Knowledge Management STRATEGYThis knowledge management strategy is one of the key deliverables of IFAD's Action Plan for Improving Its Development Effectiveness, approved by the Executive Board in December 2005. Its aim is to provide IFAD with the framework and tools required for development effectiveness in a context of dramatic transformations that are changing the face of world agriculture and of rural poverty. Changing realities on the ground mean that IFAD will need to become more agile, devise appropriate innovations and improve its systems and its institutional readiness for more continuous learning and sharing. It is in the sense of improving its learning from development practice that IFAD will increasingly become a knowledge-based organization.In fulfilling its mandate to enable poor rural people to overcome poverty, IFAD deals with many types of knowledge. The most critical knowledge for IFAD is related to "development practice". It is embedded in IFAD-sponsored programmes and projects, its staff and partners and, more broadly, in the development community working on issues of rural poverty and rural development, including poor rural people and their own organizations (for example, rural community and farmers’ organizations).International Fund for Agricultural DevelopmentIFAD_6e5a1ebe-6b63-11e4-ab90-8d3e04f0861bThe International Fund for Agricultural Development (IFAD), a specialized agency of the United Nations, was established as an international financial institution in 1977 as one of the major outcomes of the 1974 World Food Conference.Poor PeopleRural AreasDeveloping CountriesPresident of IFADThe implementation of the knowledge management strategy will require strong and visible leadership from the President of IFAD and the senior management team, and the alignment of incentives to ensure commitment and collaboration across the organization. Kanayo F. NwanzeOn 13 February 2013, Kanayo F. Nwanze was appointed by acclamation as President of IFAD for a second four-year term. A Nigerian national, Nwanze has a strong record as an advocate and leader with a keen understanding of complex development issues. He brings to the job over 35 years of experience across three continents, focusing on poverty reduction through agriculture, rural development and research.IFAD Country ProgrammesIt will also require strong partnerships within the scope of the country programmes (for example, with governments, organizations of the rural poor, the private sector, knowledge centres) and with regional and global partners. Many of the activities envisaged will strengthen these partnerships.Organizations of the Rural PoorThe Private SectorKnowledge CentresChief Knowledge OfficerA key question is whether a designated knowledge manager should be engaged to guide, coach, supervise, evaluate and report on implementation of this strategy. There appears to be little objective evidence to guide a decision on this matter. The position of knowledge officer is a recent phenomenon in companies; for instance, it has been estimated that the position of chief knowledge officer exists in only about one fifth of the Fortune 500 companies.United NationsIFAD will strive to be a learning organization. It will learn systematically and collectively from its own projects and programmes, and from the experience of its partners, particularly poor rural people, in order to deliver high-quality services and to enable its partners to find innovative ways to overcome poverty, and to use the knowledge acquired to foster pro-poor policy reforms. _6e5a21ca-6b63-11e4-ab90-8d3e04f0861bTo share information and knowledge related to rural poverty in order to promote good practice, scale up innovations and influence policies, thus positioning the fight to reduce rural poverty as a global, regional and national priority_6e5a24ea-6b63-11e4-ab90-8d3e04f0861bCore CompetenciesAn institution's strategy for knowledge management must be firmly rooted in its core competencies, embedded in its work processes and linked tightly to its main products. Successful knowledge management strategies build on existing assets.Work ProcessesProductsHardwareWhile appropriate hardware is essential, the key to successful knowledge management is found in the culture and mindsets of an organization. The right mix of incentives is, therefore, critical. CultureMindsetIncentivesKnowledge-Sharing & LearningStrengthen knowledge-sharing and learning processes_6e5a2652-6b63-11e4-ab90-8d3e04f0861biCountry ProgrammesStrengthen three major processes to improve impact through knowledge-sharing and learning within IFAD countries._6e5a274c-6b63-11e4-ab90-8d3e04f0861bi.AWithin the country programme cycle -- At the country level, three major processes will be strengthened or scaled up to improve impact through knowledge-sharing and learning: (i) the project cycle will be retooled to integrate knowledge management throughout; (ii) a knowledge-based policy development process will be tested; and (iii) specific local learning activities will be scaled up.Project CycleRetool the project cycle to integrate knowledge management throughout._6e5a2864-6b63-11e4-ab90-8d3e04f0861bi.A.iDesign & ImplementationDeliver better country programme design, better project design and better implementation support._6e5a2968-6b63-11e4-ab90-8d3e04f0861bi.A.i.aWithin the country programme, articulated through results-based COSOPs, better knowledge management should help improve country programmes by delivering better country programme design, better project design and better implementation support -- three key performance indicators in support of development effectiveness targets. Innovation, learning and scaling up together form one of IFAD's six principles of engagement, which apply to all IFAD's country programmes: knowledge management is central to this agenda. In this respect, the COSOP articulates IFAD's knowledge management strategy relative to country-level objectives, and provides a platform to ensure that knowledge is fed back into corporate-level knowledge management processes.Local Knowledge & ExperienceEnsure that local knowledge and experience are effectively mobilized._6e5a2a6c-6b63-11e4-ab90-8d3e04f0861bi.A.i.bIFAD CountriesAbove all, it will ensure that local knowledge and experience are effectively mobilized in IFAD's country-level policy dialogue, programme implementation and programme development work. Learning and knowledge-sharing will be improved by mainstreaming knowledge management at the country level using the revised framework for results-based COSOPs. Reporting on knowledge management activities will be part of the COSOP review exercise. Other Programme ActivitiesRetool other programme cycle activities to provide for learning and knowledge-sharing._6e5a2b7a-6b63-11e4-ab90-8d3e04f0861bi.A.i.cThe other programme cycle activities will be retooled to provide for learning and knowledge-sharing within the project, the country and beyond. Through M&E and supervision, implementation support and mid-term reviews, the lessons learned at the local and programme level will be directly used to improve the effectiveness of the country programme and further distilled and fed into the regional and thematic networks and the Rural Poverty Portal. Systematic dissemination of IFAD's Guide for Project M&E, together with stronger support through regional grant programmes -- for example, the Programme for Strengthening the Regional Capacity for Monitoring and Evaluation of Rural Poverty Alleviation Projects in Latin America and the Caribbean; the Regional Programme for Strengthening Management for Impact in Eastern and Southern Africa; and the Programme to Support IFAD-funded Projects' Monitoring and Evaluation Systems in Western and Central Africa -- will further strengthen M&E as a learning tool. In implementing the new supervision policy, IFAD will take specific measures to draw the lessons learned from supervision missions and codify them in their reports. This will also provide the basis for stimulating, replicating and scaling up innovation through learning and knowledge-sharing Conversely, the country teams and the design and implementation support missions will make use of Learning Notes and the other knowledge available through the regional and thematic networks to design and implement the country programme along industry and IFAD's best practice. Agreements with cooperating institutions will be revisited to include specific knowledge management requirements. Project completion reports will focus on distilling the major lessons learned, and on the steps taken to mainstream these lessons.Local Knowledge & InnovationsValue local knowledge and scale up local innovations._6e5a2c92-6b63-11e4-ab90-8d3e04f0861bi.A.i.dValuing local knowledge and scaling up local innovations will be carried out in approximately ten countries, distributed among five regions, where innovative mechanisms have already been developed. Examples are local innovation in the Niger, marketing in the United Republic of Tanzania and ethno-botanical knowledge in the Philippines (see appendix II for a brief account of these). Products aimed at valuing, protecting and sharing local knowledge while stimulating local innovation in areas such as natural and genetic resources, natural resource management, small-scale rural businesses and smallholder agriculture have a high potential in terms of impact. They can become a distinctive product line for IFAD provided the relevant segment of knowledge management is given due consideration and equipped with sufficient resources -- especially grants. The learning process will include all stakeholders: IFAD and the country programme teams; farmers' and community organizations; indigenous peoples' organizations; civil society organizations; and the private sector. Building on these experiences and learning from them, and working with relevant thematic networks (such as the one on indigenous peoples), IFAD can develop other, similar knowledge products in various development areas. Policy DevelopmentTest a knowledge-based policy development process will be tested._6e5a2daa-6b63-11e4-ab90-8d3e04f0861bi.A.iiPolicy Development & DialogueDevelop policy development and policy dialogue processes in the agricultural and rural development sector._6e5a2ed6-6b63-11e4-ab90-8d3e04f0861bi.A.ii.aStrong policy development and policy dialogue processes in the agricultural and rural development sector will be developed based on lessons learned from field experience -- especially from IFAD's country programmes -- and on sound research on agricultural or rural development issues. These processes will be developed selectively and sequentially in approximately ten countries distributed among five regions, and where there are opportunities for policy and institutional change, including through the poverty reduction strategy programme. One example is the systematization of microfinance good practice in preparing the Ghana microfinance policy under the Rural Financial Services Project cofinanced by the Government of Ghana, IFAD, the International Development Association and the African Development Bank. Processes will comprise research, workshops, field visits and study tours, and will include political leaders, policy analysts and decision-makers, stakeholder organizations (for example, farmers' organizations, microfinance institutions), researchers, consultants, the private sector and other donor agencies.Learning ActivitiesScale up specific local learning activities._6e5a2ff8-6b63-11e4-ab90-8d3e04f0861bi.A.iiiRegional NetworksHarvest, distil and share regional knowledge._6e5a311a-6b63-11e4-ab90-8d3e04f0861bi.BIFAD Regional NetworksFIDAMERICAFIDAFRIQUEAt the regional level, IFAD intends to invest in learning from the experience of existing grant-financed regional networks by selecting two of these -- FIDAMERICA in the Latin America and the Caribbean region, and FIDAFRIQUE in the Western and Central Africa region -- for scaling up and further development. The goal will be to harvest, distil and share regional knowledge, including knowledge related to programmes (for example, strategies/approaches, research and development programmes).Learning, Measurement, Evaluation & JudgementsProvide a foundation for learning, for the measurement and evaluation of the knowledge value and potential of the networks, and for informed judgements on future replications._6e5a32a0-6b63-11e4-ab90-8d3e04f0861bi.B.iThe networks will provide a foundation for learning, for the measurement and evaluation of the knowledge value and potential of the networks, and for informed judgements on future replications.LinkagesStrengthen linkages with the thematic networks._6e5a3458-6b63-11e4-ab90-8d3e04f0861bi.B.iiLinkages with the thematic networks will be strengthened... The Rural Poverty Portal will serve these networks and the links among them.FinancingFinance regional networks by grant resources._6e5a3584-6b63-11e4-ab90-8d3e04f0861bi.B.iiiThese regional networks will continue to be financed by grant resources but in a more continuous way to provide for sustainability of services.Thematic NetworksDevelop two thematic networks._6e5a370a-6b63-11e4-ab90-8d3e04f0861bi.CAt the headquarters level, building on the existing thematic groups, IFAD will initially develop two thematic networks, choosing from among the themes of gender, rural finance, natural resources management and indigenous peoples...Distillation & SharingDistil and share knowledge and experience._6e5a382c-6b63-11e4-ab90-8d3e04f0861bi.C.iIFAD Thematic NetworksThe networks will serve as laboratories for systematic learning by IFAD on the linking of knowledge development at the local, regional and corporate levels with IFAD's policy. They should better position IFAD to distil knowledge and experience through such processes as best-practice reviews and the IFAD Policy Forum, and share knowledge through Learning Notes and informal knowledge-sharing for use in policy dialogue, programme development and implementation activities.MembershipExpand the membership of the thematic groups._6e5a394e-6b63-11e4-ab90-8d3e04f0861bi.C.iiThe thematic networks will expand the membership of the thematic groups to relevant staff and to external partners.FinancingFinance thematic networks by grant resources._6e5a3a8e-6b63-11e4-ab90-8d3e04f0861bi.C.iiiFacilitation of these networks will be financed by grant resources.Additional NetworksLearn from the experience gained in running these two thematic networks before deciding whether or not to build additional thematic networks._6e5a3bba-6b63-11e4-ab90-8d3e04f0861bi.C.ivIFAD will learn from the experience gained in running these two thematic networks before deciding whether or not to build additional thematic networks. Learning Events & Publications_6e5a3cfa-6b63-11e4-ab90-8d3e04f0861bi.DSeminarsLaunch a cycle of seminars in order to provide opportunities to discuss and debate global development issues and their relevance to rural poverty._6e5a3e44-6b63-11e4-ab90-8d3e04f0861bi.D.iBuilding on existing events, such as policy seminars, round-table conferences during the Governing Council, the Farmers' Forum and the many other intermittent and informal seminars and workshops, IFAD will launch a cycle of seminars in order to provide opportunities to discuss and debate global development issues and their relevance to rural poverty. The seminar cycle will be planned carefully and adequately funded, with lecturers and speakers identified proactively.Proceedings & OutcomesDisseminate proceedings and outcomes._6e5a3f7a-6b63-11e4-ab90-8d3e04f0861bi.D.i.aThe proceedings and outcomes will be disseminated through the regional networks and the Rural Poverty Portal.Learning EventsBetter and more strategically plan and manage learning events._6e5a40c4-6b63-11e4-ab90-8d3e04f0861bi.D.iiLearning events at country and regional levels will be better and more strategically planned and managed.OutcomesSystematically record and disseminate outcomes._6e5a4218-6b63-11e4-ab90-8d3e04f0861bi.D.ii.aTheir outcomes will be systematically recorded and disseminated through the regional networks and the Rural Poverty Portal.Best PracticesDistill Learning Notes to be codified as "best practice"._6e5a436c-6b63-11e4-ab90-8d3e04f0861bi.D.iiiThe knowledge gained from the various regional and thematic networks will be distilled in Learning Notes to be codified as "best practice".Learning NotesContinuously update Learning Notes._6e5a44a2-6b63-11e4-ab90-8d3e04f0861bi.D.iii.aThese will be dynamic documents enriched by real-time examples and continuously updated using clear quality standards.SharingShare Learning Notes through the regional and thematic learning networks and the Rural Poverty Portal._6e5a4614-6b63-11e4-ab90-8d3e04f0861bi.D.iii.bLearning Notes will be shared extensively through the regional and thematic learning networks and the Rural Poverty Portal. They will be systematically provided to consultants, cooperating institutions and partners engaged in programme design, supervision or policy dialogue.PublicationsDevelop a coherent approach to publications._6e5a474a-6b63-11e4-ab90-8d3e04f0861bi.D.ivIFAD will also develop a coherent approach to publications, especially at corporate level.TypologyPrepare a typology of knowledge papers._6e5a488a-6b63-11e4-ab90-8d3e04f0861bi.D.iv.aA simple typology of knowledge papers will be prepared outlining the various publication lines and their processing and dissemination status.Thematic StudiesRationalize the Thematic Study series._6e5a49fc-6b63-11e4-ab90-8d3e04f0861bi.D.iv.bThe Thematic Study series will be further rationalized to provide for content and editorial consistency.UpdatingRegularly update and publish Learning Notes._6e5a4b46-6b63-11e4-ab90-8d3e04f0861bi.D.iv.cLearning Notes will be regularly updated and published.Joint PublicationPublish jointly with knowledge centres and other partner organizations._6e5a4c90-6b63-11e4-ab90-8d3e04f0861bi.D.iv.dFood and Agriculture Organization (FAO)World Food Programme (WFP)Joint publications with knowledge centres and other partner organizations, especially the Food and Agriculture Organization of the United Nations (FAO) and the World Food Programme (WFP), will be encouraged.InfrastructureEquip IFAD with a more supportive knowledge-sharing and learning infrastructure_6e5a4df8-6b63-11e4-ab90-8d3e04f0861biiIFAD will put in place a more supportive infrastructure to achieve its knowledge management objectives in three areas: (i) a stronger information technology platform including the Rural Poverty Portal; (ii) better information management; and (iii) specific knowledge management tools for collaboration.IT PlatformDevelop a stronger information technology platform to enable better information management, communication and knowledge-sharing._6e5a4f42-6b63-11e4-ab90-8d3e04f0861bii.AIFAD will develop a stronger information technology platform to enable better information management, communication and knowledge-sharing, building on its existing Web-based information, communication and knowledge management tools (Intranet, Internet, the Rural Poverty Portal, Web-enabled workspaces and shared drives). This platform will consist of an integrated set of knowledge-sharing and collaboration tools coupled with open, standards-based, Web content management and portal technology.WorkspacesCreate Web-enabled, shared workspaces._6e5a50a0-6b63-11e4-ab90-8d3e04f0861bii.A.iThe platform's knowledge-sharing component will use individual authoring tools and shared repositories to create Web-enabled, shared workspaces across IFAD's Intranet and available to IFAD users irrespective of location.Community Work[Support] distributed editing and annotation, revision management, instant messaging, online discussion, Web conferencing._6e5a5230-6b63-11e4-ab90-8d3e04f0861bii.A.iiThe collaboration component will allow for distributed editing and annotation, revision management, instant messaging, online discussion, Web conferencing and other collaboration services that effectively enable community work.Content DeliveryDynamically deliver content across websites._6e5a5384-6b63-11e4-ab90-8d3e04f0861bii.A.iiiThe platform's content management component will allow IFAD to deliver content across websites dynamically.AccessControl access to source information maintained in operational databases and to documents and institutional records stored in shared corporate repositories._6e5a54e2-6b63-11e4-ab90-8d3e04f0861bii.A.ivThe Portal technology will permit controlled and dynamic access to source information maintained in operational databases and to documents and institutional records stored in shared corporate repositories.Virtual Workspaces & NetworksImplementation of virtual workspaces and collaboration networks._6e5a569a-6b63-11e4-ab90-8d3e04f0861bii.A.vThis stronger platform will provide the necessary foundation for the cost-effective implementation of virtual workspaces and collaboration networks that bring internal and external communities together into a single virtual IFAD.Data & InformationDevelop and implement common information management standards, rules, procedures and tools for the collection, control, reuse and sharing of the data and information._6e5a5802-6b63-11e4-ab90-8d3e04f0861bii.BIFAD will also further develop and implement common information management standards, rules, procedures and tools for the collection, control, reuse and sharing of the data and information contained in IFAD's "collective memory". The aim will be to increase organizational efficiency and document business processes, provide evidence of activity and precedents for action, support programme evaluations, inform policymaking and ensure accountability. KM Tools[Provide] knowledge management tools for collaboration, knowldege-sharing and learning, and knowledge-capturing and -storing_6e5a5960-6b63-11e4-ab90-8d3e04f0861bii.CIFAD will be equipped with specific knowledge management tools for collaboration (e.g. collaborative, organizational workspaces), knowldege-sharing and learning (for example, "peer assists", after-action reviews) and knowledge-capturing and -storing (for example, knowledge-harvesting, sharing of practices, white pages).PartnershipsFoster partnerships for broader knowledge-sharing and learning_6e5a5b72-6b63-11e4-ab90-8d3e04f0861biiiFocusAdopt a focused and selective approach to partnerships in knowledge management._6e5a5ce4-6b63-11e4-ab90-8d3e04f0861biii.ABuilding on its many existing partnerships, IFAD will adopt a much more focused and selective approach to partnerships in knowledge management.Strategic PartnershipsDevelop four strategic partnerships in knowledge management._6e5a5e4c-6b63-11e4-ab90-8d3e04f0861biii.A.iInternational Food Policy Research InstituteAfrican Development BankWorld BankNGOsFarmers OrganizationsRural Microfinance InstitutionsFAOWFPWith a view to systematic learning, IFAD will begin by developing four quite different strategic partnerships in knowledge management with selected partners: one CGIAR centre (the International Food Policy Research Institute), one development agency (the African Development Bank or the World Bank), a network of stakeholder institutions (for example, NGOs, farmers' organizations, rural microfinance institutions) and tripartite collaboration with FAO and WFP.Human & Financial ResourcesHarness human and financial resources from IFAD and from strategic partners. _6e5a5ffa-6b63-11e4-ab90-8d3e04f0861biii.A.i.aDesigned as long-term collaborative frameworks, these partnerships will harness substantial human and financial resources from IFAD (mainly through the grant programme or supplementary funds) and from strategic partners.Strategic AlignmentSpecify and align the thematic areas with the knowledge issues IFAD gives priority._6e5a616c-6b63-11e4-ab90-8d3e04f0861biii.A.i.bThe partnerships will specify the thematic areas under consideration, which should be aligned with the knowledge issues IFAD gives priority to as derived from the strategic framework and corporate planning processes.Results FrameworkBase collaboration on a clear results framework outlining the [desired] outcomes._6e5a62d4-6b63-11e4-ab90-8d3e04f0861biii.A.i.cThey will be based on a clear results framework outlining the outcomes of the collaboration.Research & EventsJointly plan research activities and learning events._6e5a6478-6b63-11e4-ab90-8d3e04f0861biii.A.i.dResearch activities and learning events will be jointly planned.LinksLink the strategic partnerships to other IFAD knowledge management processes._6e5a65ea-6b63-11e4-ab90-8d3e04f0861biii.A.i.eThe strategic partnerships should be carefully linked to and supportive of the other IFAD knowledge management processes.OutcomesShare outcomes IFAD's knowledge management processes._6e5a6766-6b63-11e4-ab90-8d3e04f0861biii.A.i.fWhile the strategic partnerships will make use of IFAD's knowledge assets, their outcomes should be shared and disseminated through IFAD's other knowledge management processes.Tripartite NetworkExplore the possibility of establishing a tripartite knowledge and learning network._6e5a6914-6b63-11e4-ab90-8d3e04f0861biii.A.iiFAOWFPWith regard to its Rome-based sister organizations, FAO and WFP, the Fund will explore the possibility of establishing a tripartite knowledge and learning network, to enable the three organizations to learn from each other, build on each other's strengths and identify further areas of synergy and possibilities for streamlining.CulturePromote a supportive knowledge-sharing and learning culture. _6e5a6aa4-6b63-11e4-ab90-8d3e04f0861bivIFAD will upgrade its human resource management and policy instruments in order to establish a stronger knowledge-sharing and learning culture throughout the organization. A wider initiative promoting cultural change within IFAD, soon to be launched under the Action Plan, will provide a coherent framework for addressing IFAD's structural and organizational factors (for example, its "silo" organizational culture and the lack of incentives for collaborative action) that are constraining knowledge-sharing and learning. Institutional culture change of this type can only occur with strong and visible commitment from IFAD's leadership to the values of mutual respect, transparency and accountability. Accordingly, support for appropriate management training will be integral to IFAD's knowledge management strategy. This strategy will focus on the implementation of shorter-term, pragmatic and concrete measures that will contribute significantly to positive cultural change. These include:ResourcesProperly resource initiatives aimed at breaking the “silo” culture._6e5a6c16-6b63-11e4-ab90-8d3e04f0861biv.AProper resourcing of initiatives aimed at breaking the “silo” culture. IFAD's leadership, as a visible sign of commitment, will ensure that the key knowledge-sharing and learning processes that foster collaborative action, such as the regional and thematic networks and country teams, are implemented and adequately resourced.Job DescriptionsUpdate job descriptions._6e5a6dd8-6b63-11e4-ab90-8d3e04f0861biv.BUpdating of job descriptions. IFAD's job descriptions will include learning and knowledge-sharing objectives and activities. Its evaluation system will specify measures of innovation, learning and knowledge-sharing achievements.IncentivesUpdate human resource processes to provide for adequate incentives._6e5a6f68-6b63-11e4-ab90-8d3e04f0861biv.CUpdating of human resource processes to provide for adequate incentives. Human resource processes will be updated to make contribution to knowledge-sharing and learning an integral part of them. Reform of the incentive system through the Performance Evaluation System (PES) will be carried out as a high priority to ensure that staff contributions to knowledge-sharing and learning are fully recognized. Collective incentive mechanisms will be explored to provide for teamwork and collaborative action. The recruitment process will also be reviewed to include learning and knowledge-sharing competencies, experience, awareness and commitment. Skills & CompetenciesDevelop knowledge management skills and competencies._6e5a70ee-6b63-11e4-ab90-8d3e04f0861biv.DDeveloping knowledge management skills and competencies. IFAD will provide training to ensure that staff at all levels are familiar with knowledge-sharing and learning processes and tools, and with the appropriate behaviours and attitudes. Examples of areas that will be addressed as a priority will be the thematic networks, specific knowledge-sharing and learning tools, and the use of the information technology platform.Quick WinsImplement a set of visible "quick wins"._6e5a72d8-6b63-11e4-ab90-8d3e04f0861biv.EImplementing a set of visible "quick wins" to provide space for knowledge-sharing and learning. These may include: creating a rotational programme among units and departments for staff to further their creativity and skills; improving communication of IFAD business to non-operational staff and expanding the staff field immersion programme as a means to improving learning and knowledge-sharing; developing an induction curriculum, training and coaching programme to be offered to newcomers systematically; implementing an exit debriefing for staff to capture tacit knowledge; institutionalizing special awards or rewards for those who make a distinctive contribution to knowledge and innovation in IFAD; launching a scholarship and sabbatical incentive scheme for staff to increase their knowledge on key development issues; and launching a visiting scholar or scientist programme that would bring prominent figures in the development world to IFAD.2014-11-13http://www.ifad.org/pub/policy/km/e.pdfOwenAmburOwen.Ambur@verizon.net