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UNDP, Practices and Knowledge Management

Kim Henderson

Knowledge Network Facilitator for Democratic Governance

UNDP BDP

New York

May 2004

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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

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For The Organization:Promotes UNDP’s capacity to become a knowledge organization by drawing on local, regional and global expertise and 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 of thematic issues.

For the individual:Help staff to do their jobs, builds bonds with peers, keep up to date

Why KM and Networks in UNDP

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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)

A Snapshot at KM in UNDP

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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

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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

Collection

Connection

InternalizationExternalization

Centralization

Decentralization

• 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.

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ManagementManagement

Agenda settingAgenda setting

Knowledge managementKnowledge management

Community buildingCommunity building

Policy DevelopmentPolicy Development

AdvocacyAdvocacy

Partnership building and resource mobilization

Partnership building and resource mobilization

Professional developmentProfessional development

CommunicationsCommunications

Enhanced General KnowledgeEnhanced General Knowledge

Deep

Su

bsta

ntiv

e

Kn

ow

led

ge

Deep

Su

bsta

ntiv

e

Kn

ow

led

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Learning

What is the Practice Architecture?

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Practice Practice supportsupport

staffstaff

DedicatedDedicatedPracticePractice

staffstaff

PractiPracti --tionerstioners

Practices support Practices support COCO--level service deliverylevel service delivery

Practice leadershipPractice leadership

Practice support staff

Select staff in HQthe SURFssupport wide range of practice activities

Practice support staff

Select staff in HQ & the SURFs whosupport wide range of practice activities

Dedicated practice staff

Dedicated practice staff

Practitioners• RRs, DRRs, ARR and programme officers in the field

or currently posted in HQ. They contribute with knowledge (both substantive and process knowinputs to practice priorities, and mutual support

Practitioners• RRs, DRRs, ARR and programme officers in the field

or currently posted in HQ. They contribute with knowledge (both substantive and process know-how)inputs to practice priorities, and mutual support

Practice leadership

Practice Leader and ASG champion govern the practice

Practice leadership

Practice Leader and ASG champion govern the practice

BDP, BCPR staff who commit all their time to work in practices

Where do Communities of Practice fit in?

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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.

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UNDP’s COP – How do they work?

219

31

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

UNDP Visible Lyris Groups

Total: 262

12 Supported Global Networks

Total BDP: 16%

Other: 84%

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 communitiessupported by knowledge networks:• Millennium Development Goals• National Human Development Reports• Gender• Micro-finance• ICT for Development• Sub-practice Networks• Regional Networks

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Number of Members on SURFs NetworksUNDP Practice Membership

I nternational vs National Staff

INTERNATIONAL (C.O.s)

18%

EXTERNAL10%

NATIONAL48%

INTERNATIONAL (HQ)24% December 2002

Membership in 1 or more Practice Networks

UNDP Practice MembershipRegional Breakdown

EUROPE / CIS14%

HEADQTRS27%

LATIN AMERICA / CARIBBEAN

11%

ASIA / PACIFIC18%

ARAB STATES6%

AFRICA24%

December 2002Membership in 1 or more

Practice Networks(TOTAL = 2006)

Total subscriptions to the SURF & global knowledge networks*

0 261846

1735192323462550

4482

6259

8741

12105

0

2000

4000

6000

8000

10000

12000

14000

Jan-

99

Jul-

99

Jan-

00

Jul-

00

Jan-

01

Jul-

01

Jan-

02

Jul-

02

Jan-

03

Jul-

03

Jan-

04

*Total subscriptions. By Jan '04 5,400 persons (incl. 4,600 UNDP staff) subscribed to one or more networks

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“QUERY: Selection of Gender Equity Goals for Poverty Reduction Strategy?”

01/09/02 “Consider:-land tenure and ownership-access to credit services-access to health services”

“Consider:-education”

“Consider:-salary gaps”

“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:-publication of gender disaggregated data on poverty significant sectors -public spending on social risk mitigation and vulnerability reduction programmes”

“CONSOLIDATED REPLY”

06/09/02

What are the essential ingredients?-UNDP’s COP – How do they work?

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“QUERY: Selection of Gender Equity Goals for Poverty Reduction Strategy?”

01/09/02

“Consider:-land tenure and ownership-access to credit services-access to health services”

“Consider:-education”

“Consider:-salary gaps”

“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:-publication of gender disaggregated data on poverty significant sectors -public spending on social risk mitigation and vulnerability reduction programmes”

“CONSOLIDATED REPLY”

06/09/02

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.”

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.

What are the essential ingredients?-Responsiveness to members.

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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, 2002Mark Malloch Brown to UNDP Global Staff

The UNDP organizational model for the future should be based on dispersed capabilities and decentralized networks

 Mark Malloch Brown2000 – 2003 Business Plan

The way “UNDP will become a global team is by establishing itself as a Knowledge Organization built on a Practice Structure”

What are the essential ingredients?-Leadership-from the bottom up

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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.

Operating Modalities

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Percentage of Services/Network

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

MDG

Eval

HIV/A

ids ICT

CPRPG

ov

Gen

der

SEMFIN

HDRENV

Pover

tyM

PN

Per

cen

tag

es

Reply

Query

New sletter

Netw ork Message

Info

Discussion

Digest

Consolidated Reply

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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)

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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”

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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.

Percentage of Subpractice for Gov Net

2%

27%

18%

25%

26%

2%

Access to Info

Access to J ustice

Anti-Corruption

Decentralization, Local Governance, andUrban Reform

Legislatures

Public Administration and Civil ServiceReform

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Challenges for the Future

• Implementing a Strategy: The Knowledge Management Roadmap

• Proposed “Knowledge” Tools:1.How-to Guide to Project Design2.Global Project Database3.“Best Experts and Institutions” Roster4.Policy Positions5.Comparative Experiences

• Proposed Capacity Investments:1.Content Management2.Systems and Tools3.Staff Policy4.Networks and Communities5.Technology Infrastructure