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Day 2 - Perspectives on use. Sylvester Dickson Baguma (NARO): Rethinking knowledge management as a stimulant to improving the use of monitoring and evaluation processes and findings

Rethinking knowledge management as a stimulant to improving the use of monitoring and evaluation processes and findings

Whereas monitoring and evaluation is high on development agendas, its utility is not commensurate with the level of investment. The use of M&E processes and findings is still very low. One of the purposes of evaluation is to generate knowledge. One wonders for what purpose that knowledge is generated and what happens to it. When we consider the whole process right from participatory planning, implementation, evaluation and sharing the results there from, there is a lot of knowledge being generated. What seems to be missing is the understanding of what this knowledge is and therefore how the knowledge management relates to evaluations and managing for impact. In this session both theoretical and practical aspects of knowledge management will be discussed. The need to rethink knowledge management to stimulate learning from the M&E processes and findings will be presented as one of the ways in which the application or use of M&E findings can be improved.

About Sylvester Dickson Baguma

Sylvester Dickson Baguma works for the National Agricultural Research Organisation (NARO) in Uganda as a Principal Knowledge Management Officer and is currently doing a PhD in knowledge management at Loughborough University in the UK. Sylvester has a long experience both in academia, where he served for thirteen years, as in development work in which he has worked for more than fifteen years. He has undertaken several assignments in Africa, Europe, Asia and the Caribbean in monitoring and evaluation, strategic planning, priority setting, knowledge management, management information systems and general workshop facilitation. His current interests are in leveraging on tacit knowledge for learning and innovation, improving knowledge retention in organisations, learning together through multi-stakeholder innovation processes, managing evaluation knowledge, exploiting the interface between knowledge creation and evaluation. Sylvester has a passion for developing individual competencies, group capabilities and organisational capacities for managing initiatives and processes for impact.