Implementing Best Practices (IBP) and Knowledge for Health (K4Health) Project
Knowledge Management Working Group
Theme: “Advancing Measurement and Learning”
of this meeting
the KM WG’s
year since its inception
iscuss the theme of “Advancing Measurement and Learning
dentify priority topics and
next steps for the coming year
Two renowned KM experts
Jay Liebowitz and Stacey Y
joined the meeting to present
their work, share their vision of KM, and contribute to the development of new ideas and
Alberto Andretta, ChildFund International
Zachary Baquet, USAID/BFS
*Erin Broekhuysen, JSI
Natalie Campbell, MSH
Peggy D’Adamo, USAID
Kate Howell, URC
Bill Lester, NPOKI
Jay Liebowitz, UMUC
*Patricia Mantey, FHI 360
Elsie Mwaniki, JHU∙CCP/K4Health
Theresa Norton, Jhpiego
Saori Ohkubo, JHU∙CCP/K4Health
Suzanne Rainey, Forum One
*Laura Raney, FHI 360
Sally Salisbury, Consultant
Loren Sollenberger, Insight Corp
Knowledge Management Services
Sarah Weber, CRS
Stacey Young, USAID
ndicates participation in the KM Advisory Committee
We also had a number of participants join the meeting via phone/GoToMeeting.
Welcome and Overview
to the JHU∙CCP office
. He congratulated the group on
during its first
had been 365 days since
the group’s first meeting
What’s next for the KM WG?
KM WG’s purpose,
the current status of its
There have been a number of successes in the past year:
KM for Health and Development eToolkit has been completed and launched
The WG documented the
KM business case
and collected related resources in
The KM M&E logic model
has been completed
Areas that will need more work in the coming year
The KM toolkit has some gaps (i.e., KM success stories).
The issue of KM strategy needs to be discussed more.
The logic model will be used as the foundation for the revision of the M&E
for information products.
The WG is currently chaired by JHU∙CCP, but the chair will
rotate each year
Fostering Research & Scholarship at UMUC
Dr. Jay Liebowitz,
Orkland Endowed Chair in Management & Technology,
University of Maryland University College
some of his tools and methods
measuring KM, and discussed
fostering knowledge sharing at UMUC.
The KM terms we are using may be new, but the KM field itself is not new.
It is crucial to look at
informal networks to supplement the formal, hierarchica
in organizations. T
he informal w
orld isn’t as well understood,
so it is important to use
social and network analyses to map connections
Dr. Liebowitz shared results of some recent KM literature, and stressed the need for
knowledge retention (KR), which should be a part of all knowledge sharing strat
recent study found that ~80% of respondents
KR strategy in place. This
study focused on non
ernment organizations, but the same is true in the
hand with succession development and long
A tool for assessing KM maturity was developed by Liebowitz and others; it scores how
well KM systems are working. Most organizations score ~2
3 (on a scale of 0
4 pillars of a human capital strategy
Tenets for Knowledge Sharing/KM success
Have a recognition/reward structure in place.
Explain the benefits of knowledge sharing to others.
Share failures as well as successes
with creativity comes fail
Dr. Liebowitz suggested have a “Failure Award”
to encourage sharing
embedding “lessons learned” into overall reporting requirements.
Knowledge sharing should be incorporated into everyone’s job.
Use appropriate technology (make sure t
he technology works for people, and not vice
Knowledge Sharing at UMUC
They now have a digital repository
for research materials
accessible by all affiliated
with the university.
He works to nurture a culture of research and
talks on flash drives to create awareness of integrating better across programs,
UMUC hosts a “Share Fair” (in both
presentations and awards for research
New grant money to f
oster research and publications of
It is eas
systems or process outcomes, but what we really want are the
be mapped back to the mission and strategic goals/
objectives of the
can’t always trust numbers.
just as useful
comes from “weak ties”
the knowledge generated outside one’s own
so you can look at
nt research presentation, collaboration, etc
It is crucial to share
lessons learned in formal
(including published materials)
Dr. Liebowitz closed by stressing that
should be addressed by senior
nizational management teams. We need to
improve our methodologies,
tools, and metrics
for KM. It is important to apply
ideas from other disciplines
social network analysis,
which arose from sociology & education)
focus on an
Questions and discussion
from the group followed
Dr. Liebowitz’s presentation
One participant asked Dr. Liebowitz to name some
compelling reasons/ways to sell
KM within an organization.
He responded that a
ss case is important, in order to
show others KM’s value. It is also crucial to have a senior
level KM champion, and to
ensure that the KM strategy is aligned with the overall goals of the organization.
most important reason to argue for KM is to
e new products/services: T
ration, we will innovate. Also, KM leads to
building for the
adaptability and agility.
The group discussed
within the organization.
Liebowitz said that there is not
there may be a need for a
KM WG within an organization. Sometimes, the best place for a KM
group to sit is under the VP for Strategy
this allows KM to take on a strategic rol
e in the
The group discussed
KM/KS in the context of USAID
(which Stacey Young addressed
later in the WG meeting).
is emphasizing evidence
elopment more than in the past, and
engineering work processes to incorporate evid
based initiatives into
the design of programs.
USAID is rebui
lding their internal capacity (
technical strength has resided more w
partners than internally
KM needs to be holistic.
making the business case
about the objectives first and then talk about how KM can support those
Another participant stressed that o
ne of the main drivers for KM is the fear that
is being wasted w/ duplication of effort. USAID is also decentralized
eaus & missions doing their own thing. We need to ensure that all sectors
Another participant asked Dr. Liebowitz:
How do we go about
being more innovative
how do we encourage
people to share knowledge
rather than hold onto it?
responded by stressing the importance of
. He recommended the book
“Mastering Organizational Knowledge
a good resource for sharing knowledge within an organization.
if there are ever
instances where KS actually may be inefficient?
Liebowitz said that
nowledge is a capital asset, and
you need to have a
to looking at KM and
to have the right provisions in place if certai
n knowledge cannot or
be shared outside the organization.
can be applied,
so organizational knowledge
recommended a book by G Schiuma, which discusses KM
from an organizati
One WG member stated
tips on collecting data
, as the
metrics seem labor
intensive. He responded that
techniques need to be in place
lso, INSNA.org has software, pubs, & techniques for
collecting metrics. It
doesn’t require as much people power as you think
you just need the right ways &
methods in place to gather & collect data. Taking time to set up the systems is important.
Dr. Liebowitz discussed
ways to get people to admit failur
. In one organization, he
started a journal called “Failures & Les
sons Learned in IT Management,” which included
bittersweet stories or outright failures.
safe environment needs to be created in order
for others to share.
can be used.
f this is an education issue,
finally up to senior leadership to create the environment to test these innovations
create a comfortable space for sharing
both failures and successes
USAID’s KM Strategy: Process, Progress, Perspectives
PhD, Senior Knowledge Management Advisor, Bureau for Policy,
Planning and Learning, Office of Learning, Evaluation and Research, USAID
Stacey began by sharing
USAID’s vision behind the KM strategy
ncrease USAID’s aid effectiveness by
improving the quality of its programs
extending its influence
leveraging knowledge and evidence, infusing learning through
out technical activities,
and catalyzing learning among USAID staff, partners, and broader practitioner
sees the limitation of what they can do w/ their
resources without adequate KM.
ocus on KM & learning improves develo
ice across the board, and can
lead to a
much greater impact
USAID is now working on developing on their KM strategy, and is looking for input
others who work in KM
She defined a
as one that
coordinate & collaborate,
. (C, L, and A)
Coordinate & Collaborate:
USAID is looking to improve collaboration among
Collaborating with country
level stakeholders needs to be more systematic
be strategic about when & how
USAID needs to fill knowledge gaps, test hypotheses, learn from others’
experiences, and transfer knowledge to others. USAID needs to improve the system of
bringing in knowledge from other places (specifically the country le
vel). They need to
identify “game changing conditions”
things that could have a huge influence on
USAID needs to be able to adapt as they go but still stay on track. Evaluation
creates a learning loop that is significant and rigorous
. It is important to enable an
iterative approach to evaluation, but to still be able to complete this in a tight timeframe.
She stressed that
must start by looking at their
can help with the implementation of the KM strategy. These include
champions, clear objectives, technology, clear roles and responsibilities, resources, incentives
(hard and soft), and a high
two possible KM approaches
The first started with countries, brought in missions, then brought in support (
coaching, tools, techniques, evaluation support, technology & systems, performance
. In this model, everything would happen at t
he country level.
The second approach (due to financial cuts, etc.) would embed knowledge and learning
within all reforms, and would include language on learning in all of the evaluation policies
for programs, etc. This model would support and reward exist
efforts, and provide examples and models for those who want to invest in K&L.
USAID KM/L Strategy
ollout/communication/change management plan
earning lab for implementation support
ontinuous feedback system
the WG what
to see in a KM
asked how the strategy should be informed by:
existing K repositories, K
platform, & tools
. She acknowledged that havin
g a strategy is not enough
sharing it and
providing support as it is rolled out is equally important.
Questions and discussion
from the group followed
Stacey Young’s presentation
One participant asked about the
relationship of KM & project
, and the
need to have key staff become project managers in addition to their ongoing jobs.
Stacey answered that learning needs to be integrated into the program cycle. She said
that USAID has
integrated language on learning into the program guid
e (and the
evaluation step). There is an interim step, though
and we need to
L into that step.
Another member said that it seems that
ntegrating KM into SOPs
would productive, as
KM for KM’s sake won’t go very far in
a limited funding environment.
If KM is presented
there may be pockets of innovative people, but it may be difficult
unless KM&L is integrated into project management.
One member recommended that Stacey look at
making guides for FP
encourage investment in
Several members of the KM WG are
related job descriptions
, as a
way to discuss roles & responsibilities.
The group discussed what
could go into RFPs. Someone
suggested having a model and a set of
indicators that explains how knowledge feeds
including outputs and outcomes
. This could
help explain USAID’s
expectations across all the development areas
, and would
help USAID CAs know what
they needed to report
We discussed the
, and how that may conflict with the
need to collect baseline & endline data. There may be a fear that we cannot adapt if
we’ve already collected baseline data
. One group member recommended having some
static indicators, and then others that can be added or changed. Another participant
recommended having static indicators and then backing these data up with qualitative
Laura Raney, FHI 360
in the past year:
15 individuals from 10 organizations developed
“Making the Case for KM
12 different organizations
contributed to the KM for Health and Development Toolkit.
has been formed.
A KM panel for the
Intl FP Conf in Dakar
has been accepted.
The following items were added to the
KM WG “wish list”
for this coming year:
larify roles &
responsibilities for KM
learning about the field of KM
learning opportunities to build the
capacity in PH prog
rams to incorporate KM strategy
Ensuring representation at high
level meetings and conferences
how to make KM mec
hanisms part of everyday work and develop
practical working solutions
this past year’s conversations and also:
gathering data, using metrics,
t participating in virtual discussions/listservs
ually has an impact on
Combining efforts for research (e.g., combining NA with other similar efforts)
Reaching out beyond this arena
maybe w/ World Bank or others?
What can we learn from our BC
C colleagues who are involved in messaging?
A list of “quick win” projects
some things you could do w/ immediate payback, and help
to get buy
in within the organization?
document how KM can help turn innovations into reality (related to
Based on the KM WG “wish list,” the group decided upon the following as
topics for the
trategy (continuing the discussion from Stacey Young’s presentation
notes will be shared with her)
Participants visited three
of the five
during the hour
stayed at the same table
the whole time
notes from all three group discussions
Knowledge Café report back
Knowledge Café t
Theresa Norton, Saori Ohkubo, Daniel
(facilitator: Theresa Norton)
We should p
through our advocacy work.
how we can
all important conferences, meetings,
We need more productive engagement in KM.
There is a need for KM media and advocacy products kit (they should be label free
with an inter
agency KM WG brand).
We could also produce: a 1
page brief; KM eLearning info; mini
blog entries; mini
stories/case studies; webinars, a
acebook page; and conference presentations
In all of our products, we need to make sure we are using the right language to ensure
ampions’ support and participation.
We can look at SBCC projects and see what we can learn from their work.
It is important to
ur own agenda and test KM hypotheses. We need to
of KM (i.e.
that investing in KM can improve outcomes).
We can also measure/prove
impact and success from participating virtual KM sharing,
CoP, leadership programs
Knowledge retention is a key area we should consider researching.
We should be documenting the ways t
hat KM can
implementation and scale
We should also l
earn from SBCC colleagues about messaging
This topic goes hand in hand with the existing KM M&E task force.
(facilitator: Alberto Andretta)
Elements/ideas provided by the two
presenters that we found useful in our own thinking
around KM&L development strategy
Larger architecture (i.e., KM&L to serve the organization’s development goals)
coupled with building block (i.e., KM&L with PM; KM&L as integral part of project
KM&L Strategy must be supported by internal and external capacity development.
The importance of considering the location where KM&L resides within a given
organization. And how that reconciles with an often highly decentralized setting.
KM&L as a strategi
c objective (with indicators and budget line) in project/program
Need of constant support from senior management.
Ideas/perspectives to consider in developing a KM&L strategy
L strategy needs to facilitate the identification of various knowledge
users/contributors. For instance, the field remains as a privileged space for
innovative knowledge and solutions.
Accordingly, there seems to be a strong need for upward, horizontal,
The idea/metaphor of knowledge personas emerged in the
conversation to remind us of the traits of the actual users of and contributors to the
shared knowledge base.
There is/will be a need to deeply understand the AID’s KM&L f
strategy so that each individual proposal (and implementing agency) can speak to
the larger shared knowledge base.
The agencies represented in the K4Health consortium will collate, analyze and offer
a set of roles and responsibilities around K
M&L as defined in existing RFAs.
centered project design: this is a topic to be explored and tested. In
essence, the idea is that project design and actual implementation should be done
by facilitating development of local capacities. KM&L the
n becomes a precondition
and a driver for implementation…and not “just” one among other objectives in a
Possible KM&L Strategy WG deliverables in the coming year
List of possible/tested KM&L indicators to include in project design.
and test learning
centered development paradigm
Lessons learned from agencies represented
Could USAID co
fund some initiative of KM&L WG that could result in concrete
contributions to AID’s framework/strategy?
KM Integration & “Quick Wins”
How quick is a “quick win”?
Much of what we want to
do with KM may take some time.
things go in waves and we have a need to focus on sustainability in crafting these
focusing on areas that are working already
should focus on: sustainability, incentives, culture, and what already works.
We should work more on integrating within p
We also need a common definition of KM
, and to have KM
integrated within programs
(can be included in RFAs).
Develop a “who’s who” or expert locator, and searchable shared directories of
those working in KM.
Hold a seminar series.
Identify and work with IT champions.
Identify potential partners whom we have not tapped into and reach out
rld Bank, universities, etc.
KM Success Stories
(facilitator: Sarah Harlan)
The term “success story” may be limiting
group members recommended using “case
study,” “learning story,” or “KM story.”
We can develop criteria for writing these stories, working closely with the M&E/research
How do we attribute success to KM specifically? To answer this question, we
will need to systematize and measure KM programs to attribute a program’s succe
failure) to KM activities.
We can use different vehicles and formats for these stories.
We can use pre
existing sites to distribute them; we do not need to create a new
(Most will go on the KM Toolkit.)
We may need a marketing expert to h
elp with the format and dissemination of
these stories. We can use a variety of formats, including: video, photos with
descriptive captions, longer narratives, and shorter vignettes.
We can develop guidelines and templates for writing
up these case studie
Where do we look for these stories? We should look at who is implementing KM
and then look for “bright spots.” We can then trace back to determine how
these “bright spots” got that way.
We should focus on who would
the success story (i
.e., why we should capture them)
if we focus on the end user of materials or KM programs, we can then determine what
the KM process was that led to the individual using a product or method.
After the knowledge café facilitators reported back to the grou
the larger group decided on
priority focus areas for the coming year
We discussed the importance of testing hypotheses and
demonstrating the impact of KM approaches, with the ultimate goal of improving
outcomes. This topic will be incorporated into the existing M&E task force, led by Saori
Ohkubo (JHU∙CCP) and Tara Sullivan
The group agreed that defi
ning roles and responsibilities
for KM will be
crucial as we move forward. This will be a new task force, and will be led by Alberto
Andretta (ChildFund International).
Alberto will also connect with Stacey
and share the
group’s ideas with her.
Documenting both successes and challenges will promote learning
among others implementing KM activities. This will be a new task force, and will be led
by Sarah Harlan (JHU∙CCP).
The group tal
ked about the need to promote KM at conferences and events.
A task force to develop a panel submission for the upcoming International
Communication Association Conference will be formed
led by Angela Nash
Closing Remarks and Next St
of USAID made some brief
. She talked about the
building evidence of KM to show impact, cost
effectiveness, or both.
Tara Sullivan summarized the
for the KM WG
We will have a teleconference the topic of acknowledging contributions
and to respond
to a draft document developed by
. This was on the meeting agenda,
but we ran out of time.
Three new task forces will be started
leaders will begin to recruit group members
discussion will be
rolled into the existing M&E task force
, and the “integration and quick wins” discussion
will be incorporated into the new strategy task force.