innovative approaches of knowledge management in agriculture: experiences from ipms...
DESCRIPTION
Presented by Fanos Mekonnen, Ermias Sehai and Dirk Hoekstra at the 11th regional conference of Southern and Eastern African Association for Farming research-Extensions (SEAAFSRE), South Africa, 19-21 November 2012.TRANSCRIPT
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Innovative Approaches of Knowledge Management in Agriculture:
Experiences from IPMS project–Ethiopia
11th regional conference of Southern and Eastern African Association for Farming research-Extensions (SEAAFSRE)
South Africa, 19-21 November 2012
Fanos Mekonnen, Ermias Sehai and Dirk Hoekstra
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A successful Knowledge Management initiative is one that has been institutionalized within a given organization and/or community with measurable positive impact
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KM overview
IPMS KM interventions
Lessons learned
Outline of topics
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Agricultural Extension in Ethiopia- Now
More infrastructure
More public staff
More ICT
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Agricultural knowledge management
KM is about developing and nurturing a system
Learn from each other, leverage collective knowledge resources, share knowledge, and use knowledge…
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Why KM in IPMS
Knowledge determines winners and losers
Leverage indigenous knowledge
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IPMS KM Framework
Multidirectional knowledge flow, empowerment of practitioners, and partnership
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Agricultural knowledge centers
MSc studies Field days Technology exhibitions Action researches
Knowledge Capturing
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Knowledge Capturing: Agricultural kknowledge centers
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Student shares his researchout put to district experts
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IPMS Agricultural Knowledge Centers
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Knowledge Capturing: Guided study tours
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On Job training
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Knowledge Storing
• Ethiopian Agriculture Portal
• Project publications• Multimedia • Project website
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Knowledge Storing: Ethiopian Agriculture Portal
http://www.eap.gov.et
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Knowledge Storing/Sharing: Publication and multimedia
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knowledge sharing
• Participatory Radio Sereis• Workshops, conferences...• Publications • Technology Exchibitions• Field days• Media
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Agricultural technology exhibitions
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Field Days
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Key Project Results
Change of Attitude KM is refered as a significant input of IPMS Good acceptance of the agricultural knowledge centers;
it has become exemplary Ministry of Agriculture have pretty much took
responsibility handling the EAP, Created strong linkages with university and research
120MSc research thesis were supported Good documentations
31 working papers, 6 manuals, 2 toolkits, 6 commodity synthesis produced and distributed (digital and printed)
Key project outputs translated to the local language Excellent promotion and scaling out
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Knowledge Sharing before and after IPMS intervention
Alaba Alamata Bure Goma0
20
40
60
80
100
Same as before > volume of information > Diversity
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Lessons, challenges and opportunities
Knowledge is refered as a significant IPMS contribution by benificiaries
Inter-related approaches to KM, capacity development and partner linkage makes it a whole.
Awareness on KM is progressive process Focus is what the KM system can do for them
and not on what they can do to make it better for everyone
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The power of four: Key points to consider
• Who will coordinate our KM initiative? • Who are our target beneficiariesPeople• How will we acquire, synthesize, and
share knowledge?• How will we measure return on our
investment?Process
• What are the appropriate tools for our target beneficiaries?
• What new tools are out there that may create new opportunities for knowledge sharing
Technology
• How can we ensure the right organizational setup to support knowledge management?
• Do we provide KM conducive leadership ?
Organizational Framework
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Conclusion
Knowledge is a critical input to agricultural development
KM strategies should be coupled with capacity development strategies
Many oopportunities: Internet, mobile phones, FTCs
Plan, Implement, learn, and modify and DOCUMENT
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A successful Knowledge Management initiative is one that has been institutionalized within a given organization and/or community with measurable positive impact
We say, IPMS has progressed significantly in doing so, what do you say?
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Livestock and Irrigation Value chains for Ethiopian Smallholders