UNDP Timor-Leste Knowledge Management Strategy

1. UNDP Timor-Leste Knowledge Management Strategy KM Strategy Task Force July 2004

2. Agenda • UNDP Knowledge Management Task Force • What is Knowledge Management? • UNDP Knowledge Management Roadmap • Knowledge Management Initiatives to date • Strategy & Implementation at Timor-Leste Country Office

3. IT Unit Non-IT Operations Units Programme Units Resident Coordinator System and Media Unit Timor-Leste Knowledge Management Strategy Taskforce Haoliang Xu Steve Glovinsky • Overall guidance HQ KM team Cory Brandt • TASK FORCE • Strategy formulation • Coordination with • HQ KM team • Coordination with • relevant units of • UNDP TL • Reporting to TL • management • Management of • strategy implementation • Policy support • CO best practice information • Validation of TL CO strategy • Coordination with existing or emerging policies Toshi Nakamura Keat Goh • Intranet/Internet development, if required • Provide input • Implementation Source: KM Taskforce

4. Taskforce’s scope Out of Taskforce’s scope HQ Timor-Leste CO CO CO … Scope of the Taskforce 3. Between UNDP and external entities UNDP Corporate Intranet External entities 2. Between TL CO, and other COs and HQ 1. Within TL CO Source: KM Task Force

5. Activities • Agree on the scope • Understand the Corporate KM Roadmap • Assess the current CO KM status • Develop framework for CO KM strategy • Communicate with HQs to learn CO KM best practices • Develop strategy with concrete action plan • Sensitize CO staff about the KM • Validate the draft with CO management, CO staff and HQ • Revise the strategy • Form implementation groups • Allocate budget • Implement the strategy Outputs • Current CO KM status assessed and documented • Draft CO KM strategy developed • Presentation on KM strategy to brief office and solicit feedback • CO KM strategy finalized and endorsed • Selected initiatives of CO KM strategy implemented Workplan 1 June 7 June • 23 June • 20 July • 31 August • CO KM Strategy development • Preparation and • Corporate KM info • sharing • Validation & • Revision • Implementation Source: KM Task Force

6. Agenda • UNDP Knowledge Management Task Force • What is Knowledge Management? • UNDP Knowledge Management Roadmap • Knowledge Management Initiatives to date • Strategy & Implementation at Timor-Leste Country Office

7. What is Knowledge Management? • Sharing an organization’s best ideas and practices through four processes... Source: Adapted from “A Note on Knowledge Management,” Harvard Business School, 1997

8. What is Knowledge Management? (cont’d) • ... and supporting these processes through appropriate structural elements. Source: Adapted from “A Note on Knowledge Management,” Harvard Business School, 1997

9. Benefits of Knowledge Management • "An organization's ability to learn and translate that learning into action rapidly is the ultimate competitive advantage." • -- Jack Welch, CEO of General Electric • “Companies need ... to respond quickly to emergencies and opportunities, to quickly get valuable information to the people in the company who need it, the ability to quickly make decisions and interact with customers.” • -- Bill Gates, CEO and Founder of Microsoft • Increase productivity • no need to reinvent the wheel • share lessons learned and ideas for greater impact and innovation • Streamline processes to increase efficiency, and reduce response and execution time • better able to compete for projects and funding • generate additional revenues by increasing output per employee • Stronger partnerships and community • sharing knowledge enhances relationships within the organization, and with clients and donors • Incentive for excellence • employee satisfaction from being able to showcase and share ideas, lessons and results from projects with entire organization • greater visibility allows management able to reward employees

10. Knowledge Management at Development Agencies Development agencies acknowledge that Knowledge Management involves a change in mindset and culture supported by appropriate technology. • DFID • Emphasizing Knowledge Management as “part of the way of working,” not just an additional activity • Knowledge Management is considered a management issue, not only a technical issue • ADB • Knowledge Management is part of reorganization plan • Aims to coordinate knowledge building and sharing among regional departments, Regional Economic Monitoring Unit and ADB Institute • Organization-wide Knowledge Management Committee chaired by the President • USAID • Established website, http://knowledge.usaid.gov/, as public knowledge resource • Organizes annual Knowledge Fair featuring exhibits, and keynote presentations and panels featuring agency executives, industry leaders, USAID staff and partners

11. Selected UNDP KM Model Types of Knowledge Organizations UNDP has decided to adopt the Professional Services Model, which emphasizes leveraging lessons learned and replicating successes. • Syndicated Content Model • Offers access to research by experts • Generates revenues through member subscriptions and sale of research • Gartner, Forrester, HBS Publishing, Giga • Professional Services Model • Primarily provides internal users with codified best practices to improve products and processes • Accenture, Cap Gemini Ernst & Young, McKinsey • Knowledge-Sharing Model • Provides internal and external users with virtual access to libraries, documented knowledge. • Focus is not on generating new knowledge • World Bank Source: Knowledge Management Roadmap, UNDP, April 2004

12. Professional Services Model at McKinsey McKinsey’s Professional Services Model incorporates the structural elements necessary to support knowledge management processes. • Knowledge management • Knowledge • Building & • Sharing • Staff • Development • IT Use • & Support • Corporate • Strategy Source: Former McKinsey consultants

13. Initial Phase • Execution • Wrap-Up • Pre-engagement • 2 to 3 months • approx. 2 weeks • 1 week • 1 week Knowledge Management Activities • Engagement Director assembles a balanced team of 3 to 5 consultants with both functional and industry expertise • Engagement Director identifies suitable consultants • Industry Practices (i.e. telecommunications, banking, etc.) • Functional Practices (marketing, corporate finance, etc.) • Interest networks • Personal networks • Engagement Director is often either Industry or Functional expert • Engagement Manager creates project plan based on standardized issue analysis/problem solving methodology • How-to guides • Feedback from Engagement Director • Junior consultants learn about project through • Electronic intranet library • Industry primers • Function primers • Other consultants • Personal networks • Knowledge Resource Directory and Practice Coordinators • News and magazine databases (e.g. Lexus Nexus) • Research firms (e.g. Gartner) • Team identifies subject matter experts for guidance • Entire team continues to consult with Engagement Director and Practice experts as new issues and ideas materialize • Virtual team rooms used to manage documents and gather data • Preliminary components of final product (e.g. presentations, financial models) sent to Practice consultants for quality control • Problem-solving sessions arranged with experts • All relevant information synthesized in standard PowerPoint format • Process iterated until project is completed • Final document kept by all team members • Document sanitized to retain confidentiality and released on intranet library • Future use by other consultants • “Marketing” materials for new clients and engagements • Selected projects codified into “best practice” and “how-to” documents • Consultants update profiles • 360° feedback; knowledge sharing included in evaluation criteria • Evaluation recorded by HR department; contribution to knowledge-building is a criterion for promotion McKinsey Engagements: Knowledge Management in Action Source: Former McKinsey consultants

14. UNDP vs. McKinsey: Key Differences Unlike McKinsey, UNDP also has to manage operations- and implementation-related knowledge. Implementation 10% Implementation / Monitoring 60% Advisory 40% Advisory 10% Timor-Leste case Source: Former McKinsey consultants

15. Agenda • UNDP Knowledge Management Task Force • What is Knowledge Management? • UNDP Knowledge Management Roadmap • Knowledge Management Initiatives to date • Strategy & Implementation at Timor-Leste Country Office

16. Knowledge Management Goals UNDP aims to address six key areas within 18 months. • Leverage global development and operational experiences more effectively to win business and provide quality advice in areas critical to development • Maintain consistently high professional standards for project design and management organization-wide • Attract, retain and ensure the continued professional growth of top-notch problem-solvers, thinkers and practitioners • Identify, convene and deploy the best possible teams for specific assignments, tasks and projects • Tap the full potential of the virtual networks and other existing collaborative tools • Provide timely and thorough reporting on development impact and results Source: Knowledge Management Roadmap, UNDP, April 2004

17. KM Goals: Implementation Principles KM implementation will be built around principles designed to provide both guidance and accountability. • Professional services business model • Primary clients for KM efforts are UNDP staff, followed only by external clients and partners • Focus on knowledge tools and services that improve business processes and are in demand by front-line staff • New processes should promote team work and cross-functional collaboration • Roll-out based on regional pilots to ensure that field-oriented solutions • Leverage successful e-communities and other on-going KM initiatives • Take advantage of KM experiences and lessons learned from other organizations • Well-defined, explicit set of performance indicators Source: Knowledge Management Roadmap, UNDP, April 2004

18. Level 2: Providing knowledge services (transformational approach) Goal: • Position UNDP to offer attractive and competitive knowledge based advisory services using high-end knowledge management systems • Level 3: Development thought leader (long-term aspiration) Goal: • Enable UNDP to claim global thought leadership in its practice areas, and become a hub for development discussions and innovation Target group • Government/external clients Target group • The international development community Examples of KM aspirations • Staff with T-shaped competency profiles, so they can function both as managers and policy specialists • Clear incentive structures for contributing to KM tasks • Integrated workspaces for staff that leverage KM applications • Generate valuable knowledge products from project experiences Examples of KM aspirations • Thought leaders spearhead UNDP’s development positions and efforts • Portal allows external clients access to UNDP’s KM assets • UNDP becomes a leader in cutting edge research and convener of high-profile decision-makers on current development issues Examples of KM aspirations • Provide staff with tools to capture and share documents globally • Encourage use of collaborative tools • Systematize and professionalize e-communities KM Goals: Phased Implementation • Level 1: Knowledge-enabled processes (gradual approach) Goal: • Enhance current business processes by mastering basic knowledge management tools and levers Target group • Solely UNDP Staff Source: Knowledge Management Roadmap, UNDP, April 2004

19. Leveraging global development experience more effectively • Introducing systems, tools and processes to systematically generate and codify knowledge • Introducing search and indexing tool to facilitate search function • Establish global database with cross references to reports and experts • Improving knowledge networks’ ability to deliver timely and comprehensive experiences on request • Expanding the networks to both UN agency partners and in-country communities • Introducing policies and incentives to ensure all staff share knowledge Level 1 solution Level 2 solution • Provide editorial staff resources and other mechanisms dedicated to quality assurance and consistency • Develop templates for key project related documents and reports • Using practice networks to promote standard setting and monitoring • Introduce how to aid for project design that factors lessons learned in the project design process Maintain quality project design and management • Enhance Practice Experience Map to identify expert competencies • Dedicating staff time to ad-hoc project assignments and allowing RRs to charge project budgets for staff • Incorporating staff consulting assignments into learning plans • Improve contract flexibility for policy advisor positions • Develop staff competencies around practice areas • Promote a T-shaped career oath with staff rotations between managerial and policy advisory positions Attract, retain and ensure growth of high performers Key Recommendations from Roadmap Source: Knowledge Management Roadmap, UNDP, April 2004

20. Level 1 solution Level 2 solution Provide CO with best specialists • Redesigning RCA to capture team and project based work approach • Enabling more UNDP staff to utilize mobile computing • Augmenting the corporate roster with UN system expertise and national expertise (in-country practitioners). • Introducing a corporate roster for experts and institutions • Incorporating into the corporate roster UNDP Practice Experience Map Leverage fully Knowledge Networks and other tools • Introducing application tools for personalizing workspaces • Introducing social networking and Customer Relationship Management tools to better target client needs • Promoting the creation of UN system and in-country networks and linking them to UNDP’s internal communities • Restructuring and rationalizing the knowledge networks • Introducing applications and tools to facilitate network collaboration such as e-discussions, instant messaging, calendaring, contact management and file sharing • Improving mail group management Provide timely and thorough reporting on development impact and results • Introducing value analysis tools to support further fact-based analysis on finance, programming, and operations • Tailoring funding information to requirements of donor and other constituencies through CRM system • Introducing systematic processes for knowledge content management, including feedback and performing track Key Recommendations from Roadmap (cont’d) Source: Knowledge management roadmap, UNDP, 2004

21. Agenda • UNDP Knowledge Management Task Force • What is Knowledge Management? • UNDP Knowledge Management Roadmap • Knowledge Management Initiatives to date • Strategy & Implementation at Timor-Leste Country Office

22. Current State of KM at UNDP Mid- to late-completion / Completed In early process / To be initiated

23. Key Initiatives: Regional Centres Source: SURF websites

24. Key Initiatives: Regional Centres (cont’d) Source: SURF websites

25. The Bangkok Regional Centre is assembling a KM unit to fulfill its vision for regional-level knowledge management Key Initiatives: Bangkok Regional Centre • Policy & technical advisory services and Practice development • Provide policy and technical advisory support in Practices and Cross-Practice areas • Develop Practice areas through analysis, planning and agenda setting • Facilitate development of region-specific communities of practice • Knowledge management • “Demystify” KM and improving KM capabilities in COs and the region • Support development of services, products and tools • Manage and codify content • Learning • Improve CO staff capacities and skills in relation to policy advisory services, knowledge management and the practices implementation • Outreach • Support and increase networking and advocacy efforts as a regional coordinating hub for knowledge • Strengthen links with regard to knowledge management with other development organizations, including UN agencies, CSOs and private sector partners in the region

26. UNDP has determined the best division of knowledge objects by service lines based on the vision and client focus of the Strategic Results Framework. Key Initiatives: Practice Areas & Knowledge Networks • Practice Areas • 5 primary service lines, or Development Practices • ■ Poverty Reduction ■ Crisis Prevention & Recovery ■HIV/AIDS • ■ Democratic Governance ■ Energy & Environment • 1 Functional Practice • ■ Management • Practice & Knowledge Networks • Practice Networks • ■ “Communities of Practice” create a peer group and forum for knowledge sharing • ■ Over 2,500 UNDP staff involved • Knowledge Networks • ■ Complement Practice Networks in cross-thematic or sub-practice areas • ■ Gender Equality, Microfinance, ICTD, Evaluation, Human Rights, etc.

27. “(The way that) UNDP will become a Global Team is by establishing itself as a Knowledge Organization built on a Practice Structure.” -- Mark Malloch Brown Key Initiatives: Practice Areas & Knowledge Networks (cont’d) • Practice Membership • ■ All UNDP staff expected to eventually join one or several of the six Practice Areas • ■ Practice Areas supported and managed by Practice Champions, Leaders and Managers • Practice Notes • ■ Short and concise documents on UNDP-wide position on development topics • Practice Experience Maps • ■ CO-level initiative to index staff capacities (novice, standard, or resource person) • ■ Instrumental in building Communities of Practice • Practice Pass ■ “Security Pass” to Practices ■ Accreditation process determined by COs or Regional Bureaux ■ 4 different levels of Passes • Community Member • Practitioner • Developer • Expert Source: Practice Implementation Toolkit

28. Key Initiatives: Practice Areas and Knowledge Networks (cont’d) “CONSOLIDATED REPLY” 06/09/02 • “Consider: • publication of gender disaggregated data on poverty significant sectors • public spending on social risk mitigation and vulnerability reduction programmes” • “Consider: • education” • “Consider: • salary gaps” “QUERY: Selection of Gender Equity Goals for Poverty Reduction Strategy?” 01/09/02 • “Consider: • proportion of women in technical positions • proportion of administrative and managerial positions held by women • percentage of parliamentarians and ministers who are women • trade union membership by women • number of social and professional organizations headed by women • level of gender desegregation of public data and information. ” • “Consider: • land tenure and ownership • access to credit services • access to health services” Source: Learning from Practitioners: Knowledge-Sharing in a Practice-Driven Organization, UNDP Learning Manager Workshop, May 2003

29. UNDP is consolidating and reorganizing its numerous document organization systems and navigational user interfaces. Key Initiatives: Streamline KM Resources • Intranet • Knowledge Connection • UNDP Portal • COs • Public sites • UNDP Publications • SURFs (e.g. ECIS) • COs

30. KM implementation at COs • UNCT Initiatives • Knowledge Management Partnership project in India envisions an in-country network linking the UNCT with federal, state, and local governments, and NGOs • Vietnam UNCT involved in formulating UN-wide Simplification and Harmonization initiative • Learning Managers • 128 COs with Learning Managers • Only one CO, Mozambique, with dedicated Learning Manager • Other Learning Managers have diverse full-time positions as Programme Officer, • Economist, IT Analyst, HR Managers and Procurement Associate • Practice Networks/Communities of Practice (CoPs) • Practice Experience Mapping and Practice Passes requires significant time • Strong commitment from Deputy Resident Representative and Learning/Knowledge Manager needed to push change • Project documentation • Most COs provide documents through country websites, but documents not clearly organized by Practice Area • Albania CO has taken the initiative in coordinating knowledge resources within the Practice Structure • created CoPs prioritized by CO needs • documents, experts, new releases, project details, etc. available through ECIS SURF Source: JPO document, CO websites, UNDP Bulletin

31. KM at the Nepal CO Source: Knowledge Management from a Country Office Perspective - Lessons from Nepal

32. KM at the Nepal CO (cont’d) Source: Knowledge Management from a Country Office Perspective - Lessons from Nepal

33. Agenda • UNDP Knowledge Management Task Force • What is Knowledge Management? • UNDP Knowledge Management Roadmap • Knowledge Management Initiatives to date • Strategy & Implementation at Timor-Leste Country Office • Office-wide Recommendations • Function-specific Recommendations

34. CO KM Strategy Country Office Programme Other (donor issues, media, etc.) Operations Resident Coordinator Support Knowledge Building & Sharing IT Use & Support Staff Development The three pillars of good knowledge management practices need to be strengthened at both the office-wide and the function-specific levels. Office-wide Function-specific

35. CO KM Strategy: Prioritize internal needs As Regional and HQ strategies develop, the TL CO should minimize potential duplication of effort and ensure sustained staff buy-in. Step One Step Two Step Three • Identify KM implementation needs: • Office-wide • Function-specific • Programme • Operations • Resident Coordinator Support • Other Functions (e.g. Donor Relations, Media & Public Information) • Select initiatives based on: • the greatest need and room for improvement • the most potential to contribute to knowledge base and institutional memory • Prioritize implementation by the needs of: • CO • Regional Centre • HQ

36. Agenda • UNDP Knowledge Management Task Force • What is Knowledge Management? • UNDP Knowledge Management Roadmap • Knowledge Management Initiatives to date • Strategy & Implementation at Timor-Leste Country Office • Office-wide Recommendations • Function-specific Recommendations

37. Office-Wide: KM Implementation at Timor-Leste CO

38. Establishing a Physical Library The physical library will ensure that UNDP and other publications are centralized so that all staff have access to relevant material. • Existing documents to be collected from office personnel • UNDP CO publications • UNDP-wide publications • Publications from other UN agencies • Key programming documents shared globally • Magazines, e.g. Economist, Newsweek, etc. • Catalogue system depends on library size • Simple Excel spreadsheet if under 500 documents • UNESCO’s free CDS/ISIS library management software for larger collections • Other issues: • Physical space • Monitoring/Sign-out system • Part-time librarian as part of KM unit • Development strategy • Targeting Practice Areas where more publications are required • Integrating materials in Learning Sessions

39. Handover Polices Comprehensive handover policies are needed to compensate for the combination of high staff turnover and long 2- to 3-year project horizons. • Officer and advisor overlap period of 1 to 2 weeks • Induction of new officers to UNDP-wide and CO resources and system • Training on KM tools • Filing system • Documentation formats • Project handover • Project handover notes • Introduction to team members and counterparts • Sanitization of project folders • Exit interviews for departing officers and advisors to capture lessons learned

40. New staff must be inducted on knowledge management resources. Furthermore, as HQ strategies develop, refresher sessions should be conducted. Training on KM Tools

41. Senior Management Emphasis on KM Senior management must actively support cultural change because KM produces benefits mostly in the long-term while representing a net demand on staff time in the short term. • Communicating the importance of KM to CO performance • Competition for funds driving need for superior work produced within shorter project cycles • Better long-term balance between substantive versus transactional tasks • Balanced Scorecard • Creating incentives • Potential KM criteria in RCA evaluation process • Contribution to Practice and Knowledge Networks • Production of “Lessons Learned” and other documents that contribute to UNDP knowledge base • Leadership in office learning activities, e.g. conducting Learning Sessions and workshops • Achievement in UNDP-wide initiatives, e.g. Practice Passes, “Knowledge Olympics” • Opportunities to travel and attend workshops to present ideas and gain recognition • Monitoring and measuring system • Pre-requisite for effectively using KM criteria in evaluation process • Duty of KM Unit

42. Key suggested KM tasks • Develop knowledge-building and sharing strategy to address evolving CO needs • Encourage and assist codification of knowledge • Update physical library and maintain registry system • Update electronic library as projects are completed • Monitor staff participation/contribution in knowledge sharing and building • Encourage compliance with HQ policies regarding KM and document management • Coordinate efforts with Regional Centre and HQ, and raise CO concerns in KM-related matters Deputy Resident Representative (Operations) Poverty Reduction & Community Development Democratic Governance & Capacity Development Environment & Natural Resources Management Financial Resource Management and Services Human Resource Management General Administration Information Technology Support Knowledge Management Unit SRSG/RC/ Resident Representative Strategic Planning, Evaluation & KM RC Support UNV Support Media & Public Information Country Director

43. Monitoring KM Activity through IT Additional IT investment is likely to be minimal as the CO can rely on either existing capabilities or support at the Regional or HQ level. • Support KM unit and Senior Management in creating effective incentive systems • Gauge and analyze demand in knowledge objects produced by CO • Track number of hits and downloads • Potential medium for collecting data on users • Potential medium for receiving feedback

44. Coordination and Support of UNDP-wide efforts The TL CO will help ensure efforts at all levels are coordinated and set clear goals on supporting regional and corporate KM initiatives. • Clarify procedures for sharing knowledge objects • Consider approaches on where to share documents externally • Classify documents to be shared externally and share the different types at the CO website, Regional Centre and corporate portal, OR • Consolidate all document-sharing at the Regional or Corporate level (preferred solution) • Establish protocol for submitting and editing documents • Monitor and set unambiguous numerical targets for staff participation in UNDP-wide initiatives • Frequency of participation in Practice and Knowledge Networks • Number of staff at each level of the Practice Pass system • Representation in Communities of Practice • Advocacy of staff expertise through Practice Mapping

45. Agenda • UNDP Knowledge Management Task Force • What is Knowledge Management? • UNDP Knowledge Management Roadmap • Knowledge Management Initiatives to date • Strategy & Implementation at Timor-Leste Country Office • Office-wide Recommendations • Function-specific Recommendations

46. Programme: KM Implementation

47. Programme: Establishing an electronic library The electronic library will contain documents on Country Planning & Strategy in addition to key project documents organized by Practice Area. General • Country Planning & Strategy • Administrator’s Note • Country Programme Outline • Country Cooperation Framework • Strategic Results Framework • Multi-Year Funding Framework • Results-Oriented Annual Report • Outcome Evaluation • Poverty Reduction • Democratic Governance • Energy & Environment • Crisis Prevention & Recovery • HIV/AIDS Practice Areas

48. ... Programme: Establishing an electronic library (cont’d) Document Selection and Organization Criteria • Is this document crucial to the understanding of the purpose and outcome of the project? • Can you understand what happened in the project, and why, by reading these documents? • Can this document save time for personnel undertaking a similar project? • Can this document contribute important lessons to UNDP’s store of knowledge? • Are these documents intuitively organized and in line with UNDP taxonomy?

49. Programme: Establishing an electronic library (cont’d) Selection of project-related documents bold Share globally Copy into physical and electronic library Stored only in project folders Formulation, Appraisal & Approval Implementation Monitoring, Evaluation & Audit ProjectPhase • Inception Report • Field Visit and Progress Reports • Donor report (narrative/ financial) • Workshop Reports • Presentations • Annual Progress Reports • Project Publications • Project Brochure • Project brief/update • Steering Committee and Donor Meeting Minutes • Correspondence, memos • ToRs for project staff positions • Financial and equipment records • Monitoring & Evaluation ToR • Monitoring & Evaluation Report • Audit reports • Final report • Lessons Learned • Concept Paper • Mission report • Formulation mission ToR • Project document • LPAC/BPAC Minutes • Cost-Sharing and Partnership Agreements Documents produced Other • Miscellaneous documents (e.g. research articles) that enhance understanding of the project.

50. Programme: Adapting templates Standardized documents create a professional appearance, save staff time, and ensure easier identification and use. • Minimum standards • Externally Shared Reports • Uniform front and back covers • Summary matrices mapping actual outcomes with intended outcomes • Internal Reports • Standardized formats containing key information (project code, date, drafting officer, summaries) • Presentations • Title page with dates, logos and uniform appearance • Content with standard font, bullets, slide titles, etc. • Advanced suggestions • Charts, tables and diagrams to illustrate ideas and break up long documents • Photographs to create greater identification and impact • Editing to simplify language and improve flow of documents