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UHC2030 Steering Committee

2nd Session

11 December 2017

Tokyo Prince Hotel, Takasago Room

Tokyo, Japan

KNOWLEDGE MANAGEMENT STRATEGYDRAFT AS OF 22 NOVEMBER 2017

ContentsContextandBackground:KnowledgeManagementLandscapeAnlaysis...........................................1

ChallengesforKnowledgeManagementintheSustainableDevelopmentLandscape.......................2

LessonsandPromisingPracticesforEffectiveKnowledgeManagement............................................3

EmergingRolesforUHC2030...............................................................................................................5

StrategicPillars&ActionsforKnowledgeManagement.....................................................................6

References...........................................................................................................................................9

Annex1:ImplementationPlan.........................................................................................................11

Annex2.FiguresfromtheKMLandscapeAnalysis...........................................................................13

Annex3:OverviewofStakeholderOrganizationsandKnowledgeInitiatives..................................15

ContextandBackground:KnowledgeManagement(KM)LandscapeAnalysisUHC2030providesamulti-stakeholderplatformtostrengthencollaborationandcontributetothe movement for resilient, sustainable, and equitable health systems in order to achieveuniversalhealthcoverageandglobalhealthsecurityby2030.Akeyleverforthiscollaborationis knowledge management. The Knowledge Management Working Group (KMWG) helpsposition UHC2030 to broker knowledge across the HSS and UHC agenda and find and builduponsynergieswithrelatednetworks.

A mapping of existing knowledge management initiatives and some understanding of thecountry demand for knowledge related to UHC were key inputs for the development of aknowledgemanagementstrategyforUHC2030.InApril2017,KMWGmetforthefirsttimeandcommissioned a stakeholder mapping exercise to understand how networks, alliances, andotherinitiativesareengagedinknowledgemanagementrelatedtoUniversalHealthCoverage(UHC)andHealthSystemsStrengthening(HSS).Theexercisewascompletedintwophases,firstto informpreliminarydiscussionsat theUHC2030SteeringCommitteeMeeting in June2017,and the second phase informed the development of a strategic framework for knowledgemanagement.

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ThestakeholdermappingandKMlandscapeanalysisincludedthreemaincomponents:

1. CompletionofaliteraturereviewtocapturelessonsandpromisingpracticesfrompreviouslandscapingexercisesandeffortstodevelopandimplementaKMstrategyforanetworkormulti-stakeholderinitiative.

2. Mapping of KM engagement related to HSS and UHC to understand better existingactivitiesandresourcesandpotentialsynergiesamongpartners.Preliminaryinterviewsandan online survey helped to catalog standard information from networks and initiativesrelatedtothescopeoftheirKMwork,technicalareasinwhichtheorganizationisengagedtocontributetoUHC/HSS,currentmethodsforsharingknowledge,andthedesiredrolesforUHC2030.

3. Explorationofcountrydemandto identifyknowledgegapsandcurrentresourcesservingknowledgeneedsrelatedtoUHC.Semi-structuredinterviewswithcountryrepresentativeswere conducted to understand how UHC2030 could potentially serve in a knowledgemanagementrole,linkingthesupplyanddemandandhelpingtoaddressneed.

ChallengesforKnowledgeManagementintheSustainableDevelopmentLandscapePartnershipssuchasUHC2030aredesignedtoaccelerateprogresstowardadevelopmentgoalbypoolingresources,includingname-recognitionandlegitimacy.Areviewofmulti-stakeholderpartnerships in the post-2015 development era found that they serve as “an importantaggregator and disseminator of knowledge about the issues on which they are focused”(AtKisson 2015, p.5). However, common challenges can impede effective knowledgemanagementiftheyarenotnavigatedadequatelybyaknowledgemanagementstrategy:

1. The lack of common definitions. “Knowledge management” can encompass a range offunctions—including generating, capturing, pooling, updating, sharing, and disseminatingknowledge. “Knowledge,” in turn, can be differentiated from other concepts related toinformationanddata.Giventhediversityoforganizationsincludedinpartnerships,AtKissonnotedtheneedfora“commonontology”forknowledgemanagementeffortstomakesureallmembershave a sharedunderstanding (p. 20). This dynamichas alsobeen identifiedacrosstheUnitedNationsSystem,firstinasystem-widereviewofknowledgemanagementin2007andtheninafollow-upreviewof28organizationsin2016.TheUNexperienceoverthis time period provides a useful example for UHC2030, given the markedly differentdefinitions for knowledge management across organizations and the implications forcoordinationorcreatingsynergies(Dumitriu2016).

2. Inadequate investment in KM infrastructure andpractices. Standards, metrics, systems, andincentives among other support are needed foreffectiveknowledgemanagement. Keychallengesidentified byUN agencies related to KM includedthe lackof support and sponsorship at the seniorlevel, insufficient staff awareness andorganizational culture, inadequate ICTinteroperability, and a lack of financial resources(Dumitriu 2016). These deficits worsen whentrying to coordinate KM activities across

Box1.OnFindingtheRightRoleforUHC2030asaKnowledgeBroker

“UHC2030 needs to work on the demand side.There is a lot of knowledge available, but theproblemisthattheknowledgeisnotknownortheydon’t know how to use it. The channels forcommunicationsandincentivesareverydifferent inlower-incomeandmiddle-incomecountriesanditisa different environment in which knowledge isdevelopedandused.”Source:Stakeholderinterview,UHC2030KMlandscapeanalysis

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organizations.InMappingGlobalHealthArchitecturetoInformtheFuture,Hoffman,Cole,and Pearcey (2015) found that “few global health actors are involved in the sharing ofintellectualpropertyandinharmonizednorms,standardsandguidelines”(p.22).

3. The difficulties of being a knowledge broker. UHC2030 has entered a crowded field ofnetworks and knowledge initiatives focused on technical areas relevant forHSS forUHC.While there is a clear need to reduce fragmentation and find synergies among partners,stakeholdersexpressedcaution in thinking throughthebestway thatUHC2030canservethisrole(seeexampleinbox1).Thelackofadequatetrustandcredibilitybypractitionersandpolicymakerscan“leadtoasituationwhere thebrokeredevidence ismadeavailable(‘transferred’or‘translated’)toknowledgerecipientswithoutbeingtakenup(‘mobilized’or‘implemented’)inpractice”(Kislovetal2017,p.110).

4. Inadequate information available about current knowledge sharing practices andopportunities.Apreliminarysearchforcurrentknowledgemanagementinitiativesrelevantfor UHC2030 surfaced little systematic information about the sharing and coordinationamong actors in the current landscape. This finding was reinforced by preliminarystakeholderinterviews(exampleinbox2)andbyexistingreviewsofpartnerships.AtKissonasserted that “knowledge sharing within partnerships is under-researched” and that“knowledge sharing among them…designing purposeful strategies to promote inter-partnershipexchangeandknowledgeuseinordertoadvanceamoreintegratedapproachtosustainabledevelopment—hasnotyetbeensystematicallystudied”(p.25).ThisdynamicsignalsthevalueforUHC2030ofnotjustmappingthecurrentstakeholderKMengagementbut also establishing amechanism in the KM strategy to regularly update the landscapeanalysisinarapidlychangingfield.

LessonsandPromisingPracticesforEffectiveKnowledgeManagementThe initial analyticalwork and landscaping analysis undertakenby theUHC2030KMworkinggroup provide insights into promising practices that help to address the challenges notedabove. Most importantly, the foundation for an effective knowledge management strategyshould be a clear underlying vision. The review of KM in the United Nations Systememphasized“theneedforastrategicvision”as“themaincommonelementofapreparednessframework” for planning and implementing effective KM (Dumitriu 2016). This theme alsosurfaced clearly in thepreliminary interviews,with awarning that objectives of partnershipscouldendupwithsuboptimalclarityandbecomeoverlapping(box3). Stakeholdersreflectedthat thebestKMroles forUHC2030need tobeclarified in termsof theextent towhich thepartnership should facilitate sharing existing knowledge versus actively identifying andaddressingknowledgegaps.

Box2.OntheneedtounderstandcurrentKMactivitiesintheUHC2030landscape

“Everypartnership isaboutcoordinationandcollaboration. Thetrouble is thatwedon’tevenreallyknowwhateachother isdoing,even ifwearedoingthesamethings. [Donor]hasanobjective,andtheymightfund five different networks. Someone needs to put the networks together, maybe have ad hocbrainstormingonceayear,andfindoutwhatitisthatwearealldoing.”Source:Stakeholderinterview,UHC2030KMlandscapeanalysis

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TheprocessofdefiningclearobjectivesforKMmustalsoincludethinkingthroughtheneededinvestments in systems, processes, and staffincentiveswithintheorganization.Kislovetal(2017)emphasized thatknowledgebrokering,donewell, isa “costly and resource-intensive strategy,” thatrequires “substantial organizational investment andcommitment.” The need for adequate financialresources and incentives to shape the rightorganizationalcultureforeffectiveKMwasidentifiedinthereviewoftheUNsystemandinguidancefromthe World Bank on how to become a knowledge-sharing organization (Dumitriu 2016; Janus 2016). Aresearch study exploring the knowledgemanagement practices and challenges in aninternational NGO network (One WorldInternational) underscored the need for adequate support and incentives as part of humanresourcemanagement. Differences in theKMpracticesofdifferentOneWorldcenterswerefoundtostemfromfinancialconstraintsandhowreceptivethelocalorganizationalculturewastorewardingknowledgegenerationandsharing(SmithandLumba2008).

AcriticalKMneedforachievingUHCistobetterinformhealthpolicymakingandhealthsystemstrengtheningwithrobustresearchevidence. Onepromisingmodelemergingtoaddressthisneed is that of “embedded research,” in which policymakers, program managers, andimplementers work directly with researchers to produce evidence relevant for key policypriorities (Langlois et al, 2017). Thismodel, developed and piloted by theAlliance forHealthPolicyandSystemsResearch, reflects a growing call fordemand-driven KM. However,determining what role(s) UHC2030should serve in addressing this gapmustincludeacarefulconsiderationoftheneededresources(box4).

Anotherimportantmessagerelatedtoknowledge management is the need to establish a “learning loop” for strengtheningorganizational performance. KM should not just include a range of functions related togenerating or sharing knowledge about EDC, HSS, and UHC, but it should also includeappropriatemetrics to assess theextent towhich theKMobjectives arebeing achievedandwhere adaptations might be needed. The KM strategy developed for the Least DevelopedCountriesFund(LDCF)andtheSpecialClimateChangeFund(SCCF)demonstratesoneapproachforhelpingtoensurethatKMpracticesandprocessesareresults-oriented.ToensurethatKMis integrated into theoverall “resultsarchitecture,” theLDCFandSCCFhavedevelopedaKMframework directly linked to the overall results framework for both funds. This practice iscloselyalignedwiththeknowledgemanagementpreparednessframeworkfortheUNSystem,

Box4.OntheneedforadequateinvestmenttoachieveKMobjectives

“They need to do this [KM] right and have the purpose andexpectations very carefully considered. If they will begenerating policy and planning knowledge, they need to hireleadpeoplewhocandothisandbeveryclearforwhomtheywanttogenerateknowledge…akeyissueisthatthereisahugetrustgapbetweenresearchersandpolicymakers.”Source:Stakeholderinterview,UHC2030KMlandscapeanalysis(forthcoming)

Box3.OntheimportanceofdefiningaclearmissionforKM

“We need to define the purpose clearly.Thereisthisdangerofmissionbleed,wherethe same people show up in differentpartnerships and they try to pursue thesameobjectiveseachtime. Theneveryoneis trying to do everything with everypartnership when a different configurationof people might be better to do differenttasks.”Source:Stakeholderinterview,UHC2030KMlandscapeanalysis

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whichcallsforthealignmentandintegrationoftheknowledgemanagementstrategywithanyotherstrategiesorplansofactionsdevelopedbyanorganization(GEF2011;Dumitriu2016).

Finally,UHC2030canlearnfromotherorganizationsinsettinguptherightknowledgesharingprocessesforachievingKMobjectives.Inhisassessmentofcurrentknowledgesharingpracticesinmulti-stakeholderpartnerships,AtKisson (2015)observed that “bestpractice in knowledgesharing is leaving behind theworld of static publications andwebsites…andmoving tomoredifferentiatedmixes of contemporary tools and approaches” (p. 18). Somemore innovativepracticessurfacinginthefieldincludedatabasesoftoolsthatpractitionerscandownloadanduse, visualization platforms and knowledge maps, and interactive modeling platforms thatprovideautomatedanalysisanddiagrammingtoexplaincause-and-effectrelationships.

EmergingrolesforUHC2030The landscaping analysis, especially the demand-side studywith the country representativesinterviewed, indicates that UHC2030 could serve valuable roles related to knowledgemanagement. Suggested roles focuson connectionand coordination rather than knowledgegeneration.Threefunctionssurfacedasastartingpoint:

§ Toserveasaknowledgehub,providingconnectionstoexistingresourcesandinitiativesandbecomingrecognizedasthego-toresourceforUHCforbothprovidersandusers.

§ To provide a “rallying cry” to leverage knowledge for making evidence-based policydecisions. This component would help countries to plan for continuity, develop a morecoordinated approach to UHC at the country level, and strengthen the link betweentechnicalknow-howandpoliticalwill.

§ To create a cycle of learning what works. UHC2030 could not only serve as a centralclearinghouse for knowledge but also collect feedback about knowledge use andimplementationexperiences.

To effectively serve any of these roles,UHC2030 will need to effectivelyregister current demand. Channels forkeeping track of country needs couldincludelinkingtoacademiaandCSOsforregular communication through CSOEngagement Mechanism (CSEM) forUHC2030, establishing a formal link topolicymakers such as through theUHC2030 country members or throughan established leadership body ofUHC2030 Related Initiative such as theJLN Country Core Group, andperiodically surveying users ofknowledge products or participants inUHC2030 events. This analysis of thecurrent dynamic landscape forknowledgemanagementrelatedtoUHC

revealed a rich collection of networks, initiatives, and other knowledge providers that form

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partnerships and continually adapt their workplans to respond to funding opportunities andcountry demands. Someof theUHC2030Related Initiatives, such asAHPSRor the JLN, haveproduced dozens of knowledge products across multiple technical areas. The snapshot ofknowledge providers developed for this study does not provide an adequate directory ofactivitiesformappingareasofspecializationandpotentialsynergiesacrossnetworks.Instead,thefindingsprovideguidanceforestablishingamoredetailedmechanismwithinUHC2030,inwhichpartnersandaffiliatednetworkscouldregisterproductsandservicesrelatedtospecifictechnicalareasandprovideperiodicupdates.

Acomparisonofthe inputfromnetworksandknowledge initiativeswiththebrief inputfromcountryrepresentativeshighlightssomekeypotentialgapsbetweenthesupplyofanddemandfor knowledge related toUHC. More practical how-to guidance, frameworks, and tools areneededforcountriestoadaptandusetoaddresslocalchallenges.Someofthecontentareasnoted to be in high demand by countries received little to no mention in the survey ofnetworks.Forexample,relativelyfewprovidersmentionedanyfocusonpopulationcoverage,ICT,ordataanalytics.

Promisingpracticesidentifiedduringthisreviewhighlighttheimportanceofarticulatingaclearvision for UHC2030 related to knowledgemanagement and investing adequate resources tosupportthevision.Theformulationofstrategicpillarsandactionsforknowledgemanagementshould be coordinated closely with the other UHC2030 workstreams. Together, theworkstreams can effectively strengthenmulti-stakeholder policy dialogue and advancepolicyreformstoaccelerateprogresstowardUHC.

StrategicPillars&ActionsforKnowledgeManagementThefollowingaretheUHC2030’sstrategicpillarsandactionsforknowledgemanagementemergingfromthelandscapinganalysisandKMWGmeeting,aswellastheSteeringCommittee’sinitialfeedback.Duringthefirsttwoyears(2018and2019),KMactionswillfocusonsupportingconnectorandcoordinationroles.Overthelongerterm,thiscouldevolvetoincludethemoreactivefacilitationofjointknowledgegenerationtoaddressknowledgegapsrelatedtoHSSandUHC.StrategicPillars ActionsPILLAR1 ToserveaconnectorroleasaUHCknowledgehub,providingan

interfacefornavigatingexistingplatformsandportalsforknowledgeonUHC.

ACTIONSforPILLAR1

1.1. Toidentifysynergiesamongexistingplatformsandportals-tomanageandcontinuouslyupdateadetailedinventoryandanalysisofUHC2030membersandhealthsysteminitiatives,andtocreatepartnershipsandlinkstoexistingresources;

1.2. Tocreateacentralhealthsystemknowledgehubtofacilitateknowledgesharing,includinglinks/interfacetoexistingresourcesidentifiedaboveaspartofhub;

1.3. Topoolandarchiveknowledgeresourcesproducedbypartners,especiallyifnotcapturedinpartnerdigitalplatform(s);

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1.4. Tolinkpolicymakers,civilsociety,academiaandotheruserstodigitalknowledgethroughdirectoryguidance,helpdeskfunction,includingtodevelopinteractivesearchfunctionorothersystemstohelpusersfindrelevantresources;and

1.5. ToorganizehealthsystemknowledgehubmarketplaceduringrelevantinternationalconferencessuchasUHC2030forum/UNHigh-levelmeetingonUHC.

PILLAR2

ToalignKMengagementmorecloselywithcountrydemandtoreduceknowledgegapsrelatedtoUHCandrefineunderstandingofgaps,linkingknowledgecontentandserviceswiththecountriesthatneedthem.

ACTIONSforPILLAR2

2.1. TostrengthenUHC2030processesandinfrastructuretobeabletorespondoncountrydemandsforknowledgetowardsUHC,inclosepartnershipwithUHC2030membersandhealthsysteminitiativesgeneratingthisknowledge.Amulti-prongedapproachtostrengthentheprocessesandinfrastructureisrecommended,includingfosteringstronglinkswithUHC2030membersandhealthsysteminitiativesandextendingthistocivilsocietyandacademia;

2.2. Tocreatemechanismstoclassifyandcategorizeknowledgeinastandardizedmanner,and‘indexing’knownsourcesofsuchknowledgeaccordingtothesecriteria,toensureeasiersearchforrelevantknowledgebasedoncountrydemand;

2.3. Tobroadenstakeholderengagementinexistinginitiativesbeyondhealthsystemstrengtheninganddisseminateknowledgeproductsmoreeffectivelytopotentialusers.

2.4. Toconductperiodicalsurveysandotherfeedbackmechanismstocountrypolicymakes,civilsocietyandacademiatounderstandknowledgeuseandinformacycleofcontinualimprovementforUHC2030knowledgemanagement.

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ReferencesNote:Thelistbelowreflectspublicationscitedfromtheliteraturereviewforthelandscapeanalysis.

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Dumitriu,P.2016.KnowledgeManagementintheUnitedNationsSystem.UnitedNationsJointInspectionUnit.Geneva.

Feinstein,O.N.2017.Trendsindevelopmentevaluationandimplicationsforknowledgemanagement.KnowledgeManagementforDevelopmentJournal13(1)31-38.

Georgalakis,J,Jessani,N.,Oronje,R.andRamalingam,B.;(eds)2017.TheSocialRealitiesofKnowledgeforDevelopment.Brighton:IDS/ImpactInitiative.

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Langlois,EV.,Nhan,T.T.,GhaffarA.,ReveizL.,andBecerra-PosadaF.2017.EmbeddingresearchinhealthpolicyandsystemsintheAmericas.RevPanamSaludPublica.2017;41:e68.

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Smith,J.G.andLumba,P.M.2008.KnowledgemanagementpracticesandchallengesininternationalnetworkedNGOs:thecaseofOneWorldInternational.TheElectronicJournalofKnowledgeManagement.Volume6(2)167-176.

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