UNICEF EAST ASIA AND THE PACIFIC REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021 - October 2018
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
UNICEF EAST ASIA AND THE PACIFIC REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021 October 2018
UNICEF EAST ASIA AND THE PACIFIC
2 REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021
Cover photo: © UNICEF/UN0224053/Sokhin
UNICEF EAST ASIA AND THE PACIFIC
REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021 3
FOREWORD
Dear colleagues,
UNICEF’s Strategic Plan, 2018-2021 calls for continued investment in knowledge and
information sharing to strengthen our position as a knowledge leader and advocate
for children. It also affirms our commitment to provide staff with the tools to support
collaboration with United Nations colleagues, partners and others to improve
knowledge resources.
It gives me great satisfaction to share the UNICEF East Asia and the Pacific Regional
Knowledge Management strategy developed by the Regional Office in consultation
with Country Offices, UNICEF Headquarters and other UNICEF Regional Offices.
This strategy aims to strengthen the results for children of our Regional Headlines
(Early moments matter, Children grow in safe and sustainable environments and
Adolescents’ potential unleashed) and contribute to the achievement of the 2018 – 2021
Strategic Plan. We hope that it will strengthen a results-oriented and demand-driven
knowledge culture; generate smarter and better aligned knowledge products, and
encourage a more systematic and user-friendly access to solutions and transfer of
knowledge that achieve results for children.
We encourage you to adapt this strategy to suit your context and share it with our
partners. We all share a common goal to leave no child behind.
Kind regards
Karin Hulshof
Regional Director
UNICEF East Asia and the Pacific
UNICEF EAST ASIA AND THE PACIFIC 4 REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021
UNICEF EAST ASIA AND THE PACIFIC
REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021 5
CONTENTS
1. KNOWLEDGE MANAGEMENT IN UNICEF 7
2. CONTEXT 9
3. CURRENT KNOWLEDGE MANAGEMENT SITUATION
AND CHALLENGES 10
4. UNICEF EAST ASIA PACIFIC REGIONAL KNOWLEDGE
MANAGEMENT STRATEGY 12
4.1 PURPOSE 12
4.2 DEFINITION 12
4.3 INTENDED STAKEHOLDERS 12
4.4 TYPES OF KNOWLEDGE IMPLIED 13
4.5 KM PILLARS – THE FIVE ‘Ps’ 13
4.5.1 PRIORITISATION 14
4.5.2 PRODUCTS 14
4.5.3 PARTNERSHIP 17
4.5.4 PLATFORM 17
4.5.5 PROGRAMME AND POLICY ADVOCACY ACTIONS 19
5. KM GOVERNANCE 20
6. KM ACCOUNTABILITIES 21
7. STRENGTHENING KM CULTURE AND CAPACITY 23
8. MEASURING KM PROGRESS 24
ANNEX 1: REGIONAL KM ACTION PLAN 2018-2019 25
ANNEX 2: REGIONAL AND GLOBAL KM CONTACT LIST 28
ANNEX 3: RESOURCES ON KM TOOLS 29UNICEF EAST ASIA AND THE PACIFIC
6 REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021
ABBREVIATIONS
AAR After Action Review
AWP Annual Work Plan
CoP Community of Practice
CO Country Office
EAP East Asia and the Pacific
EDB Evaluation and Research Database
ECM Enterprise Content Management
HQ Headquarters
HR Human Resource
IMEP Integrated Monitoring and Evaluation Plan
IT Information Technology
KPI Key Performance Indicators
MTR Mid Term Review
MICS Multiple Indicators Cluster Survey
PRIME Plan for Research, Impact Monitoring and Evaluation
PFP Private Fundraising and Partnership
PSN Programme Strategy Note
RO Regional Office
RMT Regional Management Team
RBM Results Based Management
RAM Results Assessment Module
SITAN Situation Analysis
SP Strategic Plan
SDG Sustainable Development Goals
WASH Water, Sanitation and HygieneUNICEF EAST ASIA AND THE PACIFIC
REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021 7
1 KNOWLEDGE MANAGEMENT IN UNICEF
“
“Organizations of the United Nations system recognize that
knowledge-based environments lead to better decision-making and
increased effectiveness, productivity and quality and thus improved
overall performance.1”
“Our vision for UNICEF is that of a knowledge leader for children,
an organization that generates, shares and acts on knowledge
to advance children’s rights and equity, and plays a key role in
empowering others to do the same.2”
”
K nowledge is indispensable to all
including individuals, communities,
governments and the global community,
requirement of continued investment
in improved knowledge-sharing and
information management. Building
and is thus an intrinsic part of the on our ability to create, share and use
Sustainable Development Goals (SDGs) knowledge and support our partners
2030 agenda as a catalyst to accelerate in doing the same, Knowledge
their achievement. Enhancing knowledge Management (KM) is a key element of
and information systems for programme our overall work which support us to
results and organizational efficiency and be an effective advocate and actor on
effectiveness is one of the key ‘enablers’ behalf of children’s rights and equity
of the UNICEF Strategic Plan (SP), 2018- for children for the future. UNICEF with
2021. UNICEF sets out to strengthen its on-the-ground experience globally,
its position as a knowledge leader and our commitment and continued success
advocate for children and emphasizes the depends on being effective, innovative,
1 Knowledge management in the United Nations system, Joint Inspection Report, Note by the Secretary-
General, Seventy-second session, 5 September 2017
2 Knowledge Management for Equity and Children’s Rights, A Strategic Framework for UNICEF Action 2010-
2015, Draft, Division of Policy and Planning, Information & Knowledge Management Unit, 2011UNICEF EAST ASIA AND THE PACIFIC
8 REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021
and forward-thinking which requires generation are not consistently extracted
enhanced capacity and systematic or disseminated. It recommends
approach. As reported in the UNICEF a requirement of firmer and more
Institutional Assessment Report systematic approaches to make the best
2015-20163, knowledge generation is use of the knowledge produced, with
successful, and knowledge management ‘feedback loops’ appropriately developed
as a function is emerging within UNICEF. and deployed for learning.
However, lessons learned from evidence
3 Institutional Assessment Report- UNICEF, 2015- 2016, Multilateral Organization Performance Assessment
Network, http://www.mopanonline.org/assessments/unicef2015-16/Mopan%20UNICEF%20report%20
[final]%20[interactive]%20[final].pdfUNICEF EAST ASIA AND THE PACIFIC
REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021 9
2 CONTEXT
KM in UNICEF East Asia and the
Pacific (EAP) region stands out
as a key strategy to be the knowledge
and is relevantly applicable for the
region. The Regional KM Strategy
sets forth a path to develop a more
leader for children. It is one of the key result-oriented knowledge culture in
foundation of UNICEF’s programmes and the region with deeper understanding
advocacy work both at the Regional and of what knowledge is needed, taking a
Country Office level. demand-driven approach to knowledge
and supplying smarter knowledge
UNICEF in the region is already products that fulfil a well-articulated
producing and using evidence from need and creative means for delivering
research, evaluation, and data to meet them. It will help guide and encourage
policy or programming needs together staff to share their experiences with
with innovations including work under each other and with counterparts so
Technology for Development (T4D). we can learn from our successes and
However, much more can be done failures and to support more open
by continuing to refine, improve and and effective knowledge exchange
systematically manage our KM work to internally and externally. The Strategy
ensure generation and utility of quality will ultimately provide a clear direction
products, accessibility to all our external of our KM journey, from currently being
and internal audiences, learn from our disconnected and partly disorganized
experience and to collaboratively work in towards a more systematic and
a more consistent and integrated manner. synergetic KM environment promoting
Now and as UNICEF global systems for culture of learning, generating,
KM develop, UNICEF in the region can exchange and utilisation of knowledge.
bolster its role to support knowledge KM as a catalyst will contribute to
generation, gathering, sharing and informed programming and policy
use. KM in UNICEF is defined as “the decision making to scale up and
creation, organization, sharing, and use accelerate better results for children by
of knowledge for better organizational making right knowledge available to the
performance and development results”4 right people at the right time.
4 Knowledge Management for Equity and Children’s Rights, A Strategic Framework for UNICEF Action 2010-
2015, DPP, Draft, PAKM, Information & Knowledge Management Unit, 2011UNICEF EAST ASIA AND THE PACIFIC
10 REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021
3 CURRENT KNOWLEDGE MANAGEMENT
SITUATION AND CHALLENGES
ONGOING INITIATIVES CHALLENGES
At present numerous KM initiatives There is a wide spectrum of ongoing
are underway in the region and some KM activities in the region, however
of the key knowledge generation and due to the absence of an organization
exchange include reports and articles framework or strategy, there is no
from situation analysis, monitoring and consistency and harmony. Most of the
evaluation completed; academic journals KM initiatives are led and implemented
from research and studies; policy briefs, by sections in the offices in silos guided
newsletters, human interest and photo by their sectoral KM framework. As
stories, meeting and conference reports; one CO pointed out, KM activities are
development of databases. Knowledge like a wish list and numerous products
planning, sharing and dissemination are produced with no clear objective
is primarily done via Office websites, of what they will be used for and often
social media, emails, meetings and they are not used or even shared at
conferences for external audiences and all. The number of existing knowledge
SharePoint, Communities of Practice, products generated is overwhelming
Yammer, office shared drives, webinars, and challenges the absorptive capacity
brown bag and internal meetings (formal of our internal and external audience
and informal), emails, existing PRIME who are drowned with too much
etc. for internal audiences. Some of information. In informal dialogues and
the COs also have already established related meetings with the COs and
systems and mechanisms in place for sections in the Regional Office (RO),
quality assurance and planning for a number of KM ‘needs’ continue to
communication and dissemination. be expressed. In most instances these
Few sectors like Emergency and WASH needs are around managing important
also have their sector specific Regional and relevant existing knowledge,
KM framework with specific objectives better management of the process of
to improve knowledge generation and creating, sharing, and applying new
sharing. Their ongoing initiatives also knowledge for programming and policy
include capacity building, knowledge advocacy. Similar feedback was received
sharing and exchange using sectoral from the KM work stock taking inputs
Teamsites, Yammer, newsletter and (September 2017) received from the COs.
practices notes on lessons learnt and Additionally, it is noted that the current
monthly webinars.UNICEF EAST ASIA AND THE PACIFIC
REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021 11
level and type of KM work in offices in strengthened collaboration. Working
the region varies widely i.e. from being in silos separates different efforts that
rudimentary to quite advanced. The do not co-ordinate, or may not even be
KM function and work is also diffused aware of each other. The other major
throughout the offices remaining challenge in the absence of a good KM
in specific sectoral areas leading to monitoring plan, has been measurement
duplication of effort, overlapping of policy uptake of the findings from
and conflicting approaches, waste of evidence generated which UNICEF
resources and missed opportunities for commissions to make a strong case for
KM and it’s impact.UNICEF EAST ASIA AND THE PACIFIC
12 REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021
4 UNICEF EAST ASIA PACIFIC REGIONAL
KNOWLEDGE MANAGEMENT STRATEGY
U NICEF EAP KM Strategy sets
out to establish a simple and
harmonized system that extracts,
n implementing, monitoring and reporting
on key KM actions for the COs and RO
packages, distributes and continually It will guide the KM work of the region over
updates evidence, data and knowledge the period of UNICEF Strategic Plan 2018-
for internal and external audiences to 2021.
position the RO and COs as knowledge
hubs on children and issues affecting
them. It outlines a systematic approach 4.1 PURPOSE
to support strengthening KM culture, The Regional KM Strategy sets forth a path
environment and function to prioritise that will lead us from the fragmented and
knowledge gathering, development of disorganized status quo to:
knowledge products, share, disseminate n a results-oriented and demand-driven
and importantly emphasize on the utility knowledge culture; and
of knowledge, to influence action. n supply of smarter and better aligned
knowledge products;
The Strategy will serve as a guide for the n systematic and user-friendly
offices in the region, and as an important environment.
linkage for common knowledge sharing
points across the region. This integrated
approach builds upon current investments, 4.2 DEFINITION
capacities and knowledge including The Regional Strategy will apply UNICEF’s
sectoral KM strategies throughout UNICEF. definition of KM as:
The strategy sets out to improve KM in The creation, organization, sharing, and use
the region by: of knowledge for better organizational
n setting a framework to consider performance and development results.5
around KM work;
n establishing the management and
coordination mechanisms to support this; 4.3 INTENDED STAKEHOLDERS
n identifying proposed roles as well as As KM is an integral part of all UNICEF
supporting references on good KM staff’s need for knowledge to learn, share
practices; and and improve programme effectiveness
5 Knowledge Management for Equity and Children’s Rights, A Strategic Framework for UNICEF Action 2010-
2015, DPP, Draft, PAKM, Information & Knowledge Management Unit, 2011UNICEF EAST ASIA AND THE PACIFIC
REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021 13
and advocacy, the primary users are all
Figure 1:
UNICEF staff in the region as well as our
partners who will find the Regional KM RESULT FOR
Strategy of importance to their work. CHILDREN
It is also meant for our colleagues at
Headquarters and other Regional Offices. POLICY ADVOCACY
& PROGRAMMES
4.4 TYPES OF KNOWLEDGE PLATFORMS
IMPLIED PRIORITISATION
INNOVATION
Analysis of knowledge on: &
n Situation of women and children; CROSS SECTORAL
COLLABORATION
n Trends and emerging issues and
environment impacting children;
n Effective and efficient programme,
operational and management
performance and practices
PRODUCTS PARTNERS
The above three classification of
knowledge will include both explicit,
in the form of data and documents
which can be written down, recorded,
or codified in some manner, and tacit, in programme cycle, from harnessing
the form of unrecorded and/or individual evidence about existing conditions,
expertise. analysis and trends to strategic
planning, implementation, monitoring,
reporting, evaluation and using the
4.5 KM PILLARS – THE FIVE ‘PS’ knowledge generated for organizational
The Regional KM Strategy will be learning and informed decision making.
operationalized within a framework While providing a strategic direction to
of five pillars (see Figure 1). The regional KM work, it seeks to establish
Strategy within the framework sets a harmonized system and processes.
out to establish a system to prioritize The five pillars are grounded in the
knowledge gathering, develop knowledge Regional Headline Priorities and linked
products and importantly emphasize to UNICEF’s strategic framework to
on the utility of knowledge to influence create a positive feedback loop between
action in a structured manner. It overlays quality knowledge products, knowledge
the Results Based Management (RBM) partnership and platforms with the
approach of our programming embedded focus to influence program and policy
in how we approach every stage of the advocacy.UNICEF EAST ASIA AND THE PACIFIC
14 REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021
4.5.1 Prioritisation including but not limited to the Plan
for Research, Impact Monitoring and
The Regional KM Strategy will focus Evaluation/Integrated Monitoring
on the 3 Regional Headlines (figure and Evaluation Plan (PRIME/IMEP),
2) for EAP region that embody its Evaluation and Research Database
contributions to the SDGs in full (EDB);
alignment with UNICEF SP goals for n KM plan is result-oriented with costed
2018-2021. The region will prioritise the knowledge generation and realistic
KM resources within each of the broad dissemination plan for effective use
types of knowledge mentioned above of the knowledge produced;
to demonstrate KM’s contribution to n Requirement of expertise and
achieve the 18 Regional Headline Results. support (within CO and from the
However, prioritisation of the Regional RO) need is determined to identify
Headlines does not imply that these are technical support and capacity
the only results that the RO and COs building needs.
are undertaking but rather commits to n Potential partners to generate, share
additional focus and attention of KM on and use knowledge are identified.
specific results areas for an agreed time. n Implementation is effective and
efficient e.g. consolidation of
The identification of need for knowledge evidence-generation activities on
on the priority areas is to be done issues of common concern for more
through the planning processes, ideally than one country at regional/sub-
at the beginning of a programme cycle regional level.
but can be done during the annual
planning processes both at the COs and 4.5.2 Products
RO. Prioritization of work and allocation
of resources should be based on those EXPLICIT KNOWLEDGE:
sustainable activities that are proven to The focus of the strategy will be to lean
have worked well and the greatest and forward from generating and gathering
sometimes quick impact for UNICEF. knowledge products towards instigating
the audience to translate evidence into
These processes include broad action and that is when it will have
consultations in the offices and with maximum impact. The products will
partners where relevant, to ensure that: need to deliver tangible results in terms
n Knowledge needs around the of improving programme performance
Regional Headline Results are and furthering our advocacy efforts.
strategically identified – to fill Although offices in the region have
in existing knowledge gaps and existing knowledge generation activities
articulated in the different key and processes in place but to filter
planning documents such as the and streamline renewed, efficient and
Programme Strategy Notes (PSN) effective efforts, the following should be
and Annual Work Plans (AWP), considered:UNICEF EAST ASIA AND THE PACIFIC
REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021 15
Figure 2: Regional Headline Results
THE REGIONAL HEADLINES AND THE STRATEGIC PLAN GOALS
GOAL AREA 1 GOAL AREA 2 GOAL AREA 3 GOAL AREA 4 GOAL AREA 5
EVERY CHILD EVERY CHILD EVERY CHILD IS EVERY CHILD EVERY CHILD
SURVIVES AND LEARNS PROTECTED FROM LIVES IN SAFE HAS AN
THRIVES VIOLENCE AND AND CLEAN EQUITABLE
EXPLOITATION ENVIRONMENT CHANCE IN LIFE
EAST ASIA AND THE PACIFIC REGIONAL HEADLINES (EAP) REGIONAL HEADLINES
REGIONAL HEADLINE 1 REGIONAL HEADLINE 2 REGIONAL HEADLINE 3
EARLY MOMENTS MATTER CHILDREN GROW IN SAFE AND ADOLESCENTS’
SUSTAINABLE ENVIRONMENTS POTENTIAL UNLEASHED
18 REGIONAL HEADLINE RESULT AREAS
1. Maternal, newborn and child care 7. Urban inequities EAP 13. Adolescents’ learning outcomes
2. Preventive and curative nutrition 8. Safe drinking water and basic sanitation 14. Gender responsive adolescent health and
nutrition
3. Positve parenting EAP 9. Indoor and ambient pollution EAP
15. Prevention and protection from violence
4. Early Childhood Development 10. Children’s participation in climate action EAP
16. Child pregnancies and child marriage EAP
5. Quality education in and out of school 11. Disaster Risk Reduction and social choesion
17. Safe spaces for participation, creativity and EAP
6. Multi-dimensional child poverty and social 12. Access to justice self-expression
protection
18. Safe access and responsible use of ICT EAP
The 7 Results Areas marked as ‘EAP’ are specific to the region while are others are from the UNICEF SP 2018-2021.
n Commission knowledge generation/ • Analysis of data from Multiple Indicator
gathering on the Regional Headline Cluster Survey (MICS), Demographic
Results through; Health Survey (DHS), other National
• Policy and operational research on Household surveys and administrative
thematic areas data produce thematic reports.
• Evaluations e.g. large country offices • Regional data analyses e.g. Baseline
should conduct five evaluations per data study
country programme cycle, medium- • Regional Annual Progress Report on
sized and smaller country offices the Regional Headlines
should carry out at least three n Produce and regularly update the
evaluations over the same period and Situation Analysis of children and
2 evaluations by the RO6. women (SITAN).
6
UNICEF EAP Regional Evaluation Strategy and Action Plan, 2018-2021UNICEF EAST ASIA AND THE PACIFIC
16 REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021
n Analyse and document innovation, force meetings, intersectoral
good practices and performance, dialogue, collaborative work on
success stories, challenges and joint projects, brown bag lunch,
opportunities e.g. Annual Progress etc. Please also see https://www.
Report, RAM progress statements, unicef.org/knowledge-exchange/
Mid-Term Review (MTR) and index_82053.html (which has
Evaluation reports, Case Studies, resources on strategically planning,
Technical briefs, Field and Practice implementing and documenting
notes, Real Time Review, After Action successful knowledge sharing
Review (AAR) etc. This process events. The resources available
should also draw heavily on existing also helps to decide if a face-to-face
evidence databases such as PRIME/ meeting is really needed or could
IMEP, Evaluation and Research. be done with a real-time meeting
n Documentation of contribution and using different platforms e.g. Skype,
influence by key development actors Video Conferencing.)
and partners around the Regional n Developing and/or participating
Headlines. in Communities of Practice (CoP)
n Document national, regional and in key areas of relevant to the
global key events discussion, Regional Headlines led by the
conference proceedings and RO. Helpful UNICEF resource on
outcomes. building CoP are available here:
https://unicef.sharepoint.com/teams/
TACIT KNOWLEDGE: Communities/SitePages/Build.aspx
It is important, for the pace of n Offices (in coordination between
organizational innovation and change, to KM mobilisers and HR section)
capture and integrate the tacit knowledge to establish mechanism on exit
(UNICEF’s undocumented experiential interviews and handover notes
and individual knowledge) on issues of when someone leaves a post,
planning and implementing programmes retires or upon completion
of staff and partners into the formal of a consultancy to retain
organizational learning and programming institutional memory as well as
process. This should be routinely and to learn and share. Please see
strategically documented, and key good samples of exit interview
insights distilled and shared through: templates https://www.yammer.
n Regular sharing, exchanging and com/unicef.org/#/uploaded_
capturing experiential knowledge files/51679315?threadId=987594622
through meetings of different and handover notes https://www.
kinds: Regional Network meetings, yammer.com/unicef.org/#/uploaded_
staff meetings, professional staff files/51679382?threadId=987594622
meetings, section meetings, developed by UNICEF Private
weekly thematic meetings, head Fundraising and Partnership (PFP)
of cluster meetings, thematic task Division.UNICEF EAST ASIA AND THE PACIFIC
REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021 17
n Offices to develop Induction n Providing platform and participation
Packages led by HR to support new in dissemination of key knowledge
colleagues to help settle in and products produced jointly
better understand the Office’s way of n Strengthening capacity and skills
working (administrative – HR/Ops and transfer to advocate and influence
programmatic – Predecessor’s note) policies
to bring them to speed. n Include key elements of KM as listed
above in donor proposals.
4.5.3 PARTNERSHIP
This will also build on the work
To translate KM partnership into around ‘Thought Leadership’,
pragmatic actions, it will be important whereby UNICEF EAP plans to invest
to engage the partners early in the KM in developing quality academic
process to identify key priorities, agree on and think tank partnerships in and
knowledge requirement and importantly beyond EAP to provide UNICEF added
define roles and responsibilities. agility and scope, to generate high
KM partnership should nurture joint quality evidence using traditional and
accountability, foster quality assurance innovative methodologies, to leverage
and help to mitigate the risk of obtaining the expertise and academic networks of
knowledge which is not utilized. The others to wield influence agendas and
Strategy will focus on developing KM advocate policy shifts more widely.
partnerships (formal and informal) on a
shared purpose or goal in producing new 4.5.4 PLATFORM
knowledge as well as to provide access
to crucial networks and relationships
that extend UNICEF’s reach for the UNICEF offices as ‘knowledge centers’
dissemination of knowledge to amplify should provide platforms for debates
children’s issues and voices. For the on children’s issues by improving the
strategy, KM partnership will be fostered accessibility of desired knowledge
through: products by those they are intended
to reach and to initiate interactions
n Potential collaboration with partners to prompt action or change. This
to co-finance and conduct research, means ensuring physical availability
studies and evaluation and accessibility of the knowledge
n Promoting creativity and innovation products to wider target audience and
n Documenting successes and failures making the products relevant for those
of joint efforts who receive it. Development of IT
n Increased access to knowledge, enabled KM platforms will build on the
experience, resources and ongoing Digital Transformation Project
connections for external audience and Content
n Exchanging learning and good Management (ECM) project for UNICEF.
practices The following mix of appropriate
platforms including IT enabled to speedUNICEF EAST ASIA AND THE PACIFIC
18 REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021
up stimulation of interest and action Management system with a
around a key knowledge area of work for repository of key knowledge
the Office is to be considered: products by RO and COs on
Regional Headlines Result areas to
For internal audiences: share and find information more
TACIT KNOWLEDGE easily and collaborate efficiently.
n Webinars around key topics of (Updated and resources of ongoing
interest on the Regional Headline work area available here: Digital
Results led by the RO to exchange Transformation Project - https://
ideas and insights as means unicef.sharepoint.com/teams/DOC/
of sharing tacit knowledge and DigitalTransformation/SitePages/
stimulating further peer-to-peer and Introduction.aspx and Improved
inter-country interactions. Document Management system-
n Regional Network meetings to include https://unicef.sharepoint.com/teams/
a dedicated session on knowledge DHR/ECM/SitePages/Home.aspx)
exchange as a forum to share good
and effective practices related to
For external audiences:
specific programme areas, operations
TACIT KNOWLEDGE
as well as practical management
n Global, regional and national
approaches.
level conferences and meetings to
n Communities/networks to exchange
disseminate UNICEF knowledge as
information and experience based on
well as to learn from the partners
identified needs e.g. UNICEF Yammer
and there is also the spin-off value
community (sectoral communities,
of building/maintaining external
customer care, communities of
networking ties.
interest, regional and country
groups) is one such platform that
EXPLICIT KNOWLEDGE
has been found to be very effective
n Regional Headline Results online
to share knowledge, learn from
monitoring and tracking platform
others, find solution and to connect
managed by the RO embedded in the
with people of same interest for
EAPRO website: https://www.unicef.
focused discussion etc.7 Resources
org/eap/regional-headlines
on creating communities of practice
n COs websites with highlighted pages
are available here: https://unicef.
on latest information, updates and
sharepoint.com/teams/Communities/
resources on relevant priorities.
SitePages/Build.aspx
https://www.unicef.org/eap/where-we-
work
EXPLICIT KNOWLEDGE
n Use of social media e.g. Facebook,
n Easy-to-access regional platform
Twitter etc. to put issues out into
(Teamsite) and internal Document
the wider public domain and create
7
UNICEF Community Survey 2018UNICEF EAST ASIA AND THE PACIFIC
REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021 19
discourse that draws the attention of the form of studies, research (policy
policy-makers and mobilize action. research, operational research) and
evaluation and rigorous analysis of
While presented in a logical sequence as data on the Regional Headline Results
coming after prioritization and product, will need to feed into the Regional and
it makes sense that the process of National advocacy. It is therefore critical
agreeing on the knowledge product(s), that very early in the KM process, Office
identification of partnership and develops a clear plan to address what
platforms, occurs simultaneously. knowledge is required and how will
it be generated, packaged and more
4.5.5 PROGRAMME AND POLICY importantly used to inform program and
ADVOCACY ACTIONS policy actions. The RO in consultation
with the Knowledge Exchange team
UNICEF can play a knowledge brokerage in HQ and the RO Evidence Group
role, leveraging UNICEF’s significant comprising of RO Evaluation, Research
convening power to foster and support and Monitoring team will establish the
dynamic knowledge exchanges with implementation of a mechanism for
development stakeholders and country tracking of knowledge uptake within and
counterparts. The main focus of the beyond the organisation. The mechanism
KM Strategy remains on the utility of will include documentation of specific
knowledge for improved programme programme or policy action as a result of
and policy actions. All knowledge support from KM including prioritisation,
generated should provide knowledge products generation and dissemination in
of the situation and about ‘what works’ partnership with others.
is made readily available to support the
practitioners and to influence policy- UNICEF in EAP region brings an added
makers to help shape policies, leverage value to existing global evidence, with a
budgetary investments for children, focus on specific national and regional
inform and enrich academic discourse dimensions. The Strategy proposes a
and guide programmes and practice. The continuation of this work with prioritization
products should speak to the needs of and a greater focus on end use from the
audience to generate interest, influence outset linking with the broader Office
policies and to address the issues communication and advocacy strategy
highlighted. All the formal generation/ formulation, in an iterative cycle of
gathering of compelling evidence in planning along the 5 pillars.UNICEF EAST ASIA AND THE PACIFIC
20 REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021
5 KM GOVERNANCE
T he management of the knowledge
function is an integral part of the EAP
Regional KM strategy and is interrelated
advance the wellbeing of children. To
implement this, it will require the Senior
Management Team (as above) to:
with the key change strategies of UNICEF n Identify common agreement and clear
SP 2018-2021 (Programming for at scale, accountability on the direction of KM
developing and leveraging resources work as well as budgets as required,
and partnerships, fostering innovation, plans and responsibilities of various
harnessing the power of evidence as a parts of the organization to achieve
driver of change for children). Effective them.
management of the knowledge function n Coordination and coherence of KM
calls for leadership and direction work, and reduced duplication of
from the Regional Director, Deputy efforts and costs.
Regional Director, Representatives, n Higher level attention to knowledge-
Deputy Representatives, Regional related issues in the offices and
Advisors and CO Section Chiefs to unite across the organization.
the core capacities in programmes, n Greater capitalization on the
monitoring and evaluation, planning, combined expertise between offices
and communications. The Senior and across the organization.
Management Team needs to create n Greater cross-functional
a curiosity and synergy to generate, collaboration.
collect and use knowledge needed toUNICEF EAST ASIA AND THE PACIFIC
REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021 21
6 KM ACCOUNTABILITIES
KM is one of UNICEF’s cross-
cutting strategies – meaning
that KM practices and activities are not
n
will address those needs.
Implement, monitor, and report
sectoral KM activities as identified in
the sole responsibility of a specific group the Regional KM Action Plan.
of people but rather something that n Gather and communicate feedback
every UNICEF staff member has a stake about KM impact of their work to the
in and a responsibility for. However, the Office.
primary accountability remains with the
Heads of the Office and Section Chiefs
to drive KM as a strategy for programme KM Mobilisers (Currently Office KM
effectiveness and to influence improved focal points carry this function):
decision for children. The Senior The COs are encouraged to identify (if
Management Team will lead and effective they have not done yet) one KM Mobiliser
planning, implementation, monitoring per Office with an important coordination
and regular reporting of the Regional KM and oversight role in their job description
Strategy through the KM Action Plan. to:
All staff will contribute towards this but n CConvene, monitor and report on the
the following specific staff at COs and implementation of the Regional KM
RO with specific KM coordination and strategy through the Regional KM
oversight roles will provide support to Action Plan.
the offices. n Liaise and communicate KM
progress, practices, and outputs
Sectoral KM Champions (Colleagues between different sections of the
with KM as a part of their job profile Office and with others Offices.
to manage KM work in their relevant n Facilitate knowledge sharing,
sectors): learning, and knowledge capture
n Continue to lead sectoral KM work sessions.
linked to their existing sectoral KM n Coordinate with Knowledge
strategy, framework and approach. Champions and people who have
n Represent section in KM initiatives been identified as sources of
planning and review, and/or KM experience / expertise; mentor and
needs analysis. support new Knowledge Champions.
n Identify major sectoral knowledge n Point colleagues in a helpful direction
and information needs and be alert to towards relevant resources or
discovery of external resources that colleagues when they mention an
information or knowledge need.UNICEF EAST ASIA AND THE PACIFIC
22 REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021
RO KM Specialist: n Monitor and report on the
n PProvide overall technical support implementation of KM Strategy and
to the COs and RO’s management the action plan with support from the
of knowledge function and its KM Champions and Mobilisers.
management. n Compile reporting by the COs to
n Reference point for clarification and publish and share an annual report
explanation on KM matters. with support from KM Champions
n Provide ideas and suggestions for and Mobilisers on the implementation
new initiatives or improvements to of the KM Action Plan so that the KM
KM services and tools. experiences of COs is captured well
n Share best KM practices through and shared in a formalized way.
various online platforms and develop n Support build KM capacity of staff.
templates of good KM products for n Liaise with HQ Knowledge and
COs to facilitate the adoption of these Exchange team to seek guidance and
best practices. support required as well as contribute
to advance the overall management
of knowledge in the region.UNICEF EAST ASIA AND THE PACIFIC
REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021 23
7 STRENGTHENING KM CULTURE
AND CAPACITY
T he Senior Management Team will
support and promote knowledge
culture and enabling environment
model integration in professional staff
evaluations (PAS) discussion to promote
interest and support career growth. KM
through continuous and concerted effort capacity will be built through learning
to integrate knowledge generating, and training opportunities; however,
sharing and use in the Office. The staff should take individual responsibility
staff will be kept abreast of knowledge and interest for learning. They should
relevant to their work through exchange proactively engage to discuss their
and sharing of new knowledge learning plan with the Supervisors. A list
updates and development through of reviewed and recommended external
it’s easy-to-access Office teamsites, learning opportunities will be developed
document management system and by the RO and will include both virtual
internal meetings e.g. management and in-person training opportunities.
meetings, annual and mid-year reviews, Local opportunities for staff in field offices
regional network meetings. Staff will will also be considered. The list will be
be encouraged and supported to coordinated with HQ but will require
take part in available global, regional inputs both from RO and COs especially
and country level communities of regarding local training and learning
practice, participate and contribute to opportunities. Although currently it does
knowledge sharing events organized not exist but a basic training course for
internally or externally. However, every better understanding of the fundamentals
staff member as a KM worker will of KM will also be proposed to be
also require a change in mindset and developed by HQ and made available
ways of behaving and operating as an to all staff and partners in AGORA. All
individual on a personal level and as staff including KM Champions and KM
teams by fostering the culture of real Mobilisers, should also plan their relevant
time feedback at and between sections, individual KM activities and outputs in
not just with the line management. The ACHIEVE and report on achievements
RO will establish an incentive system to made on planning and delivering realistic
acknowledge and recognize significant KM outputs to sustain their skills and
contribution of Offices on KM as well as learning and for their career growth.UNICEF EAST ASIA AND THE PACIFIC
24 REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021
8 MEASURING KM PROGRESS
E ffective measurement of KM is
critical to making sure that we are
pursuing the highest impact activities
These should be benchmarked and
monitored on a continual basis as
part of UNICEF’s overall programme
and that those activities have proven performance management system
results of informed programming and should include feedback on
and policy decision making. For the our performance from our external
Strategy, a Regional KM work plan partners. The Action Plan will be
(Annex 1) with a set of activities with monitored on an annual basis by the
measurable key performance indicators Regional Programme and Planning
(KPIs) will be developed to cover the section, and progress report will be
major areas of KM work both at the COs provided to the Regional Director and
and RO. It will include both quantitative the Regional Management Team (RMT).
and qualitative measures. Some
indicators though also need feedback Through effective measurement we
culture to be able to pick up trends and will continually make the case that
stories. A way of knowing that we are improvements in KM results in higher
moving in right direction, is by hearing quality knowledge products, increased
increasing stories/ feedback about what engagement and sharing with partners
is working well and then focus energy and overall improvements to efficiency
on these areas (go with the energy). in our own work.UNICEF EAST ASIA AND THE PACIFIC
REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021 25
ANNEX 1
REGIONAL KM ACTION PLAN 2018-2019
KM Pillars Activities Roles & Responsibilities Provisional Timelines Status
PRIORITISATION Identify key KM priorities relevant KM Specialist and CO KM Oct-18
to the Regional Headlines for 2018 Mobilisers
and 2019 and reflect in the regional
KM Action Plan.
Strategic planning documents (CO Section Chiefs at RO and COs On-going
Programme Strategy Notes, SitAns, with support from Planning
UNDAFs, CPDs, MTRs, COAR, ROAR colleagues, KM Specialist and
etc.) reviewed with a ‘KM lens’ to CO KM Mobilisers
encourage KM principals to be
systematically integrated into each
stage of the programme cycle.
Review of IMEP (PRIME which - At CO: PME section Beginning of year for 2019
we hear that will be replaced - At RO: Programme and Plan-
soon) with a focus on the utility ning, Social Policy, Evaluation
aspect i.e. is the evidence being
gathered influencing programme/
policy direction and is it been
effectively channeled as relevant to
wider developmental partners. The
review will also identify the existing
knowledge gaps.
Development of CO KM strategy or CO KM Mobilisers with sup- Based on CO requirement
framework port from RO KM Specialist
PRODUCTS Encourage systematic approach KM Champions, Mobilisers, On-going
to documenting and sharing good Specialist
practices/lessons learnt in East
Asia and the Pacific.
Produce Baseline study on the key RO Programme and Planning - Baseline Study, Sept 2018
indicators of the Regional Headline section - Annual Progress Report,
Results and Annual progress Jan 2019
flagship report.
Produce knowledge related prod- CO and RO by relevant sectors On-going (2018 & 2019)
ucts including evaluation, research,
studies, report, data analysis,
policy briefs etc. on the identified
KM priorities.
Prepare and produce Annual pub- RO KM Specialist with support Jan-Feb 2019
lications catalogue of knowledge from CO KM Mobilisers
products from the region. (Please
see example from ESARO https://
www.unicef.org/esaro/resourc-
es_publications-catalogues.html)UNICEF EAST ASIA AND THE PACIFIC
26 REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021
PARTNERSHIP Identify at least 2 key partners (e.g. Sectoral KM Champions with Sep/18
academia, implementing partners support from KM Mobilisers
etc.) collaborating on KM. (These
partners will help ensure an
external focus to compliment the
internal one, enrich discussions
with new ‘outside’ perspectives,
and work on joint activities where
appropriate.)
Documenting and sharing good CO and RO by relevant sectors On-going
practices/lessons learnt from pro- with support from KM Mobil-
gramme and policy actions through isers/Specialist
partnership.
Facilitate South-South exchange. Sectoral KM Champions with On-going
support from KM Mobilisers
PLATFORM Develop internal SOPs to more RO Programme and Planning Oct/18
effectively use Network meetings (KM Specialist) and Regional
(as planned in 2018 and 2019) and Advisers
create ‘spaces’ for reflection and
conversations on key issues.
Convene at least 6 brown bag KM Mobilisers with support - 2 by end of year 2018
sessions and webinars annually from sectoral KM Champions - 6 by in 2019
for dissemination of key findings,
sharing experiences such as an
innovative programme, feedback
from staff who attended a global
mtg etc. These sessions are aimed
at engaging with both internal and
external audiences and creating a
dialogue on relevant developmental
opportunities and challenges.
Identify key global/regional meet- KM Champions with support On-going
ings being attended by staff. Agree from KM Mobilisers
with staff attending such meetings
on plan for sharing information.
Roll-out of Enterprise Content CO and RO ECM Champi- Aug-Dec 2018
Management: ons, ICT, KM Specialist, KM
- Revitalization of the Office Mobilisers
Teamsite
- Cloud-based document manage-
ment system
- Collaboration sites
Establish a systematic approach to RO Programme and Planning Sep/18
dissemination of key findings and (KM Specialist), Social Policy,
cutting edge trends within thematic Evaluation, Advisers
areas. Agree on ways to better
tackle the EAPRO role of ‘filtering’
info (from HQ & other sources).
Development of online platform RO Programme and Planning Sep/18
(EAPRO website) to monitor and with support from RO Commu-
report on the Regional Headline nication
Results
Development of Regional Headline RO Programme and Planning Oct/18
Results database and dashboard with support from RO ICT
on EAPRO TeamsiteUNICEF EAST ASIA AND THE PACIFIC
REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021 27
PROGRAMME AND Establish a mechanism for tracking RO KM Specialist with support Will need to discuss with Ian
POLICY ADVOCACY of knowledge uptake within and from KE HQ and RO Evidence
ACTIONS beyond the organisation group
Share examples for good practices RO KM Specialist On-going
on knowledge uptake from the
region and beyond
Documentation of specific pro- RO KM Specialist, CO KM On-going
gramme or policy actions as result Mobiliser with support from
of KM (Please see an example from KM Champions
ESARO here: https://intranet.unicef.
org/epp/evalsite.nsf/0/2155BD3C-
B0E53555852582A5005B0C10/$FILE/
ESAR%20PMR%20%20Dream%20
Meeting%202018%20V2.pdf)
Increased emphasis on KM in KM Mobilisers & Communi- On-going
statements, speeches and talking cations
points developed for RO and CO
Management audiences in East
Asia and the Pacific region.
CAPACITY BUILDING Organize regular webinars KM Specialist & HQ KM Once in every two months
on knowledge sharing by CO Exchange colleagues
colleagues to update on knowl-
edge work and exchange of best
practices and lessons learnt. Few
of the webinars will be focussed
on orientation on available UNICEF
tools and systems led by HQ KM
exchange colleagues
Integration of KM capacity building RO KM Specialist and Region- As and when network meet-
during network meetings (it is al- al sections ings are planned
ready in plan for Emergency, WASH
and PME sections)
Propose and include KM trainings RHRDT, Office Management On-going
in the Regional Human Resource
Development Plan (RHRDT) and
Office specific learning plan
Organize Office/Sector specific KM KM Mobilisers and RO KM Learning day on KM planned
trainings for staff and partners Specialist with support from for Planning and Monitoring
HR network meeting
KM results established and report- Line Managers/HR ACHIEVE - Planning and
ed in ACHIEVE for all professional Reporting phase
staff and Programme AssistantsUNICEF EAST ASIA AND THE PACIFIC
28 REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021
ANNEX 2
REGIONAL AND GLOBAL KM CONTACT LIST
Country Name Designation Email address
Cambodia Sydney Nhamo Planning & Monitoring Specialist snhamo@unicef.org
China Ying Lee Programme Associate ylee@unicef.org
China Fang Yan M&E Specialist fyan@unicef.org
DPRK Silas Rapold M&E Specialist srapold@unicef.org
Indonesia Charlotte Lie-Piang KM Specialist cliepiang@unicef.org
Indonesia Ceriel Gerrits Social Policy Officer cegerrits@unicef.org
Laos PDR Khamhoung Keovilay M&E Specialist kkeovilay@unicef.org
Malaysia Anne Albert Research Officer asalbert@unicef.org
Mongolia Khurelmaa Dashdorj M&E Officer kdashdorj@unicef.org
Myanmar Anna Maria Levi Monitoring Specialist alevi@unicef.org
Pacific Stanley Gwavuya Social Policy Specialist sgwavuya@unicef.org
Pacific Kolianita Alfred M&E Officer kalfred@unicef.org
PNG John Keating Monitoring and Evaluation Specialist jkeating@unicef.org
Philippines Bea Lumanas Programme Officer blumanas@unicef.org
Thailand Michele Schmit PME Specialist mschmit@unicef.org
Timor Leste Joao Da Costa M&E Officer jdacosta@unicef.org
Vietnam Nguyen Quynh Trang PME Specialist nqtrang@unicef.org
EAPRO Anoop Singh Gurung KM Specialist asgurung@unicef.org
EAPRO Anu Paudyal Gautam WASH Specialist apgautam@unicef.org
EAPRO Rekha Shrestha Emergency Specialist rekshrestha@unicef.org
Global KM and KE contact list is available here: https://unicef.sharepoint.com/:x:/r/teams/Communities/_layouts/15/Doc.
aspx?sourcedoc=%7B569aa738-38dc-4935-a346-f32ec17ff3b9%7D&action=defaultUNICEF EAST ASIA AND THE PACIFIC
REGIONAL KNOWLEDGE MANAGEMENT STRATEGY 2018-2021 29
ANNEX 3
RESOURCES ON KM TOOLS
1. KM Handbook from IMA International (International consulting Institute on
KM capacity building) – UNICEF Internal: IMA Handbook on KM
2. KM plan (internal draft): How to develop a KM plan?
3. UNICEF Knowledge Exchange Toolbox: https://www.unicef.org/knowledge-
exchange/index_82053.html
4. Which Platform for what? – UNICEF Internal https://icon.unicef.org/iconhome/
ICON%20Document%20Library/which%20platform%20for%20what.pdf
5. Which Tools when? What the Tools can do for you – UNICEF Internal https://
icon.unicef.org/iconhome/ICON%20Document%20Library/Booklet%20-%20
which%20tool%20when.pdf
6. Guide to UNICEF Digital library (Journal subscriptions and database) –
UNICEF Internal: https://unicef.sharepoint.com/teams/Communities/KECoP/
Documents_final/UNICEF_Digital-Library%202018.pdfUNICEF East Asia and Pacific Regional Office 19 Phra Atit Road Bangkok 10200 Thailand Tel: (662) 356-9499 Fax: (662) 280-3563 E-mail: eapro@unicef.org www.unicef.org/eapro
You can also read
