1. Geoff Barnard EADI-IMWG, Dublin September 2003 www.ids.ac.uk/ids/eadi Knowledge Sharing in Development Agencies: Knowledge Fortress or Knowledge Pool?

2. We all recognise there are huge gaps at present: Project documents that get lost Lessons from evaluations that are ignored Consultants’ reports that get buried Relevant research that is bypassed Field experience that is wasted In-country partners left out of the loop Knowledge locked away in silos etc. Result: mistakes repeated, resources wasted, innovations & good practice slow to spread The need for better knowledge sharing Geoff Barnard, IDS, Sept 2003

3. Growing recognition of the importance of knowledge in development World Bank the first to take action to improve knowledge sharing Most other agencies have followed suit in one way or another Thinking from the private sector have been influential – but there are important differences The KM revolution Geoff Barnard, IDS, Sept 2003

4. Differences compared to the private sector: Accountability – no financial bottom line, less direct accountability Intellectual property – development knowledge is (or should) be a public good Culture - different incentives and working environment Geoff Barnard, IDS, Sept 2003 What’s different about development agencies?

5. Started at the organisation level – getting your own house in order Internal focus has obvious advantages  Well defined audience  Can link to training, appraisal, career development  Close match to institutional agenda  Safe But also inherent drawbacks The evolution of KS in development agencies Geoff Barnard, IDS, Sept 2003

6. The evolution of KS systems First there was empty (cyber) space Knowledge sharing was happening through various channels but it wasn’t called that

7. Organisation A Org D Org B Org C Org E The evolution of KS systems A big step forward, but 2 key problems ….

8. Org A Org D Org B Org C Org E S = Specialist Websites S S S S S G G = Generalist Websites G G G G Problem 1: Duplication Result: a lot of overlap & waste of resources

9. Org A Org D Org B Org C Org E Problem 2: The Knowledge Fortress tendency Sharing with other Agencies?

10. Org A Org D Org B Org C Org E Problem 2: The Knowledge Fortress tendency Sharing with other stakeholders? Consultants Local partners Civil Society Researchers

11. Org A Org D Org B Org C Org E Problem 2: The Knowledge Fortress tendency Sharing with field offices?

12. Three examples: BRIDGE – development & gender briefing service Livelihoods Connect – sustainable livelihoods ‘learning platform’ DFID Health Systems Resource Centre (see paper for more details, plus a 4 th example, the Governance Resource Centre) An alternative approach: Knowledge pooling Geoff Barnard, IDS, Sept 2003

13. Org A Org D Org B Org C Org E 1. BRIDGE Other stakeholders www.ids.ac.uk/bridge

14. Org A Org D DFID Org C Org E 2. Livelihoods Connect www.livelihoods.org Other stakeholders

15. Org A Org D DFID Org C Org E 3. Health Systems Resource Centre Other stakeholders www.eldis.org/healthsystems

16. Deliberate effort to get close to users, not just at HQ Close relationship with the sponsoring agency High quality standards Emphasis on good communications A motivated and focused staff team Success factors Geoff Barnard, IDS, September 2003

17. Can tap in to external skills & move quickly More accessible to outside audiences, and contributors Creates a richer knowledge mix Credibility with users A ‘neutral space’ for knowledge sharing Advantages Geoff Barnard, IDS, Sept 2003

18. Agreed focus among contributing agencies Willingness to pool agendas Relaxed attitude to branding Trusted and credible partner(s) to manage the system Realistic planning and funding horizon Requirements Geoff Barnard, IDS, Sept 2003

19. Considerable scope for knowledge pooling Not a replacement for an internal KS systems One size will not fit all Going outside the agency involves an element of risk (but so does relying on internal solutions) This would be a good time to compare and assess different approaches This is an interesting area for research organisations to get into Conclusions Geoff Barnard, IDS, Sept 2003