In 2016, ILRI's key result areas (KRAs) need to be SMART, i.e.:
  • Specific - they should be about very precise results
  • Measurable - we should be able to have indicators (figures or otherwise) that tell us we achieved them
  • Assignable - someone should effectively be responsible for each SMART objective
  • Realistic - they should be 'achievable', not wishful thinking (e.g. reduce the level of poverty of 50 million people in one year)
  • Time-bound - dates, durations, deadlines that give an idea when the objective is achieved

Areas of work for E&C in 2016

Of the 12 areas of work for CKM, these are the areas the E&C team is most concerned with (and an indication of time spent on these is mentioned):
  • Event facilitation and support (30%) - including all planned and unplanned events, face to face and online, and documentation, social reporting etc.
  • Internal communication support (15%) - including contributions to Yammer, LinkedIn, other ILRI social media platforms, blogging on ILRI internal blogs (e.g. Maarifa, ILRI Announcements), specific engagement consultative work to help specific teams improve their engagement approach etc.
  • Collaboration platforms and support (25%) - including setting up collaboration platforms for ongoing processes (e.g. team & project work) or one-off events, providing technical and social backstopping, managing collaboration platform subscriptions and training new members on these etc.
  • Media, campaigns and influencing (15%) - including contributions to ILRI corporate blogs (News/Clippings) and other project blogs, thinking about campaigns, designing and facilitating interactions and engagement around campaigns, availing and managing collaboration platforms for these, wider engagement efforts towards advocacy for livestock development etc.
  • CKM leadership, planning and management (10%) - including leading and managing Engagement and Collaboration function/team (e.g., budget, strategy, work plans, reports, personnel and other administration, consultancies, team building, wiki work, mentoring, training, Yammer, email, etc.) and various meetings in relation with E&C work.
  • CGIAR-wide engagement and collaboration (5%) - including contributions to CG-wide comms and KM processes and influencing wider CGIAR network with comms and KM; overseeing with the head of CKM ILRI relations with the wider CGIAR communications-relevant communities (e.g., develop processes on request by the Consortium, represent ILRI communications at Consortium meetings etc.

Generic KRAs for E&C

  • Event facilitation and support
    • 30 events are designed, facilitated, documented and/or supported in other ways by members of the E&C team and are appreciated in the course of 2016, of which 1 at least is a large event with over 100 participants.
    • The demand for E&C support in events rises to 12 requests, of which 6 effectively happen in the course of 2016.
    • E&C team members organize mentoring activities around event design and facilitation through 6 virtual meetings and one face-to-face meeting
    • Training on group facilitation skills is taken over by E&C team leader for at least 2 training courses

  • Internal communication support
    • E&C team members contribute to internal communication activities (6 FMCs/coffee mornings, special assignments e.g. OCS)
    • E&C team contributes at least one biweekly update on ILRI social media platforms (Yammer, LinkedIn and/or Facebook)
    • E&C team documents 10 aspects of its work on the Maarifa blog and shares these on Yammer
    • CRP site integration processes in at least Ethiopia are supported by E&C active facilitation and other support
  • Collaboration platforms and support
    • E&C team supports 2 teams assess and deploy collaboration solutions with a satisfaction rate of 75% or more.
    • >>>?
  • Media, campaigns and influencing
    • E&C team supports the design and facilitation of engagement activities around 2 ILRI campaigns in the course of 2016
    • E&C team members contribute a minimum of 5 posts on ILRI corporate blogs in support of identified campaigns/focused communication efforts
  • CKM / E&C leadership, planning and management
    • 4 service delivery packs related to E&C are finalized by late April 2016
    • E&C needs assessment study is completed for the three identified teams and clear next steps (about expanding this effort to other teams) are devised
    • 20 or more E&C team chats happen throughout the year to inform team members of E&C-relevant developments
    • E&C team leader takes part to 80% of CKM leadership team chats

KRAs suggested for E&C staff members


Ewen Le Borgne


  • Event facilitation and support
    • Ewen contributes to 20 events that are designed, facilitated, documented and/or supported in other ways by members of the E&C team and are appreciated in the course of 2016
    • Ewen helps rise the demand for E&C support in events to 12 requests, of which 6 effectively happen in the course of 2016.
  • Internal communication support
    • Ewen contributes to 3 FMCs/coffee mornings,
    • Ewen coordinates at least one special assignment for internal communication e.g. OCS
    • Ewen writes at least one monthly update on ILRI social media platforms (Yammer, LinkedIn and/or Facebook)
    • Ewen documents at least 6 aspects of E&C work on the Maarifa blog and shares these on Yammer
    • Ewen facilitates at least 3 CGIAR-wide meetings for the Ethiopia site integration process
  • Collaboration platforms and support
    • >>>?
  • Media, campaigns and influencing
    • Ewen supports the design and facilitation of engagement activities around 1 ILRI campaign in the course of 2016
    • Ewen writes a minimum of 3 posts on ILRI corporate blogs in support of identified campaigns/focused communication efforts
  • CKM / E&C leadership, planning and management
    • Ewen organizes at least 15 E&C team chats throughout the year to inform team members of E&C-relevant developments
    • Ewen takes part to 80% of CKM leadership team chats


For information, here are some A&A KRAs suggested:

Susan proposes 7 A&A-specific KRAS:
1 A&A management (10%)
2 Daily corporate blogging (30%)
3 News media/influencing/advocacy wok & campaigns (20%)
4 Social and multi-media (15%)
5 Directorate support (15%)
6 Corporate publishing support (5%)
7 CGIAR communications (5%)

(1) A&A MANAGEMENT: 10%
Lead and manage work of ILRI¹s Communications, Awareness and Advocacy function/team (e.g., budget, strategy, work plans, reports, administration, consultancies, team building, wiki work, mentoring, training, Yammer, email, etc.)

(2) DAILY CORPORATE BLOGGING: 30%
Develop and post daily articles on ILRI¹s main corporate blog sites (attending to accurate facts, compelling stories, nuanced messaging, high-quality imagery, appropriate branding, judicious framing, etc.)

(3) NEWS MEDIA/INFLUENCING/ADVOCACY WORK & CAMPAIGNS: 20%
Manage with the ADG media and influencing work in terms of priorities, strategies, campaigns and materials (e.g., relations with the news media, targeted news and media campaigns, strategic policy engagement, opinion pieces, framing topics, message development, etc.)

(4) SOCIAL AND MULTI-MEDIA: 15%
Oversee with the head of CKM ILRI¹s stream of content on social media platforms (e.g., Twitter, LinkedIn, Storify), production of video and film products, and ILRI¹s image resources (e.g., Flickr, YouTube and Pinterest)

(5) DIRECTORATE SUPORT: 15%
Support strategic external kinds of communications for the ILRI Directorate (e.g., DG keynote presentations; high-profile exhibits and tours; donor and fundraising materials for the DG and BDU; strategic training for CapDev; editorial, messaging and branding work for high-level POD recruitments)

(6) CORPORATE PUBLISHING SUPPORT: 5%
Provide strategic support for ILRI¹s printed portfolio of products (e.g., branded institutional posters, calendar, annual report, displays) now being led by the Publishing and Curation unit

(7) CGIAR COMMUNICATIONS: 5%
Oversee with the head of CKM ILRI relations with the wider CGIAR communications-relevant communities (e.g., develop materials on request by the Consortium, represent ILRI communications at Consortium meetings, provide livestock-oriented inputs [articles, images, facts, messaging, advice] to strategic CGIAR initiatives, including CGIAR Research Programs ILRI leads or is involved in