UNDP Djibouti Knowledge Management and Staff Development Strategy

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UNDP DjiboutiKnowledge Management and Staff
Development Strategy
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Why a KM strategy?

• UNDP is moving from being a funding agency to
  becoming a trusted knowledge services provider
  for development partners
  
• Putting in place a strong KM and knowledge
  sharing systems
  
• Deploying and spreading a strong KM culture at
  every level of the organization
  

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Which KM strategy?

• The points of departure are the two out of five
  corporate priorities
  
• Knowledge Management
• Staff Development
• Translating these corporate priorities into
  action plan at the country level
  
• At the conceptual level strong links are to be
  identified between these two priorities
  
• At the practical level, integrated strategies and
  action plans are to be elaborated to ground these
  priorities at the country level.

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The conceptual level

• Linking KM and Staff Development/Learning
• Language skills are key to the success of
  knowledge sharing
  
• Train Staff to work in a knowledge organization
  and market the concept of knowledge services to
  donors and client government
  
• Maximize the effectiveness of KM tools (SURF,
  networks, etc.) at the CO level
  
• Training on resource mobilization at CO level

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The practical level

• Assessing Djibouti CO on knowledge and learning
  using two types of tools
  
• Participatory tools
• CO Learning/Knowledge questionnaire composed of
  10 questions has been distributed to the 14 staff
  members and 12 were filled in.
  
• Corporate tools
• 1. Balance Score Card
• 2. BDP/Surf Mission report summary
• 3. UNDP Partners survey

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Unexpected findings

• Staff fatigue and low moral
• Time management challenges
• Low capacity of Djibouti CO
• inability of Djibouti CO to position itself as a
  technical assistance and upstream policy advice.
  
  
• Weakness in Djibouti CO in terms of knowledge
  sharing and Knowledge networks.
  
• .

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Strategic planning

• Planning principles adopted
• Participatory approach for the preparation of
  Learning/Capacity Building plans
  
• Priority to In-House and Team Capacity Building
• Use of participatory planning tools
• CO Staff meetings to gather suggestions and
  propositions from and for the staff
  
• RCA wish list in terms of learning and career
  development
  
• CRG recommendations

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An ambitious KM plan

• Elaboration of an ambitious planning based on one
  priority Djibouti CO capacity building
  
• Djibouti CO Capacity Building as a way to enhance
  both the quantity and quality of staff
  participation to Knowledge networks
  
• Djibouti CO Capacity Building as a way to enhance
  project knowledge capturing and sharing
  
• Djibouti CO capacity building plan
• General In-House Capacity Building Plan (all
  staff)
  
• Small-Team Learning Plan (based on RCA and CRG)
• Individual learning plans

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• Thank You
• for your attention