Challenges in measuring KM results and impact IFAD’s experience 15th international WASD conference, Bahrain 2017 Helen Gillman Senior KM Specialist

Overview What IFAD does & why knowledge is so crucial to our work, Role of KM in IFAD Action learning initiative on KM in East and Southern Africa Challenges inherent in monitoring performance and impact of KM Focus on lessons drawn from practice

What is IFAD? A specialized UN agency & IFI We invest in rural people Knowledge crucial to our work: experiential & evidence-based

Role of KM at IFAD Solid history of KM Knowledge building & dissemination a key pillar of results delivery Clear purpose: support innovation & scaling up Recognition of leading practice in UN system KM Strategy: space to experiment & learn

Good practice: IFAD KM strategy Linked to IFAD’s overall objectives Broad & flexible – provided space to experiment and learn A “thousand flowers” bloomed Established solid foundations for KM

KM & learning in practice Learning initiative in East & Southern Africa Broad and ambitious agenda The approach Dynamic, adaptive action research Face-to-face interaction Systemic competence development

Main outputs Integrated KM system Learning & adaptation M&E Communication Experimentation Information management

Main outputs Practical guide to putting KM into action A comprehensive, flexible framework for project teams 11 critical success factors

Key lessons Need for a clear purpose Need for compelling motivation and incentives Need for leadership Need for capacity to implement KM&L Need to integrate KM into organizational systems, processes and structures – make it a way of working 1

Hence…KM is about... Good management Honest commitment Environment where people are encouraged to reflect, share and learn from each other

Challenges in measuring KM performance: context Greater accountability for results Concrete impact, hard data, better delivery processes Knowledge, innovation, competence fundamental Learning approaches are part of the solution.

Challenges in measuring KM performance Clear purpose, full integration into business processes, performance improvement Most knowledge is tacit and difficult to codify Common understanding essential for mainstreaming and meaningful measurement Particular challenge in the development sector Lack of impact indicators

Challenges in measuring KM performance Knowledge is systemic - contributes to overall growth and efficiency KM indicators in existing systems may increase opportunities for knowledge to be recognized and valued as a strategic contribution

“Softer” factors   Understand what KM means in daily work, the benefits: work & professional development Capacity & resources – time Priority – value learning, open to change

Lessons from other organizations Make corporate indicators KM sensitive Know what to measure No particular indicator is the most effective Indicators reflect political priorities Indicators are contextual Measure knowledge value through client surveys and internal KM surveys

Conclusion Strategic guidance, leadership, recognition KM is systemic, space for experimentation & learning Mainstreaming happens despite lack of systematic monitoring Without evidence of concrete impact KM will remain vulnerable

Thank you Helen Gillman Senior KM Specialist IFAD h.gillman@ifad.org Knowledge for Development Partnership Andreas Brandner andreas.brandner@knowledge4development.org Sarah Cummings sarah.cummings@knowledge4development.org