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 1 / 135 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. 2 / 135 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