“ Imagine for a moment that everything we did in UNFPA had the full benefit of everything we knew” World BankWashington DC 28 June 2004 The Next Frontier in Knowledge Sharing for Development Session B2 Implementing Knowledge Sharing In UNFPA

Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence Effort Time From ‘Learning to Fly’ –Collison & Parsell Organisation Change Strategies UNFPA KS Strategy Achieving the Image Critical Stage

Knowledge HOW to do things WHERE to find examples WHOM to 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 Strategy People  Knowledge 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 Process  Major 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

Synthesis Validate Lessons Learned Examples Lessons Learned Knowledge Asset Evaluation Research Reviews Trip Reports Annual Reports Interviews Project Reports Answer as a Recommended Practice Reference Group

KS Experiences  Participation was slow and uneven until legitimized by Organisation. Volunteerism does not work in long haul.  Legitimization empowers the willing and moves the un-willing. Activity level has increased dramatically.  Essential to clarify staff roles from Policy to Operations in each topic  Process of doing KA encourages new relationships and openness to sharing experiences  KAs demand greater focus within topics  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 group 2.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 system 5.Interpersonal Networking among UNFPA staff (Unconscious Competence) 6.Relationship between internal and external knowledge