Pacific Islands Oceanic Fisheries Management (OFM) project
Knowledge Management Strategy
Draft: October 2007
Prepared for the Forum Fisheries Agency
By Lisa Williams-Lahari (Pacific media consultant)
Lisa.lahari@gmail.com
LIST OF ACRONYMS
DEVFISH
Development of Tuna Fisheries in the Pacific ACP Countries Project
DVD
Digital Video Disc
ENGO
Environmental Non Governmental Organisation
FFA
Forum Fisheries Agency
GEF
Global Environment Facility
ICTs
Information and Communication Technologies
INGO
Industry Non Governmental Organisation
IEC
Information, Education and Communication usually in reference to
publications
IT
Information and Technology
IUCN
World Conservation Union
IW: LEARN
International Waters Learning Exchange and Resource Network
IWP
International Waters Program
IW SAP
International Waters Strategic Action Programme
KM/S
Knowledge Management/Strategy
OFM
Oceanic Fisheries Management
PCU
Project Coordination Unit
PIMS
Project Information Management Systems
PITIA
Pacific Islands Trade and Investment Association
SIDs
Small Island Developing States
SPC
Secretariat of the Pacific Community
TOR
Terms of Reference
UNDP
United Nations Development Program
WCPF
Western and Central Pacific Fish Convention, properly called the
Convention on the Conservation and Management of Highly Migratory
Fish stocks in the Western and Central Pacific Ocean.
WWF
Worldwide Fund for Nature (formerly the World Wildlife Fund)
2
CONTENTS
Pg
1. Executive Summary
4
1.1 Key recommendations
5
2. The OFM project: background and KM brief
6
2.1 Strategic directions and key points of reference
6
2.2 Approach and process
7
3. The challenges facing a KM approach: some notes on Pacific context
8
3.1 Information strategy: Progress to date
10
4. The strategy: OFM Project Knowledge management directions
12
4.1 An information-based approach to KM
12
4.2 OFM- KM Strategy
13
4.3 Managing information, transferring knowledge: Recommendations
16
Annexed:
a. Electronic survey: National Focal Points
b. TOR
c. List of Acronyms
Disclaimer
This report and its contents features commentary, views and statements as framed by the commissioned
author, and are not necessarily endorsed by the Forum Fisheries Agency or the Pacific Islands Oceanic
Fisheries Management Project.
3
Executive Summary
The proposed knowledge management strategy for the Oceanic Fisheries Management (OFM)
project sets some guidelines which have been shaped by the Global Environment Facility (GEF)
and regional OFM commitments to increased awareness and understanding of the Pacific Islands
Oceanic Fisheries Management project. Through the suggested activities, and given its placement
as a subset of the OFM project Information Strategy, the strategy aims to frame a dynamic
interaction within which information and knowledge work can be developed by and in
partnership with the key beneficiaries, being the project's 15 Pacific Island1member countries.
A vision statement helps to set a focus for the KM strategy. By no means cast in stone, and based
on the need to represent a totality of information-based interventions within the project
framework, the following is proposed:
`to support communications and advocacy efforts by Pacific nations for
the best management of their Oceanic Fisheries resources'.
Overall, the KM strategy must provide a clear and simple response to an identified weakness: the
lack of understanding by Pacific Islanders about their own Oceanic resource and its importance to
international waters management and global biodiversity. 2
To achieve the broad vision above, and given its parallel aim of actively linking to IW:LEARN
while falling under the GEF umbrella, the proposed OFM KM strategy and recommendations rest
on four pillars for intervention:3
Information systems development to assist the KM process and to meet long term
monitoring and evaluation needs;
Knowledge products and services based on analysis and sharing of lessons learnt/best
practice;
Effective dissemination of knowledge; and
Training and other uptake activities aimed at effective application of knowledge and
products.
Admittedly, an underlying constraint to enacting the strategy will be resources. Apart from being
a relatively new discipline, knowledge management expertise is just one of many professional
and technical skills in short supply in the Pacific region, forcing a high pressure on effective
collaborations and externally funded support to build on communications and information or
Information and Communication Technologies (ICTs) initiatives which may exist to differing
extents, at national focal point level. Thus the strategy; like much of the OFM project is
underscored by the need for activities that build partnerships, goodwill, collaboration and
networking towards meeting its broad development goal4.
August 2007
1 Cook Islands, FSM, Fiji, Kiribati, Marshall Islands, Nauru, Niue, Palau, PNG, Samoa, Solomon Islands,
Tonga, Tokelau, Tuvalu, Vanuatu.
2 Project summary, OFM flyer
3 Executive summary, UNDP/GEF KM in support of the global environment
4 As per project summary, OFM flyer
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1.1 Recommendations
Key short-term actions in support of the long term Knowledge Management Strategy for the
OFM Project are summarized below, and detailed in table format in Section four. The areas are
raised in no particular priority order; can be combined at some levels where overlap is
recognized. They are presented separately as strategic results differ, and are tipped at regional
project level for consideration by the Project Coordination Unit as the enacting and coordinating
body, subject to the availability of human, financial, and technical resources:
It is recommended that the OFM project consider/action the following:
A national focal point information and communications needs analysis to assess best
implementation of the knowledge management strategy. This would speed assessment of
current information gaps and ensure ownership and `leveraging' at national level of a
dynamic knowledge management process.
An OFM Information strategy electronic reference group on the information
strategy to form a mechanism for feedback on outputs, particularly without a full time
communications manager, and provide valuable consistency of information to outsourced
freelancers or consultants. The group should include relevant FFA, SPC, and UNDP
Communications and IT officers; as well as those representing ENGOs such as
WWF/Greenpeace Pacific, and the Tuna Commission.
Update/review of the website and all hardcopy OFM knowledge products with
special consideration to identifying and developing print, audio, and audio-visual
materials to broaden the scope of what is available, and who it is aimed at.
Production and dissemination of a communications and information guide providing
a step-by-step template for application to all OFM project meetings and activities.
An information and participatory awareness-raising workshop aimed at bridge-
building tools for raising awareness of OFM work in-country; which could work in
tandem with a knowledge management `visioning' exercise to grow project awareness
and participation in marginalized areas, and develop innovative knowledge products
promoting Oceans in newsrooms, classrooms, et al.
Database systems development and training for key stakeholders in IW: LEARN and
understanding of global GEF project information management systems (PIMS) to assist
local innovation; and promote Pacific updates to the global templates. Activities
suggested to drive that development in the short term include suggested
initiatives/activities such as region-specific databases and an OFM knowledge portal.
Regional training for Fisheries, Marine and Environment information officers on
identifying current and emerging linkages in their work plans to the OFM information
strategy.
Pacific media internships: Advertisement of output-based attachments for media interns
to apply specifically for attachment to the Project Coordination Unit of the OFM project,
or to key OFM events for coverage (or both) will assist the Information strategy at two
key levels to reinforce awareness and bring media practitioners into the heart of the
OFM project, and to seek their experience and expertise in the above areas related to
publications and awareness workshops.
5
Maximise online potential: Initiate e-groups, targeting a restricted list for national focal
points and an open list for focal points, industry practitioners and donors/development
partners to enable feedback, posting of e-newsletters, and encourage participation and
debate on OFM work, including the recommendations above.
2. The OFM project: background and brief
The origins of the GEF Pacific Islands Oceanic Fisheries Management Project go back more
than a decade. Two world summits on sustainable development the first in Barbados in
1995, and then ten years later, in Johannesburg, gave special mention to Small Island
Developing States (SIDs) and cemented the importance of coastal and marine resources on
the global donor and development agenda.
The Global Environment Facility (GEF) has partnered with SIDs since 2000 and supported
the implementation of an International Waters Strategic Action Program (SAP) for the region
which piloted the OFM project and assisted the success of the WCPF5 Convention. The
current OFM project represents a new phase of GEF support covering the set up of the
regional Tuna Commission, and new efforts to strengthen national fisheries laws, policies,
institutions and programs linked to trans-boundary oceanic fishery resources. It is also
partnered to the United Nations Development Program, the World Conservation Union
(IUCN), and the Pacific Community (SPC).
In previous consultations, Pacific Islanders have noted their concerns about threats to
International Waters in the region. The key threat, deficiencies in management, stems from
lack of understanding, and weaknesses in governance. Thus, the immediate objectives of the
OFM project are aimed at improving information and knowledge on the one hand, and
governance on the other. The project structure provides two key technical components,
covering scientific data and monitoring, and governance, and a third support service
component, of coordination, participation and information services.
A key focus of the third component around information services is to increase awareness of
oceanic fishery resource and ecosystem management through promotion of the project with
particular reference to components one and two, and the WCPF process, in order to support
effective implementation.
2.2 Strategic directions and key points of reference
The strategic directions for developing a knowledge management process for Pacific Islands
Oceanic Fisheries Management are provided within the framework of the Project document,
while key points of reference were derived from the consultations done in the first IW-Pacific
SAP phase.
The current project document provides a broad scope for further referencing, with an
emphasis on stakeholder consultations to gauge what is known on oceanic fishery resources
and ecosystem management; and how that knowledge is shared and/or accessed, and ways to
5 Western Central Pacific Fish Convention for short properly called the Convention on the Conservation
and Management of Highly Migratory Fish stocks in the Western and Central Pacific Ocean.
6
create new information products to deepen awareness, broaden advocacy, and drive policy
and leadership reforms to meet the governance questions.
The desk bound nature of the terms of reference for this report meant the author relied
heavily on basic materials provided such as the project document and key information
products, online research and readings on knowledge management and the GEF/IW: LEARN
sites, combined with wide experience in Pacific media and communications work; knowledge
of development project processes in some nations, and previous in-country experience in the
Pacific region. Particular attention was given to Knowledge Management and processes used
by GEF and GEF International Waters projects, such as the work undertaken by SPREP in
the previous GEF Pacific phase. This would best help to identify knowledge management
(KM) processes towards the required community of practice sharing, transforming and
innovating best practice and lessons learnt.
The active link to IW: LEARN is given particular reference within the OFM project
framework in component 3 requiring efficient coordination, participation and information
services. Given there is no full time Communications specialist in the transition from the pilot
to the current phase of the OFM project, the Global Environment Facility's knowledge
management umbrella under which the OFM project rests and use of outsourcing for the
range of activities described within the sub-components are vital to maintain a `fit' with the
global frameworks provided by the IW: LEARN template; and to ensure clarity and flow are
maintained.
Just as the issue of partnership and resource sharing has been raised for national
implementation, it is critical to address the issue of participation and leadership of the
Information strategy as an inter-agency one. The information officer post at FFA is in
transition, but it is expected the incumbent should/would be well placed within their own
TOR to assist and advise on implementation, as would any member of the CROP PROMO
(Pacific regional organizations media officers) group. The Fisheries program of the SPC is
also well resourced in its current role assisting the monitoring and evaluation aspects of the
project, but there appears to be little liaison or information crossover with that work and the
OFM project. Indeed, aspects of sharing best practice, innovation and sharing may well be
able to be optimized in partnership with SPC/SPREP/WWF through their extensive and
experienced publications in the sector, and their own networks in-country.
2.3 Approach and process
The TOR process began with extensive reading of all OFM materials submitted by the OFM
project coordinator, and relevant UNDP/GEF materials linked to IW: LEARN where much of the
extensive knowledge management strategizing to support GEF initiatives has been conducted.
Given the GEF links to the project, and without an in-country consultation phase to allow for
further detailed contact, much of the outlined approach is taken from advocacy networking
approaches to gender and development, working along networks similar to those outlined in the
OFM project and with the same information/awareness raising emphasis, albeit in different
sectors.
As well, time was given to allow for web-based research on knowledge management approaches
and OFM Lessons learnt/best practice information products to understand the wider contexts
which had helped shape those chosen in the IW:LEARN situation, and to help inform some which
may be specific to supporting a Pacific approach to knowledge management under this project.
7
Due to the information-led approach to the knowledge management strategy to assist the TOR's
specific awareness-raising call, direct contact and prior experience with mainstream media across
the OFM national partners assisted greatly in assessing and recommending activities.
Meeting minutes as posted to the www.ffa/gef site also provided a glimpse of needs identified by
national focal points, many of them pointing to a preference for face to face contact with their
OFM coordinator, as well as a need for clear and timely information briefings to assist their
national focal point role.
An emailed survey and follow up note to all national focal points was submitted as part of the
study. The focal point contacts liaise with the project coordinator and provide the main point of
reference for coordination of national initiatives and country reports. Given their many other hats
as project coordinators, the email survey is deliberately framed to be short, with yes or no
responses to the 5 key statements, and room for commentary. The five areas, given the OFM
project scope and the knowledge management TOR, are encapsulated in statements on leadership
and vision, information processes, the culture and structure of informal and formal information
exchange, information staff and training, and the technologies in place including access to
intranet and the internet. Had there been a full scale response this would have provided a
reasonable knowledge audit upon which to base more detailed interventions.
Emails which were returned were sent to another alternative mail provided by the OFM
coordinator. Of all the mails sent, only one reply was received, and it was a query asking what the
OFM acronym represented. This is in itself illustrated the high turnover of posts and many other
hats which national focal points wear in addition to their work with their OFM project.
Personal contact and emailed discussion took place with the OFM project coordinator; who is the
team leader of two full time employees working within the Project Coordination Unit.
3. The challenges facing a KM approach: some notes on Pacific context
Knowledge management is an organizational communications tool whose definition often
depends on context and organization type. Briefly put, a strategy for managing knowledge can be
thought of as a process maximizing best use of what is known. The sharing of knowledge
transforms it into information; the act of that sharing being communication. Whatever the
wording chosen or level of language used, the ultimate aim is usually the same: managing
knowledge allows an organization or project to store, access, transform and disseminate
information to support the goal of effective communication.
A regional context for a knowledge management strategy, given the nature of development
projects in the Pacific, would note the challenges of communication interventions in an oceanic
region of small islands states; many of them facing a long list of development priorities with a
shortfall of infrastructural/institutional capacity.
Knowledge management interventions, in particular those which must incorporate an ICT
dimension for facilitating effective electronic communications, networking and archiving, must
factor in the special challenges at institutional and technological level; which impact broadly
across the full spectrum of participation and transparency in communications practice. As proven
in the lack of response to an e-mailed survey to national focal point stakeholders who form the
first line of reference for the FFA-based OFM Project Coordination Unit, the project is not
impervious to those challenges and must take them in `strategic' stride.
8
On the other hand, much has been done to raise awareness on the importance of managing our
Oceanic resources well, and the links to land-based interventions, via a range of agencies at
regional, national, and non-government levels. The range of work done; and indeed the OFM
project documentation, also speaks to a need for synergizing different capacities in order to
achieve an overall goal and this is a perspective which translates well into a communications
approach.
A key challenge too is that knowledge management strategies and plans can be impressive on
paper, but difficult to implement, even with the best resources and funding. Tacit understanding
of communications interventions and media for development is often assumed where it doesn't
exist, and in the Pacific States, information who has it and who doesn't have access to it, is
power. This has implications for ownership, participation, and enhancement of awareness and can
best be dealt with effectively when understood in a Pacific context which takes into consideration
the cultural nature of communication in small island communities.
While drawing from the IW:LEARN experience and identifying innovative, best-practice stories
which can be transformed and replicated elsewhere, the strategy must respond to key, Pacific-
specific challenges in terms of knowledge and communications interventions identified in the
information strategy sub-component of the project. At the time of this report, there was no clear
link or publication which identified Pacific innovation and best practice in OFM on the IW:
LEARN site.
IW: LEARN process and templates aside, knowledge management strategic interventions within
the brief of the OFM project context will need to focus not just on knowledge in its explicit
(externalized) tangible, recorded form, but on tacit (internalized) knowledge which rests in the
mind and as such is intangible. A sound strategy should ensure both forms of knowledge are
adequately captured within the project, while allowing for interplay between tacit, individual
wisdom or understanding and its hoped-for transformation into formal explicit knowledge which
can be shared or accessed by others. This latter interplay is a key part of the aim to identify
innovative, best practice and replicable ideas within the project.
This sharing and access is a cornerstone for strategic management of knowledge within projects
involving organizations, and is critically so when tacit knowledge borne by specialist individuals,
may leave with them when their involvement and contact ends. Knowledge gaps are more often
called gaps in `institutional memory', the loss of which can be prevented if sound knowledge
procedures are in place. However, as is the experience of any regional body or project, this is an
issue that has only recently been highlighted in organizations still making the shift from paper-
based to electronic workstations and intranetworking. It is raised here given the high turnover at
national focal point level within Fisheries and Marine resource industries; a human-resource
situation which is not unique to this sector.
Ultimately, the critical question when it comes to shaping a KM strategy that works is having a
clear vision of what one hopes to gain from it all. The OFM project documentation, and
specifically component three, makes a clear and consistent call for information and advice to be
shared, transferred and replicated at best practice level; with key benefits to project stakeholders
of ownership, participation, and raised awareness. The strategy links directly to component three
as the information strategy of the OFM project, and seeks to take the OFM project into Pacific
homes, by proposing ways to drive home the aim of promoting awareness and understanding of
the project and the WCPF Convention at a national level.
9
3.1 Information strategy: Progress to date
Notwithstanding other regional agency information products on the project, as well as the efforts
of ENGO and other diverse stakeholders in Fisheries and Ecosystems awareness; the FFA web-
page devoted to the project is a rich mine of OFM activities and information, and while
interactivity and layout could be improved to meet a diverse range of web-surfers other than
development and research/industry readers, it holds the key to a wealth of information which
could be transformed into other media outputs in a range of ways. Despite a substantial amount of
available technical, consultancy and workshop reports collated over the course of the project,
very little of this has been published into the public domain, especially as user-friendly print
materials. The projects first phase provides a key example of why media and communications
outputs require adequate resourcing if strategic results are to be achieved. The International
Waters Program (IWP) work done out of SPREP, was supported by specific communications
positions within the project who were in turn supported by a publications unit within SPREP. The
current OFM in terms of component 3 and its significant overlap across the entire project
document, takes up the need for good information and communications work, but doesn't provide
full time staff within the project to do it. It should also be noted that in comparison to
comprehensive publications units within SPREP and SPC, FFA does not effectively have an
agency Communications Adviser, Media or Publications Manager specialist, placing the onus on
effective outsourcing and overall management on the project leader. 6
This document falls under third sub-component of the OFM project structure aimed at driving
multi-sectoral participation and ownership of project activities via increased awareness. The
knowledge management process is a direct subset of a Project Information system which would
basically enhance project awareness, establish an information clearing house within the Pacific
SIDs linking to IW: LEARN, and flow-on to lessons transfer and replication.
The commissioning of a study on stakeholder participation and awareness- raising7 and its
presentation to the projects 2006 Regional Steering Committee meeting noted a recommendation
on endorsement of WWF ( as the ENGO to the project, and the PITIA as the INGO).
The table below aids an understanding of the challenges of implementation of these activities,
given the secretariat does not employ a full time information manager to implement and monitor
the information strategy. Outsourcing the diverse range of work must ensure that a common
thread pulls the diverse activities under each output together in a cohesive way, and consideration
for a distance adviser to assist the secretariat and its key partners8 on the mechanics of the
information strategy, especially in terms of stakeholder participation and awareness raising,
would help ensure an overall cohesion.
6 Recruitment for a Media Manager for the DEVFISH project began in 2007. The Information Officer role
at FFA tends to veer towards a librarian function with an emphasis on webmaster skills rather than
advocacy and content production..
7 Michelle Lam, June 2006 for FFA/OFM
8 Identified as the environmental and industry NGOs along with the national focal points pg 64 of the
prodoc.
10
Information strategy for the Pacific OFM project: progress to date
Output: Project information systems and products using the IW:LEARN guides
Activity
Progress to date
Comments/Recommendations
Design logo and other identifiers,
Logo in use, project web online
The logo to be maintained as consistent,
project website and document
with online documentation
standardized feature of all OFM information
cataloguing system
archives.
with a brief caption, where possible, or link to
text explaining its design.
The website features a wealth of key
information about the project, but its
presentation and language lack interactivity
and merge-factor with sites like IW: LEARN,
and are not clearly engaging with a broad
range of users. Overhaul recommended.
Operation of web/page
Current the leading information
See above. Review of links to partners and
rich resource on the OFM project.
stakeholders, interactive tools, and short term
activities as per activities table would assist.
Project information materials
1 x project information gatefold
Both publications provide critical
introductory information and raise a clear
1 x A5book: full text of the
need for more project-specific information
Convention on the Conservation
products; most of which could be
and Management of Highly
encompassed in support material for
Migratory Fish Stocks in the
workshops and training activities as per the
Western and Central Pacific
communications protocol mentioned in
activities table.
Note on 3.1.2: KM components for website/page, newsletters, and progress reports
The nil response rates to the online survey indicates that a strategy for engaging content for inclusion and
update to the information products run out of the PCU would have difficulty using the cheapest, most efficient
and modern method E-mail. It also speaks of the competing priorities faced by national focal points, their
preference to speak face to face (as noted in their country reports); and the need to scope information
networks, production and dissemination and national stakeholders via face to face and telephone interviews.
As per the strategic directions highlighted, a focus on training and capacity building for in-country partners is
stressed, and bolstered by partnerships with key information-strong stakeholders such as mainstream media,
some women's networks, and environmental NGOs with a strong communications focus, such as WWF.
A recommendation on training for information officers in Fisheries/Environment and amongst NGOs and
mainstream media to help build those partnerships, and drive the information strategy at national level, is key
to helping achieve this component.
11
Note on 3.3: Stakeholder participation and awareness raising
Cognizant of the proactive information strategies taken by Environmental NGOs in promoting broad
stakeholder and public awareness of oceanic fisheries, the need to rope in key ENGO participation and support
and links to other community groups is noted. Key aspects of the activity list are around workshops/forum
events and information products covered by the recommendations above.
A recommendation on closer partnerships with ENGO and other NGO groups with full time information posts
is aimed at assisting resource and training/support for the fisheries information officer, with the prospect of
encouraging more individuals to update GEF and IW: LEARN templates, and assist with the utility and
function of the proposed OFM knowledge portal.
4. OFM Project Knowledge management directions
The proposed set of strategic interventions takes an alternative direction from forging into a
second-stage knowledge management process9 when the first-stage, that is, the information
outputs on which that process would be based; are not fully in place. It is critical that project
information systems for capture, storage and dissemination of project data are supported at
national level in order for flow-on outputs of extrapolating lessons learnt, best practice and
publication via multi-media formats.
Thus, the strategic focus presented is not exclusive and is meant to guide the Project Coordination
Unit and proposed Information Strategy Electronic Reference Group, in enacting the Information
Strategy and KM process. More importantly, it should be viewed as a work in progress, so that
once systems are in place at national level for information capture, storage and dissemination, the
identification of what is best practice, innovative or poses a lesson learnt, can be best done
applying a KM strategy which best fits that context a context which at the present time is still in
search of the content which would generate some meaning upon which to base its strengths.
4.1 An information-based approach to KM
While knowledge management is identified as a process under the Information strategy 3.1, an
approach which would best fit the Pacific OFM project in terms of meeting the output and
activity indicators should ensure that information in its most accessible, easily understood and
applicable form, is in fact a key output of a knowledge management approach, in order to
generate the material from which to gauge innovation and best practice which link in to IW:
LEARN.
The information strategy and key outputs 10are intended to logically flow into each other. Thus,
the first outcome of setting up information systems to capture, store and disseminate project data,
lessons and best practices, while providing information products guided by the experience of IW:
LEARN is meant to flow into the next output, which takes the best practice and innovation from
the project and ensures they are shared via a knowledge management process. A number of small
information outputs have been completed by the PCU, all of them based on general project
information with no specific reference to best practice or lessons learnt.
9 As per above footnote, 3.1.2
10 Pg 63, UNDP/FFA Prodoc, OFM project
12
In noting the flow of the information strategy within which the knowledge management output
sits, it also helps to understand that the successful implementation of the first component based
around systems and process, will enhance the second component based around monitoring and
evaluation, which hinges on analysis of process and overall project performance. It will also have
particular impact on the third sub component, around stakeholder participation and awareness
raising although the proposed KM strategy raises the need to bring NGO participation into
awareness raising initiatives to help build on the systems and process alluded to earlier.
4.2 The OFM- KM Strategy
The knowledge management approach of the OFM project, which would best help to align it to a
range of outcomes and overall enhanced awareness of this project and its importance to Pacific
people, could be envisaged as a short and simple set of priorities to assist directions for
implementation of the Sub-component 3.1 Information Strategy:
Bringing Oceans to the shore putting people back in the picture: With much of the
current public-domain information about the OFM project pitched at development-donor
level, an overarching aim of OFM knowledge management should be about connecting
project priorities to the lived realities of Pacific people. Achieving resonance with
audiences ensures material is pitched at an effective, awareness-raising level. Striving to
put human faces to awareness of the WCPF convention, marine ecosystems and
governance commitments to sustainable fisheries should be a key aim of information
content generation for growing awareness and ownership at both national and regional
level.
Effecting global change at local levels appreciating the practice of Pacific
information sharing: Engaging communities of practice in oceanic communities lacking
effective access to the online domains where the OFM and its global links are present,
involves creating a culturally relevant, vernacular (if needed) and clear information
setting within which people can situate themselves and their livelihoods. This approach
which involves identifying and supporting local in-country information agents can draw
the attention of Pacific communities to the impact that their land-based actions, policies,
and leadership will have on a critical, albeit distant and unseen natural resource. Given
the many priorities and other multi-project tasks which the national focal points face, a
stress on partnerships with ENGOs and other information/knowledge networks such as
mainstream media, schools, and church and youth organizations merits consideration.
Knowledge convergence -- using ICT to claim/maintain Pacific spaces: A critical
feature of the strategy should address multi-media convergence and the most effective
manner in which material can be shaped and shared. This would operate most effectively
in the short term , depending on technical capacity, from the current OFM website while
striving for a two fold functionality of ensuring Pacific stories feature on the global
templates and assisting national stakeholders towards fulfillment of all three components
of the project. Training support, active use, and subsequent adaptation of GEF and
IW:LEARN models is envisaged towards development of a template which meets
identified needs of Pacific partners, and helps maximize efficiency for long term
monitoring and evaluation while allowing capture of all project information.
13
Bringing technology to people assessing technologies for knowledge transfer and
information production: Supporting a knowledge management strategy with a key
focus on information and content will involve an assessment of what national focal points
understand and have access to in terms of information and communication technologies.11
Any project, dealing as the PCU does, with 15 distant national focal points must rely on
technology to assist its information activities and dissemination processes. The scope of
activities for a well-resourced PCU will largely be informed by the assessed needs and
priorities/resource constraints of the widely-dispersed member nations it services12.
The medium vs. the message: The cornerstone of OFM knowledge management should
be information production and dissemination,13 whilst ensuring archival capacity is
optimized. While linking into the UNDP GEF learning cycle14 the capture of project
experiences for transformation into knowledge products should note the primary means
of information dissemination via mainstream media in the Pacific is radio, followed by
print in urban areas only. TV programs and DVD/video materials have high-impact, and
IEC and print materials to drive awareness in community gatherings also has value.
Notwithstanding the difficulty of accessing internet, it is critical to recognize archival
possibilities through an online knowledge portal, and the need to feature Pacific best
practice and lessons learnt in the OFM project, via the GEF/UNDP and IW: LEARN
templates.
Branding, marketing, promotion. The strategy should reinforce an effective, positive
impression and mental image of the OFM brand when Pacific Islanders think of Oceans
and Pacific futures. 15The current motif featuring stylized versions of a hook, the waves, a
sail, and fish could be effectively used across all activities under all information strategy
sub-component outputs; and this standard should form part of the proposed
communications protocol to apply to all OFM meetings and activities. The
communications protocol provides a monitoring and accountability mechanism to ensure
that all activities across the other three components16, but in particular the first two, are
supported with key information materials.
Quality, locally-relevant knowledge products and services: A focus on advocacy and
outreach work would address the challenge of raising awareness in the most diverse way
for the project at this point in time. A strategic focus on outreach publications, those
aimed at a broad readership of government officials, media, the private sector and civil
society, would assist successful reporting of the PI-OFM project outputs under the
information strategy. Analysis and sharing of lessons learnt/best practice, knowledge
guides, resource kits, project publications, and current information on the website should
also be maintained where possible to achieve mainstreaming and learning at differing
levels for other specialist target audiences, as required and identified by the needs
analysis and survey.
11 Refer annexed stakeholder survey, recommended to assist with follow up activities due to lack of
feedback online.
12 This could be helped along by completion of the appendixed survey and analysis of the results.
13 The information strategy in the project literature provides clear directions on types of content, while
implementation is left to secretariat and national partners/other stakeholders.
14 Knowledge Management in support of the global environment: UNDP-GEF initiatives, November 2004.
16 An example is applying the protocol to the national priorities for legal reforms on page 54 of the prodoc.
14
Planning for feedback to measure the effective dissemination of knowledge: Linking
in to already existent knowledge communities involves ensuring information products are
planned beyond concept to publication to include delivery and feedback/responses from
target audiences. Online knowledge portals, workshop posters for advocacy, press
releases and handbooks for schools and newsrooms should all share a common feedback
guide to measure receipt of information and feedback to guide further publication and use
of it. Assessments of audience response will also indicate best modes of delivery in
specific communities and assist the strategy's responsiveness to meet those dynamic and
changing needs.
A commitment to resource training and other uptake activities aimed at effective
application of knowledge and products in-country, in a range of levels. Knowledge
strategies to support a range of workshops to break down and simplify conventions, laws,
requirements and other aspects of the OFM project to stakeholders must run parallel with
specialized training in knowledge, information and communications whether online, in
country, through internships and attachments, or at sub regional and regional level.
15
Managing information, transferring knowledge: Recommendations
Given the information focus of knowledge management under this project, and the progress made
to date on the information strategy, consideration is sought for short-term recommendations as
per the table provided, which would assist in achieving outputs and indicative activities of the
information strategy sub-component.
The recommendations below are broadly aimed at meeting some of the strategies/strategic areas
outlined previously. While more work and consultation will be required, short term actions which
can be drawn from the recommendations to engage momentum for the knowledge strategy are
identified in the table below:
KM Action Plan recommendations: short to medium term
Specific Activity
Beneficiaries
Strategic result area/s
Clarity and consensus gained on Info/Communications,
1.National Focal point
National focal points and PCU; KM strategy
Information and KM needs
Fisheries information officers
Progress on 1997 IW LEARN PI SAP information gaps
analysis
assessed
Support attainment of sub-component 3 objective
Ownership and participation ensured as part of a dynamic
KM process
Efficient delivery of the Information strategy in cost-
2. Initiate PI-OFM Information
PCU and all stakeholders; key
effective consultation
Strategy Electronic Reference
media and KM industry reps to
Enhanced networking and information sharing by group
Group to provide feedback and
group
members of their own work in OFM
sounding board advice to
Cohesion promoted with outsourcing and consultants
secretariat
working on diverse range of information outputs
Project information updated and aligned to GEF/IW:
2.Review and update of
All stakeholders, general
LEARN templates
www.ffa.int/GEF website and
public
Provision of Pacific materials to IW: LEARN site
other project materials ;
Creation of a knowledge products/services schedule and
generation of locally relevant new
budget to match, with target audiences and objectives as
information products
per review
New information products such as DVDs, promotional
banners/stickers and short documentaries broaden
community interest and awareness
3.Communications and
OFM staff and
Clear and consistent communications template/plan for
Information guide/handbook
meeting/activity participants:
application at all OFM activities/workshops
developed to apply as to all OFM partners, including media
Clarity and understanding of benefits and resource needs
project meetings and activities
stakeholders and their
of a communications process
audiences
Budget process enabled for IEC materials including
posters support, media interns and press
releases/statements for all workshop events
4. Media, information and KM
OFM PCU, national focal
Regional facilitation of national partnerships to enable
16
roundtable or workshop for
points and stakeholders, media
fulfillment of component 3
national focal points and partners
Identification of bridge-building individuals in media and
OFM sectors who can assist raised awareness
Heightened media profile for OFM project and relevance
to sustainable fisheries/marine management
5. Training for key stakeholders
OFM PCU, key information
Awareness of database systems such as IW:LEARN and
in IW: LEARN and the global
partners in other agencies,
OFM relevance promoted to beneficiaries
GEF Project Information
national focal points and
Pacific content updated and presented online
Management System (PIMS) and
ENGOs
Technical information systems problems raised and
other relevant database systems.
solutions sought
6. Development of a Pacific GEF
OFM PCU and agencies,
Awareness and understanding of database as an
database for the FFA website to
national focal points and
information centre and electronic archive
ensure ownership and broader
development agencies;
Adaptation/creation of a Pacific-specific online space
access to IW: LEARN or the
stakeholders seeking best
which broadens the template and scope of the
UNDP/GEF PIMS by more
practice examples
IW:LEARN and GEF/PIMS systems
stakeholders.
Technical information systems problems raised and
solutions sought
7. Development of a directory-
OFM PCU and relevant
Identification of skilled individuals who can work alone
database of Pacific KM
agencies, Pacific practitioners
or in groups to support the OFM project consultancy
facilitators to assist information
in KM and OFM sectors
outputs
strategy for OFM and
Formation of an online directory of Pacific Islanders in
Development and launch of an
OFM sectors at different levels
OFM knowledge and IE
Consolidation and organization of diverse information
resources portal
products on Pacific OFM in one place
Link in to IW: LEARN and GEF to grow Pacific `voice'
online
8. Pacific media internships to
OFM PCU, PINA and regional
Deepened awareness and understanding from inside view
drive mainstream understanding,
media
by senior Pacific media practitioners lending to better
reportage, and support
reportage of OFM project
information outputs
TOR for interns to allow development and publications
support for knowledge products
Customised internships allow for development of OFM
research, newsroom kits, and preparation for awareness
workshops, networking and advocacy advice.
Awareness of advocacy tools for promoting OFM by
9. Regional workshop for
OFM PCU and industry
front-line national partners and peers; with key outputs of
Fisheries/Marine/Environment
information officers; national
resource sharing on Information Strategy and provision
information officers on linking
focal points and
of material for Knowledge portal and GEF reporting
their work plans to OFM
ENGOs/INGOs
templates.
Information Strategy
Tacit knowledge supplied on ways to best support
generation of content for website and other information
components from national level
Builds peer-level partnerships and resource sharing with
ENGOs and INGOs for best information strategy
implementation
17
10. Launch of two key electronic
OFM PCU and partner
Increased facilitation of cost-effective online networking
discussion and information lists
agencies, National focal points
to encompass i/ national focal
Discussions, announcements and themed debates via
points and OFM secretariat
General public and
distance over the net are archived and linked to website
(restricted)
researchers/media
ii/ stakeholders and media/public
Ability to run monitoring and participatory surveys
discussion/posts on OFM issues
online, with national focal point partners able to gauge
(open)
progress/discuss issues with peers on specific
components and issues prior to meetings/workshops and
conferences.
NOTES
· The pace of implementation for KM activities depends on resources and funding. Note that issues of
responsibility, timelines, and budget/resources for below are dependant upon resource availability and allocation;
in this instance by the OFM Project Coordination Unit.
· Some activities; while different can run back to back or overlap, such as 5, 6 and 9 into one event, 3 and 4 into
one event, or 1 and 10.
· Project strategic results as per the table below are envisaged to either directly or indirectly support the Information
strategy (Component 3) of the project, while enhancing outputs around participation, awareness and management.
18
Annex A
E-survey to all National Focal points (as per OFM contact list)
Hi, Kia Orana and talofa lava all. My name is Lisa Williams-Lahari and I'm assisting the OFM
project under FFA to draft a Knowledge management strategy with particular reference to sub
component 3 and specific attention to the need for a knowledge management process as per 3.1.
While much of the work and the consultancy has been desk based I have been given the go ahead
from the project coordinator Barbara Hanchard to make direct contact with you.
Given Knowledge management is an exhaustive process and the strategy is aimed at providing a
broad scope within which to frame your knowledge-based activities, the draft process would be
enhanced with your participation in a quick questionnaire as per your yes/no responses and some
commentary and experiences (especially if you answered no to any of the statements) on your key
challenges/priorities when working with stakeholders within the OFM framework.
Thanks for your time, and any additional comments you can give at the end. If you have further
questions, don't hesitate to let me know via email on lisa.lahari@gmail.com
Kind regards,
Lisa.
1. Leadership/Vision
We have an ICT/communications/information knowledge vision and strategy for our
organization.
We employ people on a full or contractual basis whose outputs fall directly under that vision, and
within the framework of the OFP component 3.
2. Processes
We gather and manage all internal and external information, meeting records, correspondence
(hard copy and electronic), publications, data and other knowledge assets with a clear system, and
publish regular reports on how to access the system to the public, our donors, and other
stakeholders.
We are happy with the flow of information between our regional coordinating office and this
office, and are clear on OFM workshop and meeting requirements and agenda goals well before
we attend.
(Please clarify your main method of information receipt/sharing on OFM matters, e.g. / email,
phone, face-to-face or fax, and your preferred method for the same)
3. Culture/Structure
We share and encourage knowledge sharing across departmental boundaries, and our workplace
settings and format of meetings encourage informal knowledge exchange.
19
We have a good working relationship with the communications and media sector in-country, and
often have OFM and other work highlighted as local news.
4. Information staff/training
We employ librarians, or information management staff that coordinate knowledge repositories
and act as focal points for provision of information to support key decision making; and staff in
the organization are trained in how to access and use that information in their work.
5. Technological Infrastructure
We enjoy pro active use of computer-based work stations and ICTs, including fax, phone, and
email.
We have an intranet system and all users, to varying extents, have access to archived materials
and the internet.
Your further comments below in regards to the above are much appreciated:
(ends)
20
Annex B: TOR schedule
Schedule A
TERMS OF REFERENCE
[June 2007]
Background
The Pacific Islands Oceanic Fisheries Management (OFM) Project was officially approved by the
GEF Chief Executive Officer; Mr. Leonard Good on May 24 2005. The USD$11m five year
OFM Project is executed by the Pacific Islands Forum Fisheries Agency (FFA) at which the
Project Coordination Unit is based. The project co-executing agencies are the Pacific Community
(SPC) and the World Conservation Union (IUCN).
The Project has three components, two technical components, which are specifically designed to
address the two immediate objectives and the two root causes, as follows:
Component 1. Scientific Assessment and Monitoring Enhancement, aimed at the Knowledge and
Information Objective; and
Component 2: Law, Policy and Institutional Reform, Realignment and Strengthening, aimed at
the Governance Objective;
and a third component,
Component 3. Coordination, Participation and Information Services, designed to support and
enhance the outcomes of the two technical components.
Component 3 addresses the overall project management and coordination, the provision of
information about the Project and the Convention, the capture and transfer of lessons and best
practices and participation by stakeholders. The process is designed to be inclusive, with
stakeholder participation promoted nationally and regionally.
Sub-component 3.1 Information Strategy is one of the project mechanisms designed to promote
awareness and understanding of both the Project and the Western and Central Pacific Fisheries
Convention. The strategy is intended to contribute towards the enhancement of awareness about
the Project and understanding of its objectives and progress; establishment of a clearing house for
lessons and best practices within the Pacific SIDS, as well as through linkages to other global
fisheries and their issues; capture of up-to-date information and advice on related ecosystem
management and innovative fisheries management approaches; transfer of lessons and replication
of best practices through an active mechanism linked to the Commission; and active participation
with IW:LEARN
Objectives
The project requires a knowledge management process to identify innovative best practice and
replicate ideas with the project and relevant to the project, including the active involvement with
IW:LEARN.
The key objective of this consultancy will be to prepare a Knowledge Management Strategy
which will include and describe components for website, newsletters and progress reports.
Scope of Consultancy (Responsibilities)
21
The scope of the work to be undertaken will include:
i)
Review of modern literature on Knowledge Management and processes used by GEF and
GEF International Waters projects for the purposes of developing a Knowledge
Management Strategy in the form of a Strategic Plan for the Pacific Islands Oceanic
Fisheries Management Project;
ii)
Prepare a Knowledge Management Strategic Plan for the PI OFM Project taking into
account progress made to date on information strategy, consideration for sub-component
3.3 Stakeholder Awareness and Awareness Raising and the need to include components
for website, newsletters and progress reports; and
iii)
Provide a brief report with the Knowledge Management Strategy attached that explains
the process of designing the strategic plan, references used and contains
recommendations that highlight information related activities that require immediate and
urgent attention.
The work undertaken will be based on the following indicative work program, subject to variation
by FFA with appropriate notice.
Time Schedules and Reporting Requirements
INDICATIVE WORK PLAN
Activity
Effort
Timing
Research
3 days
29 June 1 July
Draft Knowledge Management Strategy
6 days
2 7 July
Brief consultancy report
3 days
8 10 July
Draft report and KM Strategic plan submitted to
FFA for comment
11 July
Final report completed & submitted
15 July
Total
12 days
The Consultant shall report to the OFM Project Coordinator.
Expected Outcomes
The primary outcome is the submission of a professional report that should contain the results of
the activities highlighted in the scope of these terms of reference and any recommendations but
specifically the development of a Knowledge Management Strategic Plan.
The consultancy outcomes will contribute directly to the information strategy of the OFM Project
to promote awareness and understanding of the Project and the WCPF Convention focussing on
the dissemination of information generated by and related to the Project.
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