“Imagine for a moment that everything we did in UNFPA had the full benefit of everything we knew”

World Bank

Washington DC 28 June 2004

The Next Frontier in Knowledge Sharing for Development

Session B2

Implementing Knowledge Sharing In UNFPA

Unconscious Incompeten

ce

Conscious Incompeten

ce

Conscious Competenc

e

Unconscious Competence

Eff

ort

TimeFrom ‘Learning to Fly’ –Collison & Parsell

Organisation Change Strategies

2003 -2006

UNFPA KS Strategy

Achieving the Image

Critica

l Sta

ge

Knowledge

HOWto do things

WHEREto find

examples

WHOMto ask for

help

Simple definition of knowledge in UNFPA as basis for Knowledge Assets

Why is it Valuable?

Knowledge sharing supports our mandate (Referred to specifically in UNFPA’s Mandate from General Assembly) to develop and implement programmes to support population and reproductive health issues as part of the MDGs

A new means of doing the core business much better for improved results

It is focused on unique UNFPA work processes to capture learning

Knowledge Sharing must recognize and function inside the organisation to improve how we work with others. Start from where and what you are.

UNFPA KS Strategy

•Job Description•Knowledge Sharing is Core Competency•Staff Performance (PAD)•Acknowledgment •Knowledge Networks•Organisational Priorities

•Programme Process•Annual Reports•SWAp, PRSP,•Lessons Learned•Trip Report

•Document Management•Collaboration Tools•Connectivity•Calendar•Internet•ERP•Development Gateway•Internet Supermarket

Knowledge Assets

Steps to Implementing UNFPA KS StrategyPeopleKnowledge Sharing now Core Competency

Included in new performance system for all staff for 2004

All Job Descriptions include Knowledge Sharing

Transition Induction Training for all 1600 staff include module on Knowledge Sharing

KS priorities decided by Programme Committee in support of MYFF and RBM, where KS now integral to programme architecture

Knowledge Sharing Branch to provide support to networks for developing knowledge assets.

Strong support from Executive Director and executive staff,

Steps to Implementing UNFPA KS Strategy

ProcessMajor processes of organisation to be used as knowledge maps in Knowledge Assets

Country Programme Process is basic model for all programme areas with a focus on country staff (PRSP, UNDAF, CCA, SWAps). Subjects include HIV/AIDS, Quality of Care and others)

Management areas - candidates for knowledge assets are the performance system, ERP (with component assets in finance, human resources)

Any time a KA topic is chosen the work process of the intended users are used as a knowledge map which define the KA structure

Steps to Implementing UNFPA KS Strategy

Technology New Document Centre being put in place now.

Knowledge Asset Development System (KADS) now fully functioning

A portable open source pKADS was developed on CD rom to share with our partners which was launched at WSIS in English, French, Spanish. Arabic version being developed by Jordan Government

Pop/RH portal in the Development Gateway now fully functioning lead by UNFPA with over 4,500 members

Internet Supermarket which is a full internet resource center of internet material important for UNFPA is fully functioning integrated into Internet Explorer

Elements of a Knowledge Asset

Based on core work processes of the organization, with the user as a clear customer

Process divided up into steps or categories that form a knowledge map

Each category is divided into Q and As based on user needs

Each answer is short, with clear examples

Each answer must have links to name(s) of the individual(s) who can elaborate and provide a peer assist

Answers are validated by Network

Knowledge Networks

Network Members:Subject Matter Experts from Country Support Teams (CSTs) and Headquarters.

Country Office staff with good operational experience of subject

Coordinator selected by Management.

Reference Group:

Country Office staff where subject is of particular importance in the coming 12 months. Reference group represents specific user group.

Knowledge Assets

UNFPA has decided to use Knowledge Assets as a method of collecting, presenting and updating operational knowledge for our staff

Knowledge Assets are intended to provide UNFPA staff with the most up to date experiential knowledge for use in their jobs and to share with their counterparts.

By strengthening the capacity of our staff with high quality easily accessible knowledge, UNFPA will improve the results of our contribution to our development partners.

Knowledge Assets must been seen as the best minimum standard available at the time - Not a Formula but a Guide. Designed to support innovation

Exists to be improved continuously through use

Benefits of Knowledge Assets

Knowledge Asset format responds to staff NEEDS, represented by a clearly defined Reference Group

Knowledge Assets can be created in all areas from Policy to Operations with focus on ORGANISATIONAL PRIORITIES e.g. MYFF

Creates opportunity for more FIELD-to-FIELD sharing

No one person or organization unit can do Knowledge Assets alone. Staff formally RECOGNIZED for expertise

Knowledge Assets which are validated become means to provide GUIDANCE

NETWORKING become means of communications and support

Implies a change in organizational culture

Roles in Knowledge Sharing

KS for everyone - Core Competency

HQ center for policy based knowledge on global innovations and cutting edge technologies. Responsible for quality assurance. Programme Committee decides on subjects for Knowledge Assets.

Country Support Teams as centers of expertise for capturing and validating experiential knowledge at regional and country level, interacting with other CSTs and HQs. Major role in quality assurance

Country level - source of country based operational knowledge and lessons learned which also supports policy development. Also the major client for knowledge.

Lessons Learned

Lessons Learned

SynthesisValidateLe

sson

s Le

arned

Exa

mple

s

Lessons Learned

Knowledge Asset

Evaluation

Research

Reviews

Trip Reports

Annual Reports

Interviews

Project ReportsAnswer as a

Recommended Practice

Reference Group

KS Experiences 2002-2004

1. Participation was slow and uneven until legitimized by Organisation. Volunteerism does not work in long haul.

2. Legitimization empowers the willing and moves the un-willing. Activity level has increased dramatically.

3. Essential to clarify staff roles from Policy to Operations in each topic

4. Process of doing KA encourages new relationships and openness to sharing experiences

5. KAs demand greater focus within topics

6. This has lead to innovation – outlet for creativity

Challenges Ahead

1. Roles- Better Understanding and agreement on Roles- Coordination stronger when closer to intended user

group2. Time Management

- High Input demand without dropping existing work- Benefits to Improving Results through KS

3. Capturing Experiences- Lesson Learned Methodology incorporating existing

tools eg. Trip Reports- Interview skills- Synthesis of Lessons Learned for Recommended Practices

4. Peer Assists- Methodologies and acknowledgment built into planning

system5. Interpersonal Networking among UNFPA staff (Unconscious

Competence) 6. Relationship between internal and external knowledge