Interim evaluation

Better Integration

A greater integration is necessary between ENRAP II and the participating IFAD-supported projects. In the pilot ENRAP phase, stakeholders' perception about the overall objectives of ENRAP varied, with some regarding it as a separate initiative with peripheral inter-relation with the concerned projects. It was agreed that ENRAP is a means to an end - a tool to support projects in achieving their developmental objectives. In this regard, there was a felt need to ensure that ENRAP and project processes converge, in particular those related to knowledge management, monitoring, evaluation and supervision, and ICTs. The following are some of the steps for consideration to ensure a better integration of ENRAP with core IFAD-projects:

Holistic approach to computerization. ENRAP should address the full range of computer -related applications besides connectivity aspects required by the projects while building technical capacity of the project teams. This will lead to convergence of management of information within projects and contribute towards effective information exchange within ENRAP.

Build ownership. Country focal points for IFAD work and project directors are key functionaries who must buy-in to the concept of promoting knowledge sharing. One possible way to build ownership is to view ENRAP as a core component of the IFAD-supported projects rather than as a separate project in itself. If ENRAP is to be treated as a separate project, the above mentioned functionaries must be involved in the discussions to define the scope and activities for the next phase of ENRAP.

Communicate project objectives clearly. Whereas many documents have defined ENRAP objectives clearly, the perception amongst the project directors and field staff is varied. In the field ENRAP is seen as a technical project somewhat less integrated with the basic poverty alleviation projects. In some cases, the project is seen as a lab/testing ground for researching new methods and approaches in managing knowledge and information within a rural development context. This is quite different from the forthright statement indicating that ENRAP is to facilitate the deployment of ICT in IFAD-supported projects which should be used for a variety of purposes, including sharing of knowledge to make the implementation programs of poverty alleviation more effective and efficient.

ENRAP Co-ordination at the Project Level

In many ways, ENRAP was truly a pilot project. There was significant variation in the way ENRAP was coordinated in different projects and different countries. Activity levels and approaches in electronic connectivity, documenting and sharing of knowledge - and the impact of these activities on the effectiveness of poverty-alleviation programmes - were also different across projects. Varying models of implementation were used in different projects and countries.

The evaluation recommends that ENRAP coordinators should be mainline project functionaries with experience and responsibility in implementing aspects of poverty-alleviation programmes. They should have an interest in using technology and building networks. This should not be seen as a technical job. The technical work of creating web pages or uploading files can be handled by a trained administrative assistant.

Therefore, an appropriate candidate will have to be identified in each project. In countries and regions where project staff lack the capacity or the motivation, outsourcing coordination work to an NGO or other local institutions should be explored.

Network of networks

ENRAP should be reconfigured from a hub-and-spokes model to a network-of-networks configuration. The evaluation recommended to fine-tune the ENRAP model from one in which a central implementing agency (regional IDRC office, Singapore) was responsible for key ENRAP activities to one based on a network of networks. In the ENRAP phase I model, a website and regional resource team resides in the hub (Singapore), serving participating members in the periphery. Members are encouraged to upload information to the hub for others to download. List servers in the hub distribute information to members at other times

Within the proposed (new) configuration, ENRAP will comprise a national or several sub-national networks within each country, formed by IFAD-supported projects. Projects from the same locality, serving similar constituencies, often face similar challenges and need to cope with similar environments. They are, therefore, perceived to have greater motivation and basis for sharing information and field experiences. These experiences and information are also thought to be more relevant for application because they are derived from related communities, eco-zones, market structures, and subject to similar regulatory regimes. The future co-ordination of sub-national and national networks is also important, as such an aspect has time and financial implications. A flexible approach to co-ordination should be taken. In this regard, a rapid assessment at project outset could help designate, on a case by case basis, representatives from the government, the projects, private sector or civil society as the country-level and sub-national network co-ordinator in ENRAP II. Co-ordination could be conceived as a time-bound and rotational function.

Sub-regional and regional networking should follow rather than precede the local networking. Effective networking needs to be driven by a shared task, a common purpose of solving a similar problem, accomplishing a shared mission, or reaching out to a common constituency. However, the potential benefits of inter and intra-regional sharing cannot be under-estimated. This form of networking enhances the skills and knowledge of project personnel. It eventually benefits the developing communities they serve in the form of more effectively implemented programmes.

These national networks may then be connected to either one of the two sub-regional networks (SAARC countries, ASEAN and East Asian countries). Ultimately both sub-regional networks will hook-up to form the regional ENRAP network. The preference here is for a decentralised configuration that will allow for greater emphasis on national and sub-regional areas of interest.

Use of the ENRAP website

The central ENRAP website was visited once in 2-3 weeks by the project staff. The prohibitive cost of Internet connectivity restricts the use of Internet. The website receives 5-7000 hits per month, 1687 to 3135 page views but developing countries account for only 3 percent of total sessions. The content on the ENRAP web site emphasizes knowledge management and ENRAP project related issues. Fewer documents that provide learning for IFAD's poverty related work are carried. The website lacks adequate documentation of field experiences contributed by ENRAP partners. There is need for a more dynamic website with greatly enhanced interactive features, effectively facilitated online discussions, purposefully moderated list servers, and face-to-face interactive events.

The web site can be redesigned in consultation with participating projects. The content should be so indexed to clearly demarcate sections dealing with ENRAP, general issues of ICT in development, managerial and technical material relating to IFAD-supported poverty alleviation projects, and best practices contributed by different projects.

Many projects have created their own web sites hosted on servers of ISP or other free service providers. ENRAP training has enabled the project staff in developing these sites. Access to these sites is slow and the free space is limited. The ENRAP website should consider providing a hosting service for the participating projects.

It was also felt that interaction within the ENRAP network needs to be facilitated by a moderator, or a team of facilitators for the networking to catalyze the greatest developmental effects and formation of knowledge. This special skill of e-facilitation should be inculcated amongst the members of ENRAP for facilitation and moderation of electronic networking.

Expand ICT access and operational funds

Email has begun to get used by the projects, and in a few cases, by the field units. The use is however sporadic and for ad hoc purposes and special events. Access to Internet was limited to PMUs even though many implementing partners may have personal computers but did not have the operational budgets to get an Internet connection. Maximal benefits from email can be derived if it is used regularly for communication between the PMU and all or most of the implementing partners. Inadequate operational budget for ISP and telephone costs restricts the use of email. Very limited expenditure was incurred by ENRAP on procurement of hardware or providing an operational budget for Internet usage.

Many projects are implemented in most marginalised zones and across vast geographic areas. Consequently, various project partners operate in remote terrain where no computers and Internet access is available. Care needs to be taken to check that new technologies do not replace inter-personal methods in the field. Successful coupling of the new digital media with the well-tested 'analogue' medium should be a strategy for the next phase of the project. Therefore, sufficient space and resources need to be devoted in ENRAP II to promote knowledge and information exchanges both by means of digital technology and 'analogue' medium, such as person-to-person interactions through workshops and the publications of newsletters.

ENRAP should consolidate activities in the area of basic ICT access and building capacity for its wide spread use. Strategic injection of capital for improving basic connectivity and ICT use, and provision of operational funds for a limited duration could make a significant difference.

Empower communities

To a great extent, the rural populace in project countries lack the skills required to filter through the vast information available on the Internet and identify information relevant to them. Thus ENRAP would need to facilitate filtering of information, testing of solutions offered to their specific problems and their adaptation, until the villagers themselves acquire the skills needed to access this information.

The evaluation recommends that ENRAP build the capacity of grass-roots workers to receive and process feedback, ideas and needs from the communities. These workers should be provided the opportunity to access information through the Internet and interpret it for the use of rural communities. Once extensive connectivity is established, reaching most local partners, it can be used for the training of grass-roots workers. Greater communication between these workers and their immediate supervisors can significantly motivate the workers. Greater interactivity among project staff would lead to the nurturing of knowledge formation.

ENRAP could experiment with telecentres. Bearing in mind the reality of the short supply of Internet connections and electricity in developing countries, the practical approach is to provide Internet connectivity to communities through multifunction public access points or telecentres that offer a variety of services. There may already be experimental telecentres established by governmental or other agencies with which partnerships could be established to deliver relevant content.

Organizational mechanism for ENRAP - Phase II

A multitude of implementing agencies are unlikely to have a common understanding of the objectives. Moreover co-ordination problems will arise as they did in the first phase. Organizations which have technical competence in knowledge management and understand the domain of poverty alleviation work do exist. Any of these organizations if selected as an implementer can help in integrating ENRAP-II with the core activities of the IFAD supported projects.

The evaluation envisions the National ENRAP Coordinators in the reconfigured ENRAP network would fulfill the following responsibilities among others. (a) build a community of professionals around a few key themes relevant at the national level; (b) organise capacity building activities and promote information exchange on project execution; (c) co-ordinate budgetary allocation to projects; and (d) run list servers in specific thematic areas and moderate publication of project material on the ENRAP website.

The central implementing agency in the new structure should maintain the ENRAP website and provide tools for uploading and downloading files and also provide hosting services for web sites of the projects. To enable easy access, hosting of the project website on a server with a reasonable bandwidth is recommended.

Documentation of local knowledge & innovations

The evaluation highlighted the need to ensure that ENRAP II builds on the initial work of documenting and sharing good practices and innovations of rural people. ENRAP II may devise mechanisms for rewarding the concerned rural people and their organisations that are the originators of a good practice or innovation documented and disseminated through ENRAP II. It may be worthwhile that such experiences and knowledge be translated into local languages to reach a wider readership. The latter point underscores the need to pay due attention to different language requirements in Asia and Pacific region in the framework of ENRAP II activities.

Governments & the private sector

The engagement of governments, and of the private sector, where appropriate, as key stakeholders in ENRAP II was considered important. The evaluation revealed that it is necessary to build ownership and buy-in within government structures in programmes like ENRAP. This would not only facilitate ENRAP implementation, but also pave the way for future possibilities for replication and upscaling of ENRAP-type initiatives by the governments themselves. Likewise, the private sector not only has financial resources that could be mobilised, but in many countries is well advanced in the area of ICTs that are of relevance to ENRAP.

ENRAP II objectives

The need to ensure focused, clear and manageable objectives for ENRAP II is a key recommendation of the evaluation. ENRAP II should be viewed as a people-based rather than merely an information technology driven project. ENRAP II should consolidate activities in the area of basic ICT access and institutional capacity building as this will facilitate fulfilling ENRAP objectives related to information and knowledge sharing.

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This agreement reflects an understanding among the core partners in the evaluation process to adopt and use the learning and recommendations from this evaluation in the design and implementation of the second phase of ENRAP. The core partners included: Bellanet; International Development Research Centre; Pan Asia Networking; NEXUS Research Cooperative; TeleCommons Development Group; World Link Communications Private Limited (Nepal); participating IFAD-supported projects in Bangladesh, China, India, Indonesia, Nepal, Pakistan, Philippines and Sri Lanka; and the International Fund for Agricultural Development (represented by the Asia and Pacific Division and the Office of Evaluation and Studies).

January 2002