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Knowledge Management in the Development Sector Insights from UNICEF and personal experience
Robin van Kippersluis KMA, DC Chapter 25 March 2015 [email protected]
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1. The development sector A significant and knowledge intensive industry
Context for knowledge management: • ODA around $ 140 billion annually • Aid through capacity development and knowledge transfer • Aid effecNveness: MDGs and global partnership – a personal moNvator • A new wave: South-‐South, Knowledge Hubs, Post-‐2015, IT and cell phones
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2. UNICEF and mobilizing knowledge … for children …
• Helps build a world where the rights of every child are realized – Presence in 190 countries – Strong communicaNons and
advocacy;
• Lots of KM everywhere. Focus corporately? – Research – Corporate KM effecNveness
• History in KM – Without endless strategy process
___________________________________________________________________________ 2.1. In UNICEF different types of knowledge exist … more emphasis on evidence
INFO
RMAL & TAC
IT
FORM
AL & EXP
LICIT Facts or
figures from surveys
Management insights
Case studies
Research findings
StaNsNcs
Wricen policies and procedures
Program improvement pracNces
EvaluaNon findings
Country and sector learnings
InnovaNons from the field
Tips on internal administraNon
Management informaNon
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2.2. Knowledge Management for Research Weaving research and evidence into organizaConal DNA • Access to evidence
– Database – Best of UNICEF Research ‘compeNNon’
• Quality, Integrity and reach of Research – ROI – Ethics compendium, charter, tools and procedures – QA guidelines and procedures; good pracNces
• Methodological Guidance (briefs, videos, synthesis)
• Focus: process for sejng research prioriNes globally
• Next Steps: EvaluaNon; Further tailoring support services; synthesis and themaNc briefs; research into use (programs and policy)
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2.3. Corporate KM effecNveness Understanding KM role implicaCons …
External
Internal
Audien
ce
Expert Influencer / Advisor Creates knowledge to influence policy,
advocate for acNon, or inform & advise others
Innovator Conducts research to enhance the quality of
own programs and products
Consumer Collects knowledge from outside to improve
own programs and products
Conduit (to Influence or Inform) Collects knowledge and uses it to influence
others and/or makes it available to help others
• Source: Dalberg analysis and interviews
Generated by OrganisaNon Generated by Others Source of Knowledge
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2.4. Lessons and way forward Focused intervenCons – realisCc ambiCons
• Successful organisaNons are clear about their purposes and select appropriate R&KM models
• KM must be seen as the responsibility of the enNre organisaNon, with clear responsibiliNes for different units, a strong coordinaNon mechanism, and an enabling environment with reliable incenNves
• Successful research and knowledge management requires a serious commitment and significant resources
• Commitment to R&KM results in tangible benefits such as being posiNoned as a ‘go-‐to’ organisaNon, or being able to provide becer products and services more efficiently
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• UNICEF KM for Research approach:
• Quality, RoI, build KM components into research and project proposals
• KM corporate effecNveness: need to make choices on budget and focus • increased focus on knowledge exchange (CoPs; coherence in systems; avoid overlap; SSC)
• Governance: SC; New KM team in NY; network model and competencies);
• Becer understanding of costed opNons for running R&KM (reality check) • Work with exisNng sosware soluNons
___________________________________________________________________________ 3. Personal take-‐aways
1. FascinaNng new wave of KM in development sector taking place
2. Development knowledge is more and more about evidence, data, research
3. Knowledge Exchange -‐ Quality macers
4. CreaNng momentum and value are alternaNves for big strategy
Thank you !