Methodology for capitalization and enhancement of the experiences of IFAD programmes in west and central Africa

Ndèye Coumba Fall and Adama Abdoulaye Ndiaye, 2005.
FIDAFRIQUE, Information Network for Rural Development in West and Central Africa. Immeuble Ousseynou Thiam Gueye - Point E, rue 4, angle G / 12524 BP 15702, Dakar Fann, Senegal.
http://www.fidafrique.net
E-mails: ncfall@frao.org ; andiaye@frao.org

 

This document is the outcome of a request formulated by the FIDAFRIQUE network to build an approach based on the capitalisation and enhancement of experiences which could be easily used by the IFAD projects and programmes. This approach is designed to help them implement an internal reflection, experience and knowledge sharing process. It starts by defining capitalisation as a process “meant to build up a capital from information or knowledge available in an organisation, in order to develop them by making them available to other institutions or actors”. While knowledge is defined as “a precise and restricted set of information, capable of sparking changes or inspiring more efficient actions”, the management of knowledge supposes
creating, sharing and updating it.

“Experience capitalisation” and enhancement
In order to stimulate reflection and analysis among project officers, this document first presents a preliminary activity, then looks at what projects should capitalise on, and only then at how to do it. The preliminary activity is a diagnosis of the capitalisation and communication practices within the projects, with the objective of drawing a baseline. This is done, for example, by using a self-assessment form which considers a series of variables (e.g. “communication”) and subvariables (e.g. “information”, “consultation”, “exchange”). Each sub-variable is broken up into different affirmations or organisational situations, all of which are scored, according to the participants’ perception. Total scores show the organisation’s initial position.

The second step is to consider what to capitalise on. This starts by identifying the knowledge and experiences which the officers and their partners have acquired during the project implementation phase. But “it is not a matter of just identifying successes and failures. One has to justify why they are considered as successes and failures, and provide explanations for these results”. The authors recommend using the SFPO tool (for successes, failures, potentialities and obstacles), complementing it with a discussion on the causes of problems, the possible alternatives, the future plans and necessary tools. Next comes the definition of criteria for the knowledge exchange and capitalisation themes, all of which derive from the project’s objectives, its intervention strategies and its unexpected results. Through a concerted approach, the team must then choose the themes and designate the people in charge of steering the capitalisation process for each theme.

How to capitalise?
Having looked at the project’s successes and failures, and having selected the most interesting capitalisation themes, the project leaders can then use different tools to document (or capitalise) the themes.

1. The experience sheet. This is a form where, on one page, an individual or group presents the title of the capitalisation theme, some key words, a brief
description of the experience, comments and notes. It also includes the complete identification of the author or authors.

2. The life story. A person’s story is collected through interviews, where the individual tells his or her experience with a project, and what they have learned. This account is collected and put onto paper, after which it can be shared and discussed.

3. The good practice registration sheet. This is a detailed description of an innovation registered by a project’s officers during its implementation. The description of the practice and the results is done by those directly involved in it, and this is then shared with others.

4. The partnership case study form. This is a form which focuses on the history, development and results of a given partnership. It consists of different slots, where information is given regarding the parties involved, the services rendered, the accomplishments and the decisive moments in the process.

5. The systematic analysis of experience. This is a group activity, where a given experience is described and then, on the basis of “turning points”, divided into phases. Each phase is then analysed in detail, determining the main changes observed, and the causes and consequences of these changes.

The guide then presents a series of methods for sharing knowledge within projects (such as periodic exchange meetings, retreats or reflection breaks) and also with beneficiaries, such as farmers’ workshops, rural radio programmes or exchange visits. These, as well as the capitalisation tools, are illustrated with examples.

 

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