Knowledge Management and Communication

Projects

Knowledge Management and Communication (KMC)

Programme overview

The Knowledge Management and Communication (KMC) programme contributes to CTA’s strategic goal 3: Enhanced information, communications and knowledge management (ICKM) capacity of ACP organisations that are engaged in national and regional ACP agricultural policy processes and agricultural value chain development.  

The programme comprises the following master projects:  

The activities of these master projects aim to complement those carried out under the Policies, Markets and ICTs (PMI) programme, and ensures greater collective impact of CTA’s activities on the ground. Specifically, these master projects will help CTA achieve its strategic goals as follows:

  • Engagement with ARD policy processes: ACP organisations need to be empowered through skills development to form a community around an ARD issue, access relevant information on ongoing debates and views expressed on the issue, and to articulate their messages and express their views;
  • Engagement in value chain development processes: ACP institutions and individuals require effective communication among actors along the value chain and access to relevant information – including information about opportunities offered by the value chain - to participate in and contribute to the development of the value chain.

The KMC programme will continue to consolidate interventions launched in 2015, to ensure further integration and synergies with PMI and to address the strategic objectives which the Programme has been set. This will still be done at the global ACP level (and eventually on an ad-hoc basis at a national level) but the main thrust will be in support of the flagship projects.

Priorities in 2016 for Master Project 4 focus on roll-out and implementation of CTA's new overarching communications strategy. Activities will include:

  • Comprehensive communications plans for events, projects and programmes carried out by CTA and its ACP partners, incorporating print and online products and media and social media coverage.
  • Development of a specific strategy for CTA's online presence that will help guide future investment.
  • Enhanced use of social media to promote awareness and uptake of key products and services.
  • Development of a range of publications targeted at specific audiences and outcomes, e.g. State of Knowledge Reviews, Technical Reports etc.
  • Adoption of an integrated marketing approach to promoting awareness of CTA's regional business plans, new thematic areas and its Strategic Plan 2016–2020.
  • Promoting the development of information products that address new areas of emphasis in CTA's work, such as agriculture-nutrition linkages and agribusiness. The Information Products Committee will continue to focus on identifying gaps in CTA's publication catalogue in relation to priority themes and opportunities to position CTA as a key player in relation to emerging trends and issues.
  • Improving the efficiency of the dissemination of CTA information products through appropriate and effective dissemination channels, a continuous increase/thrust for e-distribution and continuous efforts to collect feedback from subscribers (including outcome stories).
  • Implementing the new Spore business plan, developed in response to the external evaluation of the publication. The business plan includes a greater focus on the Spore website and a wider range and depth of content.

Priorities for enhancement of CTA's online services in 2016 include:

  • Implementation of CTA's online strategy and content guidelines
  • Full implementation of the Shared Content Repository (SCR) to support publishing of content on all web channels by:
    • Standardizing and tagging content
    • Establishing content workflows
    • Improving monitoring and reporting on content creation
    • Integrating the SCR with Microsoft Office 365.
  • Based on the online strategy and content guidelines, the frontend of CTA corporate website and thematic portals will be further developed to include priority themes (agriculture-nutrition linkages, agribusiness and climate-smart agriculture) and regional pages 
  • Continued technical enhancements to ensure fast delivery of content on both mobile in ACP countries and the web.

In the field of knowledge management, experience capitalization will constitute a significant addition to the portfolio of KM activities in 2016. The programme will also extend its support through CTA projects as a whole by working on developing the KM strategy for the RBPs. There will be more of a focus in the coming year of documenting lessons learned within the programme.

Support to data management will continue through GODAN and more broadly through a number of projects with regional farmers' organisations linked with the Agriconnexions project.

The KM Ecosystems approach will continue to be applied through the sensitization of decision-makers, and implemented through the KM Scan self assessments in a series of capacity building initiatives and to measure baseline KM activity in organisations. Requests have been received to run regional capacity development on KM for RBP actors (East Africa, Pacific and Caribbean) – which will be scheduled for 2016.

The training materials finalised earlier this year will be rolled out in 2016 and a French version of the introductory training course on KM is in preparation for use in western and central Africa. Several other training materials currently under development, including in the IMARK series in collaboration with FAO, will be released in 2016.

In 2016, a website on Knowledge Management for ARD will be established to better reflect the expanding interest and documentation of experiences in this sector. Additional resources will include the results of two studies being finalised, namely on 'KM approaches to support Policy Processes' and 'KM approaches to support Value Chains Development' done in collaboration with PMI. More efforts will be made to incorporate monitoring and evaluation into the various activities in line with CTA's "Monitoring, Evaluation and Organisational Learning Strategy".