A Presentation made by A.H. Monjurul KABIR during XII International Anti-Corruption Conference (IACC) at the strategic session on sharing information and knowledge to fight corruption. The key presentation focuses on strtaegies deployed UN - UNDP in particular..
- challenges and opportunities
The information in this brief is drawn from a case study of the JLN conducted by Mathematica Policy Research in consultation with the THS team and the Evaluation Office of The Rockefeller Foundation. The study, completed in 2016, was undertaken to assess the extent to which the JLN had achieved its goal of becoming a country-driven, sustainable network helping to advance progress toward universal health coverage in low- and middle-income countries.
The Joint Learning Network (JLN) is a key innovation and central part of The Rockefeller Foundation’s efforts to promote universal health coverage (UHC) in low- and middle-income countries (LMICs) under its Transforming Health Systems (THS) initiative (2009-2017). Launched in 2010, the JLN is a country-led, global learning network that connects practitioners around the globe, in order to advance knowledge and learning about approaches to accelerate country progress toward UHC. The JLN currently includes 27 member countries across Africa, Asia, Europe, and Latin America that engage in multilateral workshops, country learning exchanges, and virtual dialogues to share experiences and develop tools to support the design and implementation of UHC-oriented reforms. The core vehicles for shared learning and resource development under the JLN are technical initiatives, which are managed by several technical partners and organized around key levers for reaching UHC objectives.
Final Evaluation: The Rockefeller Foundation's Program-Related Investments Po...The Rockefeller Foundation
In 2013, The Rockefeller Foundation funded an independent evaluation of 12 years of PRIs, including 18 transactions totaling $23.9 million deployed both domestically and internationally. The resulting report assesses the portfolio's social and financial performance, as well as opportunities to refine the PRI program strategy and align it with the Foundation's focus areas and grantmaking programs. It also considers the Foundation's contributions to the larger impact investing ecosystem.
The information in this brief is drawn from a case study of the JLN conducted by Mathematica Policy Research in consultation with the THS team and the Evaluation Office of The Rockefeller Foundation. The study, completed in 2016, was undertaken to assess the extent to which the JLN had achieved its goal of becoming a country-driven, sustainable network helping to advance progress toward universal health coverage in low- and middle-income countries.
The Joint Learning Network (JLN) is a key innovation and central part of The Rockefeller Foundation’s efforts to promote universal health coverage (UHC) in low- and middle-income countries (LMICs) under its Transforming Health Systems (THS) initiative (2009-2017). Launched in 2010, the JLN is a country-led, global learning network that connects practitioners around the globe, in order to advance knowledge and learning about approaches to accelerate country progress toward UHC. The JLN currently includes 27 member countries across Africa, Asia, Europe, and Latin America that engage in multilateral workshops, country learning exchanges, and virtual dialogues to share experiences and develop tools to support the design and implementation of UHC-oriented reforms. The core vehicles for shared learning and resource development under the JLN are technical initiatives, which are managed by several technical partners and organized around key levers for reaching UHC objectives.
Final Evaluation: The Rockefeller Foundation's Program-Related Investments Po...The Rockefeller Foundation
In 2013, The Rockefeller Foundation funded an independent evaluation of 12 years of PRIs, including 18 transactions totaling $23.9 million deployed both domestically and internationally. The resulting report assesses the portfolio's social and financial performance, as well as opportunities to refine the PRI program strategy and align it with the Foundation's focus areas and grantmaking programs. It also considers the Foundation's contributions to the larger impact investing ecosystem.
Colombia's Colnodo has a strong network of partnerships that allow the organization to diversificate, increase its impact and leverage different technologies. Colnodo's leadership provides a detail explanation of the model, along with recommendations for implementation.
Expanding Internationally Through Partnerships: Practical Lessons For 21st Ce...TechSoup
Rebecca Masisak and Marnie Webb, Co-CEOs, TechSoup Global
Your organization is currently doing critical work in the United States, but you recognize the need to grow its reach and impact internationally. What models should be considered? How do key staff and boards step up to support experimentation and adroitly shape and govern the emerging structures and brand?
Important lessons can be learned from pioneering TechSoup Global. As worldwide demand for its programs grew, TechSoup Global's leadership team and board struggled with developing an organizational model that would mobilize partners around a common mission and include contributions from multiple players. Like most organizations, key considerations included expansion without significant additions in headcount and overhead. Now operating in 33 countries with three distinct boards of directors, TechSoup Global has successfully built a growing global network of locally driven programs.
A showcase of applicable insights, this session explores lessons learned, innovative technologies deployed, organizational models piloted and refined, and how boards influence and model the kind of leadership needed as organizations expand internationally.
Ann Treacy and MIke O'Connor talk about broadband and give advice to the incoming MInnesota Broadband Task Force on planning for broadband in the state from reliability to ubiquity to speed...
Scientists and activists concerned about the future of human society and the planet have pointed to the urgent need for what they term sustainability transitions (Clark 2001; Raskin et al. 2002). In other words, due to the complex, systemic, and interrelated nature of the serious social, economic, and environmental problems confronting us, we need entirely new forms of solutions. Clearly, we humans must learn to think differently about our complex world and to work together in unusual and very strategic new ways. We need to more fully see and understand the systems within which we all exist so that we can learn to identify and create conditions for social innovation.
The increasing complexity of development, coupled with the widening range of public, nonprofit, and private sector actors and the demand for more timely feedback, has challenged the utility of conventional approaches to M&E in many development contexts. Though emerging ICTs offer promise, the methodological rigor of tech-enabled M&E has sometimes been questioned and viewed as unreliable in contemporary evaluation debates.
Despite this broad reluctance, M&E innovators are already experimenting in this new space. By reflecting on ways in which these innovators have begun to navigate new territory, and by exploring the great potential for technology to further transform and advance traditional evaluation methods, this paper aims to highlight the current state of tech-enabled M&E while also maintaining a critical perspective which recognizes the limitations and inherent risks which evaluators should remain mindful of when engaging in this new and exciting space.
In addition to providing financial support for the paper, The Rockefeller Foundation supported the M&E Tech Conference and Deep Dive in the fall of 2014 to gather M&E practitioners, technology developers, and leadership from a range of organizations and institutions to discuss opportunities, challenges, and a way forward in strengthening capacity in the area of tech-enabled M&E.
Eldis 20th Anniversary Workshop 2016: Neil Pakenham-Walsh and Ivan KulisIDS Knowledge Services
Speakers: Neil Pakenham-Walsh and Ivan Kulis, DGroups
Presentation at the Eldis 20th Anniversary event "Learning from 20 years of digital knowledge sharing for global development" held at IDS on Thursday 15 September 2016 and Friday 16 September 2016.
You can see a video of this presentation at:
https://youtu.be/qLlM9nzrvb4
Few could argue that stortelling is a powerful tool to inspire action and change, and to influence thought leaders and decision makers. The shape and delivery of stories has also shifted dramatically in the digital era. Long-form narrative and conventionalism journalism now share a stage with messages 140 characters or images that disappear in seconds after they are opened. There have never been more ways to reach audiences, but it's also never been more difficult to really reach them.
Research brokers and intermediaries in different sectors and contexts: HIV/AIDS
Presentation by Sarah Page, Southern Africa HIV and AIDS Information Dissemination Service (SAfaids) at the Locating the Power of the In-between conference July 08
The Knowledge Management Experience in the United Nations System (2011)Davide Piga
This presentation summarizes lessons learned and good practices emerged from a comparative study of 26 knowledge management projects across the UN system.
It was first presented on 2 March 2011 at the workshop: "Aligning Strategy & Practice - UNEP’s engagement in countries - Learning from MDG-F and Delivering as One". If you wish to use this presentation for any reason/purpose please contact me.
Building Capacity for Innovation and Systems Change: Innovation Fellowship Pr...The Rockefeller Foundation
Achieving The Rockefeller Foundation’s goals to build resilience and advance inclusive economies requires moving beyond traditional approaches to problem-solving. New ways
of thinking and working are needed in order to have impact at scale. The Rockefeller
Foundation Global Fellowship Program on Social Innovation was designed to enable
leaders to innovate in order to address the underlying causes of complex social and
environmental challenges. With two successive cohorts of Fellowships now complete and
a third underway, the timing is right to reflect on what the Foundation is learning about
building individual and institutional capacity to innovate and drive systems change.
Colombia's Colnodo has a strong network of partnerships that allow the organization to diversificate, increase its impact and leverage different technologies. Colnodo's leadership provides a detail explanation of the model, along with recommendations for implementation.
Expanding Internationally Through Partnerships: Practical Lessons For 21st Ce...TechSoup
Rebecca Masisak and Marnie Webb, Co-CEOs, TechSoup Global
Your organization is currently doing critical work in the United States, but you recognize the need to grow its reach and impact internationally. What models should be considered? How do key staff and boards step up to support experimentation and adroitly shape and govern the emerging structures and brand?
Important lessons can be learned from pioneering TechSoup Global. As worldwide demand for its programs grew, TechSoup Global's leadership team and board struggled with developing an organizational model that would mobilize partners around a common mission and include contributions from multiple players. Like most organizations, key considerations included expansion without significant additions in headcount and overhead. Now operating in 33 countries with three distinct boards of directors, TechSoup Global has successfully built a growing global network of locally driven programs.
A showcase of applicable insights, this session explores lessons learned, innovative technologies deployed, organizational models piloted and refined, and how boards influence and model the kind of leadership needed as organizations expand internationally.
Ann Treacy and MIke O'Connor talk about broadband and give advice to the incoming MInnesota Broadband Task Force on planning for broadband in the state from reliability to ubiquity to speed...
Scientists and activists concerned about the future of human society and the planet have pointed to the urgent need for what they term sustainability transitions (Clark 2001; Raskin et al. 2002). In other words, due to the complex, systemic, and interrelated nature of the serious social, economic, and environmental problems confronting us, we need entirely new forms of solutions. Clearly, we humans must learn to think differently about our complex world and to work together in unusual and very strategic new ways. We need to more fully see and understand the systems within which we all exist so that we can learn to identify and create conditions for social innovation.
The increasing complexity of development, coupled with the widening range of public, nonprofit, and private sector actors and the demand for more timely feedback, has challenged the utility of conventional approaches to M&E in many development contexts. Though emerging ICTs offer promise, the methodological rigor of tech-enabled M&E has sometimes been questioned and viewed as unreliable in contemporary evaluation debates.
Despite this broad reluctance, M&E innovators are already experimenting in this new space. By reflecting on ways in which these innovators have begun to navigate new territory, and by exploring the great potential for technology to further transform and advance traditional evaluation methods, this paper aims to highlight the current state of tech-enabled M&E while also maintaining a critical perspective which recognizes the limitations and inherent risks which evaluators should remain mindful of when engaging in this new and exciting space.
In addition to providing financial support for the paper, The Rockefeller Foundation supported the M&E Tech Conference and Deep Dive in the fall of 2014 to gather M&E practitioners, technology developers, and leadership from a range of organizations and institutions to discuss opportunities, challenges, and a way forward in strengthening capacity in the area of tech-enabled M&E.
Eldis 20th Anniversary Workshop 2016: Neil Pakenham-Walsh and Ivan KulisIDS Knowledge Services
Speakers: Neil Pakenham-Walsh and Ivan Kulis, DGroups
Presentation at the Eldis 20th Anniversary event "Learning from 20 years of digital knowledge sharing for global development" held at IDS on Thursday 15 September 2016 and Friday 16 September 2016.
You can see a video of this presentation at:
https://youtu.be/qLlM9nzrvb4
Few could argue that stortelling is a powerful tool to inspire action and change, and to influence thought leaders and decision makers. The shape and delivery of stories has also shifted dramatically in the digital era. Long-form narrative and conventionalism journalism now share a stage with messages 140 characters or images that disappear in seconds after they are opened. There have never been more ways to reach audiences, but it's also never been more difficult to really reach them.
Research brokers and intermediaries in different sectors and contexts: HIV/AIDS
Presentation by Sarah Page, Southern Africa HIV and AIDS Information Dissemination Service (SAfaids) at the Locating the Power of the In-between conference July 08
The Knowledge Management Experience in the United Nations System (2011)Davide Piga
This presentation summarizes lessons learned and good practices emerged from a comparative study of 26 knowledge management projects across the UN system.
It was first presented on 2 March 2011 at the workshop: "Aligning Strategy & Practice - UNEP’s engagement in countries - Learning from MDG-F and Delivering as One". If you wish to use this presentation for any reason/purpose please contact me.
Building Capacity for Innovation and Systems Change: Innovation Fellowship Pr...The Rockefeller Foundation
Achieving The Rockefeller Foundation’s goals to build resilience and advance inclusive economies requires moving beyond traditional approaches to problem-solving. New ways
of thinking and working are needed in order to have impact at scale. The Rockefeller
Foundation Global Fellowship Program on Social Innovation was designed to enable
leaders to innovate in order to address the underlying causes of complex social and
environmental challenges. With two successive cohorts of Fellowships now complete and
a third underway, the timing is right to reflect on what the Foundation is learning about
building individual and institutional capacity to innovate and drive systems change.
Organizations implementing knowledge strategies generally go through five stages: pre-implementation, implementation, reinvigoration, inculcation, and holistic. This presentation details steps ADB took in 2008–2011 to initiate, develop, standardize, optimize, and innovate knowledge management and learning.
Knowledge Management Strengthens Decision Making: The Case of the “Knowledge ...CIAT
Under the REGATTA Initiative (Regional Portal for Technology Transfer and Action against Climate Change in Latin America and Caribbean) the project seeks to develop actions towards vulnerability and adaptation to climate change assessment in agriculture and water resources in the Andes of Colombia, Ecuador and Peru.
Business case for deploying online collaboration across organisational bounda...David Terrar
Pollyanna Jones of NHS England & David Terrar of Agile Elephant, introduced by John Glover of Kahootz, use the NHS England futureNHS platform as a case study story for implementing an effective collaboration solution across silos, teams and organisational boundaries. The story shows:
* How the Department of Health and their Arm’s-Length Bodies are using a shared service arrangement to improve team working and stakeholder engagement across the UK health sector
* The potential, drivers and enablers that are necessary for success and the impending blockers and pitfalls with advice as how to overcome them.
* Where to start, how to educate your staff, and an understanding as to how to select and drive benefit from collaboration tools across the value chain
* How to tap into the collective knowledge and expertise of your stakeholders to foster a sense of shared purpose and community involvement
* Building a solid business case. Where the value and ROI of collaboration tools could lie as your organisation looks to improve team working with external parties and across organisational boundaries.
Public Governance Seminar - What works: Towards Evidence Informed Policy MakingOECD Governance
The objective of this seminar is to examine emerging national models for evidence-informed policy and to explore opportunities for international co-operation in the increasingly global movement to synthesis evidence on What Works in a range of policy interventions.
There is growing international interest in the use of a What Works approach and in building a global evidence-base for policy interventions.
This seminar asks the question: what would be the benefits of international co-operation and what practically could the OECD do to support this international agenda?
For more information see www.oecd.org/gov
Protected Area Network Knowledge Management Framework (Needs Assessment and A...John Mauremootoo
PowerPoint presentation given at a consultative workshop to ascertain the knowledge management baseline among protected area stakeholders in Mauritius as a contribution to the development of a Protected Area Knowledge Management System.
It wouldn’t be KMb without KB - Insights into the role of knowledge brokers in supporting child and youth mental health and addictions communities of interest in Ontario
by: MaryAnn Notarianni and Angela Yip
9-10 June 2014
Canadian Knowledge Mobilization Forum
Saskatoon, SK
"Spaces for engagement: Using knowledge to improve public decisions” is a joint initiative between GDNet and CIPPEC. The project was presented at the International Conference on Evidence-Informed Policy Making, Ile Ife, Nigeria on February 27-29 February, 2012.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Many ways to support street children.pptxSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Canadian Immigration Tracker March 2024 - Key SlidesAndrew Griffith
Highlights
Permanent Residents decrease along with percentage of TR2PR decline to 52 percent of all Permanent Residents.
March asylum claim data not issued as of May 27 (unusually late). Irregular arrivals remain very small.
Study permit applications experiencing sharp decrease as a result of announced caps over 50 percent compared to February.
Citizenship numbers remain stable.
Slide 3 has the overall numbers and change.
Canadian Immigration Tracker March 2024 - Key Slides
Role of IGOs in Knowledge Management - A UNDP Case Study 2006
1. XII IACC 2006
1
Role of IGOs in Knowledge Management:
A UNDP Case Study
Strategic session on sharing information and knowledge to fight corruption
- challenges and opportunities
16 November 2006
A.H. Monjurul KABIR
Governance and Knowledge Management Specialist
Bureau for Development Policy, UNDP HQ/NY
2. OVERVIEW
2
• Context of UNDP’s Practice and
Knowledge Networks
• KM at UNDP-The Milestones & KM
Roadmap
• CASE STUDY: The what, the why,
the change, and the how?
• The Impact- democratic space
3. The Context
• UNDP in 130+ countries…so is Knowledge !
• Knowledge Networking established in 1999 in all 6 of
UNDP’s thematic priority areas of work
• Global networks originally set up as a capacity building
mechanism for the field; to serve as a bridge between HQ
and the field; and to connect COs & promote South-South
exchange, avoid reinventing the wheel
• Knowledge Networks subsequently became
institutionalized as part of the UNDP business plan
The UNDP organizational model for the
future should be based on dispersed
capabilities and decentralized networks
Mark Malloch Brown 2000 – 2003
Business Plan
3
4. KM at UNDP-The Milestones
4
Historically: long research, publishing and consulting
tradition
1990s: Establishment of RSCs, SURFs, Global Networks,
UNDP’s Practice Architecture, Knowledge Service Teams
2004: ‘Knowledge Management Roadmap’ to transform
UNDP into “professional services organization”
2005: KM stocktaking – review of progress
2006: KM activities highlighted as key ingredients for MDG
support services
5. UNDP KM Roadmap
5
“ UNDP needs systematic processes for gathering,
distilling, organising, finding and presenting information in
ways that improve staff understanding in key substantive
and administrative areas; and that allow the organisation
to operate more efficiently, gain insight and understanding
from its far-ranging experience on the ground… and turn
this understanding into a competitive advantage in the
development marketplace… using knowledge to further
human development in programme countries.”
The KM Roadmap, 2004: 2.
6. UNDP Roadmap Progress
6
New Collaborative Tools and Technology
Search engines, workspaces, network management tools
Networks and Communities Strengthened
UN-wide networks (HuriTalk), regional and country CoPs, knowledge fairs, stronger
facilitation teams, rosters,
Human Resources and Staffing Developed
Initiatives to enhance KM culture, communication strategy, HR procedures
Content Management and Knowledge Products Developed
corporate taxonomy, human development viewpoints
Alignment with MDG Support Services
Improving support to the COs, strengthening RSCs, improving interagency cooperation
7. The What: Communities of
Practice
7
“Groups of people who share a
common concern, set of problems,
or passion about a topic, and who
deepen their knowledge and
expertise in this area by interacting
on an ongoing basis”-
Etienne Wenger
8. UNDP’s Communities
8
Knowledge communities are organized around 7 practices:
•
•
•
•
•
•
•
Democratic Governance
Poverty Reduction
Crisis Prevention and Recovery
Energy and Environment
HIV / AIDS
Management
UN Co-ordination
Additional knowledge communities
supported by knowledge networks
•
•
•
•
•
•
•
National Human Development Reports Millennium
Development Goals Gender
Micro-finance
ICT for Development EvalNet
Sub-practice Networks – Management, Regional Networks
UN Networks (ESCAP, DPKO, WHO, UNDESA etc.)
9. The Anti-corruption Sub-practice
9
• Anti-corruption is one of the Sub-practices of the Democratic
Governance Practice.
• UNDP support to: develop national anticorruption laws,
enforce international conventions, establish national integrity
bodies, improve advocacy efforts, civil service reform for
efficient, effective, and responsive pro-poor policies, civil
society for increased participation in decision-making
processes, monitoring of the Executive, Judicial and Legislative
branches.
• Anti-corruption Sub-practice - Two CoP Meetings (2004,
2006)
• Anti-Corruption Practice Note, Good Practices & Tools
• Anti-corruption workspace:
http://content.undp.org/go/bdp/dgg/ac-cop-2006/?src=bdp
10. For The Organization:
Promotes UNDP’s capacity to become a knowledge
organization by drawing on local, regional and global
expertise and promoting the exchange of more nuanced
information. Enhances the delivery, relevance and
effectiveness of our work and advisory services.
Promoting democratic space
For the thematic community:
Allows for the development a common language &
understanding of thematic issues.
For the individual:
Help staff to do their jobs better, builds stronger bonds
with peers, keep up to date & relevant
10
The Why?
11. Standardised, demand driven Products and
Services!
•Referrals and Sharing of Best Practices
•Consolidated Replies
•News Updates/Practice Newsletters
•Knowledge Collection and codification and
Practice Workspaces
•eDiscussions (i.e., Political Corruption)
•Community building beyond email
11
The How?
12. The How?
12
• Face-to-face meetings: Workshops
“UNDP Practice setting from bottom up”
i.e., CoP Meeting on Anti-corruption in Guatemala (12-14 Nov, 2006)
“Scholarships” for active participants to
attend relevant training events
• Knowledge based advisory services
• Technical and substantive backstopping
• Mutual Support Initiative
13. The Impact: Qualitative Analysis
13
User feedback
“…it is comforting to know that my query is going out to over 1,500
eyes who could potentially respond. This gives me a greater sense of
confidence in communicating with government counterparts as I can
tell the government with more conviction what UNDP policy and
experience on the given issue is… I also directly interact with
members once we get the ball rolling through the network and it is
also useful to get to know them on a one to one basis.” Malawi CO,
September 2006
External Evaluation
“ The group was particularly impressed with the energy and
responsiveness of the networks. Indeed, we believe UNDP has
something unique going on: …Overall, the system is remarkable, and
indicative of a culture that cares passionately about development
issues and knowledge.” Steve Denning, Geoff Parcell, Larry Prusak,
Tom Davenport, November 2004
14. The Impact: Links to Policy Analysis
and Programming
• Analysis of
contributions, and
members/network (COP)
activity.
• Using the COP as
consultation
mechanisms.
• Bottom up definition of
policy issues.
• Agenda setting via
practice meetings or e-
network.
• Utilising COP for peer
review, identification of
good practices which
can then feed into policy
development.
PercentageofSubpractice forGovNet
2%2%
27%
18%
25%
26%
Access toInf o
Access toJustice Anti-Cor r upti
on
Decentr al ization, Local Gover
nance, and Ur banRef or m
Legi slatur es
Publi c Admini str ationandCi vi l
Ser vice Ref orm
14
15. The Impact: UNDP &
UN Cross-fertilization
15
• Supporting UN agencies to develop Knowledge Sharing approaches:
UNDESA, the ECA and ESCAP are developing knowledge sharing
strategies drawing on UNDP’s experiences.
• Expanding UNDP networks into UN Networks: HuRiTalk transformed
from an internal UNDP network to the UN System Network. UNDP’s
HIV/AIDS Practice Network expanded to include UNAIDS colleagues.
• UN Support of UNDP COPs: A series of “Advisory Groups” established
for UNDP Practice Networks in order to regularly tap the expertise of UN
agency colleagues.
• Practitioner Networks: DPKO, WFP, WHO and FAO are implementing
knowledge sharing and networking strategies, based on UNDP’s
approach,
• Expert Network: UNCTAD has established a network on debt
management (DebtNet) for Central Bank and Ministry of Finance Officers
• Exchanging Queries Across Networks within the UN: UNDP’s CPR
and DGPN selectively cross-post queries with the Department of
Peacekeeping Operations (DPKO) Network on Rule of Law.
16. SUCCESSES
16
• South/south collaboration and the exchange of
knowledge and information across regions
• Participatory approaches and demand driven
initiatives to facilitate change
• Bottom up Evolution- stealth approach
• Active facilitation function
• Developing responsive, standardised products
and services
• Clearly defining objectives/mandate for the
community
• The power of linking policy and practice
17. Challenges
17
• Knowledge is power-upsetting the
applecart
• Myth busting
• Measuring Impact
• No time to share
• Adequate Senior Management Support
• Reactive vs. strategic approach
• Mainstreaming into business processes
18. One UN? newer challenges…
18
“
“To bring about real progress towards the MDGs
and other internationally agreed development
goals, we believe that the UN System needs to
“deliver as one” at the country level. To focus on
outcomes and improve its effectiveness, the UN
should accelerate and deepen reforms to establish
unified UN country teams—with one leader, one
programme, one budgetary framework and where
appropriate one office.”
- Report of the Secretary-General’s High-level Panel on UN System-wide
Coherence, 09 November 2006
For further contact: Monjurul Kabir @mkabir2011