UNDP, Practices and Knowledge Management

1. UNDP, Practices and Knowledge Management Kim Henderson Knowledge Network Facilitator for Democratic Governance UNDP BDP New York May 2004

2. UNDP Core Message UNDP is the UN’s global development network, advocating for change and connecting countries to knowledge, experience and resources to help people build a better life

3. Why KM and Networks in UNDP For The Organization: Promotes UNDP’s capacity to become a knowledge organization by drawing on local, regional and global expertiseand promoting the exchange of more nuanced information. Enhances the delivery, relevance and effectiveness of our work and advisory services. For the thematic community: Allows for the development a common language& understanding ofthematic issues. For the individual: Help staff to do their jobs, builds bonds with peers, keep up to date

4. A Snapshot at KM in UNDP 1999 2000 2001 2002 2003 • First Knowledge networks created • Launch of LM initiative • “The UNDP organizational model for the future should be based on dispersed capabilities and decentralized networks” • External support on KM trainings for internals • eDiscussion on UNDP KM Strategy: K connection over collection; K decentralization over centralization; K externalization over internalization; • Regional KM workshop (CEA-SURF) • UNDP as a Practice driven, knowledge based advisory organization • CO KM roles • SURF KM advisory missions • Internal capacity for KM trainings • LM recommend to emphasize KM in next stage • RCA and MRF include Knowledge Sharing • Work around Practices/LM/KM • Practice implementation toolkit (May 1, 2003) • Workshop Copenhagen • KM Roadmap (2004)

5. What is Knowledge Management for UNDP • "Knowledge Management” can be defined as a collection of activities, processes and policies which enable organizations to apply knowledge to improve effectiveness, innovation and quality. • “Knowledge is what people know” • The purpose of Knowledge Management is to turn personal knowledge into corporate knowledge, helping organizations know what they know – and to know something new. • Connection and collection

6. Connection Centralization Externalization Internalization Decentralization Collection Knowledge Management • Knowledge management is fundamental to the vision laid out in the Business Plans. Part of UNDP’s strategic objectives: To be a Practice driven knowledge based organization. • Work with UNDP knowledge assets (literally what people know) by forming communities of practitioners keeping knowledge in specific thematic areas • People based concept: Who knows what and how can I find that person? • Develop best practices in the organization as determined among its internal and external practitioners.

7. Agenda setting Knowledge management Community building Enhanced General Knowledge Policy Development Advocacy Deep Substantive Knowledge Partnership building and resource mobilization Professional development Communications What is the Practice Architecture? Management Learning

8. Practice leadership Practice leadership Practice Leader and Practice Leader and ASG champion ASG champion Dedicated practice Dedicated practice govern the practice govern the practice staff staff Where do Communities of Practice fit in? Practices support CO - level service delivery Practice leadership Dedicated Practi - Practice  BDP, BCPR staff who commit all their time to work in practices Practice tioners support staff staff Practice support Practice support staff staff Select staff in HQ & Select staff in HQ the SURFs who the SURFs support wide range of support wide range of Practitioners Practitioners practice activities practice activities • • RRs, DRRs , ARR and programme officers in the field RRs, DRRs , ARR and programme officers in the field or currently posted in HQ. They contribute with or currently posted in HQ. They contribute with knowledge (both substantive and process know-how) knowledge (both substantive and process know inputs to practice priorities, and mutual support inputs to practice priorities, and mutual support

9. Communities of Practice vs Communities of Interest • Communities of Practice focus on promoting the identity of network members as a group of peers, helping members help each other, sharing professional experiences and concerns, …developing and adopting best practices as a community, framing opportunities for collective learning, working collaboratively on developing policy and building new knowledge and ideas. • Communities of Interest bind people sharing common interests. Communities of interest primarily connect UNDP’s in-house experts with other experts in the field.

10. 12 Supported Global Networks 100% Total BDP: 16% 31 90% 80% 70% 60% Other: 84% 50% 219 40% 30% 20% 10% UNDP Visible Lyris Groups Total: 262 0% UNDP’s COP – How do they work? Knowledge communities are organized around 6 practices: • Democratic Governance • Poverty Reduction • Crisis Prevention and Recovery • Energy and Environment • HIV / AIDS • Management Practice Network • Additional knowledge communities supported by knowledge networks: • Millennium Development Goals • National Human Development Reports • Gender • Micro-finance • ICT for Development • Sub-practice Networks • Regional Networks

11. Total subscriptions to the SURF & global knowledge networks* 14000 12105 12000 10000 8741 8000 6259 6000 4482 4000 2550 2346 2000 1923 1735 846 261 0 0 Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Jan- Jul- Jan- 99 99 00 00 01 01 02 02 03 03 04 *Total subscriptions. By Jan '04 5,400 persons (incl. 4,600 UNDP staff) subscribed to one or more networks Number of Members on SURFs Networks

12. What are the essential ingredients?- UNDP’s COP – How do they work? “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 disaggregation of public data and information. ” • “Consider: • land tenure and ownership • access to credit services • access to health services”

13. “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 disaggregation of public data and information. ” • “Consider: • land tenure and ownership • access to credit services • access to health services” What are the essential ingredients?- Responsiveness to members. FEEDBACK: “1.- The response was very quick. This is a very important point, as in many cases one needs the information to make a decision in the short run. 2.- We received 5 responses from the network. In terms of number, it is a reasonable amount. 3.- In terms of focus, the network members comments very much pointed to our concerns. Most of [the network members] proposed other possible indicators of relevance. However, we realized their comments did not seem to be based on actual PRSP targets, but on the broader issues regarding how to measure gender equality. 4.- Finally, in terms of usefulness, the arguments presented by network members added to the ones we were already considering and therefore helped us to make a better decision. 5- We found this mechanism quite useful. Not only does it provide effective exchange of information and experience, but it helps develop the feeling of belonging to a professional practice community.”

14. What are the essential ingredients?- Leadership-from the bottom up The UNDP organizational model for the future should be based on dispersed capabilities and decentralized networks  Mark Malloch Brown 2000 – 2003 Business Plan In the first two years of the Business Plans, most of our internal reform effort has focused on the case-by-case re-profiling of country offices and headquarters units. With that work - for the most part - done, we must do more to strengthen our global network so that clients anywhere can benefit from the knowledge, experience and resources we have across our organization. Corporate Priorities for 2003 – Nov. 26, 2002 Mark Malloch Brown to UNDP Global Staff • The way “UNDP will become a global team is by establishing itself as a Knowledge Organization built on a Practice Structure”

15. Operating Modalities Dedicated Knowledge Network Facilitators • Knowledge Products and Services! • eDiscussions • Referrals and Sharing of Best Practices • Technical & Substantive Backstopping • Digests and Consolidated Replies • Updates/Practice Newsletters Roster links • Thematic Workshops • Knowledge Connection and Practice Workspaces • Knowledge-based Advisory Services: e.g. Thematic KM Strategies, Regional Thematic Networks, Knowledge Maps, KM Tours, etc.

16. Percentage of Services/Network

17. Pitfalls to Avoid • Top-down direction • Control by one entity of the organisation or section • of the community • One way communication • Lack of incentives • Too many interactions on process and a lack of substantive content • Lack of direction - unfocused queries • Presumption that the COP can do everything and takes the place of organized project mapping of knowledge gathering • Reliance on one tool or mode of interaction eg e-network alone, • A weak facilitator or no facilitator • Failing to recognise member contributions • Lack of follow up - ie dismissal of a query if contributions aren’t forthcoming - launching initiatives and not following up • Lack of leadership • Overwhelming traffic • Lack of sense of belonging to the community (too big a size)

18. Fostering Participation • Balancing quality and participation • Internal advocacy strategies • Face to face meetings • Connecting to CO more consistently, via various tools eg. Meetings, phone calls • Direct mail/calls to encourage participation • Giving feedback to queries/responses • Task forces which are paid • Peer review groups that are paid • Give incentives as visibility or recognition • Showcasing of “good practices”

19. Links to Policy Analysis and Programming • Analysis of contributions, and members/network (COP) activity. • Using the COP as consultation mechanisms. • Bottom up definition of policy issues. • Agenda setting via practice meetings or e-network. • Utilising COP for peer review, identification of good practices which can then feed into policy development.

20. Challenges for the Future • Implementing a Strategy: The Knowledge Management Roadmap • Proposed “Knowledge” Tools: 1.How-to Guide to Project Design 2.Global Project Database 3.“Best Experts and Institutions” Roster 4.Policy Positions 5.Comparative Experiences • Proposed Capacity Investments: 1.Content Management 2.Systems and Tools 3.Staff Policy 4.Networks and Communities 5.Technology Infrastructure