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.
Analysis of the Eliminate the Digital Divide Grant Program
UIC Capstone Project - Fall 2014
Ta'Shona Griffin, Patrick Hastings, and Rachel Wagner
In October 2014, Smart Chicago Collaborative's application to the University of Illinois at Chicago Department of Public Administration MPA Capstone program was accepted. The project revolved around research of Computer Technology Centers (CTCs) across the state.
Presentation of the Analysis of the Eliminate the Digital Divide Grant Program
UIC Capstone Project - Fall 2014
Ta'Shona Griffin, Patrick Hastings, and Rachel Wagner
In October 2014, Smart Chicago Collaborative's application to the University of Illinois at Chicago Department of Public Administration MPA Capstone program was accepted. The project revolved around research of Computer Technology Centers (CTCs) across the state.
The document discusses key concepts of knowledge sharing for development organizations. It defines knowledge sharing as connecting people and collecting information to increase effectiveness in fighting poverty. The presentation covers tacit vs explicit knowledge, knowledge sharing processes and stories, and critical enablers for knowledge sharing like culture, roles, processes and technology. It promotes sharing successes and challenges to improve knowledge sharing practices.
UNDP built a knowledge exchange platform called Solution Exchange (SE) to leverage the knowledge and experiences of its development practitioners. SE connects stakeholders like governments, NGOs, and academics in communities of practice to share knowledge and address development challenges. It provides a searchable knowledge repository, consolidated replies that summarize discussions, and allows cross-posting questions to multiple communities. SE enhances existing mailing lists by integrating them with a centralized knowledge base and search, allowing valuable connections and content to be more accessible.
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.
Operationalizing inclusive innovation: Lessons from innovation platforms in l...ILRI
Presented by K. Swaans, B. Boogaard, R. Bendapudi, H. Taye, S. Hendrickx, and L. Klerkx at the International Workshop on New Models of Innovation for Development, Manchester, UK, 4-5 July 2013
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
A Community of Practice (CoP) is a group of people who share a common interest and work together to improve their knowledge and skills through ongoing interaction and information sharing. Key elements of a CoP include a shared domain of interest, a community of people who interact and learn from each other, and a focus on sharing practices to improve work. CoPs can exist within or between organizations and can operate at local or national levels. They evolve over time through real work, problem solving, learning, and innovation.
Analysis of the Eliminate the Digital Divide Grant Program
UIC Capstone Project - Fall 2014
Ta'Shona Griffin, Patrick Hastings, and Rachel Wagner
In October 2014, Smart Chicago Collaborative's application to the University of Illinois at Chicago Department of Public Administration MPA Capstone program was accepted. The project revolved around research of Computer Technology Centers (CTCs) across the state.
Presentation of the Analysis of the Eliminate the Digital Divide Grant Program
UIC Capstone Project - Fall 2014
Ta'Shona Griffin, Patrick Hastings, and Rachel Wagner
In October 2014, Smart Chicago Collaborative's application to the University of Illinois at Chicago Department of Public Administration MPA Capstone program was accepted. The project revolved around research of Computer Technology Centers (CTCs) across the state.
The document discusses key concepts of knowledge sharing for development organizations. It defines knowledge sharing as connecting people and collecting information to increase effectiveness in fighting poverty. The presentation covers tacit vs explicit knowledge, knowledge sharing processes and stories, and critical enablers for knowledge sharing like culture, roles, processes and technology. It promotes sharing successes and challenges to improve knowledge sharing practices.
UNDP built a knowledge exchange platform called Solution Exchange (SE) to leverage the knowledge and experiences of its development practitioners. SE connects stakeholders like governments, NGOs, and academics in communities of practice to share knowledge and address development challenges. It provides a searchable knowledge repository, consolidated replies that summarize discussions, and allows cross-posting questions to multiple communities. SE enhances existing mailing lists by integrating them with a centralized knowledge base and search, allowing valuable connections and content to be more accessible.
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.
Operationalizing inclusive innovation: Lessons from innovation platforms in l...ILRI
Presented by K. Swaans, B. Boogaard, R. Bendapudi, H. Taye, S. Hendrickx, and L. Klerkx at the International Workshop on New Models of Innovation for Development, Manchester, UK, 4-5 July 2013
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
A Community of Practice (CoP) is a group of people who share a common interest and work together to improve their knowledge and skills through ongoing interaction and information sharing. Key elements of a CoP include a shared domain of interest, a community of people who interact and learn from each other, and a focus on sharing practices to improve work. CoPs can exist within or between organizations and can operate at local or national levels. They evolve over time through real work, problem solving, learning, and innovation.
This document provides an overview of stakeholder engagement and its importance in projects such as brownfield redevelopment. It defines stakeholders as any person or group with an interest in or that could be affected by a project. The document outlines different levels of participation from informing to empowering stakeholders. It emphasizes the need to secure buy-in for stakeholder engagement from institutions and developers to help ensure project success and sustainability. Guidance is provided on how to obtain support from these groups by demonstrating the potential benefits of the process.
The document provides guidance on establishing a collaborative initiative using the Collaboration for Sustainability (C4S) Framework. The framework involves three stages: 1) Preparation for the C4S workshop, 2) the C4S workshop, and 3) Implementation. Stage 1 involves generating interest from potential partners and having each partner assess their individual goals. Stage 2 is a one-day workshop where partners present capabilities and goals, identify joint goals, and agree on the collaborative opportunity and success factors. Stage 3 involves implementing plans through a partnership agreement. The document provides templates and guidance to facilitate effective collaboration toward sustainability goals.
NeuroDevNet NCE in collaboration with York University's KMb Unit reviewed and assessed existing guides for researchers to use social media for dissemination of research finding and engaging with their stakeholders (end users). The guides are ranked from beginner to advanced, and are presented in an annotated bibliography format which also indicates platforms/tools reviewed in each guide.
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.
The document discusses frameworks for balancing hardware and software approaches to sustainable agricultural water management. It proposes that capacity development requires a balanced set of knowledge management and capacity building interventions beyond just training. It also presents two frameworks - the 4B framework for facilitating cooperation among stakeholders and the WICKS framework for facilitating information sharing and communication in water projects.
The document discusses two initiatives in Minnesota that use the Intelligent Community framework to promote broadband-based economic development:
Dakota Future aims to make Dakota County a top seven intelligent community by 2012. Broadband, innovation, and collaboration are strengths, but marketing and advocacy need improvement. Continued efforts include attracting stakeholders and implementing strategies.
The Blandin Foundation's MN Intelligent Rural Communities Project provides $4.8 million for broadband adoption/use in greater Minnesota. It establishes demonstration communities that implement projects in areas like broadband access, digital literacy training, and innovation to increase rural economic vitality.
Locales Framework, CSCW and Conflict TransformationSanjana Hattotuwa
The document discusses locales framework and how it can be applied to conflict transformation and collaborative technologies to support peacebuilding. It explains that the locales framework recognizes the different perspectives of entities involved in a specific situation due to their relationships and histories. It also discusses how computer-supported cooperative work (CSCW) systems could be used to nurture peace processes through virtual negotiation of positions, sharing of information, and development of shared solutions. However, it notes that technology alone does not create lasting peace and that meaningful engagement between people is still needed.
The document describes the work of the Convergence Center for Policy Resolution, a nonprofit that convenes stakeholders to build consensus on policy issues. It outlines Convergence's mission to bring conflicting groups together to identify solutions and form alliances. Key aspects of Convergence's approach include employing conflict resolution practices to create trust and finding shared interests. Current projects aim to improve nutrition, education, and long-term care through collaborative stakeholder processes.
This guide was created for NeuroDevNet researchers and trainees (however it could also be useful to practitioners and KT professionals) with an interest in exploring infographics as a KT product. It begins with an evidence-informed introduction followed by an annotated bibliography of web-based resources and ends with appendices of evidence-informed worksheets (see Appendices A-E) created by the KT Core for you to use during the design and creation of your infographic. This guide is intended to provide you with information including: what is an infographic, what are the different types of infographics, what should you consider when planning your infographic, how you can either do it yourself or work with a graphic designer, and a form-fillable tool you can use to help you think through and collate the information you need before sketching a draft of your infographic.
Using information to power innovation. The document discusses a framework for information and data sharing presented at the Second Global Conference on Agricultural Research for Development. It summarizes that [1] innovation requires greater information sharing and access to research outputs, [2] current barriers include low investment in research communication and restricted access to information, and [3] an integrated approach is needed involving policies, capacity development, and collective efforts to make data more accessible and accelerate rural development.
This document summarizes lessons learned from projects funded by the Knight News Challenge in 2010 and 2011. It discusses eight key lessons: 1) Measure success based on how funding improves the field rather than just individual projects. 2) Target users with needs you can feel. 3) Be open to appealing to different audiences than planned. 4) Spend time getting the user interface right. 5) Provide substantial support beyond funding. 6) Anticipate resistance to innovation. 7) Identify elements that require staff vs volunteers. 8) Recognize the benefits and challenges of open source code. The document also briefly describes the 2011 and 2010 Knight News Challenge winners and their current status.
Makerspace scholarship program_kit_development_backgroundState of Georgia
The document discusses the development of a scholarship program kit for makerspaces in Georgia. It aims to increase student and educator access to makerspaces by attracting donors to fund scholarships. The kit will include principles, operations, and requirements that makerspaces can adapt to attract scholarship sponsors and increase community support. It will interface with makerspaces in Georgia during development to pilot the model and create a freely available kit for any makerspace to modify and use. The goal is to scale educational access to digital technologies and skills training through makerspace programs.
Eldis 20th Anniversary Workshop 2016: Neil Pakenham-Walsh and Ivan KulisIDS Knowledge Services
Communities of practice have the potential to greatly contribute to international development by increasing inclusiveness, value, and collaboration. However, there are still challenges to overcome. First, while connectivity is growing, true inclusiveness requires addressing psychological and technical barriers. Second, demonstrating clear value for participants, organizations, and sustainable development goals is difficult due to a lack of management skills and evidence of impact. Third, the current fragmented ecosystem of communities of practice results in duplication and overlap, making collaboration challenging. To realize the potential of communities of practice will require supporting their efforts to be more inclusive, valuable, and collaborative, as well as providing an enabling environment for them to thrive.
The WYRED (netWorked Youth Research for Empowerment in the Digital society) project has celebrated its fifth face-to-face meeting in Istanbul (Turkey) from November 19th – 21st. This represents the work done in WYRED Working Group 3 related to WP8 Dissemination by OXFAM.
The Inquiry Group is a diverse community of educators, learners, and professionals that has supported professional development through online and offline interactions for over 25 years. It operates as a bottom-up model where the community is at the foreground and projects contribute to the background. The group has evolved over time through various initiatives but remains open-ended without explicit goals or membership requirements. Success is measured through continued engagement of participants, page visits, and attendance at workshops, as the group encourages members to define their own goals.
The document summarizes an executive leadership conference that used an innovative approach of interactive workshops and human-centered design thinking to address challenges of cross-agency collaboration. Participants provided overwhelmingly positive feedback. Key outcomes included:
- Three conceptual solutions were developed to promote citizen-centric government, enable creative thinking about shared solutions, and drive transformation through outcome-focused leadership.
- The concepts and discussions captured will be used by related interest groups to advance shared service initiatives across agencies.
- The new conference format engaged participants in problem-solving and garnered praise for moving beyond traditional panels, signaling its potential to inspire innovation at other events.
The document provides an overview of Outcome Mapping (OM), a planning, monitoring, and evaluation approach that focuses on behavioral changes of boundary partners rather than linear cause-and-effect frameworks. It discusses the 7 steps of OM: 1) defining a vision, 2) developing a mission, 3) identifying boundary partners, 4) crafting outcome challenges, 5) establishing progress markers, 6) creating strategy maps, and 7) considering organizational practices. Key concepts are boundary partners whose behavior may change, and progress markers that show transformation in partners from initial to profound changes.
Organisations are increasingly realising the power of networks to create the greatest impact for society. Working collaboratively with a network of partners can increase your reach, generate efficiencies and stimulate innovation.
Yet, approaches to working in networks vary widely and each approach has a unique set of associated challenges. In our latest Briefing Paper, Aleron brings together the insight of expert practitioners in the field to bring clarity to the complex area of network working in the social sector.
This document discusses approaches to measuring the impact of networks in the social sector. It provides three case studies:
1) Big Society Capital, which developed a shared outcomes matrix and is working on shared metrics to standardize impact measurement across organizations.
2) The Utrecht Social Impact Factory, a common platform network that provides co-working space and an online impact measurement tool to help members measure social impact.
3) West London Zone, a formally integrated network and collective impact initiative working to improve outcomes for at-risk children through coordinated service delivery and data sharing between partner organizations.
The document examines how different types of networks create value and the different roles funders can play in supporting standardized approaches, shared
The Kenya Ushahidi Evaluation Project was 9-month Ushahidi evaluation project in partnership with the Harvard Humanitarian Initiative supported by the Knight Foundation. Jennifer Chan and Melissa Tully conducted research, created cases studies and toolboxes. (2011) The Uchaguzi Case Study was created by Jennifer Chan.
This document provides an overview of stakeholder engagement and its importance in projects such as brownfield redevelopment. It defines stakeholders as any person or group with an interest in or that could be affected by a project. The document outlines different levels of participation from informing to empowering stakeholders. It emphasizes the need to secure buy-in for stakeholder engagement from institutions and developers to help ensure project success and sustainability. Guidance is provided on how to obtain support from these groups by demonstrating the potential benefits of the process.
The document provides guidance on establishing a collaborative initiative using the Collaboration for Sustainability (C4S) Framework. The framework involves three stages: 1) Preparation for the C4S workshop, 2) the C4S workshop, and 3) Implementation. Stage 1 involves generating interest from potential partners and having each partner assess their individual goals. Stage 2 is a one-day workshop where partners present capabilities and goals, identify joint goals, and agree on the collaborative opportunity and success factors. Stage 3 involves implementing plans through a partnership agreement. The document provides templates and guidance to facilitate effective collaboration toward sustainability goals.
NeuroDevNet NCE in collaboration with York University's KMb Unit reviewed and assessed existing guides for researchers to use social media for dissemination of research finding and engaging with their stakeholders (end users). The guides are ranked from beginner to advanced, and are presented in an annotated bibliography format which also indicates platforms/tools reviewed in each guide.
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.
The document discusses frameworks for balancing hardware and software approaches to sustainable agricultural water management. It proposes that capacity development requires a balanced set of knowledge management and capacity building interventions beyond just training. It also presents two frameworks - the 4B framework for facilitating cooperation among stakeholders and the WICKS framework for facilitating information sharing and communication in water projects.
The document discusses two initiatives in Minnesota that use the Intelligent Community framework to promote broadband-based economic development:
Dakota Future aims to make Dakota County a top seven intelligent community by 2012. Broadband, innovation, and collaboration are strengths, but marketing and advocacy need improvement. Continued efforts include attracting stakeholders and implementing strategies.
The Blandin Foundation's MN Intelligent Rural Communities Project provides $4.8 million for broadband adoption/use in greater Minnesota. It establishes demonstration communities that implement projects in areas like broadband access, digital literacy training, and innovation to increase rural economic vitality.
Locales Framework, CSCW and Conflict TransformationSanjana Hattotuwa
The document discusses locales framework and how it can be applied to conflict transformation and collaborative technologies to support peacebuilding. It explains that the locales framework recognizes the different perspectives of entities involved in a specific situation due to their relationships and histories. It also discusses how computer-supported cooperative work (CSCW) systems could be used to nurture peace processes through virtual negotiation of positions, sharing of information, and development of shared solutions. However, it notes that technology alone does not create lasting peace and that meaningful engagement between people is still needed.
The document describes the work of the Convergence Center for Policy Resolution, a nonprofit that convenes stakeholders to build consensus on policy issues. It outlines Convergence's mission to bring conflicting groups together to identify solutions and form alliances. Key aspects of Convergence's approach include employing conflict resolution practices to create trust and finding shared interests. Current projects aim to improve nutrition, education, and long-term care through collaborative stakeholder processes.
This guide was created for NeuroDevNet researchers and trainees (however it could also be useful to practitioners and KT professionals) with an interest in exploring infographics as a KT product. It begins with an evidence-informed introduction followed by an annotated bibliography of web-based resources and ends with appendices of evidence-informed worksheets (see Appendices A-E) created by the KT Core for you to use during the design and creation of your infographic. This guide is intended to provide you with information including: what is an infographic, what are the different types of infographics, what should you consider when planning your infographic, how you can either do it yourself or work with a graphic designer, and a form-fillable tool you can use to help you think through and collate the information you need before sketching a draft of your infographic.
Using information to power innovation. The document discusses a framework for information and data sharing presented at the Second Global Conference on Agricultural Research for Development. It summarizes that [1] innovation requires greater information sharing and access to research outputs, [2] current barriers include low investment in research communication and restricted access to information, and [3] an integrated approach is needed involving policies, capacity development, and collective efforts to make data more accessible and accelerate rural development.
This document summarizes lessons learned from projects funded by the Knight News Challenge in 2010 and 2011. It discusses eight key lessons: 1) Measure success based on how funding improves the field rather than just individual projects. 2) Target users with needs you can feel. 3) Be open to appealing to different audiences than planned. 4) Spend time getting the user interface right. 5) Provide substantial support beyond funding. 6) Anticipate resistance to innovation. 7) Identify elements that require staff vs volunteers. 8) Recognize the benefits and challenges of open source code. The document also briefly describes the 2011 and 2010 Knight News Challenge winners and their current status.
Makerspace scholarship program_kit_development_backgroundState of Georgia
The document discusses the development of a scholarship program kit for makerspaces in Georgia. It aims to increase student and educator access to makerspaces by attracting donors to fund scholarships. The kit will include principles, operations, and requirements that makerspaces can adapt to attract scholarship sponsors and increase community support. It will interface with makerspaces in Georgia during development to pilot the model and create a freely available kit for any makerspace to modify and use. The goal is to scale educational access to digital technologies and skills training through makerspace programs.
Eldis 20th Anniversary Workshop 2016: Neil Pakenham-Walsh and Ivan KulisIDS Knowledge Services
Communities of practice have the potential to greatly contribute to international development by increasing inclusiveness, value, and collaboration. However, there are still challenges to overcome. First, while connectivity is growing, true inclusiveness requires addressing psychological and technical barriers. Second, demonstrating clear value for participants, organizations, and sustainable development goals is difficult due to a lack of management skills and evidence of impact. Third, the current fragmented ecosystem of communities of practice results in duplication and overlap, making collaboration challenging. To realize the potential of communities of practice will require supporting their efforts to be more inclusive, valuable, and collaborative, as well as providing an enabling environment for them to thrive.
The WYRED (netWorked Youth Research for Empowerment in the Digital society) project has celebrated its fifth face-to-face meeting in Istanbul (Turkey) from November 19th – 21st. This represents the work done in WYRED Working Group 3 related to WP8 Dissemination by OXFAM.
The Inquiry Group is a diverse community of educators, learners, and professionals that has supported professional development through online and offline interactions for over 25 years. It operates as a bottom-up model where the community is at the foreground and projects contribute to the background. The group has evolved over time through various initiatives but remains open-ended without explicit goals or membership requirements. Success is measured through continued engagement of participants, page visits, and attendance at workshops, as the group encourages members to define their own goals.
The document summarizes an executive leadership conference that used an innovative approach of interactive workshops and human-centered design thinking to address challenges of cross-agency collaboration. Participants provided overwhelmingly positive feedback. Key outcomes included:
- Three conceptual solutions were developed to promote citizen-centric government, enable creative thinking about shared solutions, and drive transformation through outcome-focused leadership.
- The concepts and discussions captured will be used by related interest groups to advance shared service initiatives across agencies.
- The new conference format engaged participants in problem-solving and garnered praise for moving beyond traditional panels, signaling its potential to inspire innovation at other events.
The document provides an overview of Outcome Mapping (OM), a planning, monitoring, and evaluation approach that focuses on behavioral changes of boundary partners rather than linear cause-and-effect frameworks. It discusses the 7 steps of OM: 1) defining a vision, 2) developing a mission, 3) identifying boundary partners, 4) crafting outcome challenges, 5) establishing progress markers, 6) creating strategy maps, and 7) considering organizational practices. Key concepts are boundary partners whose behavior may change, and progress markers that show transformation in partners from initial to profound changes.
Organisations are increasingly realising the power of networks to create the greatest impact for society. Working collaboratively with a network of partners can increase your reach, generate efficiencies and stimulate innovation.
Yet, approaches to working in networks vary widely and each approach has a unique set of associated challenges. In our latest Briefing Paper, Aleron brings together the insight of expert practitioners in the field to bring clarity to the complex area of network working in the social sector.
This document discusses approaches to measuring the impact of networks in the social sector. It provides three case studies:
1) Big Society Capital, which developed a shared outcomes matrix and is working on shared metrics to standardize impact measurement across organizations.
2) The Utrecht Social Impact Factory, a common platform network that provides co-working space and an online impact measurement tool to help members measure social impact.
3) West London Zone, a formally integrated network and collective impact initiative working to improve outcomes for at-risk children through coordinated service delivery and data sharing between partner organizations.
The document examines how different types of networks create value and the different roles funders can play in supporting standardized approaches, shared
The Kenya Ushahidi Evaluation Project was 9-month Ushahidi evaluation project in partnership with the Harvard Humanitarian Initiative supported by the Knight Foundation. Jennifer Chan and Melissa Tully conducted research, created cases studies and toolboxes. (2011) The Uchaguzi Case Study was created by Jennifer Chan.
Under a programmatic approach, organizations work together towards a common goal, vision, and strategy to create greater social impact than any could alone. It is a multi-stakeholder approach based on complexity thinking, with the assumptions that development issues are complex systems requiring joint learning and cooperation across actors. The collective efforts of a coalition of organizations taking ownership of this cooperation will lead to added value through systems change and greater effectiveness of results.
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.
This document summarizes a project funded by the Rockefeller Foundation to build an online knowledge sharing network in Africa focused on climate resilience in agriculture. The project aims to develop a website to effectively share research and build networks, and to train partner organizations to manage the platform independently. Key activities are developing the online platform and providing training, with the goal of creating a leading resource to drive discussion, collaboration, and self-sufficiency among organizations conducting climate resilience work in Africa.
As part of a very interesting MOOC on Citizen Engagement being conducted by the World Bank Group, this digital artifact is being published here for peer review. Would be grateful for a feedback on the same.
This document describes a meshworking approach to provide support for cross-cutting sustainability programs across organizations. Key points include:
1. A meshwork is a structured collaboration across organisations to accelerate learning and results through an online technology platform, facilitated meetings, training modules, and peer-to-peer mentoring.
2. This approach aims to build on strengths of cross-cutting teams, integrate knowledge and IT resources, and build communities of practice to help programs overcome challenges of effective collaboration across silos.
3. The meshworking support process uses a template of pillars, conditions, and best practices to link individual actions to program goals and identify relevant knowledge for participants.
Social and economic change made access to knowledge central to how we work. Collaborative working is constantly pushing boundaries.
Tipping point in citizen behaviour, people can now create content, re-use information, co-produce services – otherwise known as web2.0.
2013_From need to sustainability. Empowering people to use ICT for their deve...Woutine van Beek
1. The document outlines IICD's 6-phase approach to empowering people in developing countries to use ICT for development. The phases include needs assessment, project formulation, implementation and pilots, embedding, scaling up, and systemic change.
2. During the needs assessment phase, IICD facilitates roundtable workshops to identify challenges and opportunities in a sector. In project formulation, IICD supports solution design workshops and basic ICT training to help partners develop project proposals.
3. The implementation phase involves pilots to test ICT solutions. IICD provides training, coaching, and advice to support partners. This includes training local trainers and providing technical updates. The goal is to build partners' independent
New thinking on technical assistance to solve knowledge and capacity gapsDr Lendy Spires
This document discusses emerging approaches to technical assistance that aim to develop longer-term knowledge and capacity beyond just filling short-term gaps. It identifies twinning and peer-to-peer partnerships between similar organizations, initiatives to strengthen think tanks, and knowledge sharing between developing countries as approaches that emphasize beneficiary leadership and sustainability over donor-driven short-term impacts. Case studies provide some early positive results but note a lack of rigorous evaluations.
New thinking on technical assistance to solve knowledge and capacity gapsDr Lendy Spires
This document provides an overview of emerging approaches to technical assistance that aim to develop long-term knowledge and capacity beyond just filling short-term gaps. It discusses twinning and peer-to-peer approaches, think tank development, and South-South cooperation. Twinning approaches emphasize collaboration between countries and have been shown to transfer expertise effectively. Think tank initiatives in developing countries have helped strengthen research skills, though rigorous evaluations are still lacking. Knowledge sharing between developing countries through South-South cooperation is growing but triangular cooperation is still limited.
Community Stakeholder Engagement Programme(CEP)Ikwo Oka
This document proposes a Community Stakeholder Engagement Programme to establish an effective protocol for community engagement within organizations. It involves identifying stakeholders, conducting research and developing tools. A community collaborative approach will be used. Activities include desk reviews, developing a research framework, data collection, producing a handbook, training, and reporting. The goal is to contribute to sustainable community development in Nigeria through meaningful participation, information sharing, and improving project sustainability.
Here's an overview of how we have used Strategic Doing to accelerate the development of clusters.
We have used Strategic Doing in the launch of the clean energy cluster in Florida, the IT cluster in Charleston, and the water cluster in Milwaukee.
Programmatic approach: External presentation may 2011ICCO Cooperation
1. Under a programmatic approach, organizations agree to work towards a common goal using their own strengths while achieving a greater impact.
2. The approach is multi-stakeholder, based on complexity thinking and aims for systems change through cooperation between actors.
3. Cooperation leads to added value like greater effectiveness through addressing issues at multiple levels and aspects.
DeSNapp is a platform to connect with peer groups, share knowledge and experience. This platform is all about building intelligence on collaboration, networks and ecosystems within and between organizations; to catch the informal organization in data. We will launch end November 2022.
African Union Ministerial 2015: Multi-Stakeholder Partnerships (MSPs)Internet Society
Multi-Stakeholder Partnerships (MSPs) are groupings of Civil society, private sector, individuals, governments, IGO’s, technical community and other stakeholders that come together for a common purpose.
Similar to The Knowledge Management Experience in the United Nations System (2011) (20)
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Digital Artefact 1 - Tiny Home Environmental Design
The Knowledge Management Experience in the United Nations System (2011)
1. UN: The KM Experience
Lessons learned from 26 KM projects
within the UN system
2. The Source
Inter-Agency Knowledge Fair on
UN Effectiveness in Knowledge Sharing
Turin, Nov 2010
116 presented projects, 26 selected: the core of KM within the UN
system.
• 11 solid platforms (websites, repositories)
• 7 liquid networks (not strictly web-based)
• 8 offline activities (learning, workshops, fairs, campaigns)
3. Keywords
1. Needs Assessment (Demand Driven Programming)
2. Commitment and Leadership from the top (Legitimacy)
3. Funding
4. Partnerships
5. Technology
6. Facilitation
7. Open-Access vs. Restricted Content
8. Repurposing of Knowledge
9. Impact of KM
4. Needs Assessment 1/9
Needs Assessment (Demand Driven Programming)
See your Knowledge Sharing system through the eyes of your
audience:
“Tailor your system to the context and needs of its users.
Understanding your target audience is critical to designing an
effective Knowledge Sharing”.
5. Needs Assessment 1/9
How:
“Work on specific needs assessment: discuss within specific groups
and communities their business scenarios and find agreement on
how the group wants to use a set of specific tools for their particular
purpose. Guide the development process of the social media
platform more closely along these business scenarios”.
6. Needs Assessment 1/9
Failing to consider the community’s needs is a
major cause of nonsuccess in KM projects:
“The formulation of top-down policies describing in detail specific
workflows for staff, mandating them to use the system, and to use it
a certain way, proved counter-productive. It created natural change
resistance and diverted the perspective away from the actual
benefits for the user”.
7. Needs Assessment 1/9
Feedback
Establishing clear channels for user feedback is a way to integrate
the demand driven approach in the long term programming.
Knowledge Sharing initiatives need to be flexible, in order to be
constantly adapted to the changing needs of the community:
“We are constantly evolving and adapting our services through
regular feedback from agencies, teachers, students and staff. To
respond more effectively to the requirements and needs of our
counterparts, agency and staff”.
8. Leadership from the top 2/9
Goal: get a reputation of a well-known and useful tool for various
stakeholders and practitioners.
How? Senior Management Buy-in
It increases legitimacy of the project and therefore effective interest
and participation of all the actors involved.
“Agency leadership is required. CoPs are voluntary and function
successfully if they are driven by passion, including passion of the
Convener”.
9. Leadership from the top 2/9
“Affiliating with a respected, neutral body within the UN System
produced buy-in and willingness from the highest level of the
agencies and organizations it monitors, has successfully built the
trust and confidence of UN specialized agencies and programmes,
which have become active participants, feeding the knowledge-base
with information about their activities. Therefore, the knowledge-
base positioned itself as a neutral, high quality, reliable and up-to-
date source of information”.
10. Funding 3/9
The sustainability of a KM project requires long term funding, as KM
is never a one time initiative, it is a delicate process that needs to be
sustained over time.
1. Promote funding at corporate level: It is essential to take into
account the KM strategy in the annual work plan. Have a
committed leadership. Adopt an aggressive resource mobilization
strategy based on the successful track record of the project.
2. Innovative funding strategies based on partnerships: When
facing financial constraints, several projects recurred to
collaboration and/or financial support from the main
stakeholders, partner institutions and online volunteers.
11. Funding 3/9
"After three years of development, the UN (WFP) created Nutrinet
platform was successfully handed over to a regional institution,
Nutrinet Foundation, who is now in charge of managing and further
developing the knowledge management system. The Nutrinet
Foundation is also responsible for mobilizing resources to fund it in a
sustainable way and so far has received more than US$200,000".
12. Partnerships 4/9
Almost all contributors highlighted the value of working in
collaboration and openly with all the actors involved in the process:
“Comprehensive knowledge sharing requires partnership building
with other UN agencies and outside partners”.
13. Partnerships 4/9
Benefits of partnerships:
1.Create synergies (unlock resources: funding, skills);
2.Increase outreach;
3.Reduce duplication (avoid “reinventing the wheel”).
14. Partnerships 4/9
Create synergies
Working in collaboration with other stakeholders can lead to cost
sharing and virtuous synergies:
“Continue to build local linkages with women’s organizations and
other grassroots movements. Also build greater synergies between
existing projects supporting women in politics from the initiation of
the project”.
15. Partnerships 4/9
Increase outreach
Involving other actors working on the same topics also means getting
access to new channels of communication to vehicle your message:
“Global partnership between key organizations is one of the most
important aspects of this project. Each of the 5 partners of iKNOW
politics are leaders in the field of promoting women’s political
participation and governance”
16. Partnerships 4/9
Reduce Duplication
“The notion of “not invented here” and the hesitation to engage into
a committed collaboration with other UN agencies often overshadow
the obvious benefits that a consolidated and commonly owned
approach would have for all UN partners”.
Two common anomalies lead to “reinventing the wheel” and in some
cases to duplication of projects:
1.“Not invented here”
2.Silos Effect
17. Partnerships 4/9
Not invented here
UN: There is a general sense of diffidence when it comes to adopt
solutions invented by other agencies, even if the solutions are good.
Partnerships help to overcome this problem, by extending ownership
to all involved actors:
“Agency mandates were perceived as threatened by the initiative.
The challenge was to gain recognition of the IAU as tool / service, not
a competitor. The solution was to foster greater ownership by
establishing a Steering Committee and ensuring that the Unit
engages in all activities in response to requests from agencies”.
18. Partnerships 4/9
Silos effect
Agencies are usually not comfortable having other agencies know
what they are doing, and how, even if they would benefit from
accessing each other’s knowledge:
“The UNCT had recognized the need to have centralized data, but
what was not clear was whether they would be willing to not only
provide the data required but have that data publically accessible.
Agencies were not comfortable having other agencies know what
they were doing and how much funding they were receiving and
from whom”
19. Partnerships 4/9
How to identify partners
“The collective effort to network with and engage key stakeholders
and partners in the design and construction of the portal was
successful because the effort was based on careful research,
assessment of partners’ relative interests, competitive advantages,
and accessibility, and on clearly-defined channels for proposed
collaboration”.
20. Technology 5/9
Technology vs. People
Focus more attention on the “real” participant network, rather than
the “virtual” platform and tools. Too much expectation given to the
nice designs or modern tools can distract from the focus:
“The final goal of technology in KM is creating links between assets,
groups and people. All contents should be linked to people. People
come first, technology must serve this purpose”.
“Information is not the same as knowledge. The information can be
shared. Knowledge cannot. Instead, knowledge is built through the
interaction of relevant people. Good documents are not enough if
you intend to change behaviors”.
21. Facilitation 6/9
Information sharing cannot rely on spontaneous interest or
contributions from participants.
To keep this kind of system alive, a basic support structure is
needed.
An adequate structure would include :
•Web Team (web programmer, web designer)
•Facilitation Team (“knowledge brokers”)
•Documentation (help modules and guidelines)
22. Facilitation 6/9
Web Team
“It is critical to have a competent technical web programmer who
also fully understands the project’s mission, and who can
communicate the relative benefits of each programming decision to
the content editors and team”.
23. Facilitation 6/9
Facilitation Team
Facilitators are Knowledge Brokers, not Knowledge Producers.
Duties:
1. Collection, consolidation and distribution of information;
2. Proactive Moderation (internal and external promotion);
3. Identification and use of champions and local focal points
(presence in the field is key).
24. Facilitation 6/9
Collection, Consolidation, Distribution of Knowledge
Good pieces of information are not enough. Information has to be
“digested” by someone in the system:
“Dedicated support is required to draw up the regular newsletter,
summarize the contributions to queries and e-discussions and foster
engagement with network members”.
“Simple, brief, and easy to read booklets should be developed to
target policy/decision-makers on technical issues regarding MDG
measurement and tracking”.
25. Facilitation 6/9
Mobilization
Facilitating a network also means mobilizing members to actively
participate:
“Get the press officers or people involved to communicate directly to
the project editors. Use direct communication channels (tel, email).
Avoid sole reliance on information posted on the organizations’ and
agencies’ websites. In addition, send people to cover relevant
conferences”.
“Define regular deadlines for sending contributions, to ensure
accuracy and relevance”.
26. Facilitation 6/9
Focal Points
Nominating focal points helps to anchor projects in country
programmes, rather than isolating them in UN Offices:
“Network in 5 regional offices: the degree of awareness of
knowledge sharing in the project countries is extremely high”.
“Absence of a dedicated editorial team made it difficult to guarantee
quality of shared information. To overcome this challenge, each
Nutrinet portal has relied on a dedicated focal point in the country”.
27. Facilitation 6/9
Champions
“We have found champions that push forward the continuous use of
the platform.”
“Start piloting with a group of enthusiastic users and document the
lessons you learn. Particularly try to win senior management
champions who can spread the word and serve as role model within
their teams”.
28. Open-Access vs. Restricted Content 7/9
Broad membership and open access make it possible for the
community to benefit from the knowledge and resources of a
greater cross-section of society.
This reduces isolation and helps contrasting the negative tendency to
reinvent the wheel.
“It is useful to engage with practitioners and experts beyond UN
agencies, notably in government bodies, civil society, academia,
development partners, donors and other organizations”.
29. Open-Access vs. Restricted Content 7/9
How to open?
“Open to the public requires starting a change in the management
process within your organization which changes the mindset from
the IT-driven paradigm “Only share what has to be shared with those
who need to see it” to a new knowledge-driven paradigm:
Restrict only content that absolutely has to be restricted; other
than that share as widely as possible and appropriate”.
30. Open-Access vs. Restricted Content 7/9
Problem: Copyright
“The nebulous nature of information disclosure policies and
concerns about providing open-access on the platform”.
Solution
“Engage partner agencies earlier on in the planning and designing of
the project. This creates more buy-in and removes some of the
copyright obstacles you might face at later stages”.
31. Open-Access vs. Restricted Content 7/9
Problem: Discretion
“People may not feel comfortable sharing their views publicly”.
Solution
“Usually this problem is due to simple lack of information. Respond
directly to these concerns. For example, design clear guidelines for
what will and will not be published as open-access”.
32. Repurposing of Knowledge 8/9
Replication, scalability of initiatives and re-purposing of knowledge
are intrinsic objectives of KM.
Producing knowledge is only an intermediate objective: knowledge is
useful when it is used, and possibly re-used.
33. Repurposing of Knowledge 8/9
How to make knowledge re-usable: Flexibility
“The concept has been successfully adapted to local circumstances in
terms of the type of knowledge-sharing desired (e.g., CoP,
programme-based network, or other configuration), the topics to
organize networks around, and the operational arrangements. This
flexible approach has facilitated replication”.
34. Repurposing of Knowledge 8/9
Standardization
Standardization through the use of templates make it easy to
categorize and reuse knowledge. Even case studies can be used as
templates:
“Collect and highlight common uses and good practices on how the
system has been used in specific business scenarios. These can serve
as templates for other users, who e.g. want to organize an event,
jointly draft on a document, engage with external partners,
coordinate within a project team, etc”.
35. Impact of KM 9/9
Balance between sharing knowledge and getting
the work done
There is a balance between sharing knowledge and spending time on
policy and programming. It is important to not overburden
practitioners with too much “knowledge”:
“Several agencies expressed concern that an interactive platform
through which agency staff would share knowledge and engage in
dialogue would impose a burden on their staff rather than enhancing
their efficiency and streamlining their work”.
36. Impact of KM 9/9
How to evaluate impact of KM?
“The value of KM can only be appreciated by acknowledging the
“hidden” value of collaboration, interaction, and knowledge
sharing. To overcome this limit, consider keeping track of success
cases. It is vital for raising funds”.
37. Thank You
Davide Piga
piga.davide@gmail.com
http://pdavide.me