KM IN THE IFAD PAKISTAN PORTFOLIO Problems and Possible Solutions

WHAT IS KM? Knowledge Management (KM) comprises a range of practices used in an organisation to identify, create, represent, distribute and enable adoption of insights and experiences Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organisational processes or practice

WHAT IS KM? KM efforts typically focus on organisational objectives such as improved performance, innovation, the sharing of lessons learned, and continuous improvement of the organisation KM efforts can help individuals and groups to share valuable organisational insights, to reduce redundant work, to avoid reinventing the wheel per se, to reduce training time for new employees, to retain intellectual capital as employees turnover in an organisation, and to adapt to changing environments and markets

WHAT IS KM? It follows logically that monitoring and evaluation (M&E) is a part of knowledge management

THE PROBLEM IFAD’s principal partners are government; M&E is systemically weak because of characteristics of the government system and because IFAD does not insist. As to other KM, sometimes not even project achievements are documented, let alone problems

A POSSIBLE SOLUTION INTEGRATE KNOWLEDGE MANAGEMENT INTO PROJECT DESIGN

HOW DO I INTEGRATE KNOWLEDGE MANAGEMENT INTO PROJECT DESIGN?

A POSSIBLE SOLUTION WHAT ELEMENTS ARE TO BE INTEGRATED? 1.Better M&E 2.Other KM

PROBLEM FORMULATED Good M&E is reconised as a must and will be designed Let KM be part of the package

GROUP 1 RESPONSES Indicate in the loan agreement through a line item AAR (After Action Review)or substitute at every project milestone Strict external supervision KM budget line items in every major component

GROUP RESPONSES M&E should not be part of admin, but a separate and independent component with staff and budget M&E head should be part of senior project management Clear outputs should be specified for KM & M&E in project document, with OVIs

GROUP RESPONSES Outputs/activities should be assigned with clear accountabilities In design mission, integrate (responsibility for) KM plan and budget into each designer’s TOR A learning agenda should be integrated into project design

GROUP RESPONSES For practical purposes, subsume KM under M&E (quite interdependent) IFAD projects need to go beyond data collection and really do M&E (analysis) Separate KM “paper” (annex) in formulation and appraisal documents

GROUP RESPONSES Communicate importance of KM to Government partners involved in design Substitute some of the M&E tasks/processes with KM tasks/processes (lessen former, increase latter) KM in each projects staff’s TOR (work plan)

GROUP RESPONSES Limitations of current M&E system: Impact on Project KM: Need clear indicators, outputs, outcomes Key file on KM KM capacity building plan Appropriate (trained) monitoring staff at all project levels (PMU, districts etc.)

GROUP RESPONSES Build a platform that allows KS intra- project, start with face-to-face meetings. Integrate KM into project management meetings Specify a documentation system for KM

HOW DO I INTEGRATE KNOWLEDGE MANAGEMENT INTO ONGOING PROJECTS?

KM in Ongoing Projects Projects were given KM tasks halfway into the project cycle Ongoing projects need to be “KM- sensitised” KM must be integrated at portfolio & CPMT level KM strategies and KM plans must be developed at project level, specifying deliverables – IFAD help needed

KM in Ongoing Projects Funds for KM must be provided – by IFAD if necessary (e.g., grants) Networks such as ENRAP should assist programme/project level KM in every possible way. More ownership of KM by IFAD is needed IFAD needs to be more proactive