Key requirements, commonalities, and unique needs

The scoping and consultation phases were critical to understand each project’s priorities and MEL system requirements. While some needs were universal, others were specific to the project contexts. Additionally, trade-offs meant that certain features deemed essential for one project were categorized as desirable for the other.

Commonalities across projects

Both initiatives required MEL systems that were not only accessible from within the KM platforms but also seamlessly integrated as key components. Shared requirements included:

• Calendars or reporting schedules to ensure timely tracking and planning.
• Access to key documents and support materials for guidance.
• Interactive spaces to facilitate collaboration among stakeholders.
• Tools for submitting, reviewing, and approving monitoring data.
• Flexibility for editing and managing data post-submission.
• Ability to aggregate data across projects, stakeholders, and other fields.
• Dashboards and visualization tools for clear, actionable data presentation.
• Options for data export for offline analysis.
• Role-based access control with one user per account and multiple user roles.
• Single sign-on (SSO) for streamlined access and accountability.
• Robust data security and privacy protocols to safeguard sensitive information.

Unique requirements for each project

The MEL systems also needed to be user-friendly, minimizing reliance on external consultants for updates, reports, or maintenance, while remaining scalable and adaptable to evolving project needs.

CLARE

• Advanced features for target setting and executing complex queries for granular analysis.
• Support for sophisticated data collection tools, including follow-up forms and beneficiary-linked reporting.

AQUADAPT

• Integration of selected MEL entries into an internal ‘library’ of research and knowledge products.
• Automated generation of downloadable documents from Outcome Cases for dissemination and documentation.

Solutions implemented

For each project, we adopted a tailored approach to ensure that each system met its unique requirements while leveraging tools that were robust, user-friendly, and scalable. Below, we outline the solutions implemented for each project, highlighting the rationale behind the chosen tools and the functionalities they enable.

CLARE: Leveraging ODK and Power BI

For CLARE, we developed the MEL system using Open Data Kit (ODK) for data collection and review, paired with Power BI for analysis and visualization.

Why ODK? ODK is an open-source suite of tools tailored for environments with limited resources or connectivity. Its key strengths include:

• Diverse question types and conditional logic for dynamic data collection.
• Built-in calculations, checks, and controls to minimize errors during data submission.
• Capability to save incomplete entries as drafts for later submission.
• Integration with external datasets for pre-populating forms, reducing manual input and errors.
• Support for creating ‘entities‘ that dynamically populate follow-up forms, linking entries for consistency in reporting.

Integration with Power BI: Data from ODK forms is aggregated and displayed in tabular format within Power BI, providing:

• A quick overview of all data available.
• A KPI dashboard to track progress on impact, outcome, and output indicators against milestones and targets.

Using Google Workspace for AQUADAPT

For AQUADAPT, we initially considered ODK but encountered a limitation: the inability for users to reopen and edit form entries—a feature not yet available without custom development.

Instead, we opted for a reliable and familiar solution using Google Workspace tools such as Forms and Sheets. To avoid the complexity and cost of creating individual Google Workspace accounts for each MEL system user, we leveraged the Google Sheets API to display submitted entries as tables within WordPress. Additionally, we utilized WordPress user roles and custom fields to enable granular access to MEL data and tools, tailored to the needs of different projects and user groups. This approach ensured a cost-effective, user-friendly solution while maintaining flexibility and security. (Note: This solution is currently in testing and not yet live—updates will follow.)

Lessons and considerations for future work

Each project’s MEL system reflects a balance of universal requirements and bespoke solutions. While CLARE benefitted from the advanced capabilities of ODK and Power BI, AQUADAPT leveraged the simplicity and flexibility of Google Workspace tools.

These experiences underscore the importance of tailoring MEL systems to the unique needs of each initiative while maintaining scalability, security, and ease of use – and looking to build integrated platforms where users can plan, report, share, interact and learn.

Working closely with the AQUADAPT team and programme partners, the Foundation is designing an internal knowledge management platform to meet the initiative’s needs. The platform will enable:

• The collection and analysis of monitoring data across projects.
• Cross-programme peer learning, collaboration, and knowledge sharing.

After completing a comprehensive and inclusive consultation and scoping phase, we are now developing the platform’s alpha version. Building on insights from our work on the CLARE KM Platform, we are refining the integration between WordPress (as a content management system) and groups.io to enhance collaboration and interaction.

The beta version of the platform is expected later this year, with the full release in early 2025.

Stay tuned for updates as we continue to support AQUADAPT in addressing these critical challenges through innovation and collaboration.

As part of an extensive user-needs consultation, Dgroups Associate Jessica Ball was invited to the AQUADAPT Peer Learning event in Penang, Malaysia. For this event, Jessica created and facilitated a “Visions of Success” session aimed at helping each of the 11 AQUADAPT projects outline their own success roadmaps, contributing valuable insights toward the program-wide Theory of Change (ToC).

Given the 90-minute timeframe, Jessica developed an engaging and dynamic card game for the activity.

Each project group received a tailored deck of cards and instructions. The card deck included: 

• the 11 projects and the IDRC program actor cards; 
• 22 actor cards ranging from women aquafarmers to large aquabusiness; 
• 7 nature-based solutions cards; 
• 26 cards representing knowledge management types, values, attributes, processes and tools; and 
• 4 interaction cards – learn, share, co-create, and report.

A shared vision is an important element of project and program success and the aim of the exercise was to focus on what success looks like for each project. It allowed for projects to consider a range of success factors, ranging from learning and development of new ideas and approaches, benefits to communities, sustainability of projects, etc. 

The activity process was designed in four stages:

1. WHY: Each project team created a visual representation or story of what tangible success would look like, integrating nature-based solutions relevant to their objectives.
   
2. WHAT: Using a storyboard template, teams mapped out the key success factors necessary to achieve their vision.
   
3. WHO: Teams reflected on the key actors essential to their success, both from within the program and externally.
   
4. HOW: Using the knowledge management cards, the final step was for projects to think about how the AQUADAPT KM Platform and processes of learning and collaboration can support them in achieving their project success.  Using a spider diagram template, teams mapped actors and actions along the co-create, share, learn, and report axis to identify crucial interactions.

Each project group was requested to capture their outcomes of the activity, in the form of video, audio or written notes. This collaborative knowledge harvesting approach meant that after the event, Jessica was able to review all the project Visions of Success in detail. From this a summary document was created that included a synthesised vision of success as laid out by all 11 projects. Cross-checking this with the program theory of change impact provides a holistic program vision of success, and allows all projects to clearly see their contribution, and feel a sense of ownership and shared purpose in the overall success of the programme.

The activity revealed the unique approaches each project took, underscoring that successful collaboration doesn’t require a one-size-fits-all method. With a creative framework, the card deck facilitated shared understanding and successful collaboration across the board.

Feedback from the activity was overwhelmingly positive. IDRC Project Manager Rebecca McMillan highlighted that:

Participants reported immediately after that it was “fun,” helped promote “co-creation,” enabled them to cement a “clear vision,” and facilitated team communication. “Using visualised cards made the discussion easier,” said one participant. Another partner noted, “very positive energy – we can use that to make change happen!” A third wrote, “The exercises served as equalisers – truly emerging as PEER learning.” In the post-event survey, we asked participants which activities they most enjoyed from the three-day event. The Theory of Change/Visions of Success activity was the most frequently cited.

Based on the success of this activity and the card deck, the Dgroups Foundation is keen to work with other partners looking to apply this approach to their knowledge management strategy development. Please get in touch if you would like to find out more information and discuss how this could be adapted to your needs.