cooperation are expected to be favoured through KariaNet.
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2.1.4. Key Reasons for Sharing Information and Knowledge
When asked for the key reasons for sharing knowledge and information, respondents emphasizes first that it's to achieve "the best work results". This category arrives largely ahead of any other when considering the detailed results (see Annex 3). In other words, respondents share because it's important in the context of their work. Less important is the motive of sharing to help others or to be seen as a "helpful colleague". In a sense, we might see a rather classical trend on KariaNet, which is to be more willing to devote time to ask for information, rather than to devote time to share information to help others. This is the type of behaviour that is best tackled through the design and implementation of an incentive plan. This plan –we mentioned it already supra-, could for instance recall that the role of the PKF will be, among other things, to serve as a local incentive for the staff, motivating them to share their knowledge and devote time to others.
It's also interesting, and quite common, to see that respondents indicate that sharing information and knowledge is naturally part of their job, although still not featured in their job description. Here KariaNet might not have the same room for manoeuvre that we see in some organizations which have put knowledge sharing as a genuine component of the job description of the staff, i.e. staff knows this is part of the job and that time and attention must be devoted to this activity. At best in some organizations, this component of the job description is then assessed by the management at the end of the year, when doing the annual performance review. Here, there's only 53% of the respondents who have indicated that there is a kind of assessment of how well they share knowledge, although the interviews and focus groups indicated that it was not a genuine and formal element of the performance assessment, for instance that would include targets and indicators, but rather a more general recognition which was made.
Promoting information/knowledge sharing on rural development issues will help KariaNet members to:
Learn from each other’s experiences 98% 2%1%
Tap into each other’s expertise 86% 12% 2%
Develop a shared vision in the region 91% 7%2%
Foster trans-national collaboration 84% 14% 2%
Be more creative and innovative 75% 22% 3%
Better address local needs 86% 11% 3%
Create cost-effective learning environments 87% 10% 3%
Help minimize duplication of effort 85% 12% 4%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Favorable Neutral Unfavorable
Recommendation 2: Regular reporting of the degree of involvement of the staff and support given to KariaNet should be done to management. Whenever KariaNet members are recognized –i.e. well evaluated- when they share information and knowledge, it seems logical that their contributions to KariaNet should also be raised to the attention of the project management in order to facilitate such acknowledgement, for instance through an annual statistical debrief of staff contributions to the network and involvement in other knowledge sharing activities.
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2.1.5. Key Reasons Impeding Information and Knowledge Sharing
Mirroring the previous question, the respondents were asked to share reasons restraining them from sharing information and knowledge.
The first reason invoked is the lack of time, followed shortly by the lack of incentives. We've pointed above the probable need to define an incentive scheme for KariaNet; this is clearly confirmed by the survey. Whereas in some organizations, particularly in the private sector, incentives can include cash and bonuses, here it's obvious that the plan should concentrate on eliciting the soft incentives – potentially numerous- available to KariaNet members. This would also help to address the issue of the lack of time. As indicated above, in some organizations information and knowledge sharing is part of the job description, e.g. you should devote 10% of your time sharing information and knowledge –in UNDP-, which is not the case for the projects with which KariaNet operates. Additionally, training and communication actions should focus on addressing these genuine constraints.
As a matter of fact, training and communication actions should also be targeted towards slightly changing the perception of the sample group when it comes to sharing a piece of information only when it's perfect. There's probably a need to shift mindsets at different levels, for instance promoting that it's better for everyone to share and seek comment before it's "perfect" in the eyes of the author of a document, than after. More globally, this raises issues such as teamwork, trust, and team building, recognition that it might be important to discuss at the local level. Waiting for something to be perfect to share it, inevitably leads to not sharing at all. The case occurred during one interview, where very good training materials on Gender were shown to the Consultant –including documents and videos-. The author of these materials was finding that they were not good enough to be shared regionally, although they were used and appreciated locally. However, when asked if this person would like to receive similar materials, i.e. with the same level of quality, from other projects in the region, the answer was "of course!".
What are the reasons that currently impede information and knowledge sharing:
Not enough incentives 54% 16% 30%
Not enough time 56% 16% 29%
“No one else does” 33% 26% 41%
It’s not very well perceived to ask 26% 26% 49%
I don’t know how 32% 23% 46%
The information I possess is too sensitive 15% 19% 66%
Others might take credit for my work 20% 16% 64%
I don’t believe it will be of use 8% 12% 80%
I will only share my work when it is perfect 44% 13% 43%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Favorable Neutral Unfavorable
Still in regards to training in support to cultural change, it must be noticed that one third of the respondents indicate that they don't share information and knowledge because others don't do it either, or because they don't know how to do it. This latter point was also expressed a significant number of times during the interviews with the management, who expressed a strong interest for increasing overall capacity to present the achievements of a project in the most effective way or to
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write reports that have an impact. On such issues, the IDRC interactive guide "Writing for Change" is most probably a toolkit that would be very well received by management and staff alike and should be distributed to KariaNet project-members.
At last, we remark that only 15% of the respondents have indicated that they might not share information or their knowledge because the "information they possess is too sensitive". This is a point that apparently indicates that the information they hold could be shared most frequently with others without requiring to be first vetted by management. The issue around knowledge sharing and prior hierarchical approval is definitively more grounded in cultural, managerial and eventually institutional causes rather than due to confidential agreements, copyrights, patents, trade secrets or the like.
Recommendation 3: The role of the PKF could encompass the provision of regular knowledge management training sessions that cover techniques for effective and efficient knowledge sharing, some of them addressing writing and communications skills. Story telling, how to write powerful narratives, how to write knowledge rich reports, etc. could be among the objectives of such module. If taking the form of a workshop, these sessions could also help to draft the template of the various document types generated through KariaNet.
Recommendation 4: IDRC should systematically circulate publications and its CD-Rom tools to KariaNet, including "Writing for Change", "IDRC 2005", etc. When received, these tools should be presented by the PKF and discussed by the staff during a formal meeting, to raise awareness and have a knowledge sharing session around their content, or any follow-up that could be done locally, and as a way to prevent that their distribution stays confined to the PKF, a few immediate colleagues, an office shelves.
Recommendation 5: Discussion should be engaged between project management, PKF, and project PMU staff in order to identify on one hand the type of information that is locally sensitive and would require prior approval before divulgation, and on the other hand the type of information that is not sensitive and can be shared without management vetting. KariaNet should aggregate the local provisions towards knowledge sharing, level of confidentiality and typology –if any- of information requiring initial management approval, and develop a Netiquette for the network, or a Knowledge Sharing Agreement, or Knowledge Sharing Guidelines, etc. This material could also feature a presentation of KariaNet and be sent as a welcome package to every new network member.
Recommendation 6: For sensitive information or for information coming from external partners and which might be shared under special provisions only, KariaNet should consider using a Creative Commons license to ease the overall management of these issues1.
2.1.6. Current Level of Information/Knowledge Sharing
Overall, there's a strong demand from the respondents to enhance locally the level of information and knowledge sharing. Only one third of the sample group finds that this level is adequate, or just right at the project level, i.e. between project staff and other local partners, stakeholders or with the beneficiaries. The two other thirds of the respondents find equally that there's either too much or not enough sharing at the local level. And when considering the national and regional levels, the trend is worst although it points almost exclusively in the direction of a lack of information and knowledge sharing.
Whereas KariaNet should have a positive impact on the sharing of information and knowledge from a regional standpoint, the impact of the network on the national and local levels might not be as high as expected by the respondents. This raises again the question of the role of the PKF, which from
1 An approaching example is given by a UN based community: http://www.solutionexchange-un.net.in/faq.htm
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focusing on KariaNet could eventually take a broader role. This role could be the one of a Knowledge Manager or Knowledge Officer, responding to the needs expressed by the project PMU staff and project field units staff, as well as by the larger community of stakeholders. As an example, on one project the focus group with the NGOs and other similar stakeholders turned into a complaint that there was no knowledge sharing at the local level between stakeholders, which was sometimes leading to overlaps between projects. Obviously this role would entail a slightly different job description, time allocation, etc. Ideally, considering the level of responses to the survey, the position of the PKF could opportunely be embedded in IFAD projects with ad hoc resources and mission, to deliver focused information and knowledge management improvements.
Do you feel that there is currently enough sharing of information/knowledge:
At the project level 36% 34% 30%
Between projects at national 5% 17% 78% level
Between projects at regional 2% 9% 88% level
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Too Much Just Right Not Enough
Recommendation 7: KariaNet should consider how to further localize its support. Before the end of KariaNet three-years trial period, discussions should be engaged on the costs and benefits to expand the role of the PKF to conduct knowledge management activities at the project level, i.e. beyond the regional direction provided by KariaNet. But more immediately, complementary training could be provided to the PKF if there's a genuine interest and positive support to have a Knowledge Manager type of position working with all local stakeholders at the project level. Further localization of support could also include providing to the PKF a complementary budget that would be devoted to KM activities, on which prior approval for allocation would be managed ex ante at the local level, while reporting at the regional level would be done ex post. In other words, this would help to further delegate responsibilities and ownership of the initiative.
2.1.7. Sources of Information/Knowledge on Rural Development
Seminars and conferences, and group meetings are the sources/media of information and knowledge most frequently praised by the respondents, although very rarely accessed when it comes to seminars and conferences, whereas telephone, e-mail and audio video are the less favoured ones.
Up to a certain extent, for the less favoured sources we must temper the results as they also depend on their availability and as we'll see below, for some projects access to telephone is difficult if not impossible, email is not available, and videos are scarce.
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But overall the qualitative input has clearly validated that seminars and conferences, as well as group meetings are the preferred means to gain new knowledge. Some respondents have also clearly indicated that seminars and conferences can be excellent incentives to mobilize and motivate the staff. They are sometimes perceived as rewards, besides being learning events, and it's probably wiser to recognize and leverage this point rather than to disregard common socio-psychological behaviours.
In that sense, KariaNet might be a stronger factor of motivation and generate higher commitment and contributions if network members know that there might be ways to participate in additional activities besides the ICT platform. These knowledge-sharing activities could be workshops organized by KariaNet, or conferences to which one or two participants could be sent on behalf of the whole network. Sponsored by KariaNet, such participants would then have the task to share back their newly acquired knowledge with the rest of the network community. This would offer the benefit of providing additional incentives to network members, while distributing to the whole network the benefits of one’s participation.
Let's add also that among the most valuable sources of information and knowledge we see "professional publications" featured in third position. However, it was not possible during the study to witness subscriptions to scientific, academic, or practitioners’ journals, publications that would be rotated among project staff by using a circulation list as it's frequently done in organizations where there's no easy access to a central library.
How valuable are the following as events/sources of rural development information/knowledge:
Seminars and conferences 9% 91%
Professional publications (e.g., reports, journals) 16% 84%
Written media 18% 82%
One-to-one meetings 25% 75%
Group meetings 10% 90%
Telephone 39% 61%
E-mail 30% 70%
Audio Video 26% 74%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Little Useful Very Important
Turning now to the information and knowledge sources, which are most frequently used, "colleagues at work" comes first, far before the second source, which is the "Internet". And the source, which comes in the last position, is "colleagues in other countries of the region". It must be noted too that for a majority of respondents, knowledge sources focus on the project and its environment, including local partners, stakeholders sometimes, and beneficiaries often, but are rather localized. Quite often, it was also indicated that one of the most common information and knowledge sources is the hierarchical line.
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When you are confronted with making a decision for which you lack adequate information, how often do you turn to the following information sources:
Colleagues at work 2% 20% 77%
Local/National libraries 43% 36% 21%
Consulting firms 55% 30% 15%
International organizations 63% 26% 11%
NGOs 50% 32% 18%
Academic institutions 42% 38% 21%
Government Intranet or databases 53% 23% 24%
Internet 41% 25% 34%
Colleagues in other countries in the region 74% 21% 5%
Government agencies 41% 34% 26%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Very Rarely Sometimes Most Frequently
Between two thirds and nearly one half of the respondents find that the information they have access to is of high quality, timely and easy to access. Although rather positive, these results also indicate that for about one third up to almost one half of the respondents, this is not the case.
These results find an interesting echo in one very fundamental point that was raised by one Project Manager (in South Kordofan). The heavy investments that this project is making on ICT equipments and on KariaNet are backed by the vision that communications and knowledge development are core elements of every project. The position expressed was that "beneficiaries don't only deserve all the good information that is locally available to them, they deserve the BEST information, hence the strong support –including financial- provided to KariaNet". This powerful statement compares with the approach most favoured by knowledge intensive firms such as consulting organizations, where clients are seen as deserving the best information and knowledge, not just the one that is immediately or locally available. Such positioning –exacerbated by competitive pressures- has also frequently contributed to deploy KM programmes in such private companies. This positioning is also found in some other development organizations, but was not frequently expressed during the study. This is probably a type of message that a communication plan should push if KariaNet intends to level up the quality of information and knowledge ultimately shared with the beneficiaries.
As for a more detailed and substantive coverage of the knowledge sources referred by project- members, the next section and the Annex 5 introduce a Knowledge Mapping of the various thematic areas.
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How would you evaluate the information/knowledge you currently have access to:
(of) High quality 67% 22% 10%
Timely 63% 21% 17%
Easy to access 57% 18% 25%
Generated by reliable sources 73% 17% 11%
Relevant to our rural 76% 17% 7% development challenges
Free of charge 66% 20% 15%
Written in a language that I can 81% 12% 7% understand
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Agree Neutral Disagree
Recommendation 8: At the regional level, KariaNet should devote resources to organize workshops, training, exchange visits, i.e. face to face knowledge sharing activities, and communicate to all network members that this is a genuine component of the communities of practice.
2.1.8. E-Readiness
Overall, the Consultant has observed a very low level of ICT presence in most projects.
Among the key findings related to ICT equipment, we see that overall the level of Internet connection is rather low, with one third only of the survey respondents having an Internet connection at work – low speed-. In half of the projects, the Internet connection is either non-existent at the PMU level –e.g. Zaghouan, Tataouine-, or involves just one computer with a low speed connection for dozens of staff – e.g. PDA of Al-Haouz, Oujda, West Noubaria-. In that latter case, this is the computer of the assistant project manager or secretary, which means that this is a computer that is normally used by someone.
When available, Internet connection and more generally speaking IT infrastructure equip only the PMU. Field units are largely under equipped, don't have any Internet connection in the office, nor in the working neighborhood for most of them, and quite often they don't have a fax either.
ICT equipment is very highly demanded by all respondents and the interviews and focus groups regularly pointed this component as one of the very first priorities. As a matter of fact, in projects where the PMU is already well equipped, i.e. with a good number of computers connected to a LAN and the Internet, –e.g. Irbid, South Kordofan-, project staff is highly grateful to have such capacity and underlines that it makes a genuine difference in their work.
Very basic needs have also been expressed with faxes and telephones. On the latter, several examples could be provided but we'll just mention one –Al-Haouz-, where part of the PMU shares 2 telephone lines with 100 other staff, whereas the other part of the PMU located some kilometers away from the main site, does not have an external telephone line at all, which leads the staff to just use their own mobile phones to make professional calls.
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Please tell us what type of electronic/communication tools you have access to:
90% 85%
80% 69%
70% 65% 60%
60%
50% 45% 39% 40% 36% 36%
30% 25% 26% 25%
20% 16% 12% 10% 8% 10% 6% 4% 4% 3% 2%
0% Telephone Fax Computer Computer and Internet Computer and Internet –low speed < 56Kbps- –high speed > 56Kps- No Access Access at Work Access at Home Cyber Cafe and Other
In terms of usage for professional duties, the survey returns figures, which are rather consistent with the level of equipment seen above. Almost 40% of the surveyed group has never used e-mail to access and/or share information on rural development issues, and almost one half has never used the Internet for such purposes.
Please tell us how often you use the following tools to access and/or share information on rural development issues:
Telephone 11% 34% 25% 30%
Fax 32% 37% 26% 5%
E-mail 39% 30% 17% 14%
Regular mail 52% 25% 14% 9%
CD-ROM 33% 40% 20% 7%
Audio Video 40% 42% 14% 4%
Intranet 54% 17% 17% 12%
Internet site 47% 22% 20% 12%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Never Sometimes Frequently Very Frequently
Finally, we will point that rolling out such ICT tools will require to offer serious and solid training. This was very frequently requested during the face-to-face interviews and focus groups. This can certainly be illustrated by the current level of confidence of the survey participants to use the pack of technologies that KariaNet makes use of. At the time of the study, almost 70% of the respondents had never used a D-Group. But the respondents also requested training on MS Office, Computer
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Maintenance, LAN Management, etc. Overall, ICT training needs are massive and go beyond the technologies that KariaNet is directly and specifically using, i.e. including "entry tools" such as MS Windows, MS Word, Outlook, Internet Explorer, etc.
Please tell us how comfortable you are using the following computer-related tools:
E-mail 30% 8% 42% 19%
Web Search Engines 32% 16% 36% 16%
Chat Rooms 59% 21% 14% 6%
Online Databases (e.g. 69% 10% 15% 6% DGroup)
Online Discussion Groups 70% 13% 13% 3% (e.g. ListServ)
Online Conference Groups 79% 6% 10% 6% (e.g. Skype)
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Never Used Somewhat Uncomfortable Comfortable Very Confident
Recommendation 9: In order to comply with its mission statement, KariaNet should increase the level of ICT support and financial resources provided to project-members for ICT equipment and training. Simultaneously, projects should closely consider the existing good practices of some projects to expand ICT adoption –e.g. ICDL to all project staff in Karak-Tafila, Internet Café in South Kordofan, ICT training sessions for project staff in Oujda-.
Recommendation 10: KariaNet should consider how best to align its strategic intent with the technologies used to support its activities. This would include to adopt industry standards, processes and approaches to managing IT projects and ICT developments, such as defining functional specifications before starting to use or roll out any technological platform, especially if it might not address some core needs of the network community –e.g. Arabic not supported by the e-mail functionality of the D-Groups-. Such approach would also help to formalize the choice for open source software, clarify the budget requirements for IS developments, etc.
2.1.9. Language Abilities
Geographically, KariaNet covers today 5 countries of the Middle East and North Africa region. These countries have on common language, Arabic, though it was pointed to the Consultant that it's a language that is not always exactly similar from one country to another. In particular, technical words in Morocco and Tunisia are frequently coming from the French language, whereas in other countries it's an all Arabic spoken context. Additionally, the second spoken language in Morocco and Tunisia is French, whereas it's English in Egypt, Sudan and Jordan.
Consequently, KariaNet has been defined from the start as a multilingual network, leaving room to spontaneous translation when there would be a special interest for one document or message written in a language that is not vernacular.
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From the survey, we can see trends in the sense that Arabic is the only language spoken, written and read by all respondents. On an average, one half to less than one half of the respondents have indicated that their level of English is adequate for professional communications. And this figure is lower for French.
Clearly, this raises the question of the inclusiveness of the network and its membership. If the intent of KariaNet is to be widely opened outside the region to non-Arabic speaking members, then English should be a favored language of communication. However, if the intent is to focus on the region and to be regionally as inclusive as possible, then Arabic should be the language of first choice for KariaNet. In addition, it must be underlined that the discussions with the beneficiaries have clearly put a strong weight on having Arabic as the language of the network, as almost none of the beneficiaries met or the head of the associations spoke English. From the side of the project staff, positions have been more balanced. It appeared that members supported the idea of using English when their level was good enough to express themselves in this language and when they were seeing that KariaNet would be an opportunity to further improve it. On the other side, project staff who had a very basic level of English were by far commending Arabic as the language of choice for the network.
Please tell us about your language abilities:
100% 13% 90% 21% 36% 80% 33% 70% 66% 67% 69% 36% 60% 50% 100% 100% 100% 41% 40% 4% 5% 30% 53% 6% 43% 20% 30% 28% 23% 25% 10% 0% Read Write Speak Read Write Speak Read Write Speak Arabic English French
Working Knowledge Some Knowledge No Working Knowledge
Regardless of these options, the Consultant as a French person cannot avoid to make a parallel with French speaking communities. From a French perspective, a network, which would target and bind French communities across the globe would probably use French as the language of choice, and not English. The same logic would call for favoring Arabic among the KariaNet community.
Recommendation 11: KariaNet should clarify guidelines for language use, probably by matching language with the target group and intended purpose of a communication. However, it is the Consultant belief that Arabic should be the language of choice in the region if KariaNet intends to directly involve the beneficiaries, civil servants in the Ministries, but also project staff as inclusively as possible. A translation capacity should be considered for opening the network to the world if Arabic is the preferred –but not exclusive- language, and foreign language courses should be provided to project staff if the language of choice is not Arabic.
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2.2. Knowledge/Information Strengths of Users and Stakeholders
The study has conducted an assessment of the areas of expertise and knowledge of the sample group. This was achieved through the face-to-face meetings and through the questionnaire. The questionnaire has used the thematic areas listed in the IFAD evaluation report of September 20052, to which were added the areas chosen for discussion during the KariaNet workshop in Hammamet, also in September 2005. A total of 19 categories were proposed, plus the category "other" for expertises not falling in the given areas.
2.2.1. Thematic Areas of Knowledge and Expertise
Only three choices were proposed to the respondents in order to induce a prioritization process and retrieve the most knowledgeable areas –see details in Annex 3-. By order of choice, the statistical sampling provides the following categories as the most frequently represented areas of knowledge:
1. Participatory approach and community development 2. Rural enterprise 3. Technology transfer 4. Income generating activities and funding 5. Gender mainstreaming 6. M&E of results and impact of project interventions
Overall, "Participatory approach and community development" is by far the area of expertise most frequently present in the sample group. The following areas come much closer in ranking. Quite clearly, these areas of expertise are possible entry points to nurture future communities of practice.
At the opposite side of the spectrum, "Fishing", "Institutional support" and "Roads/tracks" are the areas collecting the lowest level of representation.
Recommendation 12: Several communities of practice could be spun off from KariaNet, as demonstrated by the sample. In particular, during the interviews and staff consultations, the area on which a demand for a community of practice has been the most frequently and spontaneously demanded is Monitoring and Evaluation. The M&E community in IFAD-funded projects could be one of the first nurtured candidates for such process.
2 An Independent External Evaluation of the International Fund for Agricultural Development, Office of Evaluation, IFAD, September 2005. Online at: http://www.ifad.org/evaluation/iee/report/e.pdf
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Please rank up to 3 areas of knowledge and expertise
Rural enterprise 45 Marketing 20 Rural Infrastructure 11 Roads/tracks 6 Rural financial services 22 Local capacity building 32 Institutional support 5 Credit 15 Technology Transfer 41 Irrigation 27 Input Supply 9 Food production 21 Forestry 11 Fishing 1 Animal production 25 M&E of Results and Impact 33 Gender Mainstreaming 34 Partic. App. & Com. Dev. 84 Income Generating Activities & Funding 38 Other 21
0 10 20 30 40 50 60 70 80 90
From a purely statistical standpoint, the following areas of information and knowledge strength have been most frequently returned by each project:
Al Haouz Participatory Approach and Community Development Income Generating Activities and Funding Local Capacity Building
Taourirt Taforalt Technology Transfer Participatory Approach and Community Development Local Capacity Building
PRODESUD Participatory Approach and Community Development Food Production M&E of Results and Impact of Project Intervention
Zaghouan Participatory Approach and Community Development Gender Mainstreaming Food Production M&E of Results and Impact of Project Intervention
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Yarmouk Rural Entreprise Irrigation M&E of Results and Impact of Project Intervention Participatory Approach and Community Development
Karak Tafila Irrigation Rural Enterprise Income Generating Activities and Funding Participatory Approach and Community Development
North Kordofan Participatory Approach and Community Development Technology Transfer Gender Mainstreaming
South Kordofan Local Capacity Building Technology Transfer Participatory Approach and Community Development Gender Mainstreaming
West Noubaria Participatory Approach and Community Development Technology Transfer Rural Financial Services Animal Production
Sohag Rural Enterprise Marketing M&E of Results and Impact of Project Intervention
Although meaningful, this statistical representation cannot express all the complexity of local expertise. In particular, qualitative values are not duly represented here, and extremes are ignored. In that sense, a high level local expert might not appear visible through such statistical means. However, his/her expertise can span across the whole region, or the world. Consequently, the Annex 4 provides additional qualitative evidence of local expertise and good practices. The knowledge maps mentioned in the next section aim also to address such limitation. Finally, we must highlight that it's the purpose of a knowledge network to make such local expertise fully visible and tapped.
2.2.2. Knowledge Mapping
Throughout the study a knowledge mapping was accomplished, collecting recommendations from the survey participants on their preferred sources of information and knowledge for the area in which they indicated having the stronger expertise.
The details are provided in Annex 5. However, it must be noticed that few participants were able to recommend lots of resources. In addition, most of the time the categories which related to online sources were getting little input. However, due to the size of the sample group, results are still interesting and draw worthwhile knowledge maps of the various areas.
2.3. Knowledge/Information Needs of Users and Stakeholders
In addition to the analysis of the current information and knowledge environment, which has returned important needs, the study has also assessed the thematic and topic needs of the sample group.
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2.3.1. Thematic Knowledge Needs
Through the questionnaire, the participants were asked to provide three areas in which they would like to have additional information or gain additional knowledge. The list of areas has been the same as the one used previously to assess knowledge strengths, and respondents had the choice to select the same categories than before, i.e. if they need deeper knowledge on their area of expertise, or chose any other thematic category.
To a certain extent, the result provides a slightly different ranking than previously. The following areas return the highest number of voices, which express needs for enhanced knowledge:
1. Participatory approach and community development 2. Technology transfer 3. Income generating activities and funding 4. Rural enterprise 5. M&E of results and impact of project interventions 6. Marketing 7. Gender mainstreaming
This ranking is obviously useful as it presents in statistical terms the concerns and knowledge priorities of the sample group as a whole, and can introduce an agenda of the themes that could be initially discussed through KariaNet.
Among this list of thematic areas, there's probably one theme that requires special attention. We can notice that one area appears now which was not in the list of knowledge strengths, it's "Marketing". In a sense, what we see there is that for the other themes, there's already a genuine expertise within the KariaNet community. Hence, the network could appropriately contribute to foster an exchange of experience and materials across projects, and bind an existing but dispersed pool of knowledge throughout the region. For "Marketing", this might be slightly different, as respondents have not largely put this category in the batch of their areas of expertise. Additionally, interviews with some respondents who put "Marketing" as an area of expertise have unanimously indicated that they would need much more knowledge on this theme. Therefore "Marketing" might be an area on which KariaNet alone might not be able to strongly upgrade the skills of the network members. Probably organizing an e-Discussion with an external expert in rural marketing, or sponsoring a workshop where external experts would also be invited, or sending project staff to a seminar, training course or conference on rural marketing, would seem the best advisable ways to tackle this area.
On the other side of the spectrum, very little demand has been addressed for increasing knowledge on "Fishing", "Input Supply" and "Roads/tracks".
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Please rank up to 3 areas in which you need to gain additional knowledge
Rural enterprise 45 Marketing 42 Rural Infrastructure 9 Roads/tracks 4 Rural financial services 22 Local capacity building 27 Institutional support 17 Credit 19 Technology Transfer 52 Irrigation 19 Input Supply 4 Food production 12 Forestry 5 Fishing 2 Animal production 19 M&E of Results and Impact 42 Gender Mainstreaming 32 Partic. App. & Com. Dev. 64 Income Generating Activities & Funding 45 Other 16
0 10 20 30 40 50 60 70
Zaghouan Participatory Approach and Community Development Income Generating Activities and Funding Gender Mainstreaming M&E of Results and Impact of Project Intervention
Yarmouk Technology Transfer Rural Enterprise Participatory Approach and Community Development Local Capacity Building
Karak Tafila Participatory Approach and Community Development Rural Enterprise Local Capacity Building
North Kordofan M&E of Results and Impact of Project Intervention Participatory Approach and Community Development Income Generating Activities and Funding Technology Transfer
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South Kordofan Technology Transfer M&E of Results and Impact of Project Intervention Rural Enterprise Institutional Support West Noubaria Technology Transfer Participatory Approach and Community Development Credit M&E of Results and Impact of Project Intervention
Sohag Marketing Rural Enterprise M&E of Results and Impact of Project Intervention
In addition to the quantitative expression of needs given here above, the Annex 4 provides a more detailed qualification of the various areas of interest expressed by project staff.
Recommendation 13: KariaNet should organize a round of focused e-Discussions and other knowledge sharing activities, successively covering the following thematic areas: participatory approach and community development, technology transfer, income generating activities and funding, rural enterprise, M&E of results and impact of project interventions, marketing, gender mainstreaming. The materials, experiences and knowledge shared during this process should be the basis for the materials uploaded and retrievable on the KariaNet web site. Simultaneously, KariaNet should leave fully opened the door to spontaneous queries and discussions, and might even want to nurture this aspect of the network early on in its functioning, through ad hoc facilitation techniques that would tap into some of the findings of this report –e.g. back office organization of a "spontaneous" discussion on GIS/GPRS-.
2.3.2. Key Services/Content Types
Further to the thematic assessment, participants were asked to indicate which type of content or service they would like to get, i.e. what kind of knowledge or information would be useful to them. More precisely, participants were invited to browse a list of possible services or materials, and for the one area on which they expressed having the strongest knowledge need, indicate what importance they devoted to each knowledge codification tool.
The tools which were proposed to the respondents aimed to cover a comprehensive spectrum of knowledge types, namely '"know why", "know what", "know how", "know where, "know whom", "know when". These categories were adapted from the ones proposed by various practitioners and researchers3. While these categories were guiding principles well represented in the proposed list, they didn't pretend though to discriminate perfectly all content types. Some content types can potentially vehicle different knowledge types, and different knowledge types can potentially be aggregated in one content type.
The list of proposed content types is the following:
1. Strategic Position Note A one-page brief describing what a country or organization has to say about a particular development policy issue. 2. Analytical Paper A document representing the results of research on a development topic, synthesizing current state-of-the-art practice and thinking 3. Comparative Experience A response to an online query describing comparable local experiences in the region or elsewhere, with contact points
3 Among the numerous frameworks available out there, a closely related one is provided by Zack: « Knowledge can also be categorized by type, including declarative (knowledge about), procedural (know-how), causal (know-why), conditional (know when), and relational (know-with)”, in Zack, M. “Developing a Knowledge Strategy”, California Management Review, 41(3), pp125-145, 1999.
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4. Consolidated Reply A synthesis of the responses to an e-Discussion which provides a short, thorough and clear answer 5. Success Story A standardized brief describing a successful project or other development intervention, including impact and success factors 6. Lessons Learned Study A brief which distils lessons learned based on evaluations of experiences on a development topic 7. Evaluation Report Independent findings on the performance of a programme or project 8. Back to Office Debrief A brief summary submitted after a field visit, which describes activities, and eventually lessons learned and recommendations 9. Workshops and Conference A brief report on the findings, learning points and recommendations after Report attending a workshop or conference 10. Meeting Minutes A brief summary of the discussion points and key decisions after a face-to-face or an online meeting 11. How-to Guide Step-by-step practical suggestions a project or activity could take to tackle a particular development issue 12. Good Practice A peer-reviewed initiative presenting a model approach to a development practice 13. Training Materials A course package in the form of documents, CD-ROM, video or online training 14. Academic and research Professional journals from research institutions or scientific publishers publications 15. Exit Reports A focus report or video presenting key knowledge of a retiring staff 16. Yellow Pages An internal directory of people with their areas of know-how and expertise 17. Best Experts and Top specialists and specialist institutions in a development domain, who Institutions would be available for consultations 18. Newsletter A periodic web-based publication featuring the latest news, happenings, announcements, resources, upcoming events 19. External published A list of selected information relevant to a particular development topic resources 20. Knowledge Map A graphic representation of available knowledge on a particular development topic -key people, institutions, funding windows, programmes, websites, etc.
Among the 20 proposed types, 5 to 6 have been more frequently elected as "much needed" by the respondents, namely:
1. Training materials 2. Success stories 3. Comparative experiences 4. Knowledge maps 5. Lessons learned studies 6. Evaluation reports
According the statistical representation of the needs, these categories could be the first ones being shared or developed through KariaNet. However, this might require beforehand to design a template for some of these tools–e.g. success story, lesson learned report-, as well as to conduct training sessions on how to best write or develop certain types of content –e.g. a success story, a knowledge map, etc.-.
But a more fundamental prerequisite should also be underlined, in the sense that developing sound and robust materials, through a collaborative and networking process, is a time consuming task. The creation of training materials, success stories, lessons learned studies, or knowledge maps, are all work heavy activities. Simultaneously, during the interviews the Consultant was not able to identify who would be willing to develop such materials. If no resources are provided to such tasks – i.e. time, commitment, energy, or eventually finances if this is outsourced-, then it's unlikely that a comprehensive set of excellent materials will materialize. In that case, the network could probably focus more on the sharing of comparative experiences, but more informally than formally. In addition,
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in this scenario it's unlikely that comparative experiences would be synthesized in order to become a new knowledge product, easily accessible and reusable. However, a medium path can also be envisioned, where local needs for content development would first go through the network to collate existing knowledge or additional needs, and factor them in the creation of a knowledge content that addresses primarily local needs and respects overall capacity constraints.
From the interviews and focus groups, the Consultant would like also to point that the proposed content types should not be seen as documents or materials only, but more extensively as services. For instance, "training materials" means also "training", or "knowledge maps" means also "a thematic domain on a web site", or "comparative experiences" and "success stories" can also echo "workshop", etc.
Regarding the content types, an interesting cross-reference can be made by bringing together the various content types and the job profile of the respondents. We then clearly see a pattern that specifically differentiates the needs of the community of "generalists" versus the one of the "specialists" –as described supra in the demographics of the study-.
The types of content for which generalists are more in demand than specialists encompass:
1. Analytical Paper 2. Comparative Experience 3. Training Materials 4. Academic and research publications 5. Yellow Pages 6. Best Experts and Institutions 7. Newsletter 8. External published resources 9. Knowledge Map
The types of content for which specialists are more in demand than generalists cover:
1. Strategic Position Note 2. Success Story 3. Lessons Learned Study 4. Evaluation Report 5. Meeting Minutes
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Please tell us how is it important for you to access the following services or content types:
Strategic Position Note 23% Analytical Paper 25% Comparative Study 42% Consolidated Reply 25% Success Story 45% Lessons Learned Study 40% Evaluation Report 38% Back-to-Office Debrief 22% Workshops & Conf. Reports 27% Meeting Minutes 25% How-to Guide 32% Good Practice 32% Training Materials 50% Acad. & Res. Publications 28% Exit Reports 18% Yellow Pages 16% Best Experts and institutions 28% Newsletter 21% External published resources 22% Knowledge Map 42%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
The other types of content are roughly equally demanded by both job profiles.
Still cross-referencing the data set, we can look at the thematic areas throughout the lens of the content types. We can consequently observe that a few areas collect a much higher number of requests for content than others. By order of importance, we successively find: 1. Technology transfer 2. Participatory approach and community development 3. M&E of results and impact of project interventions 4. Marketing
This is interesting as it differs slightly from one previous finding, when we've simply listed the areas collecting the highest knowledge needs. This would tend to demonstrate that among the priority areas listed originally, some are not soliciting lots of content, i.e. they've been featured as an area of priority for knowledge enhancement, but at the same time only few content or services are needed. This is different from the 4 areas given here, for which respondents have requested more broadly lots of additional content, services and materials.
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Requests for content by thematic area
Rural enterprise 66 Marketing 113 Rural Infrastructure 9 Roads/tracks 12 Rural financial services 57 Local capacity building 31 Institutional support 8 Credit 27 Technology Transfer 150 Irrigation 19 Input Supply 1 Food production 13 Forestry 25 Fishing 0 Animal production 57 M&E of Results and Impact 131 Gender Mainstreaming 16 Partic. App. & Com. Dev. 135 Income Generating Activities & Funding 40 Other 48
0 20 40 60 80 100 120 140 160
The size of the data set does not allow an easy representation of more granular results. The Consultant will rather propose to directly use the Excel file for additional details. However, for the above short- list of thematic areas, a concentration on the content types featured more than 10 times as "much needed" returns the following needs by order of frequency:
A. Technology transfer 1. Comparative experiences 2. Knowledge Map 3. Training materials 4. Success story 5. Evaluation reports 6. Academic and research publications
B. Participatory approaches 1. Training materials 2. Comparative experiences 3. Success story 4. Lessons learned study 5. Knowledge Map
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C. M&E of results and impact of project interventions 1. Comparative experiences 2. Training materials 3. Evaluation reports 4. Success story 5. Lessons learned study 6. Knowledge Map
D. Marketing 1. Lessons learned study 2. Knowledge Map
Finally, we will emphasize again that the above content types can be easily shared through KariaNet and fully legitimize the mission of the network.
Recommendation 14: Among the types of information and knowledge most frequently requested by the participants, KariaNet should initially focus on the sharing and/or development of Training materials, Success stories, Comparative experiences, Knowledge maps, Lessons learned studies, Evaluation reports.
3. FOSTERING A SUPPORTIVE ENVIRONMENT
During the numerous consultations conducted in the region, a few key issues have been regularly raised with regard to the overarching functioning of KariaNet. These points are quite strategic in nature. They are often geared towards insuring the highest sustainability of KariaNet outcomes. In the eyes of the sample group, they draw some foundations that can further enable KariaNet to successfully achieve its mission.
The purpose of this chapter is to report these findings and also to offer some recommendations based on the input collected during the mission.
3.1. Purpose of KariaNet
Defining the purpose of a knowledge network is frequently seen as one of the first and foremost tasks to accomplish before launching it. However, achieving this important requisite is not necessarily straightforward. It implies a collaborative process through which diverse expectations will be resolved. It implies also the definition of a direction that will guide at least the early stages of the community. And this process has also an impact on various underlying activities, such as shaping up the content of a communication plan and materials.
The purpose of KariaNet was clear for many but not all respondents consulted during the survey. Not massively but still quite regularly across the region, some respondents have assimilated KariaNet with an ICT initiative only. This correlation has taken various forms, the most common and frequent one being that KariaNet would only aim to furnish ICT equipment to IFAD-funded projects. Up to a certain extend, this belief was logically reinforced by the fact that the term "connection" is frequently used to express the type of value added services that a "network" brings to its members, terms that are equally found in the ICT and KM fields. Therefore, quite often during the qualitative survey, the interviewees tended to focus their knowledge and information needs on ICT equipment only, initially seeing there the main contribution of KariaNet. Up to a certain extent, it's probable that this vision was exacerbated by the strong ICT needs that do exist at the local level, or by the fact that for some projects, ICT equipment is where the bulk of KariaNet budget –and visibility- has gone during the first year of activity.
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Another misconception was found sometimes, through the respondents' understanding that KariaNet would be only an electronic and ICT intermediated community. This led sometimes some respondents to express serious provisions about the potential of this initiative, as they valued much more face to face gatherings. Therefore, it was sometimes necessary to leverage the interviews to highlight that knowledge sharing is indeed about people rather than technologies, and to point the fact that communities tend also to have face to face interactions and not only ICT mediated communications. It's probable that such misunderstanding was due to a lack of awareness for communities of practice and of other knowledge management tools, as well as to a lack of awareness for the face-to-face component that might reside in KariaNet.
A third misconception regarding the purpose of KariaNet was that the network would focus solely on sharing and building knowledge on ICT for development, i.e. how ICT can improve rural development and its various components. This was another point that needed to be clarified, for instance by providing examples of topics that KariaNet might cover and discuss in the realm of Knowledge for rural development and the framework of IFAD supported projects.
A fourth area of discussion came back also quite regularly, although this one not related to the ICT component of KariaNet. Rather, it was about the role of the network in regards to other communities of practice that were found to be needed across projects. The question was on the position of KariaNet with the need expressed to have one community of practice on M&E, or on Project management, or Gender, etc. Would KariaNet be the only network through which these sub-communities would exist, or would they have their own D-Group, content development agenda, etc., and finally form a KariaNet federation under the current KariaNet umbrella?
Recommendation 15: Although not being very difficult to address, the above misconceptions must be cleared up. In order to support the launch of KariaNet, raise the visibility of the network, create a common understanding of its purpose and rip faster the benefits of this initiative, a Communication plan should be designed and rolled out. This communication plan could help to clarify the position of ICT in KariaNet and further communicate the purpose of the network in regards to the various communities that it might enact, elicit cultural enablers and impediments, identify roles and responsibilities in regards to communication activities, define communication media and materials, training, and lead to the development, roll out and impact assessment of such communication tools.
3.2. Membership and Governance Structure
The question of the membership of a knowledge network is also a point that is rather important and better to be defined from its inception. Depending on the target audience, topics for discussion might differ, or the tone of the network might be different also, or the level of confidence and frankness shared on the network might not be the same, etc. But the question of the audience can also impact more fundamental questions, such as channelling funds, selecting a technology, choosing a language or setting up translation services, defining roles –e.g. of the PKF- and scope and amount of work, etc.
Clearly, the targeted audience is tightly echoing the question of the objective of the network. Across the region, and often in the same job function, there are significant differences and quite wide ranging perspectives on this topic. In other words, not all the project managers share the same vision of this aspect of KariaNet, nor all the PKF, nor all the project staff, etc.
More specifically, for some respondents KariaNet is only for IFAD-funded project-members, and focused on project PMU staff. According to this perspective, KariaNet membership will end once the project ends. For some other respondents, KariaNet is for IFAD-funded project staff, but membership should be maintained after the end of the project. For other respondents KariaNet is not only for IFAD-funded project PMU staff, but also for partners, in particular for civil servants involved closely or loosely in the project. For other respondents, it should also include stakeholders, e.g. NGOs, donors, universities and research centres, etc. For some respondents, the beneficiaries should also be involved in KariaNet, but first through a pilot membership with one or a couple of associations only,
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while some other respondents consider already to conduct an awareness and membership raising campaign to all the associations locally involved in the project. Finally, for some respondents, KariaNet members should also include external and non-IFAD related members, in other regions of the world and not necessarily Arabic speaking countries.
It's clear that a greater consistency is required on this issue, which goes through a commonly adopted and shared vision, and implies an alignment of the activities and their planning according to the selected expectations. Alignment should also include the governance of the network, for instance in order to avoid that in one project a PKF invites and registers members who are not supposed to be part of KariaNet according to other standards.
Mentioning other comparative experiences, we see that membership varies according to the original objectives of the founding community and funding sponsors. Many organizations have networks just for internal purpose, with membership limited to the staff. Some other networks gather a pool of similar organizations, but not the entire external world. And some other networks are opened to anyone who is willing to register, has an IT connection, and speaks the language of the community.
Regardless of the kind of network, once a network membership is set, its type stays generally quite stable over time, i.e. it can change, but does not change very often. And when there's a change, it's most frequently to expand the scope of the network and open more widely the community. Consequently, it can be interesting to have very early on in the process a representation of the possible scenarios, to make future change as easy as possible. Many intricacies of such consequences could be highlighted here, but we'll just provide a common example. If KariaNet intends to be a community largely opened to the beneficiaries, or eventually their representative associations, then the network must consider that the beneficiaries consulted during the study were mainly if not only proficient in Arabic. However, it must be also underlined that the D-Group technology used by KariaNet does not use this language. Finally, if the network intends to adopt an approach that is sensitive to local needs, priorities and capacity, then some projects might move faster than others. External partners and beneficiaries could then join KariaNet as long as they're already technically equipped to do so. Obviously, this could be another viable option. It would just require having everybody on the same page and being aware that the approach taken by KariaNet is localized, but consistent with a commonly agreed framework.
Recommendation 16: The Scope of KariaNet should be clarified and alignment built around its membership scheme, for today and for the foreseeable future. Depending on the targeted audiences, KariaNet might want to refine an operating framework –if not design a KM strategy- which is coherent and binds in a cohesive architecture the overall network, including the localization aspect and the impact that it has on roles, workload, languages, technology, resources, processes, content, etc.
Recommendation 17: As part of its early architectural framework, KariaNet should carefully tackle the question of the Exit strategy of the network at the local level, i.e. when an IFAD-funded project comes to an end. This question should also encompass the ones of the institutionalization of KariaNet impact and of the sustainability of this knowledge management project for the partners, stakeholders and beneficiaries.
3.3. Management Support
Management support is critical to the success of any knowledge sharing initiative. If management does not support the process fully, does not champion and advocate such behaviours, or worst does not want staff to devote time and energy to share knowledge, then it all becomes much more complicated, if not impossible.
During the course of the study it was quite easy to collect evidence of strong management support for KariaNet, or more globally for knowledge sharing behaviours. Obviously the first evidence was the support repeatedly expressed for KariaNet and the recognition of the value and absolute necessity of
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this initiative to connect IFAD-funded projects. It's clear also that other self explanatory examples include the level of resources that several project managers have allocated to knowledge sharing activities at the local level, for instance by quadrupling KariaNet initial budgetary input in the South Kordofan project. This was also sometimes further illustrated by the number of staff working on tasks that relate to, or facilitate knowledge development and sharing. For instance some projects have included, in addition to the Project Knowledge Facilitator, positions such as Learning Officer (e.g. Al- Haouz project), Information and Communication Officer (e.g. South Kordofan project), ICT Officer (e.g. Tataouine, Irbid, South Kordofan). Every time such positions were filled, it was rather easy to observe their positive impact. For instance the number of training delivered to the staff was higher if there was a Learning Officer. There was a greater quantity and quality of information shared within the project or with other projects and the media if there was an Information and Communication Officer. The service level and scope of functionalities of the ICT equipment were better if there was an ICT Officer. More incidentally but still very importantly, management buy-in was also illustrated by the habit from some project managers (e.g. South Kordofan) to forward to all project staff the emails and documents that they receive –from IFAD and other sources-, as soon as it has a potential interest for the team.
Nonetheless, project staff has also expressed sometimes the existence of constraints impeding greater or smoother sharing of knowledge. Very rarely this has included requests from management to stop sharing and divulgate local or national shortcomings. But more frequently this has related to an institutional and more cultural perception that delegation of authority and staff empowerment is not sufficient to allow spontaneous sharing of information and knowledge. Quite often the hierarchical line is seen as the obvious and compulsory way through which information can be shared outside the project, i.e. no sharing is possible without prior management approval. Sometimes also it was indicated that there would be a need to report ex post, and indicate what had been shared. In a sense, the provision that we namely see sometimes on some networks that "Messages posted on the network represent the personal views of the members and not the positions of the organizations they are employed by" is not yet culturally nor factually embedded in KariaNet. It is clear that those constraints can severely influence the level, frankness, and flow of exchanges, and slow down the network.
A closely related point with management support regards the advantages of having project managers registered to the D-Group, i.e. the ICT platform of KariaNet. Registering the project managers will help management to be directly involved in the discussions, share experience and also push questions to other network members. It will also demonstrate their strong commitment to the initiative. At the same time, project-members might tend to adopt a formal tone on the network, or avoid to share experiences or perspectives which would contradict a Project Director. This is a genuine risk for KariaNet, as the hierarchical imprint is quite heavy throughout a good part of the projects supported by KariaNet. To circumvent such issues, other organizations have sometimes removed any reference to a hierarchical status on the messages sent to network members, so that members don't know if they discuss with a project staff or manager. But this requires the systematic intervention of a Network Facilitator or Moderator, a job position, which is not foreseen in KariaNet, or a discipline, which might not be wanted by the managers and network members themselves. Anyhow, this is a point that KariaNet will need to consider and might have to act on accordingly.
Recommendation 18: An Incentive plan should be formalised for KariaNet, focusing on soft incentives and including among other items the points that relate to management buy-in. Project Management should be actively involved in supporting KariaNet and the PKF, and advocating the network to the staff. Among the various incentives that could be specifically considered for the management, we could suggest (i) emails or faxes to project management from IFAD and IDRC management, acknowledging and congratulating the local efforts and accomplishments made towards greater knowledge sharing, (ii) regular reporting to the management of the contributions of their project staff, showing to management that the more their staff share, the more their project shines in the region, (iii) organize a yearly retreat for project managers to share good practices of the project, but also good practices in terms of knowledge sharing, (iv) etc.
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3.4. The Role of the PKF
Knowledge Management initiatives depends heavily on people, including people in charge of making things happen The example is frequently given that approaches which say "let's give them a technology, and they'll use it" do not work. More generally speaking, making knowledge sharing work, is work.
The Project Knowledge Facilitators are clearly a key success factor of KariaNet. Training sessions have been provided to build the capacity of the PKF. During the consultations, most PKF indicated that they have acquired a sufficient level of knowledge of the tools and techniques proposed through KariaNet to start using them proficiently. They also indicated though that training should not be one- off and stopped there, but rather be regularly provided to them. In particular, a "Training for the trainers" module was mentioned a few times, as well as materials specifically designed for KariaNet. We must remark though that several PKF have already started to organize awareness raising sessions on KariaNet, as well as training sessions for project staff (e.g. Sohag) or 2-days long workshops (e.g. South Kordofan). Sharing through the PKF D-Group the training schedules and materials locally developed by the early implementers will probably help to address a part of the above-mentioned remaining training needs. They might also be complemented by online discussions and sharing of tips, experiences and lessons learned. At last, there's no doubt that practice will further complement the training sessions already received.
We will also briefly mention that another need has been expressed for communication and marketing materials, i.e. tools to promote KariaNet at the local level.
A functional need was also expressed during the interviews, which regards the position of the PKF. It was indicated that the training sessions received and the discussions held on the role had contributed to clarify it. The main tasks of the role of the PKF are: • Sensitizing and assisting the project colleagues to use ICTs for knowledge sharing. • Being the intermediary between their project and KariaNet to inform their project colleagues about all KariaNet events, on electronic discussions, and giving feed back to the RCU. • In terms of content development at the level of the project, facilitating capture and documentation of success stories and best practices developed by the project.
Simultaneously, several individuals pointed that there is no formal job description, or Terms of reference for this function. Such job description could further institutionalize the role, elicit its responsibilities, as well as formalize the support, training and resources expected to come with it. Such interest for institutionalizing the PKF role is clearly an excellent achievement already made by KariaNet. De facto, it demonstrates a strong buy-in for Knowledge Management.
Crafting a TOR of the PKF would probably contribute to further develop the visibility of the role and consequently the visibility of KariaNet. However, a job description can be only envisaged for a formalised job position within the PMU, which is not the case for the PKF. Maybe a ToR, jointly drafted by the Regional Coordination Unit and the project managers, could fill the gap. But still it is not certain that the ToR will solve the problem of giving credit to the PKF. This credit has to be gained by the PKF himself/herself through two ways: • Availability and stewardship to assist project colleagues, in addition of doing his/her regular duties in the PMU. • Convincing the project manager that his/her role is very beneficial to the project.
Recommendation 19: The function of the PKF could be further detailed to provide additional guidance to the PKF and to the project staff. Eventually, the role could be more institutionalized, formalized and recognized through the development of Terms of reference, covering responsibilities, resources and expected results. Ultimately, the role of the PKF could be prescribed in IFAD project documents.
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3.5. Stakeholders Involvement
It must be emphasized that all study participants have very strongly expressed a positive attitude towards KariaNet. Once the purpose and functioning of the network was explained, support was there. Study participants have also commended the usefulness to have tighter relationships through KariaNet with various organizations, including IFAD and IDRC, but also NGOs, Ministries, Research Centres, even local project staff.
However, although praised, participation in the network is not straightforward for every organization. Clearly, for international organizations staff, NGOs, and beneficiaries, joining KariaNet would be a question of seconds. Actually some NGOs indicated having internally Knowledge Management initiatives very similar to KariaNet. However, for Ministries, Research Centres, Universities and other administrative and government bodies, it seems that the procedure to join KariaNet needs to go to the highest levels. Hence the importance to involve such institutional partners throughout the whole process of developing the network, including informing them about or inviting them to KariaNet's workshops.
As these approval processes are very energy and time consuming, the KariaNet community might want to identify which institutional partners should be first prioritized.
Recommendation 20: KariaNet might want to develop a Partnership strategy that helps to identify who should be the immediate institutional partners of the network. This could involve aligning the partnerships with the key thematic areas of information and knowledge needs of the network, or with the institutions, which would gain the most from this initiative, or would insure the greatest long term sustainability of the network and value to the beneficiaries. Additionally, this might also involve identifying and approach international organizations, which are involved in public administration reform –e.g. WB, UNDP, etc.- if the objective of KariaNet is to be a sustainable initiative well, adopted and institutionalized by the concerned administrative bodies. To this extent, KariaNet could be one component of these programmes which target the modernization of the state and public administration, and institutional reform, although the key partner here would be mainly the Ministry(ies) of Agriculture.
3.6. Resources Allocation
Out of 10 projects visited, 7 clearly underlined that KariaNet financial support was good but rather limited compared to the local needs. Incidentally, it was rarely known that KariaNet might also support regional activities –e.g. regional workshops, training, etc.-. KariaNet provides directly to every project $5,000 per year during 3 years, or a total of $15,000. This is significant, but appeared sometimes quite distant from the financial envelop of the underlying projects, in the range of tens of million dollars and targeting hundreds of thousands beneficiaries. In addition, it was pointed that moving IFAD project budget to KariaNet activities was not always very possible due to the original project design, so that funds from other donors had to be devoted to KariaNet when there was another donor involved in the project. In three projects though, management clearly indicated that KariaNet funds were sufficient and that they just needed to be complemented by other sources of project funds.
In both cases, it must be underlined that the KariaNet budget line which supports the procurement of ICT equipment will/is fulfil/ling the needs of the project PMU staff only. In most projects, field staff has huge ICT and connectivity needs, and there's no way the current envelop of KariaNet and the project will tackle them.
One option is probably to create a Knowledge or Internet Café in the PMU –as planned in South Kordofan-, with computers and an Internet connection freely accessible, and where field staff will be able to use KariaNet, email or the Web. But frequently, field staff comes to the PMU once a month only, and contributing to a network or using the Internet to search for information might not be as
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easy as when having a permanent connection locally. Incidentally, this has also impact on processes – e.g. any query or discussion on KariaNet should rather be opened for one month- and will probably make the job of the PKF heavier.
Anyway, needs for ICT equipment are very high and are painfully perceived by field staff, and the current support although extremely beneficial cannot address them.
Recommendation 21: KariaNet should regularly emphasize to member projects its objective to initiate a momentum that favours a learning environment, which helps them improve their operations. In this respect, it cannot be expected that oneself's learning will be entirely paid by others, although it is admitted that learning requires support, which is what KaraiNet is about. Therefore project-members should find means to directly support their knowledge building and sharing activities. Alternatively, a fund raising plan could be developed and other donors could be attracted to respond to KariaNet objectives and the needs of the project-members.
3.7. Networking for Results
KariaNet has presented a M&E system, which was approved by the Steering Committee and is now implemented. KariaNet M&E plan is meant to monitor and evaluate the changes that the network will influence at regional, project and individual level. In other words, it will check the impact of KariaNet on (1) the networking and knowledge sharing between the member projects at the regional and country level; (2) the improvement of the KM function at the project level; (3) the cultural changes at the individual level.
Responding to the needs expressed by several PKF, a M&E plan could be established at the project level in order to monitor and evaluate the KM function. This could be the task of the project manager, although KariaNet could provide its assistance for establishing such a plan at the project level.
Recommendation 22: Wherever such a tool would be found supportive of KariaNet mission and foster knowledge sharing activities, a M&E plan could be designed at the local level with a baseline, logframe, targets and indicators. Monitoring could start as early as possible and whenever possible, individual results could be linkable to the outcomes.
4. SUMMARIZED LIST OF RECOMMENDATIONS
From the successive consultations with the study participants and their valuable input, this report has detailed above a list of practical recommendations for a better knowledge sharing among KariaNet member projects.
4.1. On People
1. Management Buy-in: In order to help managers to continuously support KariaNet, advocate its benefits and further sponsor knowledge sharing activities, a regular monitoring of staff involvement and contributions to KariaNet should be elaborated and shared with the management. Such monitoring could involve statistics comparing project staff contributions to KariaNet, surveys of project staff about the value of the network, interviews of staff or collection of testimonials, etc.
2. Staff Involvement: Practical training sessions on Knowledge Management, ICT tools and KariaNet should be organized and given to project staff, in order to enable early involvement and concrete participation in the network. Such training seminars could cover KM core components,
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such as KM architectures, Knowledge Sharing cultures and behaviours, collaborations and community development, KM processes and content management, ICT for KM, KM metrics.
3. PKF Role: The role of the PKF should be described in greater details at the regional level. Responsibilities could be further prescribed at the local level and achievements recognized and rewarded accordingly. A job description could feature the role overarching goals, the functions and responsibilities, the work relations, typical qualifications, accompanying resources, etc.
4. Network Membership: The scope of the network should be made clear for all network members and knowledge services should be coherently aligned and focused accordingly. In order to increase the sustainability of KariaNet outcomes, network members could include beneficiaries but under certain conditions to be formalized –e.g. prior availibility of ICT equipment and internet connection, willingness of project management and PKF to provide training and on-going support, etc.-
5. Partners Input: Publications and other information from IDRC, IFAD, etc. should be systematically shared through KariaNet. Network members should actively help to spread new information and knowledge to the larger community of stakeholders and beneficiaries. Such collaborations could involve organizing local awareness raising and learning events when a new book or report is published. This could also involve leveraging the network for data collection and feedback on research projects and knowledge codification activities.
6. Partnership Strategy: KariaNet should craft a partnership strategy that identifies and targets the most strategic local, regional and international partners for the network. This strategy could help to focus the energy of attracting outside partners on the ones, which can potentially return the highest value.
7. Incentive Plan: KariaNet should craft a simple plan formalizing the incentives or rewards it can rely on in order to encourage information and knowledge sharing within the network community. This plan could cover recognition and visibility, communication and marketing, roles description and objectives, financial support to attend or organize learning events, etc.
4.2. On Processes
8. Definition of Knowledge Management: KariaNet should develop its own definition of Knowledge Management and regularly promote it to network members. Defining Knowledge Management could be a collaborative process and proposed for discussion among PKF or network members.
9. Knowledge Sharing Guidelines: A 'Welcome Message' should be crafted to introduce KariaNet's mission and objectives to every new KariaNet member, and provide guidance on the practical aspects and technical functioning of the network. Such 'Welcome Message" could cover points such as: What is KariaNet, What is Knowledge Management, Who's Who in KariaNet, How do I post a message?, How does it work?, How can I access discussion archives?, How do I unsubscribe?, Helpful Links.
10. Copyrights: In the case where protection and recognition of prior knowledge and ideas is an issue for some KariaNet stakeholders and network members, the network could consider the adoption of a Creative Commons License.
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11. E-Discussions: A round of e-knowledge sharing activities and discussions should be carefully prepared and launched, focusing successively but not exhaustively on: • Participatory approach and community development • Technology transfer • Income generating activities and funding • Rural enterprise • M&E of results and impact of project interventions • Marketing • Gender mainstreaming
At the project level, when considering the statistical results for the 3 to 4 areas, which return the highest number of local voices, we can form a matrix that aticulates the projects that have frequently expressed an expertise and the ones, which have frequently requested additional information and knowledge. As indicated earlier, the simultaneous concentration of expertise and needs on 'Participatory approach and community development' is notable.
Sohag Yarmouk Al Haouz Zaghouan Karak Tafila Karak PRODESUD West Noubaria West South Kordofan South North Kordofan North Taourirt Taforalt Participatory approach and community development Technology transfer Income generating activities and funding Rural enterprise M&E of results and impact of project interventions Marketing Gender mainstreaming
Many participants have knowledge to share Many participants seek knowledge Many participants have knowledge to share and many need knowledge Few participants expressed an area of knowledge and needs
Up to a certain extent, this matrix can be useful to match the projects "that know" with the ones that "need to know". Simultaneously, we will stress again that this representation is quantitative and not necessarily qualitative. In every project, one expert can potentially level up the knowledge of the whole network on his/her thematic area, even if this theme is not frequently featured by his/her local project team.
12. Knowledge Codification: A few content types should be focused for early development and/or sharing: • Training materials • Success stories • Comparative experiences • Knowledge maps • Lessons learned studies • Evaluation reports
13. Community Building: KariaNet should stress the importance of face-to-face collaborations locally and regionally, in addition to ICT mediated connections. The network should promote the value of community building workshops and help to organize sooner than later regional thematic
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knowledge sharing events. The findings of the present study could help to prioritize the thematic areas covered by such events.
14. Communities of Practices: Under the aegis of the Regional Coordination Unit, KariaNet members should nurture and spin off communities of practice based on thematic priorities, work practices, and existing knowledge needs featured in the report. A likely initiator for a community of practice could be M&E.
15. Localization of Ownership and Accountability: As for the resources given by KariaNet to each project, the network could further delegate and localize its support by providing to the PKF a financial envelop to be used for unplanned but innovative knowledge sharing activities.
16. Resource Mobilization: KariaNet could consider attracting new donors and partners to support the activities of the network. Support could be in cash, or in kind. For the latter, this could be through research and academic support to codify existing knowledge and develop new resources. Knowledge Management and KariaNet success stories could be shared across projects and managers, and leveraged as an incentive to increase the local level of support provided to KM activities.
17. Language: KariaNet should develop guidelines for language use within the network community, based on the concept of the target audience. However, by default Arabic should be the first language of choice.
18. Communication Plan: In order to improve the visibility of the network, strengthen members’ alignment around a common objective, and favour the successful appropriation of knowledge sharing activities and culture within IFAD projects, a communication plan for KariaNet should be developed and implemented. Content of the plan could elicit: Communications scope, Principles and objectives, Key messages, Communication stakeholders, Roles and objectives, Key vehicles and channels, Communication toolkit, Feedback mechanism.
19. Exit Strategy: KariaNet should clarify what the network intends to do once a project comes to an end and identify which actions could best prepare and follow the exit phase. Probable actions could include the organization of knowledge collection sessions and codification of expertise before the end of the project, etc.
20. M&E Framework: In order to facilitate the adoption of knowledge sharing activities at the local level, a M&E system could be developed at the local level by the management and monitor the contributions and impact of project staff on knowledge sharing activities.
4.3. On Technology
21. eReadiness: ICT support, training and equipment should be increased at the project level. Access to information and knowledge through ICT systems should be a given for project PMU staff, and become progressively but aggressively extended to project field units.
22. ICT Platform: When seeking to respond to regional ICT needs, KariaNet should follow industry standard processes and methodologies to assess demand, select and budget platforms, develop, customize and roll out new systems.
The Consultant wants to emphasize again that this list translates the needs expressed by the study participants and comes from the numerous consultations organized during the mission.
Simultaneously, this list represents a sizeable number of tasks to accomplish and KariaNet should assess if the network has the capacity to implement them all, although all supporting the same strategic objective. Accordingly, a prioritization process might have to be devised and an action plan
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elaborated out of the selected activities. In particular, KariaNet should estimate the workload and cost-benefit of these actions, and eventually assess if the number of staff available to implement them is sufficient to accomplish and achieve the ambitious but much needed agenda of the network, strongly requested by the KariaNet community and awaited in fine by the beneficiaries.
5. CONCLUSION
This study has assessed the information and knowledge needs of KariaNet project-members and concludes by highlighting several findings.
To start with, we've established that a few thematic areas concentrate most of the demand for additional information and knowledge. By order of priority, these areas are: (i) Participatory approach and community development, (ii) Technology transfer, (iii) Income generating activities and funding, (iv) Rural enterprise, (v) M&E of results and impact of project interventions, (vi) Marketing, (vii) Gender mainstreaming. Most of these topics are considered as areas on which project members have already a strong expertise and robust knowledge to share. There's no doubt that KariaNet can level up the substantive capacity of each project by mobilizing scattered knowledge and by enabling each project to share its experience with others. However, a few provisions should also be made here. First, expertise in some areas is more scarce than in others, e.g. Marketing. For such topics, external knowledge should most certainly be brought into the community. Secondly, face-to-face consultations and knowledge maps have indicated that knowledge sources are predominently local. In a sense, there's no doubt that this is an asset for KariaNet and its capacity to regionalize know-how. However, a regular scanning of external sources should also be encouraged. Thirdly, network members should be invited to share 'Information' messages about new resources they have found, new experiences they have gained, new learning acquired, etc. In other words, it's important to nurture KariaNet's spontaneity and distribute the ownership of the network. Incidently but importantly, this will help to reinforce the sustainability of KariaNet.
In terms of knowledge types, we've also identified a demand focused on a few categories, namely: (i) Training materials, (ii) Success stories, (iii) Comparative experiences, (iv) Knowledge maps, (v) Lessons learned studies, (vi) Evaluation reports., though the question of their format and template is still to be addressed. If KariaNet intends to be a community of practice, i.e. a platform through which better practices are shaped and more commonly implemented, then a common body of knowledge and practice should possibly be built around each of these knowledge types. How success stories do look? What is the structure of a lesson learned study? Are comparative experiences compiled in one document taking the form of a 'knowledge product' or do they stay in the form of numerous email messages, difficult to navigate and reuse. Additionnally, we will emphasize again that most of these knowledge types can be electronically shared. Simultaneously, in the eyes of the study group, they also translate a demand for face-to-face collaborations in addition to ICT mediated ones.
In order to maximize the potential of the network and strengthen its impact, KariaNet might want to reach and federate a critical mass of network members. In addition, the network might be interested to create a smooth flow of exchanges and discussions between members. However, for the time being the ICT equipment currently available to project staff might hamper such objectives. Whereas addressing the ICT limitations should be a priority and while new equipments are progressively installed, ad hoc face-to-face or remote consultation processes should be implemented. In order to enlarge the perimeter of the network, smart fixes could include a micro cyber/knowledge cafe in the PMU, weekly prints of KariaNet messages mailed to field units, half a day every month left free for field unit staff to work on KariaNet, etc.
Enabling a supportive knowledge-sharing environment is a fourth point that has been regularly emphasized by the sample group. In that sense, having information and knowledge needs, and expertise ready to be shared, do not guarantee that the impact of the network will be maximized. Consultations have highlighted the importance of creating a virtuous and sustainable environment. In
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a sense, this involves to roll out helpful processes, e.g. define Knowledge Management, craft knowledge sharing guidelines, address possible copyright issues, roll out a communication campaign, localize an M&E system, etc. This implies also to provide an appropriate support to people, e.g. nurture management buy-in, foster staff involvement, actively attract external partners, communicate in a language read and written by beneficiaries, recognize the added value of the PKF, leverage all available soft incentives, etc.
Finally, the Consultant hopes that this report has well reflected the voices, needs and concerns of the study participants. The Consultant has clearly noticed a very strong support expressed everywhere for KariaNet. Project management, project staff, partners, stakeholders and beneficiaries have firmly welcomed the objectives of the network. They expressed their commitment to an initiative that aims to improve operations and project outcomes, enhance the fulfilment of project objectives, and improve livelihoods of IFAD target groups. It is the Consultant firm belief that by implementing the recommendations compiled in the present Information and Knowledge Needs Assessment report, the underlying overall goals of the network will be more certainly fulfilled.
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ANNEXES
1. List of Persons Interviewed 2. List of Documents Reviewed 3. Statistical Data 4. Projects Needs and Good Practices 5. Knowledge Mapping 6. Terms of Reference
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Annex 1 - List of Persons Consulted
1. Morocco, Marrakech, Rural Development Project in the Mountain Zones of Al-Haouz Province (Projet Al Haouz)
1. Abdelhouahed El Midaoui, Coordinateur du Projet Al Haouz, UCP, DPA de Marrakech, Tel : +212 (0) 65 27 97 38 2. Youssef Bensajjay, Ingénieur Agro-économiste Chargé d'Appui des Micro-entreprises et aux AGR et membre de l'UCP, Project Knowledge Facilitator, DPA de Marrakech 3. Abdalah El Mendili, Chef du Service Administratif, DPA de Marrakech, Tel : +212 (0) 65 62 47 94 4. Tarig Monnir Bahire, Coordinateur du Centre d'Appui et membre de l'UCP, CT d'Asni, Tel : +212 (0) 63 14 02 54 5. Mustapha Mortaji, Coordinateur des Hautes Vallées et membre de l'UCP, DPA de Marrakech, Tel : +212 (0) 62 45 34 11, Email : [email protected] 6. Abdel Majid Krimi, Coordinateur de la Zone Amizmiz et membre de l'UCP, DPA de Marrakech, Tel : +212 (0) 68 15 87 10, Email : [email protected] 7. Mustapha El Gouffi, Responsable de l'Information du Projet Al Haouz et membre de l'UCP, DPA de Marrakech, Tel : +212 (0) 66 23 28 00, Email : [email protected] 8. Ahmed Errohi, Chef de Service, Service des Etudes, de la Programmation et du Suivi, DPA de Marrakech 9. Tel : +212 (0) 61 23 56 82, Email : [email protected] 10. Ahmed Lhimer, Sociologue, Projet de développement des zones montagneuses d'Al Haouz, DPA de Marrakech, Tel : +212 (0) 68 93 70 19, Email : [email protected] 11. Brahim Ouaarban, President de l'Association Assald, Tel : +212 (0) 66 57 37 82 12. Mohamed Nidar, Administrateur/Magasinier, Projet Al Haouz, DPA de Marrakech, Tel: +212 (0) 61 87 17 79, Email: [email protected] 13. Ahmed Benaouicha, Animateur, Projet Al Haouz, DPA de Marrakech, Tel : +212 (0) 68 21 79 44 14. Amal Zeroual, Animatrice, Projet Al Haouz, DPA de Marrakech, Email: [email protected] 15. Essediya Ouazzi, UCP, Projet Al Haouz, DPA de Marrakech, Tel: +212 (0) 70 12 17 85, Email: [email protected] 16. Hassan Haikalane Animateur, Projet Al Haouz, DPA de Marrakech, Tel: +212 (0) 67 46 25 79 17. Lahbib Loukhmas, Animateur, Projet Al Haouz, DPA de Marrakech, Tel: +212 (0) 60 33 83 78 18. Hassan Bouyazatfne, Projet Al Haouz, DPA de Marrakech, Tel: +212 (0) 66 64 74 26, Email: [email protected] 19. Kamel Naja, Projet Al Haouz, DPA de Marrakech, Tel: +212 (0) 44 43 10 59 20. Mustapha Ounayn, Vétérinaire, Chef du Service DPV, DPA de Marrakech, Tel: +212 (0) 62 14 43 20
2. Morocco, Oujda, Livestock and Rangelands Development Project in the Eastern Region Phase II (Projet de Développement Rural de Taourirt-Taforalt –PDRTT-)
21. Mohamed Khiar, Directeur de la DPA et Coordinateur du PDRTT, DPA d'Oujda 22. Khalid Elatmani, Responsable du Bureau Animation et Appui aux Organisations Professionnelles, Facilitateur PKF, DPA d'Oujda, Tel: +212 (0) 66 05 74 02, Email: [email protected] 23. Mohamed Cherkaoui, Directeur, CT d'El Aïoun, Tel : +212 (0) 66 80 26 19 24. Mohamed Soussi, UGP PDRTT, DPA d'Oujda, Tel : +212 (0) 68 37 15 67 25. Mohamed Mezaidi, Vulgarisateur, CT de Taforalt, Tel : +212 (0) 56 70 69 82 26. Sellam Elasassi, Ingénieur au Bureau des Etudes et de la Documentation, DPA d'Oujda, Tel : +212 (0) 61 36 57 87, Email : [email protected] 27. Mohamed El Zeroual, DPA Oujda, Tel : +212 (0) 63 25 52 81 28. Mohammed Ben Hafoune, Chef du Service des Etudes, de la Programmation et du Suivi, DPA d'Oujda, Tel : +212 (0) 68 43 22 27 29. Mustapha Mekkaoui, Directeur, CT de Taforalt, Tel : +212 (0) 68 36 93 87, Email : [email protected]
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30. Benali Rabah, Président de l'Association de Développement Local de Kénine, Kénine 31. Mouaddine Fadili, Membre de l'association de Développement Local de Kénine, Kénine
3. Tunisia, Tataouine, Agropastoral Development and Local Initiatives Promotion Programme for the South-East (Projet PRODESUD)
32. Kahilili Bahri, Directeur, CRDA de Tataouine, et Directeur projet PRODESUD, +216 75 870 005 33. Ali Bouaicha, Coordinateur, Projet PRODESUD, Tel : +216 98 941 120, Email : [email protected] 34. Mourad Bejaoui, Project Knowledge Facilitator, Projet PRODESUD, Tel: 216 97 388 458, Email: [email protected] 35. Mohamed Zidi, Chef d'arrondissement du Génie Rural et d'Exploitation des Eaux, CRDA de Tataouine, Tel : +216 98 928 371 36. Jalel Rabhi, Ingénieur rural, CRDA de Tataouine, Tel : +216 98 518 312 37. Noredin Lachiheb, Chef d'arrondissement de la Conservation des Eaux et du Sol, CRDA de Tataouine, Tel : +216 98 501 191 38. Msallem Faiez, Chef de Division Hydrologique et Equipement Rural, CRDA de Tataouine, Email : [email protected] 39. Samir Tarhouni, Responsable du suivi et évaluation, Projet PRODESUD, Tel : +216 97 183 752, Email : [email protected] 40. Beguir Messaoud, Chef d'Arrondissement de la Production Végétale, CRDA de Tataouine, Tel : +216 98 634 668 41. Tahar Abdessalem, Coordinateur pour le projet PRODESUD, CRDA de Kibili, Tel : +216 75 470 314 42. Salma Jalouali, Service Planification, Projet PRODESUD, Tel : +216 97 784 027, Email : [email protected] 43. Ayeb Wissem, Facilitateur, Projet PRODESUD, Tel : +216 639 101, Email : [email protected] 44. Jamila Bouzidi, Responsible de la cellule d'appui aux femmes et aux jeunes, Projet PRODESUD, Tel : +216 75 870 401, Email : [email protected] 45. Houda Ganhouba, Animatrice, Projet PRODESUD, Tel : +216 97 785 066, Email : [email protected] 46. Leila Gachout, Animatrice, Projet PRODESUD, Tel : +216 95 606 341, Email : [email protected] 47. Moktar Bensalem, Directeur régional, Institut des Régions Arides, Tel : +216 98 212 696, Email : [email protected] 48. Ayada Faouzi, Financier, Projet PRODESUD, Tel : +216 97 182 736, Email : [email protected] 49. Essaadi Faouzia, Comptable, Projet PRODESUD, Tel : +216 97 472 020, Email : [email protected] 50. Hassen Hassen, Technicien supérieur Gestion des Parcours, Projet PRODESUD, Tel : +216 98 971 807, Email : [email protected] 51. Mohsen Snoun, Technicien supérieur Gestion des Parcours, Projet PRODESUD, Tel : [email protected]
4. Tunisia, Zaghouan, The Integrated Agricultural Development Project in the Governorate to Zaghouan (Projet de Développement Agricole Intégré de Zaghouan)
52. Hedi Labiedh, Responsable du Service Administratif et Financier, Project Knowledge Facilitator, Project Zaghouan, Tel: +216 98 681 575, Email : [email protected] 53. Ali Chkirbene, Animateur vulgarisateur, Project Zaghouan, Tel: +216 96 988 217 54. Noureddine Khoufi, Coordinateur PDAI délégation de Zriba, Tel : +216 72 677 587 55. Hédi Agnerbi, Animateur délégation Zaghouan, Tel : +216 97 320 812 56. Faouzia Rouissi, Responsable service Développement et Promotion Communautaire et Promotion Féminine, Tel : +216 95 430 327, Email : [email protected] 57. Waouthar El Abassi, Animatrice, Délégation Zaghouan, Tel : +216 97 653 999 58. Sonia Mejri, Animatrice MGP Zaghouan, Tel : +216 97 250 447 59. Abdelhamid Kneni, Coordinateur des projets FIDA, Tel: +216 96 570684
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60. Mohamed Khardani, Ingénieur Forestier, CRDA de Zaghouan, Tel : +216 22 969 014 61. Kamel Elbohli, Ingénieur Génie Rural, CRDA de Zaghouan, Tel : +216 22 278 915 62. Bensad Amor, Chef du Comité de Développement de Oued Graguib, Tel : +216 96 000 974 63. Madi Abdesserttar, Chef du Comité de Développement de Charchara, Tel : +216 97 748 693
5. Jordan, Irbid, Yarmouk Agricultural Resources Development Project (YARDP)
64. Awni Shedaifat, Project Manager, YARDP, Irbid, Tel: +962 07 77717801, Email: [email protected] 65. Samah Jarafat, Land Use Planner, Project Knowledge Facilitator, YARDP, Irbid, Tel: +962 07 77206327, Email: [email protected] 66. Muntaha Al Husban, Architectural Drawer, YARDP, Bani-Kananah, Tel: +962 7585951 67. Eng. Maisoun Khassawneh, Land Use Planner, YARDP, Irbid, Tel: +962 07 77229018, Email: [email protected] 68. Eng. Rania Telfah, Construction Engineer, YARDP, Irbid, Tel: +962 07 77454695 69. Eng. Ruba Jaradat, Construction Engineer, YARDP, Bani-Kananah, Tel: +962 07 95926482 70. Eng. Mahmoud Hamosha, Head of Land Use Planner, YARDP, Irbid, Tel: +962 07 95173287, Email: [email protected] 71. Ebraheem S. Altahat, Rural Development Officer, YARDP, Irbid, Tel: +962 07 77971625, Email: [email protected] 72. Belal Ali Okour, Extension Division Officer, YARDP, Irbid, Tel: +962 077 7510047, Email: [email protected] 73. Jehad Obeidat, Monitoring and Evaluation Officer, YARDP, Irbid, Tel: +962 07 77206327, Jafar Al Momani, Monitoring and Evaluation Officer, YARDP, Irbid, Tel: +962 07 7729 Email: [email protected] 74. Sadi Al Rusan, Monitoring and Evaluation Officer, YARDP, Irbid, Tel: +962 07 96974899, Email: [email protected] 75. Amani Hawatmeh, Monitoring and Evaluation Officer, YARDP, Irbid, Tel: +962 07 96821901, Email: [email protected] 76. Souhad Al Rousan, Land Use Planner, YARDP, Irbid, Email: [email protected] 77. Nisreen Ali Hamasha, Land Use Planner, YARDP, Field Unit, Tel: +962 07 95824459 78. Feasal Obeidat, Head of Project Unit, YARDP, Bani-Kananah, Tel: +962 07 9417338 79. Mufid Kharasneh, Land Use Planner, YARDP, Ramtha, Tel: +962 07 77718164 80. Adel Ali Alsawaei, Execution Officer, YARDP, Irbid, Tel: +962 07 95261537 81. Ali Mohammed Selen, Field Unit Advisor, YARDP, Ramtha, Tel: +962 07 383 819 82. 6518, Email: [email protected] 83. Maryam Ahmad Bani-Hani, Execution Officer, Rural Development Officer, YARDP, Irbid, Tel: +962 07 77322270, Email: [email protected] 84. Esam Rousan, Head of Extension, YARDP, Irbid, Email: [email protected] 85. Muhammad Jammal, Extension Division Officer, YARDP, Irbid, Tel: +962 07 88616130, Email: [email protected] 86. Ghalb Abedarahman Al Smadi, Farmer and YARDP Beneficiary, Tel: +962 07 7418350 87. Hsuen Jamel Al Momne, Farmer and YARDP Beneficiary, Tel: +962 07 77352384 88. Mohind Saeed Soleman Mrean, Farmer and YARDP Beneficiary, Tel: +962 07 96689308 89. Abdalah Obedaat, Farmer and YARDP Beneficiary, Member of Yubla Association, Tel: +962 2 7525210 90. Brahim Slemen Melkaoui, Farmer and YARDP Beneficiary, Member of Melka Association 91. Brahim Odeh, Manager for Agricultural Credit Corporation, Irbid, Tel: +962 69 2 7259699 92. Motassem Obeidat, Director of Ramtha Regional Center, Tel: +962 02 7095170 93. Shireen Y. Alm-Dahoud, Poverty Alleviation Through Community Development, Project GTZ, Tel: +962 079 6819392, Email: [email protected]
6. Jordan, Al Karak, Al Karak-Tafila Agricultural Resource Management Project – Phase II (ARMP-II)
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94. Jameel Jaafreh, Project Manager, ARMP-II, Tel: +962 (0)79 5603015, Email: [email protected] 95. Mamoon Adaileh, M&E Officer and Project Knowledge Facilitator, ARMP-II, Tel: +962 (0)79 5818918, Email: [email protected] 96. Malak Haffer, Extension Officer, ARMP-II 97. Rana Horani, Extension Agent, Rural Women's Development & Women Development Officer, ARMP-II, Tel, +962 (0)27 77868861, Email: [email protected] 98. Awad Tavawneh, Extension Agent, ARMP-II, Email: [email protected] 99. Hasan Abdelhameed Aldmour, Civil Engineer, Management Department, ARMP-II, Tel: +962 (0)79 5120704, Email: [email protected] 100. Basma Mo Baideen, Financing Officer, ARMP-II 101. Munther Ayed Al Salaein, Land Use Planner, ARMP-II 102. Yewa Rawashdeh, ARMP-II, Qaser Field Unit 103. Monther Salaeen, ARMP-II, Qaser Field Unit 104. Abeer Soub, ARMP-II, Qaser Field Unit 105. Fayez Nejazeen, ARMP-II, Qaser Field Unit 106. Mohamed Ali-cboon Hajaya, ARMP-II, Karak Field Unit, Tel: +962 (0)77 7238089, Email: [email protected] 107. Abed Hameed Al Fogra, Land Use Planner, ARMP-II, Karak Field Unit 108. Saman Dmour, ARMP-II, Karak Field Unit 109. Eman Alawi, ARMP-II, Karak Field Unit 110. Khetan Halameh, ARMP-II, Karak Field Unit 111. Yasseen Kassasbeh, ARMP-II, Mazar Field Unit, Tel: +962(0)77 7307013 112. Omar Abu Samra, Land Use Planner, ARMP-II, Mazar Field Unit, Tel: +962 (0)79 6472627, Email: [email protected] 113. Khaled Fareed Al Qudah, ARMP-II, Mazar Field Unit, Tel: +962 (0)79 5324380 114. Zeyad Nawamden, ARMP-II, Tafila Field Unit 115. Rodaina Hreshat, ARMP-II, Tafila Field Unit 116. Bilal Hamlan Hloul, Land Use Planner, ARMP-II, Tafila Field Unit 117. Khaled Ali Abu-Awwad, Land Use Planner, ARMP-II, Tafila Field Unit
7. Sudan, Elobeid, North Kordofan Rural Development Project (NKRDP)
118. Omar M. Awad El Seed, Project Director, Tel: + 249 611 825469, Email: [email protected] 119. Rashid Abd El-Aziz Massaad, Project Knowledge Facilitator, Tel: +249 918 218866, Email: [email protected] 120. Mojahid Mokthar Ali, Programmer Agriculture, Tel: 0912 182146 121. Alsadij Dipashi, Animal Production 122. Mohammed Adam Hassan, Planning and Development Officer, Tel: 0612822094 123. Ahmed Hassan Ahmed Mohammed Elamir, Natural Resources Development, Tel: 062144083 124. Ibrahim A. Makawe, M&E Officer 125. Mamoun Sulaimon Taha, Credit Officer, Tel: 0912824075, [email protected] 126. Abdallah Jalih Adam, Finance Administrator 127. Mohamed Altoyeb Mohamed Osman, Geologist, Tel: 0912957803 128. El Murtada Mohamed El Bashair, Development Extensionist, Tel: 0911325899 129. Faiza Salih Abdel Wahab, Director of Range and Pasture Administration, Tel: 0915069070 130. Nawal Eldow Ali Adam, Development Extensionist, Tel: 0911260648 131. Dalia Ibrahim Margany, Development Extensionist, Tel: 22398 132. Lowllita Abd Euazig, Development Officer, Tel: 10123 133. Aisha Hassan Mohammed, Development Officer 134. Hassan Timase, M&E Officer, Tel: 0911201568, Email: [email protected] 135. Khalid Mohamed Al Ibauf, Planning and Development Officer, Tel: 0912434032 136. Musa Mohammed Musa, Planning and Development Officer 137. Musa Adam Elsharef, Extensionist, Technical Transformation Stream, Tel: 0911248381 138. AbdAlla Al Basheir Hadi, Coordinator, Agricultural Bank of Sudan, Tel: 912243181
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139. Faisal Mukhtar Ahmed, Planning Officer 140. Omer Mustafa Ali, Extension Resource, Tel: 0912945341 141. Mohamed Mahmoud Almana, Planning Officer, Tel: 061222800 142. Aida Adam Osman, Gender in Development Officer 143. Dalia Ibrahim Margany, Tel: 11622398 144. Yassin A.H. Doleeb, M&E Manager, Tel: 0912241148, Email: [email protected] 145. Adam M. Kaloal, M&E Officer 146. Aisha Adam Sid, Community Development Officer 147. Mohammed Elhafiz Eltegani, Treasury Coordinator, Tel: 25469 148. Silke Grunow, Advisor, German Development Service - DED, Tel: +249 911198091, Email: [email protected] 149. Zeinab Elnour, M&E Officer, APM, Care International, Tel: +249 912668910, Email: [email protected] 150. Abda Ahmed Abdalla, E. Officer RNRCPF, SOS Sahel, Tel: 01 918052440 151. Mahmoud Awad Mekki, Research Scientist, ARC El Obeid, Tel: +249 0611823000, Email: [email protected] 152. Hamid Mousa, Staff Member and IT Specialist, University of Kordofan, Tel: 0915057421, Email: [email protected] 153. Amira Karrar, Computer Teacher, El Obeid Computer Technology Center, Tel: 0912286538, Email: amira_karrar@ hotmail.com 154. Elnour Hamed Mohmmed, NKRDP Beneficiary, Head of VDC, Umish Village, Tel: 23023 155. Isa Yousif Elnair, NKRDP Beneficiary, VDC Cashier, Hashati Village, Tel: 22548 156. Fatma Abdalla Bashir, NKRDP Beneficiary, Head of Natural Resources Sub-comittee, Umsreha Village, Tel: 22910 157. Madyna Elnour Abdelrasoul, NKRDP Beneficiary, Elehmrat Village 158. Isa Koko Mohmmed, NKRDP Beneficiary, Meleha Village, Tel: 22682
8. Sudan, Kadugli, South Kordofan Rural Development Project (SKRDP)
159. Kamal Osman Balla Shagag, Project Manager, Tel: +249 631 822399, Email: [email protected] 160. Ahmed Gabir Subahi, SKRDP Operations Manager Western Regions, and Project Knowledge Facilitator, Tel: +249 631 822793, Email: [email protected] 161. Fatehi Ismael Elkinani, SKRDP Planning Officer, Kadugli 162. Mohammed Ibrahim, Extension Department Manager, Kadugli 163. Yousif Ibrahim, SKRDP Deputy Manager, Kadugli 164. Mohamed Hussni Harran, SKRDP Operations Manager Eastern Region 165. Ahmed Maala Aris, Extension Team Leader, Dubeibat Rural Administrative Unit 166. Abdul Salan Elfaki, Extension Team Leader, Petrol Rural Administrative Unit 167. Jawahir Musa, Women in Development Officer, Elburan Rural Administrative Unit 168. Ebtisan Khalil, Animal Production Officer, Petrol Rural Administrative Unit 169. Elfatih Waheed, Animal Production Officer, Petrol Rural Administrative Unit 170. Esan Eldin Ahmed, Extension Officer, Habeila Rural Administrative Unit 171. Mohammed Mustapha Omer, Extension Team Leader, Wakara Rural Administrative Unit 172. Hassan Osman Mohammed, Extension Team Leader, Habeila Rural Administrative Unit 173. Elsanusi Hussein, Extension Team Leader, Abassya Rural Administrative Unit 174. Ahmed Elshafai Mohammed, Extension Research Unit 175. Tag Elsir Elhag, SKRDP Translator 176. Mohammed Hamid Ali, SKRDP Credit Unit, Kadugli 177. Nadia Abdallah, SKRDP General Manager Secretary 178. Hanad Ahmed Abdalla, Extension Officer, Salara Rural Administrative Unit 179. Ibrahim AbduBakar, Extension Team Leader, Elburan Rural Administrative Unit 180. Sharif Ahmed Sharif, Crops Production Specialist, Kadugli 181. Hayder Ahmed Mohammed, Veterinay Specialist, Kadugli 182. Alfatih Abouhon, Information Officer, Kadugli 183. Mohammed Hanoda, Animal Production Specialist, Kadugli
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184. Addul Rahaman Idris, SKRDP Secretary of Wester Region Office, Dilling 185. Yasir Taha, Veterinary Doctor, Kadugli 186. Omimah Ahmed, SKRDP Secretary of Eastern Region Office, Abu Gubecha 187. Shhada Angelo Tutu, SKRDP Beneficiary, Chief of Native Administration of Krongo Abdalha 188. Mahmed Ibrahim, SKRDP Beneficiary, Deputy Secretary of the Community Development Committee of Krongo Abdalah 189. Mohamed Ibrahim Daoud, Farmer and SKRDP Beneficiary 190. Salih Jaonich Bachir, Farmer and SKRDP Beneficiary 191. Mohamed Isa Tutu, SKRDP Beneficiary, Chaiman of the People Salvation Committee 192. Abduebrahan Mohamed Haggar, Chairman of the Community Development Committee of Krongo Abdalah 193. Rascheed Osma Ali, Director, Agricultural Bank of Sudan, Dilling Branch 194. Malik Aris, Director, Agricultural Bank of Sudan, Kadugli Branch
9. Egypt, Alexandria, West Noubaria Rural Development Project
195. Eng. Abdel Fattah Meiselhy, Under Scretary, MALR, and Project Director, WNRDP, Tel: 0106780756, Email: [email protected] 196. Dr. AbdEel-Kereem Mabrouk, M&E Unit Manager 197. Eng. Manal Zein El Abdine, M&E Senior Officer and PKF, WNRDP, Tel: 012 2291852, email: [email protected] 198. Azaa Shetta, M&E Officer, WNRDP 199. Shereen Aashour, M&E Officer, WNRDP 200. Ragyah Ragab, M&E Officer, WNDRP 201. Karim Soliman, M&E Officer, WNRDP 202. Norhan Abd El-Aziz, M&E Officer 203. Ahmed Salah, Financial Officer, WNRDP 204. Mr. Tamer, Financial Officer, WNRDP 205. Me. Amal, Executive Secretary 206. Ms. Enass Elsaied, Executive Secretary, WNRDP 207. Eng. Mahmoud Elqeaay, Architecture, WNRDP 208. Eng. Ahmed Seleem, Architecture, WNRDP 209. Eng. Youssry Hanafy, Water Management head officer, WNRDP 210. Eng. Salah Kamal, Soil and Water Lab manager, WNRDP 211. Eng. Mohammed Ali, Water Management officer, WNRDP 212. Sameh Soliman, Livestock officer, WNRDP 213. Eng. Ahmed Salah, Agriculture Machinery officer 214. Eng. Tareq Abd El-Fattah, Crop Production VEW 215. Eng. Adel Haggag, Livestock Officer, WNRDP 216. Eng. Youssry Abed, Community Development component, WNRDP, Tel: 0101715300 217. Eng. Sanaa, Gender Advisor, WNRDP 218. Eng. Mahmoud Hassan, Community organization and development officer, WNRDP 219. Ms. Enass, Community organization and development officer, WNRDP 220. Ms. Taieseer, Community organization and development officer, WNRDP 221. Hazem Naguib, Credit component manager, WNRDP 222. Mr. Shereef, Credit officer, WNRDP 223. Ashraf Elwakeel, Credit officer, WNRDP 224. Eng Ahmed Abo El-Naga, Marketing officer, WNRDP 225. Eng. Sameer Badwy, Chief of Technical Operations component, WNRDP 226. Yahea Abd El-Ghhaffar, Chief of Marketing component, WNRDP, Tel: 012 6366199 227. Nageib Hazzem, Manager of the Credit Line component, WNRDP 228. Mohamed Ramdam El Atfany, President, El Yasha Association 229. Mabrook Soliman, Financial Manager, El Yasha Association 230. Said Kamal Draz, Secretary, El Yasha Association
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231. Nabila El Kady, Prseident, Environmental Protection and Use of Solar Energy Association, Tel: 010 5894525 232. Ahmed Abu Elyarid, Finance Officer, Environmental Protection and Use of Solar Energy Association 233. Nervana Ahmed Kader, Secretary, Environmental Protection and Use of Solar Energy Association, Tel: 010 6988430 234. Saad Mohamed Gaballah, President Masqa 7/1, WUA, Tel: 010 41 66335 235. Kamis Saad Abd-Elrazik, Member Masq 7/1, WUA 236. Farag Said Farag, President Masqa 10/2, WUA, Tel: 01217259102 237. Fahmy El Sheek, President Saqa 5/2, WUA, Tel: 01211740269 238. Emad Eldin Mohamed, WUA Specialist 239. Farag Hassan, WUA Member 240. Tark Abd Alfath, Extension Specialist, Tel: 010 421 5346
10. Egypt, Sohag, Sohag Rural Development Project
241. Mouner Housni, TAS Manager, SRDP, Tel: 0105500668, email: [email protected] 242. Mohamed Moustafa, MIS Specialist, and PKF, SRDP, Tel: 0124949844, email: [email protected] 243. Allaa Meawad, Infrastructure Specialist, SRDP, Tel: 0105252574, email: [email protected] 244. Magdi Hamam, Infrastructure Specialist, SRDP, Tel: 0121417560, email: [email protected] 245. Tarak Youssef, Tender Specialist, SRDP, Tel: 0106682510, email: [email protected] 246. Dr. Balquies Adel Moneam, Social Development Specialist, SRDP, Tel: 0125685117, email: [email protected] 247. Samah Zaghloul, Social Development Assistant Specialist, SRDP, Tel: 0101971773, email: [email protected] 248. Mona Dawad, M&E Specialist, SRDP, Tel: 0124210502, email: [email protected] 249. Ahmed Abdel Nabi, Head of Salah Local Unit, Tel: 0932210799 250. Mohamed Eid, Sala Community Development Association, Project Manager, Swiss Egyptian Fund 251. Abdel Hafiz Mohamed, Chairma, Sala Community Development Association 252. Mohamed Zidane, Executive Manager, Sala Community Development Association 253. Hayam Ali, Project Manager, Special Needs Association 254. Ayman Sadik Mahmoud, Awareness Raising Program, Special Needs Association 255. Gehane Ibrahim, Field Coordinator, Special Needs Association 256. Mahmoud Talat, Manager of House and Building Department, Ministry of Housing 257. Abdel Mousa, Manager of Water Network, Ministry of Housing 258. Ahmad Said, Education Building Authority, Ministry of Education 259. Hussein Kamel, Education Building Authority, Ministry of Education 260. Ashraf Bakri, Executive Manager, Edfa Community Development Association 261. Mohamed Roshdi, Member of the General Assembly of Edfa Community Development Association
11. International Organizations Staff
262. Dr. Mustapha Malki, Regional Coordinator of KariaNet, IDRC, Cairo, Egypt, Tel: +20 2 336 7051/52/53/54 or 762 7729; Fax: +20- 2 336 7056; Email: [email protected] 263. Dr. Adel El Zaïm, Senior Program Specialist, IDRC, Cairo Egypt, Tel: +20 2 336 7051, Email: [email protected] 264. Dr. Lamia El Fattal, Senior Program Officer, IDRC, Cairo, Egypt, Tel: +20 2 336 7051, Email: [email protected] 265. Mr. Tawfiq El Zabri, KariaNet Grant Manager, IFAD, Tel: 00-39-06-5459 2242, Fax: 00-39-06-5459 3242, Email: [email protected]
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Annex 2 - List of Documents Reviewed
An Independent External Evaluation of the International Fund for Agricultural Development, Office of Evaluation, IFAD, September 2005 Beneficiary Assessment for Agricultural Extension - A Manual of Good Practice, Rural Development Family, Agricultural Knowledge & Information Systems (AKIS), The World Bank, Lawrence F. Salmen (SDV), October 2000 Communities of practice for development in the Middle East and North Africa, Johnson, E.C. and Khalidi, R., KM4D Journal 1(1): 96-110, 2005. at http://www.km4dev.org Desk Research on Regional Communities of Practices - Final Report, UNDP SURF-AS, Omar A.M. Traboulsi, Beirut, July 2002 Establishing a Knowledge Network - Rapid Needs Assessment Report, Mediterranean Environmental Technical Assistance Program, El Houcine Haichour and Lorra Thompson, May 2003 Fidafrique, Methodology for Capitalization and Enhancement of IFAD Projects Experiences in West and Central Africa, Version 1, Working Paper, Ouagadougou, Ndèye Coumba Fall and Adama A. Bdiaye, September IFAD Networks, online presentation at http://www.ifad.org/partners/network/index.htm, November 2005 Innovation in Public Administration in the Euro-Mediterranean Region, The Case of Jordan, Dr. Zuhair Al-Kayed, Naples, Italy, May 2004 Involving the Community - A Guide to Participatory Development Communication, IDRC, Guy Bessette, 2004 KariaNet 3-year Plan Matrices of Project - Excel File – November 2005 KariaNet Annual Thematic & Coordination Workshop, 20-24 September 2005, Hammamet, Tunisia, Workshop Highlights, Draft Version 1.0, Dr. Mustapha Malki, October 2005 KariaNet Presentation Brief, 10 questions to know more about KariaNet KariaNet Start-up Workshop, 21-24 February 2005, Cairo, Egypt, Workshop Highlights, Dr. Mustapha Malki, March 2005 KariaNet, A Knowledge Network linking IFAD-funded projects in Near East and North Africa Region,Improving Knowledge Access in the Rural Areas, Ain Soukhna, PowerPoint Presentation, 13- 14 February 2005 Regional Strategy Paper, IFAD Strategy for Rural Poverty Reduction in Near East and North Africa, IFAD, March 2002 Report and Recommendation of the President to the Executive Board on a Proposed Financial Assistance to the Hashemite Kingdom of Jordan for The Agricultural Resource Management Project – Phase II, IFAD, December 2004 Report and Recommendations of the President to the Executive Board on a Proposed Loan to the Arab Republic of Egypt for the Sohag Rural Development Project, IFAD, September 1998 Report and Recommendations of the President to the Executive Board on a Proposed Loan to the Arab Republic of Egypt for the West Noubaria Rural Development Project, IFAD, April 2002 Report and Recommendations of the President to the Executive Board on a Proposed Loan to the Hashemite Kingdom of Jordan for the Yarmouk Agricultural Resources Development Project, IFAD, April 1999
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Report and Recommendations of the President to the Executive Board on a Proposed Loan to the Kingdom of Morocco for the Rural Development Project in the Mountain Zones of Al-Haouz Province, IFAD, December 2000 Report and Recommendations of the President to the Executive Board on a Proposed Loan to the Kingdom of Morocco for the Livestock and Rangelands Development Project in the Eastern Region – Phase II, IFAD, September 2003 Report and Recommendations of the President to the Executive Board on a Proposed Loan to the Republic of the Sudan for the North Kordofan Rural Development Project, IFAD, April 1999 Report and Recommendations of the President to the Executive Board on a Proposed Financial Assistance to the Republic of the Sudan for the South Kordofan Rural Development Programme, IFAD, September 2000 Report and Recommendations of the President to the Executive Board on a Proposed Loan to the Republic of Tunisia for the Agropastotal Development and Local Initiatives Promotion Programme for the South-East, IFAD, September 2002 Report and Recommendations of the President to the Executive Board on a Proposed Loan to the Republic of Tunisia for the Integrated Agricultural Development Project in the Governorate of Zaghouan, IFAD, December 1998 Setting Up a Regional Knowledge Generation and Sharing Network for Near East and North Africa, PN KnowNet Phase 1, Draft Document Version 2.3 Sharing Knowledge - Innovations and Remaining Challenges, Operations Evaluation Department (OED), The World Bank, October 2003 Sharing Knowledge for Community Development and Transformation: A Handbook, CIDA, Kingo J. Mchombu, August 2004. Strategic Planning for UNDP Djibouti: Knowledge Management and Staff Development, UNDP Djibouti, Noura Hamladji, 2004 The Role of Knowledge Management in IFAD Operations in WCA, IFAD, M. Manssouri, July 2004
59 / 135 Annex 3 - Statistical Data
PLEASE REFER TO THE EXCEL FILE FOR A DETAILED PRESENTATION OF THE RESULTS BY QUESTIONNAIRE/PROJECT/COUNTRY.
1. Knowledge management has been defined as "strategies for facilitating ways of creating, collecting, sharing and applying knowledge within an organization". Do you agree with this definition:
Valid N % Yes 154 92% No 13 8%
2. Which project do you work for:
Taourirt- Karak- North South West Valid N Al-Haouz Prodesud Zaghouan Yarmouk Sohag Taforalt Tafila Kordofan Kordofan Noubaria 171 7% 4% 7% 9% 11% 10% 14% 18% 14% 6%
3. What is your work function:
Management Expert or Other (e.g. Valid N and thematic advisor Administration) coordination 107 64% 23% 13%
Valid N Project Staff Project Member Other 167 58% 37% 5%
4. Promoting information/knowledge sharing on rural development issues will help KariaNet members to:
Valid N Strongly Agree Neutral Disagree Strongly Agree Disagree Learn from each other's experiences 171 73% 25% 2% 0% 1% Tap into each other's expertise 165 29% 57% 12% 2% 1% Develop a shared vision in the region 169 27% 64% 7% 2% 0% Foster trans-national collaboration 166 32% 52% 14% 2% 0% Be more creative and innovative 170 36% 39% 22% 2% 1% Better address local needs 161 41% 45% 11% 2% 1% Create cost-effective learning environments 167 40% 47% 10% 2% 1% Help minimize duplication of effort 168 44% 40% 12% 3% 1%
5. Your key reasons for currently sharing information and knowledge:
Valid N Strongly Agree Neutral Disagree Strongly Agree Disagree I want to be seen as a helpful colleague 165 38% 38% 15% 6% 2% I want the best work results 169 66% 31% 2% 0% 1% It is a natural part of my job 163 23% 51% 13% 12% 1% It is featured in my job description 155 10% 30% 25% 29% 6% I get recognized (well evaluated) if I share 154 12% 40% 22% 16% 10%
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6. What are the reasons that currently impede information and knowledge sharing:
Valid N Strongly Agree Neutral Disagree Strongly Agree Disagree Not enough incentives 164 21% 33% 16% 20% 10% Not enough time 167 11% 44% 16% 20% 8% "No one else does" 163 8% 25% 26% 33% 9% It's not very well perceived to ask 156 2% 24% 26% 43% 6% I don't know how 155 7% 25% 23% 34% 12% The information I possess is too sensitive 158 4% 11% 19% 44% 22%
Others might take credit for my work 162 4% 16% 16% 41% 23% I don't believe it will be of use 162 1% 7% 12% 50% 30% I will only share my work when it is perfect 145 14% 30% 13% 34% 8%
7. Do you feel that there is currently enough sharing of information/knowledge:
Valid N Way too much Too much Just right Not enough Hardly any sharing sharing
At the project level 168 18% 17% 34% 27% 4% Between projects at national level 161 1% 4% 17% 40% 38% Between projects at regional level 161 1% 1% 9% 25% 63%
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8. How valuable are the following as events/sources of rural development information/knowledge:
Valid N Not Somewhat Important Very Important Important Important Seminars and conferences 169 2% 7% 41% 50% Professional publications (e.g., reports, journals) 169 4% 12% 49% 36% Written media 169 2% 15% 50% 32% One-to-one meetings 168 7% 18% 45% 30% Group meetings 169 3% 7% 46% 44% Telephone 167 13% 26% 37% 25% E-mail 170 11% 19% 28% 42% Audio Video 167 7% 19% 44% 30%
9. When you are confronted with making a decision for which you lack adequate information, how often do you turn to the following information: sources
Valid N Never Rarely Sometimes Frequently Very Frequently Colleagues at work 168 0% 2% 20% 40% 37% Local/National libraries 168 7% 36% 36% 15% 5% Consulting firms 168 30% 24% 30% 13% 2% International organizations 168 33% 30% 26% 7% 4% NGOs 167 25% 25% 32% 14% 4% Academic institutions 165 21% 21% 38% 14% 7% Government Intranet or databases 163 31% 23% 23% 16% 8% Internet 167 28% 13% 25% 14% 20% Colleagues in other countries in the region 169 51% 23% 21% 3% 2% Government agencies 170 18% 22% 34% 18% 8%
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10. How you would evaluate the information/knowledge you currently have access to:
Valid N Strongly Agree Neutral Disagree Strongly Agree Disagree (of) High quality 166 30% 37% 22% 8% 2% Timely 155 16% 46% 21% 14% 3% Easy to access 159 18% 40% 18% 20% 4% Generated by reliable sources 161 27% 45% 17% 9% 1% Relevant to our rural development challenges 159 24% 52% 17% 6% 1% Free of charge 158 27% 39% 20% 11% 3% Written in a language that I can understand 166 39% 42% 12% 4% 3%
11. Please tell us what type of electronic/communication tools you have access to:
Valid N No Access Access Access Cyber Café (multiple choices) at Work at Home and Other Telephone 259 4% 85% 60% 4% Fax 162 25% 65% 3% 2% Computer 214 12% 69% 39% 6% Computer and Internet –low speed < 56Kbps- 185 36% 36% 26% 10% Computer and Internet –high speed > 56Kps- 161 45% 25% 8% 16%
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12. Please tell us how often you use the following tools to access and/or share information on rural development issues:
Valid N Never Sometimes Frequently Very Frequently Telephone 170 11% 34% 25% 30% Fax 161 32% 37% 26% 5% E-mail 164 39% 30% 17% 14% Regular mail 156 52% 25% 14% 9% CD-ROM 163 33% 40% 20% 7% Audio Video 161 40% 42% 14% 4% Intranet 160 54% 17% 17% 12% Internet site 161 47% 22% 20% 12%
13. Please tell us how comfortable you are using the following computer-related tools:
Valid N Never Somewhat Comfortable Very Used Uncomfortable Confident
E-mail 168 30% 8% 42% 19% Web Search Engines 166 32% 16% 36% 16% Chat Rooms 165 59% 21% 14% 6% Online Databases (e.g. DGroup) 164 69% 10% 15% 6% Online Discussion Groups (e.g. ListServ) 165 70% 13% 13% 3% Online Conference Groups (e.g. Skype) 163 79% 6% 10% 6%
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14. Please tell us about your language abilities for the following:
Arabic Valid N Fluent Proficient Intermediate Beginner Novice
Read 169 95% 5% 0% 0% 0% Write 168 90% 10% 0% 0% 0% Speak 169 95% 5% 0% 0% 0%
English Valid N Fluent Proficient Intermediate Beginner Novice
Read 165 30% 23% 33% 7% 7% Write 160 19% 23% 36% 13% 8% Speak 160 10% 13% 41% 26% 11%
French Valid N Fluent Proficient Intermediate Beginner Novice
Read 155 22% 8% 4% 9% 57% Write 154 18% 10% 5% 9% 58% Speak 155 15% 10% 6% 10% 59%
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15. Please rank up to 3 thematic or cross-thematic areas in which you feel that you have good knowledge to share with others:
Thematic Areas Rank 1 Rank 2 Rank 3 Sub-total Rural enterprise 10% 10% 7% 45 Marketing 4% 3% 5% 20 Rural Infrastructure 3% 1% 2% 11 Roads/tracks 1% 2% 1% 6 Rural financial services 4% 6% 3% 22 Local capacity building 5% 7% 7% 32 Institutional support 0% 1% 2% 5 Credit 3% 2% 4% 15 Technology Transfer 9% 7% 9% 41 Irrigation 8% 5% 3% 27 Input Supply 1% 2% 2% 9 Food production 5% 6% 2% 21 Forestry 3% 2% 1% 11 Fishing 0% 0% 1% 1 Animal production 6% 4% 5% 25 Cross Thematic Areas M&E of Results and Impact of Project Interventions 11% 4% 4% 33 Gender Mainstreaming 2% 7% 12% 34 Participatory Approach and Community Development 17% 19% 15% 84 Income Generating Activities and Funding 4% 7% 12% 38 Other Other 7% 4% 2% 21 0% 1% 2% 6 Valid N 169 167 162
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17. Please rank up to 3 thematic or cross-thematic areas in which you feel that you would benefit from gaining additional knowledge (your selection can be similar to the one you ranked previously if you feel you would need greater expertise in this area):
Thematic Areas Rank 1 Rank 2 Rank 3 Sub-total Rural enterprise 10% 8% 10% 45 Marketing 10% 7% 9% 42 Rural Infrastructure 2% 2% 1% 9 Roads/tracks 1% 1% 1% 4 Rural financial services 3% 6% 5% 22 Local capacity building 4% 7% 6% 27 Institutional support 1% 4% 5% 17 Credit 4% 3% 5% 19 Technology Transfer 13% 9% 10% 52 Irrigation 3% 5% 4% 19 Input Supply 1% 1% 1% 4 Food production 2% 3% 3% 12 Forestry 1% 1% 1% 5 Fishing 0% 0% 1% 2 Animal production 6% 1% 5% 19 Cross Thematic Areas M&E of Results and Impact of Project Interventions 14% 6% 6% 42 Gender Mainstreaming 3% 9% 8% 32 Participatory Approach and Community Development 15% 16% 10% 64 Income Generating Activities and Funding 5% 11% 12% 45 Other Other 6% 2% 1% 16 Valid N 163 161 155
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19. Please tell us how important it is for you to access the following services or content types:
Type Description Valid N Not Somewhat Already Important Much Important Important Available Needed Strategic Position Note A one-page brief describing what a country or organization has to 162 4% 26% 5% 42% 23% say about a particular development policy issue. Analytical Paper A document representing the results of research on a 167 2% 17% 7% 50% 25% development topic, synthesizing current state-of-the-art practice and thinking Comparative A response to an online query describing comparable local 163 2% 10% 5% 42% 42% Experience experiences in the region or elsewhere, with contact points Consolidated Reply A synthesis of the responses to an e-Discussion which provides a 161 1% 12% 7% 55% 25% short, thorough and clear answer Success Story A standardized brief describing a successful project or other 166 1% 5% 9% 39% 45% development intervention, including impact and success factors Lessons Learned Study A brief which distills lessons learned based on evaluations of 167 3% 5% 7% 45% 40% experiences on a development topic Evaluation Report Independent findings on the performance of a programme or 164 1% 4% 13% 44% 38% project Back to Office Debrief A brief summary submitted after a field visit, which describes 160 1% 12% 16% 49% 22% activities, and eventually lessons learned and recommendations Workshops and A brief report on the findings, learning points and 166 3% 8% 18% 44% 27% Conference Report recommendations after attending a workshop or conference Meeting Minutes A brief summary of the discussion points and key decisions after 162 2% 15% 15% 43% 25% a face-to-face or an online meeting How-to Guide Step-by-step practical suggestions a project or activity could take 157 3% 11% 8% 45% 32% to tackle a particular development issue
Type Description Valid N Not Somewhat Already Important Much Important Important Available Needed Good Practice A peer-reviewed initiative presenting a model approach to a 161 4% 11% 4% 49% 32% development practice
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Training Materials A course package in the form of documents, CD-ROM, video or 157 0% 6% 8% 36% 50% online training Academic and research Professional journals from research institutions or scientific 158 2% 16% 8% 47% 28% publications publishers Exit Reports A focus report or video presenting key knowledge of a retiring 152 9% 22% 7% 45% 18% staff Yellow Pages An internal directory of people with their areas of know-how and 155 8% 25% 6% 45% 16% expertise Best Experts and Top specialists and specialist institutions in a development 160 1% 16% 8% 48% 28% Institutions domain, who would be available for consultations Newsletter A periodic web-based publication featuring the latest news, 159 1% 17% 9% 53% 21% happenings, announcements, resources, upcoming events External published A list of selected information relevant to a particular 156 2% 17% 6% 53% 22% resources development topic Knowledge Map A graphic representation of available knowledge on a particular 161 3% 8% 3% 44% 42% development topic -key people, institutions, funding windows, programmes, websites, etc.
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Cross segmentation of "much needed" content per thematic area:
Academic Compa- Workshops Strategic Consoli- Lessons Back to and Best External Analytical rative Success Evaluation and Meeting How-to Good Training Exit Yellow News- Knowledge Areas Position dated Learned Office research Experts and published Total Paper Experien- Story Report Conference Minutes Guide Practice Materials Reports Pages letter Map Note Reply Study Debrief publica- Institutions resources ce Report tions
Rural enterprise 5 4 6 5 6 6 7 4 1 0 4 5 5 1 1 2 0 1 1 2 66 Marketing 3 3 5 4 7 10 7 6 5 7 7 6 7 6 3 4 6 4 4 9 113 Rural Infrastructure 0 1 0 1 2 0 1 1 0 1 1 0 1 0 0 0 0 0 0 0 9 Roads/tracks 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 12 Rural financial services 2 2 3 2 4 4 3 2 3 1 2 3 3 5 3 2 4 2 4 3 57 Local capacity building 1 2 3 1 3 2 1 1 2 2 3 1 2 2 0 0 4 1 0 0 31 Institutional support 0 0 1 1 0 0 0 0 0 0 2 0 1 0 0 0 1 0 0 2 8 Credit 2 0 3 0 3 1 0 0 1 0 3 2 0 0 2 0 2 3 1 4 27 Technology 8 3 11 6 10 9 10 6 7 9 6 9 10 10 4 3 4 6 8 11 Transfer 150 Irrigation 0 1 1 2 3 2 2 1 2 1 0 1 2 1 0 0 0 0 0 0 19 Input Supply 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 1 Food production 0 1 0 1 0 0 0 0 0 1 0 3 1 1 0 1 2 0 1 1 13 Forestry 1 0 1 2 0 1 1 1 1 1 1 1 2 2 1 1 2 2 2 2 25 Fishing 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Animal production 2 2 3 2 5 3 3 2 3 2 3 1 7 4 5 1 1 2 1 5 57 M&E of Results and Impact 3 7 13 4 10 10 10 5 5 8 6 5 11 6 2 2 4 5 5 10 131
Gender Mainstreaming 1 1 2 0 2 0 1 1 2 1 0 0 1 0 0 1 1 1 0 1 16 Participatory Approach and Community 5 7 11 6 11 10 9 3 4 4 4 7 16 5 5 3 6 5 4 10 135 Development Income Generating Activities and 2 2 2 2 5 2 2 1 2 1 4 2 2 0 1 2 2 1 2 3 40 Funding Other 2 3 2 1 3 4 4 0 4 0 4 3 7 1 0 2 4 0 1 3 48 Total 38 40 68 41 75 65 62 35 43 40 51 50 78 44 27 25 43 33 34 66
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The purpose of this annex is to focus on each of the 10 surveyed projects, to discuss the local needs in terms of Information and Knowledge and to highlight good practices and success stories that could be further documented and from which other projects could learn. However, it must be underlined that this section does not pretend to replace KariaNet in its capacity to elicit spontaneously and exhaustively needs and good practices. It's rather a snapshot from which more could be built on, or learned from.
A4.1. Morocco, Marrakech, Project Al-Haouz
The Consultant visited the Rural Development Project in the Mountain Zones of Al-Haouz Province, or Project Al-Haouz, between November 10, 2005 and November 16, 2005.
The project area covers 17 disadvantaged rural communes of Al-Haouz Province, situated in the two administrative circles of Amizmiz and Asni, south of Marrakech.
A4.1.1. Context of the Project
The target group encompasses the poorest individuals among the 111 773 inhabitants of the project area. Poverty in the project area derives from poor socio-economic services and infrastructure, and limited income opportunities from a poor resource base in an arid environment. The target populations live in difficult conditions and face a series of constraints that impede their development, i.e. lack of land in the high valleys; low productivity of sylvo-pastoral ecosystems; recurrent drought; loss of land and irrigation structures as a result of recurrent flood damage; poor conditions for optimizing the use of water resources; poor access to many of the villages due to lack of rural road infrastructure, leading to an absence of suitable technological packages; marketing, storage and processing difficulties; and limited extension and advisory support services.
In the high valleys zone for instance, the large majority of the 75 douars –villages- still doesn't' have electricity, with an estimate given to the Consultant of 10 out of 75 douars with electricity for this area. Simultaneously, most of these villages are secluded and difficult to access, being 10 to 30 km away from the road.
Expected to be implemented over a six-year period, project activities were grouped into two main categories: (i) capacity-building and support to participatory programming of grass-roots organizations and provincial and local public administration through the promotion of traditional and legally-constituted user associations and the training of technicians and board members of user associations in participatory development; and (ii) creating socio-economic and productive assets and enabling beneficiaries to have access to them. These assets include: rehabilitated small-scale irrigation; land improved through derocking; soil and water conservation measures combining physical and biological measures; rehabilitated rural roads and water points and the creation of new ones; pastoral improvement in collectively-owned and parastatal forest land; and support to the development of rural microfinance and micro-enterprises to add value to agricultural products through processing and labelling. Given the biodiversity of the project area, ecotourism as an off-farm income-generating activity is also promoted.
The project is currently in its fourth year of implementation.
A4.1.2. Mission Findings
The main organization managing the project is the Provincial Directorate of Agriculture (PDA) in Marrakech, which also includes two field units or Work Centers (WT) in the Project area, in Amizmiz and Asni. The Project Coordination Unit (PCU), located in Marrakech, coordinates the Project at 15 minutes drive from the main center of the DPA. Other local stakeholders include the local authority – kaïd- representing the Ministry of Interior, the local elected council, the local associations, etc.
Using participatory approaches, a total of 218 Development Plans of the Douar (DPD) have been developed and 212 local associations have been created throughout the Project area, forming legal bodies to represent and gather the needs of the beneficiaries, raise funds, implement activities, but also monitor and evaluate local project achievements. At the communal level, associations of the development of the douars have also established a formal body to facilitate information sharing, collaboration and coordination between them. These various results tend to demonstrate that this project has a unique and strong experience when it comes to favoring and forming associations in local communities.
From an education standpoint, the vast majority of the civil servants interviewed during the study have an engineering degree, a bachelor, a technical degree or equivalent. Among the beneficiaries though, it was pointed that basic education is often missing and illiteracy still prevalent. In the high valleys area, the majority of elders and women do not speak Arab but Berber, which implies that some of the Project facilitators or staff from the Work Centers (WT) do have to speak Berber too. Among the 75 associations set up in this area, it was pointed that 5 have well educated Presidents holding University degrees, who are power IT users and clients of cyber cafes in Marrakech. It was mentioned that such associations have sometimes already made steps to contact experts in other countries –e.g. Jordan- through the Internet.
Staff in the PDA has been shrunk recently, following a campaign of voluntary retirement throughout the Administration in Morocco. A total of 127 people out of 226 have left the PDA, reducing some departments workforce by 50% such as in the Technical department where resides the technical expertise of the Directorate. Know-how and experience of the retiring staff has not been codified nor recorded before the change and it is felt that a lot of knowledge and experience is gone during this process.
The sources which are frequently used in the PDA to retrieve expertise include the hierarchy, the organizational chart –e.g. for connecting to the technical services-, the Centre of the Ministry as a means to get central support, some Research Institutes –e.g. INRA-, or foreign universities –e.g. Sassani in Italy-. The PDA highlighted holding a strong experience when it comes to developing and coordinating partnerships. For instance a delegation from "Région Midi-Pyrénées", in South of France, was visiting again the PDA as part of a partnership to share technical experience, mobilize financial support, contract work, receive schoolteachers, develop eco-tourism, etc. It was noted that some contacts exist with IFAD but they focus mainly on reporting and it was found that it could be interesting to have more interactions with the donor, for instance by receiving a newsletter or other means of information describing IFAD on-going or upcoming activities.
Locally, other development projects are implemented, such as one in partnership with the World Bank. This project with the World Bank targets the communal level whereas the IFAD project focuses more on the rural areas and villages. However, both projects have in common several methodological components, such as the use of participatory approaches and M&E systems. Learning points were said to be transferred across projects.
Still on the partnerships component, it's interesting to note that the PCU flagged receiving numerous visits from other projects across the country –i.e. from technicians, farmers, etc.-, up to the point that they have to refuse visits as they cannot cope with the level of demand. Simultaneously, they indicated that these visits and other project tasks convey a workload that prevent them from visiting other projects. However, it is also worthwhile to notice that some project staff have also been called as
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consultants to other projects, e.g. in Tunisia. The main factors highlighted to explain this level of interest for local expertise were the early experience of the project with participatory approaches and community development, the integrated development approach conveyed by the project, and the "codification" and sharing of experiences on these matters.
Further on this point of content development, an excellent guide on using participatory approaches has been developed at the start of the project and was distributed to all PDA in Morocco, to the Ministry, to IFAD, UNDP, etc. There's also a video on local participatory approaches which has been recorded and presented during international meetings abroad –e.g. in Syria-. A guidebook has also been developed on 'Working with Associations', covering topics such as the legal and administrative framework, financial matters, project management, etc. These materials clearly increase the visibility of some achievements of the project, demonstrate local expertise and necessarily attract attention and interest for knowledge acquisition by other projects. However, these materials cannot be found online on the Internet and it was indicated to the Consultant that there's no library or video library in the PDA.
In terms of communication processes, it is indicated that most official contacts tend to follow a hierarchical path. Perceptions differ though according to the level of the staff when it comes to the information available about the activities of the Project. It is felt that there's a good level of information sharing within and between the staff of the PCU, which was noted as a noticeable improvement compared to the situation that was prevailing until a couple of years ago. But further down the hierarchical line, some project staff indicated that information was not coming down and that it would be very useful to have a more inclusive approach to information sharing. In addition to the official communication line, it is pointed that personal contacts and friends are also frequently consulted in order to take benefit from their expertise. The example is provided of making contact with a personal friend who is a lawyer to discuss an issue that relates to professional legal matters. With the technicians of the PDA, meetings are convened by the PCU based on ad hoc demand and needs, and plenary meetings with the 7 technical services are not very frequent.
Communication with the beneficiaries goes a lot through face-to-face meetings, regular mails, and to a lesser extent telephone. Face to face meetings with the beneficiaries are organized periodically to discuss the advancement of the Project. For instance, there's an annual meeting to review the achievements of the project and discuss the activities for the upcoming year. Every semester there's also a plenary coordination meeting to monitor and review the activities conducted over the period. In addition, there are very frequent field visits to monitor achievements, consult and advise. The participatory approach adopted by the project makes connections very frequent and is seen as a best practice. It is highlighted that before the start of the project, "the people didn't dare to say a word [to the administration] but now they express their needs without restraint". Additional means of communications with the beneficiaries include one-to-one discussions, visits and meetings, involving directly either the project PMU staff or project field units staff, or relayed through local representations and authorities –work center, kaïd, commune, etc.-. As the villages are extremely numerous and difficult to access, a very favored means of contact is to use the day of the souk, where most people come from the villages to go to the market and purchase their weekly foodstuffs. There, it's easy to meet, discuss and pass messages by word of mouth, e.g. announce a meeting, a seminar, etc.
In terms of languages of communication, Arabic is used when working with the beneficiaries, for example during the annual and bi-annual meetings, for the progress reports to the associations, for training sometimes, etc. Within the PDA, both Arab and French are used, while French is used when reporting to or working with the international community.
Regarding the training of the PCU, PDA and beneficiaries, training needs have been assessed at the beginning of the project through interviews and questionnaires. Training plans and specifications have been established and are updated every year. Training courses are contracted to external providers. For instance, a consulting company has initially helped project staff and beneficiaries to level up their knowledge on participatory approaches and to document it by jointly producing a
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guidebook. Training sessions are conducted in the field as well as in offices. One staff is in charge of the information and training component of the project. Remaining training needs are both technical and operational, including enhancing knowledge on legal aspects of associations, responding to specific needs of farmers –e.g. on ornamental and cut flower plants-, upgrading the staff IT skills on the MS Pack Office, MS Project, Autocad, etc.
In terms of IT and communication tools, some noticeable constraints or shortcomings can be observed, which are perceived as impeding knowledge and information sharing. In the PDA, there's just one computer with Internet access for a total of +100 staff. This computer sits near the Director office and is normally used by a civil servant, which requires waiting for this person to be away from his desk to access email and the Internet. In the PDA, telephone lines are also quite scarce, with a total of 2 lines for the +100 staff. This implies that phone calls are most often very brief, used to share important information and organize meetings, where topics will really be discussed, knowledge transferred, decisions made, etc. In regards to the Project Coordination Unit, they don't have a telephone line in their offices, but they have Internet access. The connection speed is not fantastic, but is fairly good. In regards to the work centers, the closest unit to the beneficiaries, they do not have an Internet connection but have a PC.
A4.1.3. Key Needs
The study participants expressed the following needs: Provide appropriate equipment to the PCU –telephone-, to the PDA –internet connections- and the work centres –internet connection- could strongly facilitate the registration of the staff to KariaNet, and multiply the knowledge reach and value of the network. Processes to systematise the sharing of local practices should be defined or rationalized, as the circulation of documents or materials seems to be partly ad hoc. Knowledge on Marketing of rural products should be enhanced, including web based promotion and eCommerce M&E training should be provided to the M&E staff One of the associations has installed a PC lab in the douar, with about half a dozen computers. Training sessions are organized locally, e.g. on MS Pack Office, but the PC are not yet connected to the Internet. If Internet connection is established, it could be interesting for this association to come in touch with the Melka association, near Irbid, Jordan, to cross-share training materials and lessons learned. One of the associations met during the mission field trip has 2 women on the board –bureau- of the association while another association covered by the project has no women representative in the formal structure. It could be very beneficial to share experiences, tips, lessons learned and comparative approaches to gender mainstreaming with other associations and projects where gender balance is more advanced. This could involve to discuss such topics with the Melka association near Irbid, which has spun off an association of women after a round of training courses targeted to women, or with the association of Rakeen, near Al Karak, Jordan.
A4.1.4. Good Practices and Success Stories
Among the good practices, which were identified, a couple have been regularly emphasized to the Consultant. The first one relates to the expertise of the project with participatory approaches. This expertise is visible through the excellent training materials already developed and related videos. In a sense, this expertise is confirmed by numerous visits made to the project by other PDA staff in Morocco, or by the fact that some staff have acted as consultants for other projects.
Another area of expertise where local good practices have been regularly commended by the project staff is the local know how in terms of capacity development and institutional development. Through a strong participatory approach, it's more than 200 associations, which have been set up in the project
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area. With no doubt, this denotes a strong experience and legitimize the existence of good practices as well as lessons learned.
The experience of the project with participatory approaches and community building could be shared through KariaNet, without necessarily waiting for a project website to be set up. Other IFAD projects are right now starting to implement this approach and they could take benefits of receiving right away all available documents, videos, list of possible experts or resource persons for this topic.
Other good practices stemming from project activities could be underlined: Provision of drinking water is locally perceived as a great success. More than 60 douars have been connected with drinkable water, saving time and pain to women who previously had to walk an average of 6 km, three times per day, -a total of 15 to 18 km- to carry water in 30 kg cans. This has reduced multiple health problems and has allowed women to save time that can be devoted to other activities. This project activity has been documented with reports, figures and video, which were well received when presented during a meeting in Syria. However, it is said that IFAD has not yet received all these documents and they're not available online. Hence, it would be a "quick win" to share these already documented activities through KariaNet. One of the associations supported by the project is publishing a periodic newsletter to inform its members and the community about the activities of the association, the results, the perspectives, etc. This is an effective way to conveniently centralize in one medium and widely distribute information on the association. This contributes also to enhance local transparency; favour reactions, broaden discussions and participation. It could be interesting to share an example of the newsletter through KariaNet, so that other associations can see and consider the benefits of this activity. One association indicates that they were able to mobilize additional resources by soliciting several partners. It could be useful to document or share experiences in regards to resource mobilization, as there's a high demand for more knowledge on this topic from many associations working with IFAD funded projects. One project staff in the project is in charge of project information and training, which is a good practice that does not exist in all KariaNet member projects. Such practice, including roles and responsibilities, could be collectively discussed. In particular, it could be interesting to discuss the relationships and complementarities between the PKF and the project staff in charge of information gathering/learning/training. Seeking rooms for mutual support reinforcement, locally and through KariaNet, could be one objective.
A4.2. Morocco, Oujda, PDRTT
The Consultant visited the Taourirt-Taforalt Rural Development Project in the Eastern Region from November 17, 2005 to November 19, 2005. The project area covers 11 communes in the provinces of Figuig, Taourirt and Jerada. These communes cover a total area estimated at 38 000 km², with a population of about 100 000 inhabitants, including the urban area of Bouarfa. About 3.7 million ha of the project area are in pasture and forest – slightly more than 95% of the total – and about 150 000 ha in arable land.
A4.2.1. Context of the Project
The main beneficiaries of the project are the poorer livestock producers and their families of the 11 000 members of cooperative range users associations in the project area (about 77 000 people). It is estimated that a minimum of 3 000 people will directly benefit from physical interventions such as the creation of water points, forage plantations, rangeland
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rehabilitation, and other production-related activities such as animal fattening units. Promotion of income-generating activities and support to local financial services are estimated to reach 1 500 beneficiaries, including 100 micro-entrepreneurs. The number of beneficiaries will be higher, however, because each operation, particularly micro-enterprise, will likely benefit more than one person. This latter component will benefit mainly target groups that cannot survive solely on livestock production. Income-generating activities for women have not been well developed in the area due to limited access to rural financial services. Thus women and girls represent a major target group (estimated at 50 000) in addressing gender issues during this second phase. Unemployed youth, including school graduates, have been identified as another potentially important target group that will benefit directly from project activities. Given the collective ownership of range resources and the support that will be provided to cooperatives, practically all of the population (about 100 000) will benefit directly or indirectly from project activities.
A4.2.2. Mission Findings
The Provincial Directorate of Agriculture is composed of approximately of 100 staff, with about 60 technicians and engineers. Five Work Centers composed the field units, out of which four are on the project area. Each Work Center has a staff of about 6 people. Like in Marrakech, about half of the staff has recently left the PDA due to the campaign of voluntary retirement. No prior transfer or codification of knowledge has been done, and it's found that a genuine capacity has left the structure especially as well trained, competent and experienced staff has seized the opportunity to start new activities outside the PDA.
The Project Coordination Unit does not share a common office or work location. Rather, staff of the PCU is spread throughout the PDA, which implies a lot of work of coordination.
In terms of working relationships, most go through face-to-face meetings, faxes and telephone. Once a month, a coordination meeting is organized between the PDA and the Work Centers. The Work Centers have frequent contact visits to the beneficiaries. Once a month the farmers convene a meeting at the Work Center. In addition, the Work Center organizes agricultural contests, field visits and field trips. All activities of the Work Centers are reported through a database and floppy disk to the PDA, which aggregates the information before sending it to the Ministry of Agriculture where trends are analyzed. Information across Work Centers is said to be shared on an ad hoc basis, but overall the level of transversal networking at the local is found rather limited.
The PKF is not a member of the PCU, but supervises unit, which among other things is in charge of audio/video production, technology transfer and agricultural extension, and supporting professional organizations. Among other tasks, this unit is in charge to coordinate the time that the PDA and other structures of the Ministry of Agriculture have with the local radio, or 30 minutes every week. At the central level, this unit is attached to the Directorate of Education, Research and Development at the Ministry of Agriculture.
In terms of equipment, there are two telephone lines for 100 staff at the PDA, and about 30 computers. There's no LAN, and just one dial-up Internet connection for the entire PDA, on the computer of the Secretary of the Director. In the Work Centers, there's up to 2 computers per Center, but no Internet connection. The Work Centers have also a fax and a telephone line, although it was indicated to the Consultant that due to budget constraints, professional phone calls are also made with personal mobile phones.
At the PDA, there's no IT department or someone contracted to be in charge of IT installations, training and maintenance. It's all voluntary and self-taught, and it's a similar situation in the Work Centers.
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A4.2.3. Key Needs
The needs which were most frequently emphasized during the interviews relate to logistical and ICT equipment. It's interesting however to mention that these needs have been expressed at the PDA and Work Centers level. During the field visits and interviews with the beneficiaries, they indicated that they were not very much looking to have Internet access or other ICT equipment. Rather, they were more interested to see the Work Centers being equipped to intermediate information and training as they already do. Stemming quite logically from the ICT equipment, IT training courses were also regularly requested by the staff of the PDA and Work Centers.
Other topical needs expressly pointed or identified includes: Have more information and knowledge on drought and water use, as the region has become more arid in the recent years. Get information and contact persons knowledgeable on the culture of almond trees, as it's a tree that grows well in dry environments. Increase local capacity on marketing techniques of rural products, including quality standards, labels, packaging, and international channels of distribution of olive oils. Learn from the experience of other projects which have developed the cultivation of medicinal plants, as this could be a possible additional income generating activity to promote in the region. Discuss with other projects their experiences of participatory approaches focused on land use and land rest, specifically dealing with tribes and communities which share the same rangelands without land registry. Discuss with other projects their experiences with alley cropping, including the cultivation of Atriplex and other crops, e.g. cactus, cereals, etc. Share experiences with other projects on the maintenance and rehabilitation of animal tracks, including training materials used with beneficiaries.
Additionally, a very interesting idea was proposed in the form of setting up a community of practice for M&E officers in IFAD funded projects, to discuss M&E practices, share information on indicators, provide peer support, etc.
A4.2.4. Good Practices and Success Stories
Among the various success stories mentioned at the local level, one in particular has been pointed to the attention of the Consultant. It regards the mobilization and training of young unemployed graduates, in order to make them farmers. This project activity has been launched through an awareness raising day on the theme "My Company, why not in agriculture?", and has conducted several months later to have half a dozen university graduates starting agricultural activities. One of these graduates has also launched an association, which delivers services to other farmers. This process, from its first steps which were to target unemployed graduates with the objectives to give them an income generating activity and to keep young people in rural areas, up to the achievements of these new farmers, could most probably be shared and attract the interest of other KariaNet members.
Other good practices which have been flagged include: The project has developed a good M&E framework, which has been remarked by IFAD and is going to be replicated to a new project, the PDPO - Projet de Développement Pastoral de l'Oriental-. The project has supported the creation of 14 associations and has acquired a good knowledge with community development activities. The cultivation of Atriplex on public but also private lands is pointed as a local success, and the project could certainly share his experience on this matter. Every Friday afternoon, after the prayer, there are training sessions organized by the staff for the colleagues. During these meeting, more knowledgeable staff can share his knowledge with others, for instance on ICT, and provide in a very cost effective manner support to his peers.
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A4.3. Tunisia, Tataouine, PRODESUD
The consultant visited the Agro-pastoral Development and Local Initiatives Promotion Programme for the South-East between November 21st and November 23rd, 2005. The programme covers the south-eastern part of the country. This area, which encompasses the Governorate of Tataouine and a large pastoral community in the Governorate of Kebili, Delegation of Douz, is sub- arid and arid.
A4.3.1. Context of the Project
The overall target group of the programme comprises the population of the socio-territorial units, a concept combing a pastoral territory and a social group. It amounts to 66000 persons (10000 households) in the Tataouine Governorate and about 7000 persons (1000 farming households) in the Douz Delegation. Of these, about 3500 households are landless and rely heavily on precarious temporary wage labour. Most (80%) of the farming households consist of small- and medium-scale agro-pastoral farmers.
The programme aims mainly at initiating a process of sustainable development where the actors involved are firmly in charge. It tackles the main sources of economic vulnerability. To this effect, it seeks to establish institutional instruments and provide complementary resources and means to: (i) support the rehabilitation and sustainable management of natural pastures, which constitute the base of the local economy, and the improvement of the most viable part of agriculture; and (ii) promote local initiatives for small-scale income-generating activities in agriculture and other areas (such as handicrafts, services and ecotourism), which mainly address the needs of women and youth.
Started two years ago, the programme will run during five more years.
A4.3.2. Mission Findings
Located at a 15 minutes walk from the Regional Commissionary for Agricultural Development (RCAD), the Project Management Unit comprises a team of 15 staff, sharing several offices in the same location.
The project works with 25 socio-territorial units (STU) through participatory approaches. The overall participatory process is extremely well developed. In a few words, it includes field studies and consultations, involving collection of local knowledge, practices, stories and perceptions, even the review of personal libraries, in order to draw mental maps of the region. During this process, problems from the point of view of the beneficiaries are collected, as well as the solutions they propose. The output is a "Knowledge book" (Livre de connaissances), provided to the STU. These mental maps are then discussed with the Technical services of the Regional Directorate and compared with technical maps –geological, geographical, etc.-. These comparisons are done in consultation with the beneficiaries, and are leveraged to define the project activities and financial support needed at the local level. The output of this process is a Multi Sectoral Development Plan, (Plan de Développement Multi-Sectoriel), distributed to all concerned parties. The STU is a geographical and social unit used for territory delimitation. On each STU, a local development committee, the Agricultural Development Group – ADG (Groupement de Développement Agricole - GDA) is setup to organize the population. The ADG coordinates or executes the activities of the project, and is involved in their assessment through participatory M&E. PRODESUD is proud to have successfully lobbied the
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Government and Ministries in order to have one law changed in Tunisia, resulting in the newly adopted capacity for ADG to engage in project work.
Overall, the PMU perceives that several key methodological developments have been locally accomplished since the project has started. This includes for instance (i) "Scheme of Structural Elements" (Schema des elements structuraux), (ii) Manual of local participatory approaches, which also embed participatory execution and M&E, (ii) Methodological guide for the management of animal tracks, which is presented as an innovation as it focuses on dry regions. However, the interviewees find that overall the codification of knowledge is not maximized due to the level of workload and the lack of time.
The PMU underlines that this project is highly visible in Tunisia and that they have had to organize so far a total of 48 days of visits for 2005. This is found a bit overwhelming by the respondents, although it offers the advantage to learn what's being done elsewhere through focused discussions with the visiting groups. But one consequent question stayed pending, as to know if more documented practices and knowledge shared on a web site would reduce –or increase?- the number of visits that the PMU receives.
More generally speaking, the lack of codification of local knowledge is stated both by the PMU and RCAD staff alike. It is mentioned that there's a lot of know-how locally, but it's mainly field experience and most knowledge transfer is oral. This is true for internal matters. For instance, meetings are the norm to follow through project activities. But this is also true for the beneficiaries. The Consultant was told that the beneficiaries know most probably up to 100 techniques to preserve or optimize water use –some coming from the Roman times-, but there's almost nothing written down.
It is also worthwhile to note that there has been generally a very strong support expressed during the interviews for KariaNet, with one particular point to mention. Project PMU staff have highlighted that they are not permanent staff but are just hired for the duration of the project. As a consequence, they see KariaNet as a genuine and very strong opportunity to broaden and deepen their capacity, to upgrade their skills, acquire new topical knowledge, learn new ways of working which are not yet widespread in Tunisia, develop personal networks, be at the edge of collaborative approaches and management tools, and develop accordingly their resume. In addition to the impact that it can have on their daily work and in supporting beneficiaries, they see also KariaNet as a way to get an edge on the job market, have a "2 to 3-pages long CV instead of a 1-page long resume", be more competitive when the project will end and better empowered to find more easily a new job. That was certainly a very interesting input, which relates frequently to a topic frequently discussed in knowledge management, i.e. "what's in it for me?". Clearly local staff has very well seized the outcomes of KariaNet for their personal development.
In terms of equipment, the PMU has 6 computers, connected through LAN but without Internet access. ICT support and maintenance in the PMU is done by a full time ICT Officer, and project PMU staff is extremely positive in regards to the usefulness of the LAN and the ability it provides to circulate and share information easily and frequently. There's no WAN connecting the PMU with the RCAD or the field agricultural extension centres and territorial extension centres. There's only one telephone line for 15 staff in the PMU. In terms of software, in addition to the MS Pack Office, PMU staff has developed a system to report M&E information, based on a MS Access database. However, the database does not correctly reconcile data across data files, and technical support would be most welcome.
In the Regional Directorate, a few directors have an Internet connection, which provides also access to an Intranet and Webmail. The Intranet and Webmail are used by the Ministry to circulate directives and other official documents, but also to send weather and rainfall reports. When there's a need to send an official email, it needs to be copied on a floppy disk and then sent from the computer of the Director of the RCAD. In addition to the ones of the management, there's one room with a couple or computers connected that anybody can use. However, all the computers in the RCAD share the same 64Kbs connection and the speed is usually quite slow. In the units of the Regional Directorate,
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computers are rather scarce, the example being given of 1 computer for 5 staff in one unit that the Consultant interviewed.
In the framework of the project, the PMU collaborates with a wide range partners, including the RCAD, Centres for Agricultural Ventilation –CAV- (Centres de Rayonnement Agricole) and Territorial Extension Centres –TEC- (Cellule Territoriale de Vulgarisation), ADGs, IFAD, OPEP –which co-finances the project-, Institut des Régions Arides, NAMTA, OSS (Observatoire Sahel/Sahara), PNUD, AVFA (Agence de la Vulgarisation de la Formation Agricole), Institut de l'Olivier, etc.
A4.3.3. Key Needs
Various substantive information and knowledge needs have been expressed during the interviews, including: Increase staff knowledge on the marketing of rural products, including development of green and bio markets, or international export channels of agricultural products from dry areas such as early-fruiting peaches, potatoes, truffles, figs –more than 30 species locally-, asparagus, olive oils, etc. Build local capacity to use GIS/GPRS, i.e. from getting software licenses up to receive advanced training –remark: the need for GIS/GPRS is cross-cutting through most if not all projects visited by the Consultant- Strengthen local expertise on dry areas, including input supplies, machinery –i.e. specifically for dry areas and as already used in developed countries such as around the desert areas of North America-, etc. Collect comparative experiences of community development and participatory approaches to rangeland management in absence of property rights. Develop the knowledge of the staff on community development, including sociological aspects, conflicts resolutions, etc. Enhance capacity of the staff in regards to micro-finance and micro-enterprise Improve capacity on gender mainstreaming and learn from other successful experiences
In support of the successful achievement of KariaNet objectives, more technical or operational needs have also been expressed, including ICT upgrades and Internet connection, IS expert support for the M&E software, marketing and communication tools to promote KariaNet, training on writing and communications skills, training tools for KariaNet, English courses.
It was also pointed that additional staff time should be available for knowledge codification, which encompasses the PKF that could be a full time job due to the size of the needs at the PMU, RCAD, CAV, TEC, ADG levels, to start with.
Additionally, it was found that it would be very useful to have a community of practice for finance and administration officers throughout IFAD-funded projects.
A4.3.4. Good Practices and Success Stories
Among the local good practices or successes that could be shared through KariaNet or further documented, the following were highlighted: Methodologies, tools and techniques locally developed for participatory approaches, including outputs such as the "Knowledge books" as well as institutionalization mechanisms, development of partnerships, etc. Know-how that relates to dry lands, e.g. how to dig wells up to 800 meters deep, reuse brackish water, desalinate water or use saline water, install water points on pastures and animal tracks, rehabilitate jessours or other indigenous techniques, improve range management in dry areas, adapt farming pattern to water types –e.g. pomegranate trees in saline areas-, use renewable energy in desert areas, etc.
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Range management is a key knowledge area developed by the project. The region represents 35% of all range lands in Tunisia. M&E system and in particular indicators used for projects in dry areas
A4.4. Tunisia, Zaghouan, IADP
The consultant has worked with the Integrated Agricultural Development Project in the Governorate of Zaghouan (Projet de Développement Agricole Intégré de Zaghouan) on November 24th and November 25th, 2005. The project area covers the four south-eastern districts of the Governorate of Zaghouan. The project is part of the Government's priority programme to eradicate poverty and achieve balanced regional development. Although located at the limit of the relatively more developed administrative region of the Northeast of the country, the project area has been left out of the general economic development process due to its isolation, marginal agro-ecological and socio-economic conditions, and the alarming degradation of its natural resource base through erosion, overgrazing, etc.
A4.4.1. Context of the Project
The target group includes small farmers and landless people, with particular emphasis on women. Of the total rural population of 59 200 (or 11 600 households) in the project area, about 75%, or 44 500 persons, are expected to benefit from at least one of the project interventions. Project benefits are in the form of: hardware, such as investments in soil and water conservation (SWC), tree planting, rangeland improvement, groundwater development for irrigation, and social infrastructure, including village water supply and rural tracks; and software, to include improving local capacity to manage such investments and the strengthening of support services that will benefit the target group.
This project was ending in 2005 but has received an agreement from IFAD to be extended for 2 years
A4.4.2. Mission Findings
Project PMU staff is located in Zaghouan and field units have offices in Zriba, Nadhour and Saouaf.
The project has generated lots of documents, which are stored and well organized in the PMU. The approach of the staff is to document most of project activities, and the number of materials shelved is rather impressive. Documents include terms of reference, technical specifications, fact sheets, brochures, etc. The experience returned from systematically documenting project activities is that it's an investment during the early stages of the project, as time must be devoted to write, categorize and store the materials. It requires some discipline and eventually to adjust working behaviors. But it quickly becomes a fantastic means to save time and have project staff efficiently informed about project activities. Terms of reference, technical specifications and the like can be reused and conveniently adapted to fit new needs. This process is strongly supported by project management and the outcome is very positively assessed by the staff.
The PMU is well equipped with computers, but has no LAN and no Internet connection. The installation of a LAN had started but was interrupted when the IT officer found another job outside the project, and the position is vacant since then. In the RCAD, the example is given of 5 civil servants
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sharing one computer, and there's only one Internet connection there. In the CTV, there's no computer.
Using the English language is found to be a strong constraint. On the thematic areas of interest, the web sites are often in English, and it's difficult to translate the technical terms. Writing in English is also challenging, the example is given of a full day required to write a letter in English.
From the side of the beneficiaries, illiteracy was pointed as still prevalent and English is not a spoken language. When presenting KariaNet to the beneficiaries, they clearly valued this approach and recognized the interest that a regional network can have to support them. Simultaneously, they did not express a strong willingness to be directly member of the network. Rather, they were much more in favor of maintaining the PMU, RCAD or CTV in their intermediation role and offer broader and deeper support through the network.
More generally, it was felt that the main targets for KariaNet locally should be the PMU, the RCAD, agricultural extension centres (CRAs) and territorial extension centres (CTVs). It was perceived that if KariaNet would be well integrated and effectively maximized at these levels in a couple of years, that would be already a very good achievement. Furthermore, it was noted that going to the beneficiaries was facing additional constraints, as there were often no meeting facilities except for the ones provided through the project or the RCAD, and no ICT equipment.
Some other very interesting points were also discussed during the interviews with the project PMU staff and management, concerning the sustainability of KariaNet and more broadly some aspects of the IFAD project.
When discussing the role of the PKF, a question was raised regarding the durability of the role. In a couple of years, the project will end. Will the role disappear, or will it be transferred to the RCAD? Right now there're no formal plan to transfer this role. However, this function could most certainly benefit the RCAD in the long run. Simultaneously, this function does not exist in the public administration, and the process to institutionalize it might be a sizeable ambition.
Similarly, sustainability was also discussed in relation to the good practices conveyed by the structure and modalities of the project. First, in its modalities the project has installed a culture and strong know-how of project management at the PMU level. Such approach however is not well developed in the RCAD, which could learn from it and take benefit from adopting it. But this aspect is not very much touched by the project approach, and there's no formal plan for knowledge transfer here, nor to create a PMU in the RCAD. Secondly, the project has adopted an integrated approach to rural development. Simultaneously, the RCAD approach is quite different, i.e. much more sectoral. On this aspect also, knowledge transfer is not very much formalized. At last, the project has successfully implemented participatory approaches, but the underlying methodological instruments are not fully equipping RCAD. Further strengthening the capacity of the partners with participatory techniques and institutionalizing their use would certainly increase the long term impact of the project. These previous points shed further light on what transfer of knowledge can entail at the local level, i.e. it's not necessarily reduced to the thematic activities of the project only, but can also touch upon modern management techniques in the public administration –e.g. project management, knowledge management, results-based management-.
A4.4.3. Key Needs
Due to the local context, ICT equipment appeared to a be priority to the staff. This was expressed by the PMU and field units staff alike. Besides establishing a connection with KariaNet, it was perceived that such equipments would also enable the project to have a web site where the numerous documents already developed could be shared.
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In addition to the technical needs, a few topical areas were mentioned, including: Eco-tourism, as the area is not far from some major tourist sites New technologies for rural development –all new technologies were referred as important to be known! - GIS/GPRS Training sessions for rural women
Furthermore, it was suggested to use KariaNet to identify experts in the region and build a roster of local experts.
A4.4.4. Good Practices and Success Stories
The first good practice that the Consultant has observed is the strong orientation of the staff to document the activities of the project. This is especially a good practice in a region that favors otherwise oral knowledge transfer. Such successful local practice could be conveyed to KariaNet project-members and featured as an area on which to exchange comparative experiences, covering discussion items such as templates, content types, governance mechanisms and responsibilities, processes for managing content, lessons learned, etc.
Among the numerous good practices or successes that could be shared throughout KariaNet, the following should be underlined: Participatory approaches are a key area of expertise of project staff, as illustrated by the training and support provided to others -e.g. Governorate of Manoub-. The project has developed a strong knowledge of medicinal plants and their processing. Working with botanists and women communities, the project has developed an activity to distillate medicinal plants to make soap. Brochures and samples are available for distribution. Gender mainstreaming is very well integrated in project activities and local experiences could be shared with other projects. Integrated approaches to development –includes project management, coordination, M&E, etc.-
A4.5. Jordan, Irbid, YARDP
The Consultant visited the Yarmouk Agricultural Resources Development Project from November 27th to 29th, 2005. The project area is located in the extreme northwest corner of the country. It covers an area of about 1 230 km2 in the southwestern part of the Yarmouk River Basin in Jordan. The project area has a total population of about 312 000, with an exceptionally high density of 256 persons/km2 and a rural population of 26%.
A4.5.1. Project Context
The target group comprises the entire population of selected priority zones within the project area, where poorer farmers are in the majority, and targets especially women who are engaged in rain fed agriculture. The project is expected to have a positive impact on the income and quality of life of 2 840 resource-poor rural households.
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The incidence of poverty in the project area is one of the highest in the highlands of Jordan. This is due to high population density (256/km2), fragmentation and reduction of landholding and large family size with high dependency rates. Even where population pressure is less intense and the potential for agriculture more promising, agricultural incomes are low because of the small size of landholdings, limited use of inputs and access to credit, low levels of agricultural technology, and poorly developed markets.
The project started in 2001 and is engaged in improving food security and income level of the target group of farmers, arresting degradation and restoring soil fertility for sustainable use of land and water resources in the Yarmouk river basin. The main project components are resource development, agricultural development, rural roads, and financial services.
A4.5.2. Mission Findings
The PMU is composed of 35 staff, including ME advisors, land-use division, construction division, extension and rural development division, finance and administrative division. The PMU maintains frequent relationships with the Agricultural Directorate Center nearby. The Agricultural Directorate has a staff of approximately 70, and 4 field units of about 20 to 25 staff each.
All PMU staff has been recruited for the duration of the project only. Simultaneously, it is found that KariaNet should not stop at the end of the project. The question of sustainability is well grasped but plans have still to be developed with the support of KariaNet to address it.
It is meaningful to note that the financial support provided by KariaNet is found to be sufficient at the local level. Each project has already its own resources, and part should be devoted to increase the operational effectiveness and long term sustainability of project results through a complementary contribution that supports directly the mission of KariaNet.
Before the project has started, training courses have been provided to project staff on how to start effectively a project. Other training courses have been organized too, including on participatory approaches. The M&E Officers were also sent to Italy to receive a training, which was useful, although it was 3 years after the start of the project, which is most probably a bit late. Project staff has also received a local training on M&E, which was excellent. Other courses have been provided, although it is found that overall there's a limited number of seats compared to the needs of the staff. In that sense, it is very much hoped that KariaNet will effectively complement the local training plan and be a genuine source of additional learning.
In terms of existing collaborations with other project, from time to time, the Ministry of Agriculture organizes meetings, which provide an opportunity to project managers to meet their peers, develop relationships and share experiences. However, project staff tends to indicate that there're no visits from other projects organized, and that visits to other projects are very limited. Most probably KariaNet will offer a nice opportunity to increase the size of the existing social networks.
In terms of content creation, good reports are produced, but circulation is ad hoc and prior management approval must be granted before distribution. Some content, such as fact sheets, is under development but workload and time pressure make finalization challenging.
For a staff of 35, the PMU has 7 PC all connected through a LAN. There's no share drive or central folder where all documents would be stored and made available to all. But all computers have access to ADSL Internet connection, which was the fastest the Consultant has witnessed during the mission, including in comparison with Internet Cafes. The PMU has a fax, telephone lines for everybody, and overall is well equipped. However, it must be noted that field units don't have a connection and are very much in demand for one. So far, files are circulated in paper form or with flash drives.
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Meetings are a good means to share information, and are organized according to the needs, though some units don't have regular/fixed work planning meetings as work pressure and clients' requests make any schedule difficult to respect.
A4.5.3. Key Needs
Several needs have been expressed, though compared to other project ICT equipment needs at the PMU level are not as high as elsewhere. However, they were strongly expressed by the field units.
Substantive and professional areas on which further knowledge development would be beneficial have been mentioned in the form of: Additional training and knowledge sharing on participatory approaches, as the project works mainly with individuals, whereas this approach is the one recommended Enhanced capacity on community development, including how to set up associations, how to organize the work of olive oil producers, as well as how to set up associations of women Marketing of rural products, and distribution channels –e.g. mushrooms, labels and distribution of organic olive oils, etc. Enhancing staff capacity on how to write effective reports, including how to document successes or failures, and how to write good narratives The M&E team maintains some contacts with other M&E staff, and would warmly support a community of practice for M&E officers to share success stories and not so successful stories, compare indicators, discuss how to collect data, advise on how to write reports, etc. A community of practice for project managers. This could open a room for day to day interactions and offer an institutionalizing framework for annual meetings. General ICT training –web development, etc.- as well as technical ones on SPSS, Access, SQL, Oracle GIS/GPRS Time management Videos on soil conservation, to document achievements 5 years from now English courses to maximize Internet use and KariaNet Communication materials to promote KariaNet: flyers, handouts, etc.
Additionally, one association met indicated that they would be very interested to know how to (i) mobilize resources more effectively, (ii) develop the perimeter of the association in particular the range of income generating activities, (iii) discuss thematic topics with other associations (e.g. how to market olive oils, stabilize market prices, etc.).
A4.5.4. Good Practices and Success Stories
Various good practice and successes have been highlighted, including: Support to the Malka Association. This association has been very successful in mobilizing resources. It has 55 members, including farmers, professors, students, etc. It holds 22 computers with Internet connection. The association provides a comprehensive portfolio of ICT courses, such as 'How to develop Internet pages', attended by 24 girls every day during 10 months, 'How to use Internet', provided to 67 people throughout 17 training courses, 'Computer basics', given to 50 people, 'Microsoft', with a total of 73 course attended by 816 people since the beginning of the association, 'Typing English/Arabic', to 48 people. This association has indicated to be very keen to support or train other associations. They have also a nursery and a school. They've helped to spin off an association of women out of the original association, to which they've given small loans used to produce and market medicinal plants, clothes, cheese, honey, etc. During the visit to the Malka association, one ICT instructor presented to the Consultant an initiative of online collaboration not too different from a D-Group, -although that one supports Arabic- at http://www.world-links.org for the home page and at http://www.world-
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links.org/discus/arabic/messages/15420/15420.html for Jordan, from where it's easy to retrieve Irbid. M&E capacity, including a M&E database developed in Access with all files well integrated and good data reconciliation Forms and templates developed by the M&E team to ease data collection and data consistency Springs rehabilitation, including the community building process Micro-credit: 15 courses have been provided which have been attended by a total of 200 women. This resulted in various success stories on women setting up rural enterprises, but this is not documented. Technical sheets prepared by the land-use division, to be given to the beneficiaries during field visit to present techniques and options, and which codify the knowledge of the unit.
A4.6. Jordan, Al Karak, ARMP-II
The Consultant visited the Al Karak-Tafila Agricultural Resource Management Project (Phase II) from November 30th to December 1st, 2005. The project area is located in the southern highlands, east of the Jordan Rift Valley running in a general north to south direction. It covers an area of approximately 6 540 km2. Administratively, it covers the governorates of Karak and Tafila and the districts of Shoubak, Wadi Musa and Ail of the Ma'an Governorate.
A4.6.1. Context of the Project
The Agricultural Resource Management Project – Phase II (ARMP-II) will target around 22 300 households or 134 000 inhabitants in rural areas (75% of the total rural population in the project area). The target group will include: (i) small farmers (both men and women) with limited or no access to rural finance and extension support; and (ii) landless men and women with insecure income and little or no access to rural finance or market information for income generating activities. The project will support: (i) capacity-building of local communities; (ii) on-farm and off-farm soil and water conservation such as the rehabilitation of springs, construction of cisterns, rehabilitation of Roman wells, protection of wadi banks and building of mini-check dams; (iii) institution-building to improve target group access to extension services, modern technologies and techniques for orchard development, and to on-farm and off-farm income generating activities such as livestock and fruit processing; (iv) construction of rural roads to facilitate access to markets and social facilities; and (v) promotion of a pro-poor rural finance system through the restructuring of the Agricultural Credit Corporation, the establishment of a credit facility and support to village-based microfinance initiatives.
A4.6.2. Mission Findings
The loan for the second phase of project has been received in June 2005 and the project is just starting. It currently comprises 145 staff and should go up to 180. It's one of the biggest projects among the 24 rural development projects in Jordan, which all have the same core activities in common although there are local specificities in each of them. Knowledge sharing between the 24 projects in Jordan would be very useful, but is quite limited. Probably the stronger existing linkages are with the IFAD funded project in Irbid. Institutionalizing knowledge sharing between projects is seen as depending on many factors, including decision makers, tools, processes, know-how, etc. It would need also to be expressly mentioned in the Project document. With the upcoming IFAD projects, there should be one
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budget component dedicated to knowledge sharing, but with the current projects it's necessary to allocate project budget to such activities which is not straightforward when not featured in the original budget.
Within the project thematic groups, it is felt that knowledge sharing is very limited. There are no frequent exchange visits across district areas and no regular meetings –e.g. monthly or quarterly- that would convene all staff working on the same thematic area across the PMU and the field units, and during which updates could be shared, peer assists conducted, etc. The current procedures and routines do not push for such meetings, so most of the work is done at the level of the field unit without much connections with other counterparts in the project, or other projects in the country. There's no habit to have teleconferences either. And connectivity is an issue that impedes electronic collaborations. Knowledge sharing through written documentation is limited too, as reports stay most of the time in the PMU –evaluations, mid-term reviews, etc.- and are not circulated across field units.
There're 13 computers with a LAN and WAN in the PMU. The ADSL connection is working really well. In the field units, equipment is still scarce, for instance with one computer for 18 staff in one unit. The 5 field units are not equipped yet with Internet connection, though it is largely felt that KariaNet should be cascaded to these units too. In that sense, it is perceived that the perimeter of KariaNet should start with the project PMU staff, and then in two years time see how to expand it further.
A4.6.3. Key Needs
Among the project information and knowledge needs, the following have been highlighted: Enhance expertise on gender mainstreaming, and in particular how to activate women to participate in all the activities of the project, or how to create a Gender mainstreaming unit in a Ministry of Agriculture Participatory approaches (PA) are new, and although training is provided it would be useful to have more comparative experiences on PA focused to extension work, or to M&E, or to water conservation, etc., i.e. specifically geared towards project activities GIS/GPRS is –again- an area of interest and where further capacity is requested Community development is a new component in the project, and there's a strong interest for knowing more practical experiences and tips, including guidelines on how to form communities, or training on how to prepare the Community Development Plan. Additionally it would be interesting to see how community development is done on specific topics, e.g. land-use and planning, etc. Related training could be on conflict management, facilitation techniques, etc. An enlightening example is shared with olive trees rejuvenation, that reached a two times production increase through severe pruning, special fertilizers and pesticides. However, the first year the farmers had sticks to prevent the experiment, so the project had to identify early adopters, and then progressively use the positive results to attract the others –whereas the process used in Sudan seems more effective to the Consultant-. Sustainable land management and soil conservation are areas where greater expertise would be welcome. How to codify knowledge. The example is provided of olive trees rejuvenation, an activity on which staff have worked successfully during 7 years before moving to other jobs. Now nothing is documented and the new engineers would like to know more about the previous experience. But there's no obvious mechanism to document experiences, i.e. there's no handover, no formal process, etc. Marketing of rural products is –again- an area where additional experience would be well received. Study tours outside the country would be found beneficial.
Furthermore, it was flagged that the PKF role should be in the Project document -as a full time job if the project is particularly big or complex, and even with an assistant as in some other organizations-, which would provide adequate time to the role, visibility, recognition, room to manoeuvre, etc.
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At last, various needs were also expressed by the associations met –see below-, among which ICT equipment, ICT courses, knowledge sharing on food processing and medical herbs, etc.
A4.6.4. Good Practices and Success Stories
A significant number of good practices and successes were shared during the consultations, building on the achievements of phase I but also on the early accomplishments of phase II.
From a knowledge building perspective, one of the most remarkable achievements of the project kick- off phase is certainly the intensive round of training currently rolled out. These training courses cover: M&E matrix, in December, Participatory Approaches, to be delivered in January, the ICDL (International Computing Driving License) which is in progress, Using ICT Tools, in February. These training sessions are mainly for project staff but a few have also been opened to some beneficiaries. This is clearly a best practice in terms of scale, scope, and timing. The Consultant would like especially to point the ICDL, as an echo to the needs constantly expressed throughout most of the KariaNet supported projects. Additionally, English language courses are going to be provided, so the staff is supportive of KariaNet being in English.
Other good practices which could opportunely be shared through KariaNet have included: The Rakeen Association. This association has 7 people in the central committee and 170 members. They've developed relationships and coordinate their activities with the Ministry of Health, Women Association of Jordan, CARE, an Accounting association, a Legal association –linked to the Social Development directorate-, and have received many visits from other Governorates. Originally they got a loan from GEF that they used as a revolving fund, with decreasing interest rates on the loans. Loans are for limited period of time, up to 30 months. Through a survey they initially decided to build cisterns and wells. Then they started to give courses in the village, to foster income generating activities which now comprise food processing, medical herbs, bee keeping and honey production, goats, etc. They've also trained on backyard stock, maintenance of house / kitchen / bath, human health, human and child rights, diseases, dental care, etc. When meeting with people they saw young women who were at home because they could not afford to continue their studies. So now they also provide educational loans to girls so that they can finish the University and get a degree. Trainees are coming form the village but also from other villages, and then train their neighbours. Among the things they are most proud of, it is flagged that women are doing now pickles and jam at home, instead of buying it, which allows them to make some savings. Women in Development is one of the most successful result of the project. About 1600 women took loans and launched new activities. This activity received visits from Egypt, Sudan, Syria, Lebanon, Palestine, Yemen, etc. Income generating activities have been successfully developed in the project. Back immigration was also a successful activity during Phase I, with 5% of farmers in Tafila coming back and forming new villages. The project has implemented an integrated approach that includes soil and water conservation, establishment of farms, houses and infrastructure, generation of new revenues, etc. These are areas on which there's a strong knowledge and which could be shared through KariaNet. Water harvesting is also an area of expertise, with one study already done that presents this activity and its impact. Olive trees rejuvenation is also a successful story, with up to two times the production through severe pruning, special fertilizers and pesticides Training courses are also available for sharing. They include slides, pictures, videos, for instance on Environmental and Water Awareness. Indigenous knowledge could be shared too -e.g. how to process the milk, make yogurts, etc- though it's not formally documented outside of personal records In terms of work processes, project staff perceive that the working relationships with the beneficiaries are very well structured, and this experience could be shared with other projects.
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Field visits are broken down into three components, with approximately 2 hours to prepare the visit, 3 hours to do the visit, and 2 hours to wrap up the visit, report and plan the follow up.
A4.7. Sudan, Elobeid, NKRDP
The Consultant worked with the North Kordofan Rural Development Project from December 7th to December 10th, 2005. The project area covers part of the semi-arid state of North Kordofan, in western Sudan.
A4.7.1. Context of the Project
The project is engaged in improving the living standard of communities and particularly to assure their food security and enhance the resilience to drought and natural disaster in their way of life. Beneficiaries are small farmers, livestock growers, labourers and artisans who make up about 90% of the rural population in Sudan, with annual income in 1999 in the range of USD 100-150 per capita, compared with the gross national product (GNP) per capita of USD 220. The project is working with 280 villages, selected firstly on the basis of greatest need - e.g. their remoteness and lack of basic services and amenities - and secondly the readiness of communities to co-operate with, and participate in the Project. The project objectives are specifically to: Enhance the productivity and incomes of individual farmers, villagers and groups. Provide village communities with the capability for planning, executing and managing development schemes. Assist village development committees in evolving sustainable participatory informal financial institutions (Sanduq). Establish at Localities institutional resources and systems to assist communities in the development process; and Foster communal natural resource management arrangements.
The project has five core components: community development, natural resource utilization and development, rural financial services, project management and local capacity building, road.
A4.7.2. Mission Findings
The Project Management Unit is headquartered in El Obeid, with two branches in Bara and Um Ruwaba, representing a team of about 20 staff. In addition, about 56 project staffs are based in the Administrative Units located in 10 villages. The project collaborates also with numerous partners, including the Agricultural Bank, State Ministry of Urban Planning, Agricultural Research Center, State Ministry of Education, State Ministry of Health, World Food Program, and Sogia Charity. In addition, the project mobilizes community members to form a legal body in the villages, the Village Development Committees (VDC). Around 280 VDCs have been established. Each of them is composed of three sub-committees: Finance, Natural Resource, and Women & Services.
In terms of content development, the project has generated a remarkable number of materials, such as:
Project Management and M&E Reports The Annual Work Plan and Budget (AWPB) for each level of the Project management hierarchy. Physical Progress every six-month and annually. Financial Progress every six-month and annually. Quarterly reporting on the performance of the Agricultural Bank of Sudan (ABS) credit line and the Sanduq credit schemes. Quarterly progress reports on the performance of The Village Development Committees (VDCs). Participatory Monitoring and Evaluation conducted through annual implementation workshops, and annual evaluation and beneficiary assessments.
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Annual Evaluation and Beneficiary Assessments with full participation of the beneficiaries.
Technical Studies Groundwater Monitoring Rural Finance Rural Extension Khor Abu Habil water study Livestock Feeding Systems and Opportunities Livestock Marketing Options Village Profiles for all participating villages
Curriculum and Manuals –including videos for some- Technical Package and Extension Livestock diseases, vaccination, and treatments Gender mainstreaming Mother health and childhood Cultural operations for field crops Range and forestry Livestock Feeding
As with other projects, the language of the different materials depends on the target audience. It will be Arabic for materials targeting or elaborated with the communities, and English for management and M&E reports. In regards to KariaNet, it was felt that Arabic should be the most favoured language. In addition, given the discussions with project staff and beneficiaries, it was felt that focusing KariaNet on the project team should be the immediate priority.
In terms of IT equipment, the PMU and its branch offices are well equipped with computers, LAN and WAN. There's one dial-up Internet connection at the PMU headquarters in El Obeid. Among the 10 Administrative Units, not all have a computer or all a telephone line.
A4.7.3. Key Needs
Among the needs gathered during the interviews and focus groups, ICT equipment and training –e.g. how to use the Internet-, were frequently requested by the participants, especially from the Administrative Units. Audio video equipment and software was also regularly mentioned as highly necessary as illiteracy is still very prevalent in the villages.
Knowledge sharing techniques –e.g. story telling, success stories, etc.- was also featured as an area on which project staff would need to strengthen its capacity.
Other thematic areas on which knowledge needs were reported include: Rural enterprise and income generating activities Advanced techniques in participatory approaches and community development Technology transfer How to stop soil deterioration in arid areas Rural micro-finance to support income generating activities.
A4.7.4. Good Practices and Success Stories
Among the numerous good practice and successes, which could opportunely be shared with the KariaNet community, we will highlight: Gender mainstreaming, which has been very successful especially by efficiently targeting community leaders. Results include having women taking formal positions in the VDCs, e.g.
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accountant, president, trainer, etc. The project staffs in partnership with the University of Khartoum have also developed an extensive training curriculum on Gender mainstreaming. Farmer’s schools are also a great achievement, which should be more widely known. These farmer schools are extremely well organized by the communities themselves, including regularly scheduled sessions –i.e. weekly-, articulated by an agenda which is defined before the meeting, and followed by meeting minutes. During these sessions, the farmers organize peer assists as a technique for sharing knowledge and to offer mutual support. Applying participatory approaches and the PRA tools. More than 20 tools are used locally, such as sketch mapping, historical trends and time line, seasonal calendar, impact flow diagram, etc. They deliver extremely meaningful Village Profiles. In addition, participatory approaches have been adopted by the VDCs, which use them for instance to resolve local conflicts –e.g. matrix ranking, voting tool, cost-benefit analysis-. The VDCs are also advising other villages and communities on participatory approaches. Methodological approaches to community development, as the project has developed a module to select in a standardized and scientific way the communities to work with. Participatory planning process and participatory M&E. Nutrition and animal feeding, e.g. the production of sheep has doubled in some villages. Water harvesting techniques, e.g. one course given to women led to increase by 600% the production of sorghum The project has sent 6 partners to Kenya receive training on GIS, and is now working with a local GIS expert. This engineer is part of the Ministry of Irrigation and Water Resources, and could advise on the best software, training centers, etc.
At last we will underline two additional practices that relate to different but both valuable practices to information and knowledge sharing. The first one is that the project has already developed a web site, at: http://www.nkrdpifad.org. The second one is that the NKRDP was receiving two project staff from a newly launched IFAD project, to show local accomplishments, provide an opportunity to meet the local teams and beneficiaries, transfer knowledge before they start in their new capacity. These visitors were very positive about such study tour and its organization at the start of a new project. Conversely, new projects in Sudan are used to invite to the kick-off workshops the staff from other projects, so that relationships can be built and knowledge better transferred between projects.
A4.8. Sudan, Kadugli, SKRDP
The Consultant visited the South Kordofan Rural Development Project from December 8th to December 9th, 2005. The programme is located in the State of South Kordofan, which makes up the transitional zone between the semi-arid and sub-humid southern part of central Sudan.
A4.8.1. Context of the Project
The programme covers a rural domain comprising about 1 500 villages or village clusters. Beneficiaries are men and women smallholder farmers, pastoralists and displaced landless people that make up more than 95% of the rural population. In 2000, they comprised a total number of 84 900 households or 840 000 people, with annual per capita income at that time on average of USD 145, compared an average per capita share in the GDP of USD 290 per annum. The project is involved in establishing locality and State institutions that have the
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resources and cost-effective systems to be able to assist rural communities in improving their livelihoods. It provides targeted smallholder and pastoral families, including women-headed households, with the technical and input support and community-based extension services required for productive enterprise and adequate social services; it also fosters equitable communal range and farmland management and put in place sustainable rural financial services. Above all, it imparts to men and women in the rural communities the capability of planning, implementing and managing their own development activities, and resolving group conflicts through specialist assistance, training and practical experience.
A4.8.2. Mission Findings
The Project Management Unit is based in Kadugli and collaborates with 2 regional offices and 16 field units. The project works with beneficiaries in more than 200 villages, and through 99 Community Development Committees.
Project activities are subcontracted to the Ministry of Agriculture, and project staff is from the Ministry. The Ministry has civil servants with good education and experience, but does not have financial capacity. For instance, civil servants met during the mission felt that they would very much like to have access to KariaNet and have computers with Internet connection. But that should come after the basic needs, as they currently don't even have any office space –room, desk, chair, etc.- as the infrastructure has been severely damaged during the war.
The project has generated a lot of content, in particular videos –see below- used to train the beneficiaries, as illiteracy is still prevalent –about 80%-.
Workshops and training have been frequently organized in the past for project staff, e.g. on Extension, Gender mainstreaming, Credit, etc.
From an ICT standpoint, the PMU is well equipped with 20 computers, a LAN, and a satellite based Internet connection for about 12 computers. In terms of ICT equipment, the PMU has also a video- editing suite, with camera, software, and the capacity to produce video K7, DVs, CDs, DVDs, and Video CDs. The 2 regional offices have a fax; some computers -1 for 5 staff- and one office has an Internet connection. Regarding the 16 field units, they don't have computer nor fax, but some have the telephone.
A4.8.3. Key Needs
ICT equipment, Internet connection and ICT training are needs which have been strongly expressed by the regional offices and field units. In addition, substantive and methodological knowledge needs have been flagged, including: Approaches to integrating indigenous knowledge in rural development Comparative experiences with participatory approaches, community development and dynamics of social groups. Training on M&E and participatory M&E Women empowerment Microfinance and how to increase payback rates Marketing of rural products Income generating activities Water harvesting
Furthermore, the need for subscriptions to professional and scientific journals and magazines was also reported.
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A4.8.4. Good Practices and Success Stories
From the side of participatory approaches and community development, the project has helped to create demonstration plots: when new technical packages are brought to the beneficiaries, the CDC selects 2 farmers –one man, one woman- who are going to pilot this new initiative. This way, project staff doesn't have to identify early adopters or convince the community to adopt new seeds or try new initiatives, it's the community that does it on their behalf. Participatory approaches and community participation have also been well adopted by the beneficiaries. This is also well linked to a local traditional community approach called Anafir, where farmers help each other’s. Participatory approaches help communities to believe in themselves and to see that they can achieve ambitious tasks, for instance 38 schools have been built by the beneficiaries with project support. When referring to this way of working, communities now say "let's do it the IFAD way". The project has developed a well documented Information and Communication Center, which is opened to project PMU staff and project field units staff, NGOs, beneficiaries, students, etc. The team in charge of the Centre has built an extensive video library, with more than 100 films produced in the last 4 years. Films are in the form of documentaries, or tutorials if they take a self-training twist. This Centre is managed by a strong capacity of 3 staff, with one Information and Communications Officer in charge of collecting stories and preparing the production of materials, one Information Officer in charge of IT support, and video recording and editing, and one Team leader in charge of the internal supervision, and external coordination of communication activities with the media –local and national-, Ministry of Agriculture, NGOs and to provide videos or communication materials to the field. Besides the videos, the outputs of the Information and Communications Center includes leaflets, syllabus, radio messages, posters, training manuals. They have also set up a mobile theater, with the support of local radio and TV actors, that presents to the beneficiaries information campaigns, such the benefits of using specific seeds. The Center also coordinates the distribution of inputs, such as films, and produce articles for national newspapers and magazines. Finally, they maintain a catalogue of the materials produced and/or available in the Information and Communication Center. A micro Internet café is being created on the site of the PMU for project staff, but also for government officials so that they can access the Internet and the D-Group Project management systematically forward to the staff the emails he receives when they contain meaningful information, a good document, updates from IFAD, etc. A 2-days workshop on KariaNet has been organized for project PMU staff and project field units staff, followed by an interview to the regional TV station done by the PKF to present KariaNet, its objectives and benefits. The project holds a sound M&E system, including data collection and reporting templates, database, linkage between individual results and project outcomes, etc. In terms of roles, one Management Advisor is among other tasks in charge of learning management.
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A4.9. Egypt, Alexandria, WNRDP
The Consultant visited the West Noubaria Rural Development Project from December 13th to December 15th, 2005. The primary project area comprises the two Noubaria reclamation zones of Bustan Extension and Branch. The zones lie on either side of the Cairo-Alexandria Desert Road about 90 km south of Alexandria. These are the last of the newland zones in this part of Egypt to be opened up and settled, having formerly been part of the western desert.
A4.9.1. Context of the Project
The project's primary target group comprises some 16 780 small-farm households. These were tenants in the 'oldlands' that were dispossessed of their statutory tenancies and recently compensated with 1-ha holdings of newly reclaimed desert land or 'newlands'. A secondary target group comprises some 19 400 households, consisting of small farmers and unemployed youth, that were settled before 1996 on 2-ha holdings of land in the reclaimed desert.
In the primary project area, the project targets the improvement of housing and social amenities and to make available to the oldland settlers the considerable desert farming technologies developed and adapted through Egypt's agricultural research system in the past 50 years. In both the primary and secondary project areas, the project supports the adoption of better on-farm water-management practices. It encourages the development of small and medium enterprise in agricultural production and marketing and the host of commercial services and facilities. It provides marketing extension and information and intends to make limited improvements in the marketing infrastructure. It aims to facilitate the long-term development of a viable financial system, while addressing the immediate need for agricultural production and financing of small and medium enterprises.
A4.9.2. Mission Findings
The project is in its third implementation year. Land use has gone from 20% to 100%. Infrastructure development has been massive with schools, clinics, mosques, etc. created in a few years time. The project team has gained an intensive experience in how to face the sudden arrival of hundreds of people. They have also built strong skills on how to integrate new graduates or how to maintain farmers in rural areas.
Besides its headquarters, the project has 2 area offices and then one extensionist per primary village - 89 in total-. Overall, it makes the biggest project visited during the mission with more than 300 project staff.
Several training courses have been provided to project staff, for instance four groups of 10 went to Italy for training on Irrigation, Livestock, M&E and Agronomy, co-financed by the Institute of Advanced Studies in Mediterranean Sea Area. There's also a training institute in the compound of the PMU which provides training in all areas of rural development.
Courses are massively provided to the beneficiaries, e.g. community development, gender, marketing, health, environmental protection, etc. Exchange visits between beneficiaries are also organized as well as field days, e.g. to witness harvests. Evaluation sheets are used after the training sessions, but monitoring of training outcomes is in progress. Numerous training materials are available, comprising documents, pictures, videos, which can be shared with other projects.
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The project has a team of 6 M&E officers, each being focused on a specific area based on prior experience or education –e.g. community development, technical operations, etc.-. The project has finalized 20 indicators and is starting a second level, with RIMS (Results and Impact Management System). KariaNet is seen as an opportunity for linking more closely M&E Officers and the larger M&E community across projects.
In terms of project coordination, there are monthly meetings with three committees, the credit committee, the irrigation and drainage committee, and the training committee. These meetings involve all partners and stakeholders, provide an opportunity to collect problems, identify solutions, plan and assign responsibilities. To monitor the follow up is then the responsibility of the M&E unit.
In terms of ICT infrastructure, the PMU is equipped with computers and one dial-up Internet connection for 40/50 staff, on the PC of the secretary of the Project Director. Installation of a LAN is in progress though. One of the two area offices has 3 PCs and one telephone line, but no Internet connection. In the field units, there's no connectivity and some don't even have a telephone, or are in areas where there's no network for mobile phones.
A4.9.3. Key Needs
Among the needs reported during the interviews and focus groups, the one most frequently mentioned is ICT equipment, including LAN in the PMU, computers, fax and internet connections in the area offices and field units.
Other needs, which have been mentioned, are: Have study tours to other projects to learn from other experiences with community development and credit Increase knowledge of agricultural marketing, including market research, marketing of organic products, marketing cooperatives, etc. Continuously enhance M&E knowledge, including how to improve data consistency and accuracy during the collection process in projects with numerous project staff. Learn from other experiences with participatory approaches Include Knowledge Management in project activities and have KM activities reflected in the M&E matrix
A4.9.4. Good Practices and Success Stories
There are currently 20 associations developed by the Community development component, with a gender balance considered to be equal in each of the associations. These associations cover various topics, such as health, environmental protection, etc. Three associations have computers and provide ICT training (e.g. El Yasha Association, and Environmental Protection & Use of Solar Energy Association, both visited by the Consultant), and have also an Internet connection. The training needs of the associations have been assessed from the start through a questionnaire, and questionnaires are now used to assess the achievements. The credit component has a 100% recovery rate, thanks to the intermediation of an agricultural cooperative that recovers the money back from the farmers and takes a 1% rate to cover non payments. The marketing unit has developed a catalogue of the services available to the associations, to facilitate contacts. In addition, the unit has developed a course material in Arabic on Marketing, which could be shared with other projects. The project has a strong experience in organizing training courses, with 45.000 training days already given –there's a database to track who has received which training-. The baseline survey helped to know the exact needs of the beneficiaries, offered a benchmark, helped to adapt the activities of the project and was made with the participation of the project staff, who could share successes but also lessons learned.
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About 39 literacy classes have been successfully opened in 2005, and helped rural women to be educated. Some of the graduates of the course now teach others. Training materials, pictures and videos are available and could be shared with other projects. Artificial insemination techniques have been successfully implemented, although it's not so easy to convince the beneficiaries. And project staff has gained a good know-how on working with leaders, changing the culture, and have such techniques implemented. In regards to housing improvement and infrastructure, 1460 houses have been improved and 1000 are under rehabilitation, and the process is well documented. Beneficiaries have very well adopted the community development, e.g. on the irrigation component, and good experiences could be shared with other projects
A4.10. Egypt, Sohag, SRDP
The Consultant has visited the Sohag Rural Development Project from December 17th to December 19th, 2005. The Governorate of Sohag is located in middle Upper Egypt. The project targets all the rural inhabitants of Sohag, the poorest Governorate in Egypt, living in 51 Local Administration Units (LAUs) comprising almost 1500 villages and hamlets.
A4.10.1. Context of the Project
When the project originally started in 2000, Sohag's population of 3.2 million was 77% rural, with 210 000 farming households having access to land and 150 000 landless households rearing animals and selling their labour. The cultivated land was limited to about 320 000 feddans, or 150 000 ha. The soils are fertile but suffered from poor drainage and inefficient irrigation. The social and physical infrastructure was poor and seventy percent of adults were illiterate, 30% of the villages had no drinking water systems, 30% had no health facilities and 90% were without any kind of sanitation.
The project emphasizes participatory planning and financial management at the village level. It uses a methodology pioneered by the National Programme for Integrated Rural Development (SHROUK), the indigenous National Programme for the Rehabilitation and Development of the Egyptian Village launched in 1994 as a means of involving local communities in deciding on their needs and priorities. Key elements of the approach include collaboration at the local level between government representatives, elected members of local councils, members of local communities and non- governmental organizations (NGOs) to agree on priorities and the commitment of local communities to share the costs of infrastructure, including operation and maintenance costs.
The project has three components: local institutions strengthening, village infrastructure programme, and rural finance programme. The World Bank is another donor in the project. The project should end in June 2007.
A4.10.2. Mission Findings
The Technical Assistant Secretariat -equivalent to a PMU- of the project has two offices, one that gathers most of the project staff and a second smaller unit in the facilities of the Governorate. The project works through Government bodies, i.e. the TAS is the only body to form the project team, with a staff of 14 recruited for the duration of the project. The TAS is staffed by a private consultancy firm that won the tendering launched by the project on the basis of procedures agreed by the World Bank.
Among its tasks, the TAS conducts social research to identify impact of project activities. This includes rolling out a social monitoring process where a brief survey is conducted before implementing an activity, a second survey follows 6 months after implementation to assess outputs, and a third survey is done 6 months later to assess impact.
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Similarly, learning outcomes are monitored during the training sessions, and 6 months after to assess their individual and organizational impact. The team gathers and compiles lessons learned through a methodology very similar to After Action Reviews, and leverages a template format to report the findings of these sessions. This process is well documented and could be shared with other KariaNet projects.
Training courses are coordinated with 4 training centers, e.g. Cairo University, National Research Center, etc. Overall, about 3000 participants have followed courses which are part of a list of 30 to 35 different themes, e.g. Techniques for engineers, Computers, Design and project implementation, M&E, Accounting for engineers, Environmental issues, etc. In order to motivate and foster the participation of the civil servants to the training, they receive a small per diem for their attendance. Among other methodological tools developed locally, one is used to identify through a set of precise criteria who is best to attend a training –e.g. based on needs, but also should not be someone who's going to retire soon, etc.-. There are manuals in soft and hard copy for each topic, which could be shared through KariaNet.
At the local level, the project works with the Local Governmental Units, and the Community Development Associations (CDAs). Training sessions have also been provided to the CDAs, on topics such as the definition of training assessments, participatory rural appraisal, skills for facilitation. Awareness training sessions have also been given to women, on matters such as environment, health, legal, etc. In addition, the project also supports the CDAs with equipment.
The civil servants expressed an interest in KariaNet, although they also pointed that the Ministry should give prior clearance before joining the network.
Following a recommendation from IFAD, a M&E officer has joined the TAS. It is pointed that this position should rather be present at the start of the project. Data collection is now very cumbersome, especially as it has to be requested to 51 local units, which did not plan this reporting. Although reporting templates are used, data is not always accurate. The M&E officer indicates that no M&E training has been provided since the job has been taken, nor that any M&E information or training package has been provided, but that it would be useful to have one or both. The system used to report the data is Excel, and there's no M&E database available.
In terms of equipment, the TAS is well furnished with 7 computers in the main office and 3 in the Governorate, and with a LAN and ADSL Internet connection. Each Local Governmental Unit has a PC, but no Internet connection.
A4.10.3. Key Needs
Several information and knowledge needs have been pointed during the meetings, which are: Training on M&E and exchange of experiences on M&E, especially in regards to dealing with a shortage of data Gender mainstreaming is a successful component of the project but comparing experiences with other projects would be helpful. IT training needs have been flagged, e.g. LAN management, Primavera, computer maintenance, as well as with specialized software platforms such as SPSS
In addition, the CDAs have expressed a genuine interest for sharing experiences with other associations, including on resource mobilization techniques and on the range of services, which are provided elsewhere.
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A4.10.4. Good Practices and Success Stories
Among the good practices and successes that could be shared or further documented, we would highlight: Community development is a local success on which some knowledge codification could be fostered. Several CDAs have very successfully developed the provision of services to the local communities (e.g. Sala Community Development Association, Special Needs Association). Services include training, small loans, institutional building for smaller associations, installation of sanitation networks, etc. These associations have training materials such as CDs, PPoints, manuals, and video films. These CDAs have also been noticeably successful in attracting resources. Their fund raising activities are remarkable. Among the key success factors or accomplishments that the CDAs have pointed (and that contributes to this success) are: (i) a very active board, (ii) an influential board with members including doctors, lawyers, teachers, engineers, local politicians, journalists (iii) very strong relationships with the community, (iv) a strong orientation towards delivery, results evaluation, and communication of results, (v) a database of community needs, (vi) a database of donors with guidelines from NGOs in Egypt. These associations have indicated that they would be willing to share their experience through KariaNet as well as learn from other associations, although their ICT capacity is limited to dial-up connection. As a matter of fact, some associations have already established linkages with other associations in Egypt, such as the Arab Women Network, or in the region, for instance in the Emirates. Participatory approaches have been well implemented and there are local good practices to be shared with other projects. The impact assessment of capacity development activities is well elaborated and experienced, but also templates and reports, could be shared and discussed through KariaNet. Gender mainstreaming is pointed as a successful project activity, for instance in its contribution to reduce infants mortality rate following awareness campaigns on children health. The provision of ID cards to women has had also a positive impact on social inclusion, enabling them to access social services, vote, receive pensions, etc. The experience of the project with gender could be shared more widely through KariaNet. The project website http://sohagrdp.org is also a good practice as it goes beyond the marketing overview and contains various documents produced by the project.
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Annex 5 - Knowledge Mapping
The following pages present the output of the second section of the questionnaire, devoted to a mapping of the information and knowledge re/sources in the sample group. These results provide most certainly valuable insights on the knowledge environment related to each thematic area. Simultaneously, it should probably be seen as an entry point to a more extensive process, as additional research could be conducted to further elaborate and enrich the current state.
Incidentally, the Consultant would like also to point that spelling mistakes might be found here after due to the difficulty to read some hand writing notes.
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Participatory Approaches and Community Development
Project Staff
. Roussi Faouzia, Développement Communautaire, Zaghouan, Tel : 95430327 . Ms. Mona Dawoud, M&E Department, Sohag, Tel: 2012 4210502, Email: [email protected] . Dr. Bulges Hagrass, Social Department, Sohag, Tel: 2012 5685117, Email: [email protected] . Ms. Samah Zaghlool, Social Department, Sohag, Tel: 2010 971773, Email: [email protected] . Inas El Sayed Mahmoud, Assistant Project Manager, West Noubaria, Tel: 03/44930020 . Eng. Yousry Abed, Manager Community Development, West Noubaria, Tel: 045/2632350 . Eng. Yehia Abdel Ghafar, Manager Marketing Component, West Noubaria . Eng. Mahmoud Tareck Ekiej, Arcitecture Engineer, West Noubaria, Email: [email protected] . Eng. Mostafa Sadek, Civil Engineer, West Noubaria . Eng. Mohamed Ali, Water Management, West Noubaria . Krimi Abdel Majid, El Haouz, Tel: 068158710, Email: [email protected] . Amal Zeroual, El Haouz, Email: [email protected] . Bouya Zatfne Haran, El Haouz, Tel: 044 43 1059 . Sadia Ouazzi, El Haouz . Soussi Med, Oujda, Tel: 068371567 . Lowlita Abd Elazia, North Kordofan, Tel: 10123 . Amal Hamd Bshara, North Kordofan . Mamon Selman Taha, North Kordofan, Tel: 1282475 . Mohammed El Hafiz, North Kordofan, Tel: 25469 . Isam Haf Eltaher, North Kordofan, Tel: 822529 . Aisha Hassan, North Kordofan, UmRwaba Office, Tel: 0624823101 . Amal Hamed, North Kordofan, Tel: 0918237074 . Faouzia Rouissi, Zaghouan, Tel : 95430327, Email : [email protected] . ElSharif Ahmed, Extension Dept., South Kordofan, Tel : 0918092528 . Kamal Osman Balla, Project manager, South Kordofan, Tel: 0912393961 . Asma Ali, Women development officer, South Kordofan . Ahmed Aries, Team Leader, South Kordofan, Tel: 912881123
External Experts
. Hocine Delaai, Teacher ODYSYPANO, Zaghouan . Belgacem Zitouni, Trainer Participatory Approach, Zaghouan . Mohamed Eid, El Salaa CDA, Sohag . Waleed Fathi, Edfa CDA, Sohag, Tel: 0102765530 . Dr. Hesham Saudi, West Noubaria . Dr. Ali Elfaramawy, West Noubaria . Dr. Mustapha Malki, Regional Coordinator of KariaNet, IDRC, Cairo, Egypt, Tel: +20 2 336 7051/52/53/54 or 762 7729; Fax: +20- 2 336 7056; Email: [email protected] . Mohamed El Boukhari, Teacher, ENAM, Mekness, Morocco (El Haouz), Tel: 06 13 55 300 . Mr. Ahmed Zaakour, Head of Department, DREF, Marrakech, (El Haouz) . Dr. Philippe Statson, Marrakech (El Haouz) . Rabia Bouhina, Ministry of Agriculture, Morocco, (El Haouz) . Adher Kouk, Oujda, 062857431 . Mohamed Hammonali, Oujda, Tel: 061402008 . Zghidi Moucef, International Conulstant, (Zaghouan) . Zitouni Belgacem, AVFA, Ministry of Agriculture, (Zaghouan) . Rascha Omar, FIDA, Rome, (Zaghouan) . Sami Elnager, Khartoum University Development Studies Centre, (North Kordofan)
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. Omer Awad Elseed, North Kordofan, Tel: 25269 . Rashid Abd Alzrez, North Kordofan, Tel: 23100 . Abda Ahamed AbdAlla, Ministry of Agriculture, North Kordofan . Ahmad Zhakour, DREF, El Haouz . Rachid Kass, DREF, El Haouz . Nehdi Hassen, NGO ASAD, Zaghouan, Tel: 72680210 . Sahim Jaafar, NGO ASAD, Zaghouan, Tel: 71888534 . Zitoumi Belgacem, Expert, Tunis, Zaghouan . Abdemajid Jamaoun, Expert, GTZ, Zaghouan . Zitouni Belgacem, AVFA, Zaghouan, Tel: 98238734 . Mhamoli Asma, ASAD NGO, Zaghouan, Tel: 96 301 235 . Chaalala Mohamed, UNOPS, Rome, Zaghouan . Opya Gesmalla, Sudan University, (South Kordofan), Email: [email protected] . Abdelmajid Jimai, L'ODESYPANO, (Tataouine), Tel: 78 450 500 . Amor Gnayghya, Gérant Projet Namia, (Tataouine) . Grégory Lazarev, Expert Socio-Economics, France (Tataouine)
Internal Documents
. 2005/2006 Project Plans, Sohag . Training Needs Assessment Study, Sohag . Guide de l'Animateur – Project El Haouz . Plan de Développement du Douar - Project El Haouz . http://www.skrdpifap.org . Livre de Connaisssances (Knowledge Book), Tataouine . Guide Méthodologique PRODESUD, Tataouine . Involving the Community: A Guide to Participatory Development Communication, Guy Bessette, Southbound/IDRC 2004. http://www.idrc.ca/en/ev-52226-201-1-DO_TOPIC.html
Web Sites
. http://www.idrc.ca . http://www.amanjordan.org/arabic_news/ . http://www.rdfs.net/themes/communication_ar.htm . http://www.dfid.gov.uk . http://www.fao.org . http://www.ruralmed.org . http://www.undp.org
Newsletters
. http://www.srpc.ca/ruralmed.html . Hyderabad Institute newsletter
Communities of Practice
. http://www.srpc.ca/ruralmed.html . Development Action Team (DAT), Khartoum (South Kordofan)
Research Institutions
. ENAM Meknes (El Haouz, Oujda) . INRA Marrakech (El Haouz) . IAV Hassan II, Rabat (El Haouz) . The National research Center, Egypt . Hyderabad –India- Institute of Rural Development
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. IFEDA Tunis (Zaghouan) . University of Khartoum . Agricultural Research Corporation – Sudan (South Kordofan)
Libraries
. Alexandria Library, Egypt
National or International Organizations
. IDRC . CARE . VOCA . AGRO Consulting, Rabat, (El Haouz) . ALCO (El Haouz) . White House – Consulting firm in Casablanca (El Haouz) . JICA (El Haouz) . FAO (Oujda) . MEDA (Oujda) . UNDP . WFP . World Bank
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Technology Transfer
Project Staff
. Mohamed Moustafa, Sohag, Tel: +2 012 4949844, Email: [email protected] . Eng. Mounir Hossny, Sohag, Tel: +2 010 5500668, Email: [email protected] . Dr. Yahia Zahran, Sohag . Samir Fahmy Badawy, Technical Operations Comp., West Noubaria, Email: [email protected] . Dr. Abdel Karim Mabrouk, M&E Unit, West Noubaria, Tel: 03 44 92102 . Eng. Abdo Abdel Monem, Vegetables Specialist, West Noubaria, Tel: 03 4492102 . Khalid Elatmani, Oujda, Tel: 212 066057402, Email: [email protected] . Hamid Sahimi, Oujda, Tel : 212 056741288 . Ali Khatiri, Oujda, Tel : 212 056 623139 . Ali Khasauneh, YARDP, Irbid, Al Ramtha Unit, Tel : 02 7383919 . Mohammed Adam Hassan, North Kordofan, Tel: 0612822094 . Khalid Mohamed Al Bauf, North Kordofan, Tel: 0912434052 . Rashid A. Asicz Massad, North Kordofan, Tel: 0624823100 . Isam Adien Hag Ataher, North Kordofan . Mojahid Mokhtar Ali, North Kordofan, Tel: 0912182146 . Ahmed Hassan Ahmed Mohammed Elamir, North Kordofan, Tel: 062144083 . Rashed Abd Elaziz, North Kordofan, Tel: 0918218866 . Amal Hamed, North Kordofan . Elfatih Abohom Tawor Abu Zaid, Extension department, South Kordofan, Tel: 0918314839 . Mohamed Ibrahim, Extension, South Kordofan . Mohamed Hussani, Extension, South Kordofan . Ahmed Elshafia, Extension, South Kordofan, Email: [email protected] . Khalid Mohamed, Plant protection, South Kordofan . Mohamed Ibrahim, Extension manager, South Kordofan . Mohel Mustafa Omer, South Kordofan, Tel: 0918052540 . Ahmed Sabahi, South Kordofan
External Experts
. Eng. Ayman Al Guindy, Sohag, Tel: +2 012 3199932, Email: [email protected] . Dr. Ihab Abd Al Azize, Sohag, Tel: +2 012 1611860 . Eng. Ibrahim Ali, Retired FAO Expert, West Noubaria, Tel: 002 03 5436384 (home) . Dr. Ahmed El Adly, Agricultural Extension Dpt, West Noubaria, Tel: 002 03 392 7198 (home) . Dr. Samir Ismail, Agricultural Extension Dpt, West Noubaria, Tel: 002 03 5820634 (home) . Mohamed Bechchari, CRDA, Oujda . Omar Jelti, Oujda, Tel: 212 056683139 . Ben Aoida Hassan, Oujda, INRA Seltat, Morocco . Shek Adien Tarah, Kordofan University, North Kordofan . Mohamed Ali Mansoun, Ministry of Agriculture, North Kordofan . Musa Adam Alsharief, Ministry of Agriculture, North Kordofan . Elsadig Abd Allah, North Kordofan, Tel: 0912186858 . Moatasim Ebrahim, North Kordofan, Tel: 0915037637 . Faiza Salih, North Kordofan, Tel: 0915069070 . Khalid Hassan, Ministry of Agriculture, North Kordofan, Tel: 0912243179 . Mohmed Nour Ahmed, North Kordofan, Tel: 062144083 . Musa Adam ElSharif, Ministry of Agriculture, North Kordofan, Tel: 0911248381 . Sheikh Eldein Farah, Ministry of Agriculture, K.U. North Kordofan . Dr. Hassa Shaken, Ministry of Agriculture, K.U. North Kordofan . Mr. G. Fosth, Reading University, UK, (North Kordofan) . Dr. Mohamed Badawi Hussain, Sudan University, (South Kordofan) . Mohamed Yahia Ballel, Dilling University, South Kordofan, Tel: 0912513870
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. Omaya Gismalla, Sudan University, (South Kordofan) . Mahmood Dafalla, FAO Kadugli Office, (South Kordofan)
Internal Documents
. Replication User Manual, Bustan Agricultual Development Project, EC Delegation-Cairo, (West Noubaria) . Information and communication Centre (South Kordofan)
Web Sites
. http://www.sohagrdp.org . Vercon Egypt . SciTechResources.org
Newsletters
. http://www.ahram.org.eg . Attra National Sustainable Agriculture Information Service (West Noubaria) . Agricultural Research & Extension Network - AGREN (West Noubaria)
Communities of Practice
. DIG (North Kordofan)
Research Institutions
. Agricultural Extension and Rural Development Research Institute – ARC, Giza, Egypt . University of Nebraska, Nebrasks Cooperation Extension, USA . Obeid Research Station (North Kordofan) . Sudan University (South Kordofan) . Agricultural Research Corporation, Sudan . ICRISAT – India . ICARDA - Syria
Libraries
. http://www.bibalex.org/arabic . USAID Library, Cairo Centre, Egypt . Library of Congress, USA . Obied British Council (North Kordofan) . FAO, Rome
National or International Organizations
. SCF Um Ruwaba (Ministry of Agriculture, North Kordofan) . CARE . FAO . UNICEF . UNDP Kadugli Office (South Kordofan) . ARC Sudan . Federal Extension and Technology Transfer Department, Sudan
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Rural Financial Services
Project Staff
. Abd El Monged, West Noubaria, Financial Administration, Tel: 002 03 4493020 . Rokaia, West Noubaria, Accountant, Tel: 002 03 4493020 . Maha, West Noubaria, Accountant, Tel: 002 03 4493020 . Youssef Bensajjay, El Haouz, Tel: +212 61234682, Email: [email protected] . Mamoon Suliman Taha, Rural Fiancial Services, North Kordofan, Tel: 00249912824075, Email: [email protected] . Abdelmajed Khojali, Credit Consultant, North Kordofan, Tel: 00249912226220 . Omar M. Awad Elseed IFAD Project Director, North Kordofan, Email: [email protected] . Amal Hamid Bershara, General manager, North Kordofan . AbdAlla Al Bashair Hadi, North Kordofan, Tel: 912243181 . Maamonn Suliman Taha, North Kordofan, Tel: 912824075, Email:[email protected] . Alfateh Khabeer Satte, North Kordofan, Tel: 911139710
External Experts
. Hazem Hassan, Auditor, West Noubaria, Tel: 002 03 48532510 . Gasime Eldairy, Credit consultant, North Kordofan, Tel: 00962777203220 . Khalid Kamal, Near East Foundation, North Kordofan, Tel: 0020101711199 . Abd Emajd Khogali, Rural Credit, (North Kordofan), Email: [email protected] . Abd Ala El Basheer, Credit, (North Kordofan), [email protected]
Internal Documents
. Rural Credit Manual (North Kordofan) . Gender Manual (North Kordofan) . Training Manual on Natural (North Kordofan)
Web Sites
. http://www.demain.fr . http://www.planetfinance.com . http://www.idrc.org . http://www.IFAD.org . http://wwwUSAID.org . http://www.mcrofinancegateway.net . http://www.cgap.net (North Kordofan) . http://www.gew.nl/kiosk/microfinance/ar01.pdf (North Kordofan)
Newsletters
. IMF . GTZ and DSE
Communities of Practice
. D-Group Micro-enterprise
Research Institutions
. Near East Foundation (North Kordofan)
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. Neard East and North Africa Regional Agricultural Credit Association, Jordan, (North Kordofan) . ARC – Elobied, Agricultural Research Centre (North Kordofan) . DSRI – University of Khartoum (North Kordofan)
National or International Organizations
. IFAD . UNFP . IDRC . CARE . OXFAM . CARE Sudan (North Kordofan) . Plan Sudan (North Kordofan) . Ads Elobied – UNDP (North Kordofan)
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M&E of Results and Impact of Project Interventions
Project Staff
. Ragya Reyad, M&E unit advisor, West Noubaria, Tel: 4492103 . Norhan Abd El Aziz, M&E Officer, West Noubaria, Tel: 0123691361 . Manal Zein El Abdeen, M&E Senior Officer, Wes Noubaria, Tel: 4492103 . Dr. Abdel Kareem Mabrouk, M&E Manager, West Noubaria, Tel: 4492456 . Shereen Ashour, M&E Officer, West Noubaria, Tel: 03 4492102, Email: [email protected] . Karim Amr Soliman, M&E Officer, West Noubaria, Tel: 002 012 1542022, Email: [email protected] . Mahmoud Tareck Elkiey, Engineering Department, West Noubaria, Email: [email protected] . Ms. Mona Dawoud, M&E Department, Sohag, Tel: 2012 4210502, Email: [email protected] . Dr. Bulges Hagrass, Social Department, Sohag, Tel: 2012 5685117, Email: [email protected] . Ms. Samah Zaghlool, Social Department, Sohag, Tel: 2010 971773, Email: [email protected] . Maisoun Khasawneh, PMU/YARDP, Irbid, Email: [email protected] . Ruba Jaradat, YARD/BK, Irbid, Tel: 0795926482 . Rania Telfah, YARDP, Irbid, Tel: 0777454695 . Awni Shedafat, Irbid, Tel: 02 7263501, Email: [email protected] . Mahmoud Hamasha, Irbid, Tel: 02 7263501 . Maryam Bani Hani, Irbid, Tel: 02 7263501, Email: [email protected] . Khaled Jebrien, Irbid, Tel: 02 7263501 . Jehad Obeidat, YARDP/PMU, Irbid, Email: [email protected] . Hassan Timase, M&E Officer, North Kordofan, Tel: 0911201568, Email: [email protected] . Yassin Doleeb, M&E Officer, North Kordofan, Tel: 0912241148, Email: [email protected] . Mamoun Sulieman, Credit Officer, North Kordofan, Tel: 09128240075, Email: [email protected] . Ibrahim Amakariz, Operation office, North Kordofan, Tel: +2499124285 . Hedi Labiedh, Manager Administration and Finance, Zaghouan, Tel: 72675911, Email: [email protected] . Sonia Mejni, Zaghouan . Hailem Touti, Zaghouan . Mohamed Siliti, M&E Officer, Zaghouan, Tel: 21672675911 . Youssif Ibrahim Fadeel, Deputy Manager, South Kordofan, Email: [email protected] . Kamal Osmar Bella, General manager, South Kordofan . Osman Eissa, M&E officer, South Kordofan . Ebtisman Khalil, South Kordofan, Tel: 0918222108 . Fathi Ismail Elkinani, South Kordofan, Tel: 249912898321, Email: [email protected] . Kamal Osmar Bella, South Kordofan, Tel: 249912393961, Email: [email protected] . Ahmed Gabir Subahi, South Kordofan, Tel: 249912838136, Email: [email protected]
External Experts
. Ibrahim Abd El Mohsen, West Noubaria, Tel: 4253787 . Dr. Elfolly, M&E Consultant, West Noubaria . Dr. Mustapha Malki, Regional Coordinator of KariaNet, IDRC, Cairo, Egypt, Tel: +20 2 336 7051/52/53/54 or 762 7729; Fax: +20- 2 336 7056; Email: [email protected] . Dasem Shamoun, Eng. GTZ Jordan, Irbid, Tel: 077749655 . Nvart Taminian, Compuer GIS, Ministry of Agriculture / Range Land Project, Irbid . Cecile Kuster, IAC Netherlands, (North Kordofan)
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. Jim Woodhill, IAC Netherlands,( North Kordofan) . Ibrahim El Dukheri, Researcher, (North Kordofan), Tel: 0912392372, Email: [email protected] . Makky Kasum Elsees, Humanitarian Aid, North Kordofan, Tel: +249912564790 . Rafaa Marrouki, Ministry of Agriculture, Zaghouan . Mouloud Arab, Expert, Zaghouan, email: [email protected] . Abu Elgasim Khamis, NMPACT, South Kordofan, Tel: 0912825416 . Omya Gismalla, South Kordofan, [email protected]
Internal Documents
. M&E IFAD Guideline . Outcome Mapping: Building Learning and Reflection into Development Programs, by Sarah Earl, Fred Carden, and Terry Smutylo, IDRC 2001. http://www.idrc.ca/en/ev-9330-201-1- DO_TOPIC.html . West Noubaria Appraisal Report . http://www.nkrdpifad.org . http://www.skrdpifad.org
Web Sites
. http://www.idrc.ca . http://www.idrc.ca/en/ev-26586-201-1-DO_TOPIC.html . http://www.idrc.ca/en/ev-26266-201-1-DO_TOPIC.html . http://www.ifad.org . http://www.undp.org . http://www.fao.org . http://www.iac.wur.nl . thhp://www.microfinancegateway.com . http://www.made.uk.org . http://www.afrea.org . http://www.seep.org . http://www.nkrdpifad.org . http://www.skrdpifad.org . http://www.iued.ch
Newsletters
. Microfance Gateway newsletter . [email protected] newsletter . Made.uk.org
Communities of Practice
. GTZ . http://www.afrea.org
Research Institutions
. IDRC . IFAD . CIHEAM (West Noubaria) . American University (West Noubaria) . NCARTT, Jordan (Irbid) . IAC: International Agricultural Centre, Netherlands (North Kordofan) . Institute and Development Research Centre (North Kordofan)
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. International Agricultural Centre, http://www.iac.wur.nl . IFPRI Washington, USA . IUED . IFPRT . ICARDA
Libraries
. American University Library, Egypt (West Noubaria) . Alexandria Library (West Noubaria) . University of Jordan Library, (Irbid) . Yarmouk University Library (Irbid)
National or International Organizations
. IDRC . IFAD . UNDP . World Bank . FAO . UNOPS . CARE International in Egypt . CARDNE – Regional Centre on Agrarian Reform and Rural Development for the Near East (Irbid) . International Agricultural Centre, Netherlands (North Kordofan) . Development Studies and Research Institute, Karthoum (North Kordofan)
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Irrigation
Project Staff
. Ahmad Salah Ibrahim, Agricultural Machinery Unit Manager, West Noubaria, Tel: 012/1639613 . Dr. Abdel-Kareem MLabrouk, Head of M&E Unit, West Noubaria . Eng. Samir Badawy, Technical Operation Manager, West Noubaria, Tel: 03/4808808 . Yousry Hanafy Mahmoud, Irrigation Specialist, West Noubaria, Email: [email protected] . Mohamed Ali, Irrigation Specialist, West Noubaria, Tel: +2 0103034919 . Mohamed Ali Abdelhalim, Water Management, West Noubaria, Email: [email protected] . Yasseen Kassasbeh, Al Karak, Tel: 0777307013 . Hasan Aldmour, Project management, Al Karak, Tel: 0795120704, Emial: [email protected] . Ahlam Mahadeen, Project management, Al Karak, Email: [email protected] . Omar Abu Samra, Al Karak, Tel: 0796472627, Email: [email protected]
External Experts
. Prof. Dr. Samir Ismail, Agricultural Engineering Department, Alexandria University, Tel: +2 010 1281641 . Prof. Dr. Saad Fathalla, Agricultural Engineering Department, Alexandria University . Dr. Mahmoud Alef, Irrigation Specialist, West Noubaria, Tel: +2012 44 30356 . Dr. Mohamad Abo Kntwa, Manager Zone at Water Board Project, West Noubaria, Tel: 03/5436193 . Raied Khalalbeh, Al Karak, Tel: 032386146
Internal Documents
. Improving Modern Irrigation Systems, IFAD (West Noubaria) . Managing Water Demand: Policies, Practices, and Lessons from the Middle East and North Africa Forums, Ellysar Baroudy, Abderrafii Abid Lahlou, and Bayoumi Attia, IWA Publishing/IDRC 2005. http://www.idrc.ca/en/ev-85521-201-1-DO_TOPIC.html . Wastewater Use in Irrigated Agriculture: Confronting the Livelihood and Environmental Realities, Edited by Christopher Scott, Naser I. Faruqui, and Liqa Raschid, CABI/IWMI/IDRC 2004. http://www.idrc.ca/en/ev-31595-201-1-DO_TOPIC.html . Modern and Traditional Irrigation Technologies in the Eastern Mediterranean, Edited by Özay Mehmet and Hasan Ali Biçak, IDRC 2002. http://www.idrc.ca/en/ev-9329-201-1- DO_TOPIC.html. . Water Management in Islam, Edited by Naser I. Faruqui, Asit K. Biswas, and Murad J. Bino, IDRC/UNU Press 2001. http://www.idrc.ca/en/ev-9425-201-1-DO_TOPIC.html
Web Sites
. http://www.idrc.ca . http://www.idrc.ca/en/ev-23582-201-1-DO_TOPIC.html . http://www.ifad.org . http://www.rainbird.com . http://www.fao.org . http://www.cgiar.org/icarda . http://www.arc-egypt.org . INPIM . ASAE.org . ASAC.org
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. www.worldbank.org
Newsletters
. Soil Science News (Egypt) . FAO Newsletter
Communities of Practice
. Vercongroup: http://www.vercon.com (West Noubaria) . Ford Foundation . EDO (Education Development Organization), West Noubaria
Research Institutions
. Sadat, American University and Arab Academy (Human Resources Department), West Noubaria . National Centre for Agricultural Research and Technology Transfer, Jordan, (Al Karak) . IDRC
Libraries
. Bibliotheca Alexandria, Egypt: http://www.bibalex.org . Center Library, West Noubaria . Jordan University Library, (Al Karak) . NCART Library, (Al Karak) . JUST Library, (Al Karak)
National or International Organizations
. IDRC . IFAD . FAO . Ford Foundation . NGO's Service Center "In Egypt" . Swedish Foundation . GTZ
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Animal Production
Project Staff
. Adel Hagage, Specialist, West Noubaria, Tel: 012 421 0080, Email: [email protected] . Sameh Ahmed Soliman, Animal Production, West Noubaria, Email: [email protected] . Abdo Abdel Monem, Crop Production, West Noubaria . Sherif Mostafa, West Noubaria . Mohamed Cherkaoui, Oujda, Tel: 066 80 26 19 . Abderahmane Moussa, Oujda, Tel: 056 68 31 39 . Khalid Outhmani, Oujda, Tel : 056 68 31 39 . El Murtada Mohamed El Bashair, North Kordofan, Tel : 0911325899 . Babkhir Ahmed Adam, North Kordofan, Tel: 0912432093 . Mamoun Seliman Taha, North Kordofan, Tel: 0912824075 . Hayder Ald Molel, South Kordofan, Tel: 0634822019 . Mohal Ibrahim ElFadal, South Kordofan, Tel: 0634821030 . Hyder Ahmed, Animal Health, South Kordofan, Tel: 918170322 . Yasir Taha, Extension Training, South Kordofan, Tel: 912232921 . Mohamed Hamada, Animal Production, South Kordofan, Tel: 918219181 . Vasir Tahar Mohamed Kheir, South Kordofan; Tel: 0912232921 . Fath Waheed, South Kordofan, Email: [email protected]
External Experts
. Dr. Mohamed El Bakri, West Noubaria . Dr. Khaled El Bahrawy, Animal Reproduction West Noubaria, Email: [email protected] . Dr. El Said El Hassanein, Animal Reproduction, West Noubaria, Email: [email protected] . Mohamed Acherkouk, Oujda, INRA / CRRO, Tel: 062 85 74 31 . Dr. Hamad Adam, Animal Resources Manager, (North Kordofan), Tel: 952732114 . Usef Andam Abduzaida, Planning Manager, (North Kordofan) . Omer Mustafa Ali, North Kordofan, Tel: 0912945341 . Dr. Salam Molal Adam, South Kordofan, Tel: 0634822019 . Dr. Amal Omar Bakrit, University Science and Technology Khartoum, (South Kordofan), Tel: 0912347090 . Salih Mahmood Tea, NIMAD, Kadugli, (South Kordofan), . Dr. Mohamed Fadlalaf, HAC Khartoum, (South Kordofan) . Dr. john Smith, FAO Egypt, (South Kordofan), Tel: 0912688698
Internal Documents
. Technical sheets, Oujda
Web Sites
. http://www.wisard.org . http://www.IFAD.org . http://www.FAO.org . http://www.vetwork.org.uk . http://www.vetaid.org
Newsletters
. El Raj Alaam (South Kordofan) . El Ahbam (South Kordofan)
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. Area-online
Research Institutions
. http://www.cgiar.org/icarda . Animal Research Centre, North Kordofan . Agricultural Research Centre, North Kordofan . University of Sudan for Science and Technology, Khartoum . Animal Production Centre, South Kordofan . AHFHD University, Sudan
Libraries
. http://www.bibalex.org . NKRDP Operation office El Mrwaba (North Kordofan) . Animal Resource Administration, Khartoum (North Kordofan) . Library of the Arab Organization for Agricultural Development (South Kordofan) . Sudatel Library, Khartoum
National or International Organizations
. FAO . IFAD . Icarda . Elsiver . INRA Rebat (Oujda) . DIG – Development Initiative Group – Khartoum, (North Kordofan) . SCF America, (North Kordofan) . Arab Organization for Agricultural Development . PACE Sudan . HAC – Humanitarian Aid Commission
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Food Production
Project Staff
. Selham Elasassi, Oujda, Tel: 061 36 5707, Email: [email protected] . Khalid El Atmani, Oujda, Tel : 066 05 7402 . Mihoud Zeroual, Oujda, Tel : 063255221 . Ebraheem Taha, PMU, Irbid, Tel : 009627262502 . Awny Shadiafat, PMU, Irbid, Tel: 009627263501 . Hazem Sumadi, Field Unit, Irbid . Mufid Karasneh, YARDP, Irbid, Ramtha Unit, Tel: 027383919 . Ahmed Gabir Sarbahi, SKRDP, Email: [email protected] . Kamal Balla, SKRDP, Email: [email protected] . Essam Eldin Ahmed, South Kordofan, Tel: 0634894222 . Tag Elsir Elhag, Translation, South Kordofan, Email: [email protected] . Noureddine Nasr, Tataouine . Mahwachi Tijani, Tataouine . Ganaychya Amor, Tataouine
External Experts
. Abdelah M'harchi, Oujda, Tel: 067086753 . Mustapha Azizi, Oujda, Tel: 661 48 105
Web Sites
. http://www.idrc.ca/en/ev-23584-201-1-DO_TOPIC.html . http://www.fao.org . http://www.ncartt.gov.jo . http://www.respond.org
Newsletters
. Area-online
Research Institutions
. National Centre for Agricultural Research and Technology Transfer – NCARTT, Amman, Jordan (Irbid) . Regional Centre for Agricultural Research and Technology Transfer – RCARTT, Al Ramtha, Jordan . Afad University (South Kordofan) . IDRC
Libraries
. NCARTT Library, Amman, Jordan . Jordan University Library, Amman, Jordan . Jordan University for Science and Technology Library, Irbid, Jordan . Yarmouk University Library, Irbid . Afad University (South Kordofan) . University of Khartoum
National or International Organizations
. DPA Oujda, BP 704, Morocco . Department of Extension, Ministry of Agriculture, Jordan (Irbid) . GTZ
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. FAO
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Credit
Project Staff
. Tarek M. Youssef, Sohag, Tel: 010/6682510, Email: [email protected] . Samah Zaghol, Sohag . Sherif Moustafa, West Noubaria, Tel: 012650 3842, Email: [email protected] . Mr. Hazem Nagil, Chief of credit component, West Noubaria, Tel: 01 23723703 . Mr. Abel Kareem Mabrouk, Chief of Evaluation Unit, West Noubaria . Mr. Abdel Manged Salah, Financial Directory, West Noubaria, Email: [email protected] . Mohammed Hamilni, South Kordofan, Tel: 631 182135 . Kamal Osman Bala, South Kordofan, Tel: 231 822399 . Adiu Balla, South Kordofan, Tel: 631 821 29 . Mohamed Brahim, Extension, South Kordofan, Tel: 0631 821105 . Ahemed Eshaden, Extension, South Kordofan, Tel: 0631821105
External Experts
. Ayman M. Ahmed, Sohag, Tel: 010 5008866 . Hassem Hassan, West Noubaria . El Rasheid Osman, ABS El Obeid, (South Kordofan), Tel: 63482069 . Mariba Aresse, ABS Kadugli, South Kordofan, Tel: 831822803
Web Sites
. Cairo.eun.eg (Sohag)
Newsletters
. Ahram.org.eg (Sohag)
Communities of Practice
. Muntada Elfercon (South Kordofan)
Research Institutions
. Sudanese Research Station (South Kordofan)
Libraries
. Khartoum University Library
National or International Organizations
. FAO . UNDP
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Road/Tracks
Project Staff
. Alaa Moaad Mohamed, Sohag, Tel: 010 5252574 . Moner Hosne Ahmed, Sohag, Tel: 0105500668
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Gender Mainstreaming
Project Staff
. Ms. Mona Dawoud, M&E Department, Sohag, Tel: 2012 4210502, Email: [email protected] . Dr. Bulges Hagrass, Social Department, Sohag, Tel: 2012 5685117, Email: [email protected] . Ms. Samah Zaghlool, Social Department, Sohag, Tel: 2010 971773, Email: [email protected] . Ouazzi Esseoiya, El Haouz, Tel: 070 12 17 85, Email: [email protected] . Rana Horani, Women Development, Al Karak, Tel: +962745591101, Email: [email protected]
External Experts
. Saad Shedid, Micro Credit, Sohag, Tel: 20125684560, Email: [email protected] . Inam Asha, Counseling program Coordinator, Sisterhood is Global Institute, Al Karak, Email: [email protected]
Web Sites
. http://www.developpementrural.com
National or International Organizations
. FAO . UNDP
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Rural Enterprise
Project Staff
. Ms. Mona Dawoud, M&E Department, Sohag, Tel: 2012 4210502, Email: [email protected] . Ms. Samah Zaghlool, Social Department, Sohag, Tel: 2010 971773, Email: [email protected] . Dina Mohamed, Secretary, Sohag, [email protected] . Youssef Ali Hassan, Sohag, Tel: 010 5199040 . Namer Harsens, Sohag, Tel: 010 5500668 . Abdel Sahman Bakrit, Sohag, Tel: 010 78 10 855 . Mohamed Nidar, El Haouz, Tel: 061871779, Email: [email protected] . Mohamed El Mikali, El Haouz . Maryam Bani Hain, Irbid, Tel : 0777 322270, Email : [email protected] . Ebraheem S. Altahat, Irbid, Tel: 0777971625, Email: [email protected] . Esam Al Rossan, Irbid . Ruba Jaradat, YARDP, Field unit, Irbid, Tel: 0795926482 . Maysoun Kasawneh, YARDP / PMU, Irbid, Email: [email protected] . Rania Telfah, Field unit, YARDP / PMU, Irbid, Tel 0777 45 46 95 . Muntha Al Hassan, Irbid, Tel: 7500271 . Yehya Malkawy, YARDP, Irbid, Tel: 027585951 . Nawal Eldow Ali Adam, North Kordofan, Tel: 0911260648 . Mamoon Suliman, North Kordofan, Tel: 0912824075 . Hamad Ahmed Abdalla, South Kordofan, Tel: 911275952 . Ahmed Els Kafie, South Kordofan . Mohamed Ebrahim, South Kordofan . Hassan Osman Mohamed, South Kordofan, Tel: 091 8340973 . Ahamed Jabir Supahi, South Kordofan, Tel: 0912836138 . Nahai Adriss Adam, South Kordofan, Tel: 0918218720 . Leila Gachout, Projet PRODESUD, Tel : +216 95 606 341, Email: [email protected] . Houda Ganhouba, Projet PRODESUD, Tel : +216 97 785 066, Email: [email protected]
External Experts
. Saad Shedid, Micro Credit, Sohag, Tel: 20125684560, Email: [email protected] . Mohamed Eid, El Salaa CDA, Sohag . Ayman Al Gendey, Sohag, Tel: 0123199932 . Abad Razak Bani Hani, Irbid . Farhal Alzebia, Irbid, Tel: 02758045 . Sadi Al Roufan, Consultant, (Irbid), Tel: 0196914899, Email: [email protected] . Jahad Obeidate, Consultant, (Irbid), Email: [email protected] . Alfatih Khabeir, North Kordofan, Tel: 0911129710 . Elsin Hassan Awad, South Kordofan . Maroon Mohamed Ahmed, South Kordofan . Moamed Yhiya Blalle, South Kordofan . Osman Ismil Mohamed, South Kordofan . Awad Gaidoom, South Kordofan
Internal Documents
. Information Data Fact Management, Sohag
Web Sites
. http://www.worldbank.org
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Newsletters
. Akhbar Elyome (South Kordofan) . Elwan (South Kordofan)
Research Institutions
. Yarmouk University, (Irbid) . Jordan University for Sicence & Technology, (Irbid) . Khartoum University . Sudan University for Technology and Science
Libraries
. Department of Kwaldej in Sohag Governorate . British Council Library, Khartoum . Sudan University Library, Khartoum
National or International Organizations
. Noor Alhusen Foundation (Irbid) . Agricultural Credit Corporation (Irbid) . Kardnie (Irbid) . GTZ . IFAD . IRC . UNDP
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Marketing
Project Staff
. Ahmed Fouad, West Noubaria . Amir Favouk, West Noubaria . Eng. Ahmed Abo El-Naga, Marketing officer, West Noubaria . Eng. Yahea Abd El-Gaffar, Chief of Marketing component, West Noubaria, Tel: 012 6366199 . Amel Galal Hassanien, Assistant of project Manager, West Noubaria, Tel: 010 1636900 . Eng. Yousry Abed, Manager of Community Component, West Noubaria, Tel: 045 263235 . El Shaikh Ali Mohamed, North Kordofan . Musa Mohamed, North Kordofan . Leila Gachout, Animatrice, Projet PRODESUD, Tel : +216 95 606 341, Email : [email protected] . Houda Ganhouba, Animatrice, Projet PRODESUD, Tel : +216 97 785 066, Email : [email protected]
Internal Documents
. Marketing Management, Project library, Tataouine . Communication Marketing, Project library, Tataouine
Web Sites
. http://www.heia.org . http://www.egtraders.com . http://www.upehc.arc.sci.eg
Libraries
. Bibliotheca Alexandria, Egypt
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Rural Financial Services
Project Staff
. Tamer Ibrahim Ali, Financial Administration, West Noubaria . Mr. Abd El Menged Saleh, Financial Administration, West Noubaria . Dr. Abd El Kareem Mabrouk, Manager of M&E Unit, West Noubaria . Ahmed Amer, Financial services, West Noubaria, [email protected]
External Experts
. Hazen Hassan, KPMG (West Noubaria) . Prof. Dr. Said El HelBawy (West Noubaria)
Web Sites
. http://www.heia.org . http://www.egtraders.com . http://www.upehc.arc.sci.eg
Libraries
. Bibliotheca Alexandria
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Income Generating Activities
Project Staff
. Rania Talafha, Field unit / YARDP, Irbid, Tel: 7249703 . Maisoun Khasawneh, PMU / YARDP, Irbid, Email: [email protected] . Ruba Jaradat, Field Unit / YARDP, Irbid, Tel: 0795926482 . Rana Horani, Extension Agent, Al Karak, Tel: +962745591101, Email: [email protected] . Khaled Fared Al Gudah, Al Karak, Tel: 0795324380 . Awad Tarawneh, Extesnion officer, Al Karak, Email: [email protected] . Malak Hatar, extension officer, Al Karak, Tel: 032322813
External Experts
. Hazen Hassan, KPMG (West Noubaria) . Prof. Dr. Said El HelBawy (West Noubaria)
Web Sites
. http://www.heia.org . http://www.egtraders.com . http://www.upehc.arc.sci.eg
Libraries
. Bibliotheca Alexandria
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Local Capacity Building
Project Staff
. Mihoud Zeroual, Oujda, Tel: 063 255281 . Khalid El Atmani, Oujda, Tel: 066 057 . Nadia Abdalla Hamdoon, South Kordofan, Email : [email protected] . Ibrahim Abubaker Mohamed El Hassan, Extension department, South Kordofan, Tel: 91284260 . Mhamed Ibrahim Elfadul, South Kordofan . Kamal Iman Balla, General manager, South Kordofan, Tel: 0631822399 . Mahamon Husni Hanan, EROM, South Kordofan, Tel: 0636822606 . Ahmed Tahin Subahi, WROM, South Kordofan, Tel: 0634 8 22 793 . Tyrab, South Kordofan, Tel: 0912582811 . Mohamed Hussni Hana, Operations manager, South Kordofan Tel: 0633822606 . Mohamma Habeab Mohammad Ahmad, South Kordofan, Tel: 0912568550 . Fathi Osmail Elkinani, South Kordofan, Tel: 0631821030 . Mohammed Inbraheam Eltadot, South Kordofan, Tel: 0631821030
External Experts
. Mohamed Sebihui, Oujda, DERD, Morocco . Malik Arees Alfaki Ali, Agricultural Bank, South Kordofan . Eisa Osman Sherif, SCOP/Dallang, South Kordofan, Tel: 0918098154 . Ahmed Abbas, IRC/Lagawa, South Kordofan, Tel: 0638 8 30286
Web Sites
. http://www.ifpri.org . http://www.skrdpifad.org
Research Institutions
. Medani Research Centre, White Nile State, Sudan (South Kordofan) . International Food Packing Research Institute (South Kordofan) . INRA Morocco . INRA France
Libraries
. Khartoum University Library, Faculty of Agriculture . Algezira University, Sudan . Bibliotheca Alexandria
National or International Organizations
. "Grains de sel" . FAO . Agricultural Bank of Sudan . Ahfad University, Khartoum
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Rural Infrastructure
Project Staff
. Hamdi Iffa, Irrigated Soils and Perimeters, Tataouine, CRDA, Tel: 98 373872, Email: [email protected] . Samah Jaradat, Landuse Planner, YARDP / PMU, Irbid, Tel: 0777206327, Email: [email protected] . Mahmoud Hammasha, Landuse Planner, YARDP / PMU, Irbid, Email: [email protected] . Mysoon Khasouneh, Landuse Planner, YARDP / PMU, Irbid, Email: [email protected] . Mohamed Alizboon Hajaya, Al Karak, Tel: 07772380989, Email: [email protected]
External Experts
. Mohamed Sebihui, Oujda, DERD, Morocco
Web Sites
. http://www.moa.gov.jo . http://www.ifad.org . http://www.fao.org
Research Institutions
. INAT (Tataouine)
Libraries
. INAT (Tataouine)
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Forestry
Project Staff
. Isam Hag Eltalim, NKRDP, North Kordofan, Email: [email protected] . Faize Satih, NKRDP, North Kordofan, Tel: 09150690070 . Amal Hamid, NKRDP, North Kordofan . Rashid Al Elaziz, NKRDP, North Kordofan, Email: [email protected] . Isam Edin Hag Eltahi, North Kordofan . Awahir Musa, South Kordofan, Tel: 912898248
External Experts
. Abda Ahamed Abdalla, Ministry of Agriculture, Sudan North Kordofan, Tel: 09180524400 . Faiza Siddig Mohamed, FNC, North Kordofan, [email protected] . Hanan Mutawakil, UNDP, North Kordofan, Tel: 0912841903 . Asha El Karib, North Kordofan
Internal Documents
. Village profiles (North Kordofan) . Gender curriculum (North Kordofan) . PLA Tools Manual (North Kordofan)
Web Sites
. http://www.dgroups.org . http://www.ifad.org . http://www.undp.org
Research Institutions
. Agricultural Research Centre, North Kordofan
Libraries
. University of Kordofan, El Obied . Forect National Corporation, El Obied
National or International Organizations
. SOS Sahel . CARE . Development Initiative Group - Khartoum
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Annex 6 – ToRs of the Study
KNOWLEDGE ACCESS FOR RURAL INTERCONNECTED AREAS NETWORK KARIANET
KNOWLEDGE & INFORMATION NEEDS ASSESSMENT STUDY
TERMS OF REFERENCE
DRAFT VERSION 3.0 SUBMITTED TO THE PROJECT MANAGEMENT COMMITTEE
AUGUST 2005
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1. Introduction
Knowledge Access in Rural Interconnected Areas Network (KariaNet) is a multi-stakeholder partnership between the International Fund for Agricultural Development (IFAD), the International Development Research Centre (IDRC) and IFAD-funded projects in the Middle East and North Africa region. It seeks to foster networking among these latter projects for the sake of sharing useful knowledge and exchanging relevant information and experiences, first among them, and therefore with the "external world". The underlying overall goal of the network is to improve operations and outcomes of its project-members, enhance the fulfillment of their objectives, and improve livelihoods of IFAD target groups, through strengthening capacity of its project-members.
In pursuing their development and empowerment objectives, KariaNet project-members inherently rely on very close interaction with rural communities and poor individual members of their target populations. Implementation of projects, mainly based on expressed needs of poor households and communities, relies substantially on the important role of adequate practices and technologies, thus information and knowledge, to improve production technologies and enhance marketing opportunities. The ultimate goal of such interventions is to improve income and living conditions of these targeted groups. Given these efforts and experience, a significant capacity to appreciate the information requirements of the rural poor and its value for their development has been developed within IFAD and its funded-projects. And the common constraints and features affecting the livelihoods of poor rural communities in the region provided a strong rationale for sharing knowledge and experiences among IFAD-funded projects and their stakeholders.
2. Role of ICT in knowledge sharing and information exchange
Recent developments in Information & Communication Technologies (ICTs) and the increased availability of information provide important opportunities for enhancing and facilitating knowledge sharing and information exchange. ICTs facilitate codifying and storing information and knowledge, and enable its prompt dissemination amongst potential users, thus improving communication amongst different stakeholders. These new tools can complement the conventional dissemination technologies very-well known in agricultural extension (such as CD-ROMs, Radio/TV, printed material, telephone, etc.) as well as with traditional communication mechanisms (such as poetry and theatre) in disseminating as large as possible useful content. In this respect, ICTs offer tremendous opportunities to support IFAD-funded projects' sharing of useful knowledge and exchange of relevant information as well as improving communication with rural communities. Yet, despite their potential role as mentioned above, ICTs are still not largely used by IFAD-funded projects' staff to their full potential, and certainly remain beyond the reach of projects' target groups. Instead, the trend in developing countries has been that developments in ICTs have improved opportunities only for the better-off, thus increasing the income gap between them and the rural poor.
Designed to correct the aforementioned situation, KariaNet aims at harnessing the potential of ICTs, as demonstrated by other similar networks and initiatives, to catalyze rural poverty reduction in the Middle East and North Africa region by improving knowledge generation and sharing. The KariaNet vision sets hereafter the intended goal of the network.
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KariaNet vision In the Near East and North Africa region, rural development partners, including IFAD-funded projects and their staff, value and depend on sharing of knowledge and experiences. IFAD-funded projects are linking people and accessing information in a way that contributes to fulfilling their overall objectives, and contributing to the MDGs. Relationships between rural communities and KariaNet project-members are strengthened and local communication is improved. An increase in information flow and knowledge exchange is contributing towards higher incomes and better living standards in rural areas. KariaNet project-members are recognized for their knowledge based on practice and experience, and KariaNet is valued by the development community as a useful source of knowledge on rural poverty reduction. New IFAD- funded projects value knowledge sharing, and integrate exchange of experiences and learning processes, thereby strengthening communication, partnerships and impact achievement.
The design of KariaNet relies on the recognition that improvement of communication and knowledge sharing among its project-members' managers and staff, on the one side, and with their partners and stakeholders, on the other, is a challenging task. And such task would require a significant emphasis on capacity-building and on strengthening a culture of communication within and between the project-members, first, and between them and their stakeholders, as a consequence. For this reason, the network aims to enhance ICT access and institutional capacity-building at the project level to establish a conducive environment for ICT use, before engaging, in the long run, in ambitious plans of electronic knowledge sharing involving project-members' target groups. Given all this, KariaNet purpose is to strengthen the capacity of its project-members for sharing and communicating useful knowledge and exchanging relevant information and experiences among themselves as well as other partners and stakeholders. Consequently, KariaNet project-members are able to improve their operations as well as provide appropriate problem-solving information to their beneficiaries. The network mission hereafter reflects its specific objectives.
KariaNet mission Looking forward to support its project-members to enhance their impact on rural poverty alleviation, KariaNet aims at establishing an ICT-mediated network of IFAD-funded projects in the Near East and North Africa with the scope to share knowledge and exchange experiences. The network will: • Provide support to set-up and efficiently use information and communication technologies (ICTs); • Harvest information, and facilitate access to it; • Promote communication within and between KariaNet project-members, on the one hand, and between the latter and their partners, on the other; • Nurture communities of practice and practitioners; • Foster learning and sharing among its project-members; • Build the capacity of its project-members' staff to capture, manage and disseminate knowledge; and • Foster networking efforts between partners involved in rural poverty eradication. Through a pilot project, KariaNet will promote the use of ICT amongst rural poor populations and their organizations, as well as assessing and responding to their information and knowledge needs.
3. Background on Knowledge Management in KariaNet
KariaNet is a knowledge sharing network. To achieve its objectives, KariaNet will combine two basic and complementary interventions: enhancing connectivity and fostering networking among project- members. The first seeks to get project-members "on-line", using as systematically as possible ICT to enhance knowledge management and sharing. Allying both technological and social features, the second supports the set-up, at different levels, of appropriate networking mechanisms within and among project-members, as well as between the latter and their partners and stakeholders that would support knowledge sharing.
In other words, KariaNet seeks to provide an enabling environment for the project-members to tap into their own, collective knowledge and expertise, as well as into any other source of knowledge related to their activities, and for the dissemination of best practices among them. In this respect, knowledge management is central to project and regional capacity building in terms of improving project-members' performance. This becomes even more evident if we admit that KariaNet project- members are not only users of knowledge and information but certainly providers as well.
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4. Purpose of the Needs Assessment Study
The success of KariaNet depends on its ability to respond to the knowledge and information needs of its project-members' managers, staff, beneficiaries, and partners, as well as its ability to analyze the drivers and constraints for this initiative. In this respect, the Needs Assessment Study will provide relevant information about what type of knowledge and information is required, in which format it should be presented, where it can be accessed, which constraints and problems (especially e- readiness) inhibit project-members access it, etc. The study will help identify potential knowledge gaps, if any, and formulate recommendations about how to overcome these gaps.
A particular attention should be paid to the potential "success stories" and "best practices" that are available among KariaNet project-members' and which can be documented and shared. This may concern not only practices developed and/or promoted by the Project Management Unit but the ones developed/used by the project beneficiaries.
In order to strengthen the participatory character of the programme design, an active participation of all beneficiaries and potential stakeholders in the study is of paramount importance to ensure the "ownership" of its outputs, and the "responsiveness" of its outputs vis-à-vis KariaNet beneficiaries' needs. Hence, the study will include directly KariaNet member projects in Egypt, Jordan, Morocco, Sudan, and Tunisia, through visits and a questionnaire-led survey, as well other methodological tools that will strengthen their participation in the study. Also, the study may use printed questionnaires to include other IFAD-funded projects in the region.
Moreover, the study will include the potential sources of knowledge and information at all national, regional and international levels, especially (but not only) the research institutions, NGOs, etc.
5. Scope of Work
The Needs Assessment will focus on the following tasks: 1. Identification of key users and stakeholders of the network. It is expected that the Needs Assessment Study will identify key users and stakeholders (member projects' staff and beneficiaries, government agencies, research institutions, NGOs, other international agencies, such as IFAD, etc.). It will also identify potential communities of practice among the users and stakeholders of the network who would spearhead and support knowledge sharing and dissemination initiatives at the local, national and regional levels. 2. Identification of the knowledge/information needs and strengths of the key users and stakeholders. This will involve the undertaking of a questionnaire survey to determine key users and stakeholders' need- to-know agenda as well as knowledge/information priorities, their area(s) of strength and expertise in terms of knowledge and information, especially in terms of indigenous knowledge as for KariaNet member projects, their current resources (e.g. local databases, libraries), their knowledge/ information sources (e.g., consulting firms, development agencies, academic researchers), etc. It has to be clearly said that the Needs Assessment Study will actively involve KariaNet member projects' staff and beneficiaries as well as other potential stakeholders in needs' documentation and solutions' development. 3. Undertaking of a participatory stakeholder analysis. The Needs Assessment Study will encompass, in addition to the questionnaire survey mentioned in Point 2 above, the undertaking of a participatory stakeholder analysis to identify key users and stakeholders' needs, motivations and constraints in the overall framework, and tries to bring together stakeholders, at the project level, to discuss solutions and find where there is some convergence. 4. Analysis of the actual environment for knowledge sharing. The Needs Assessment Study will also include an analysis of the present culture (e.g., perception of the value of knowledge sharing, perceptions of what constitutes accurate/quality information, attitudes to unstructured collaborative modes of learning, degree of trust of outside information sources, language abilities) among the member projects' staff and beneficiaries, and the state and use of the available technologies (e.g., e-readiness, phone, fax, costs).
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5. Formulation of recommendations on how to foster better knowledge sharing. The Needs Assessment Study will provide practical recommendations based on the points 1-4 above, and on any other evidence, to help KariaNet foster a better knowledge sharing among its member projects and achieve at reasonable cost and time-frame its mission, as mentioned earlier.
In terms of implementation, the Needs Assessment Study will be conducted in a series of visits to KariaNet member projects' and partners in the 5 countries identified above.
6. Methodology
The final selection of a consultant will be pursuant to the submission of an appropriate methodology for the Need Assessment Study by each short-listed candidate consultant. However, in terms of illustration, the Needs Assessment Study will use a combination of quantitative and qualitative tools to collect information, such as: • Questionnaire survey to include member projects and other potential stakeholders; • Participatory stakeholder analysis; • Interviews with potential users on a one-to-one basis; • Focus groups in case of larger and heterogeneous audiences, whenever possible…
The key informants to be contacted would include representatives from: • KariaNet member projects' staff and beneficiaries in the 5 selected countries; • Relevant local and national government agencies; • Donor institutions and international organizations; • International, regional and national networks and research institutions; • Non-governmental organizations (NGOs) working in the member projects' areas; • Others, as required.
It is expected that the consultant will meet identified key users and stakeholders of the network, and contact others that may not be immediately accessible, via email, fax or telephone. All countries identified above must be visited, with a special attention, but not only, to the member projects in each country.
7. Consultant tasks and competencies
The Needs Assessment Study will require hiring/contracting of a consultant having competence in Knowledge Management, with sufficient skills in conducting social research. Knowledge on networking and use of ICTs for knowledge sharing, as well as familiarity with agricultural & rural development would be a must.
The tasks to be carried out by the consultant will be as follows: • Undertake a questionnaire survey and other activities of the Needs Assessment Study; • Meet with KariaNet project-members' representatives and focal points as well as any other key users and stakeholders; • Facilitate focus group discussions within the concerned countries; • Prepare an inventory of the knowledge/information needs and sources, with a special focus on the needs of KariaNet member projects' staff; • Prepare an inventory of indigenous "success stories" and "best practices" available in KariaNet member projects' environment; with a special focus to the ones that can immediately documented and shared. • Prepare practical recommendations about how to foster a better knowledge sharing among KariaNet member projects. • Prepare the final report.
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Key competencies of the consultant must include, but not only: • Background in Knowledge Management and knowledge processes; • Sufficient experience in carrying out social research (at least 5 years); • Understanding of needs assessment methodology; • Sufficient experience with knowledge networking initiatives. • Familiarity with agricultural & rural development would be a must; • Fluency in French, English (speaking Arabic would be a must);
8. Outputs and Deliverables
The consultant will present a Needs Assessment Report documenting his/her findings and practical recommendations for a better knowledge sharing among KariaNet member projects, specifying, among others, the following items: • Knowledge and information needs on the different communities of practices (or "populations") within the KariaNet network; • "Success stories" and "best practices" available within KariaNet member projects and their key partners, including indigenous "success stories" and "best practices" available amongst KariaNet member projects' beneficiaries; • Potential sources of knowledge and information in the 5 concerned countries and in the region; • Findings of the analysis of the actual environment of knowledge sharing; • Practical recommendations to foster a better knowledge sharing among KariaNet member projects…
The document should be written in English and include an executive summary in English, French and Arabic.
It is expected that the consultant will be available for a period of 5-6 weeks during the months of September-December 2005, including adequate time for report writing.
An oral presentation of the draft version of the Needs Assessment Report will be organized in Cairo at the end of the mission, during the first decade of December 2005. The submission of the final version of the Needs Assessment Report should be by December 20, 2005.
9. Tentative agenda of the study
Day 0 Travel from homecountry to Cairo Day 1 Briefing at KariaNet Office in Cairo Day 2 - 5 Meeting the project-members in Egypt Day 5 Travel Cairo to Khartoum (flight MS 853) Day 6 - 8 Meeting the project-members in Sudan Day 9 Travel from Khartoum to Cairo (flight MS 854) Travel from Cairo to Amman (flight RJ 506) Day 9 - 13 Meeting the project-members in Jordan Day 14 Travel from Amman to Cairo (flight RJ 505) Day 15 Travel from Cairo to Tunis (flight TU 814) Day 16 - 20 Meeting the project-members in Tunisia Day 21 Travel from Tunis to Casablanca (flight TU 711) Day 22-25 Meeting the project-members in Morocoo Day 26 Travel from Casablanca to Tunis (flight TU 712) Travel from Tunis to Cairo (flight TU 813) Day 28 Presentation of a summary of the findings Day 29 Travel from Cairo to homecountry Day 30-35 Home station writing the report
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10. Contact person
Anyone interested is free to send expression of interest, a detailed CV and a technical and financial bid to Dr. Mustapha Malki either by mail, fax or e-mail to [email protected] before 20th of August 2005.
Dr. Mustapha Malki Regional Coordinator of KariaNet International Development Research Centre (IDRC) Middle East/North Africa Regional Office 8 Ahmed Nessim Street, P.O. Box 14 Orman, Giza, Cairo, Egypt Phone: ++20-2-336-7051/52/53/54 or 762-7729 Fax: ++20-2-336-7056
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