I.          Henderson, Kim (2005): The knowledge sharing approach of the United Nations Development Programme. KM4D Journal. 1(2). http://www.km4dev.org/journal.

 

à Kernaussagen (ggf. relevant für S. 17):

 

„UNDP has 20 Knowledge networks, including six practice networks (...); four knowledge networks open to other UN agencies and external partners; two cross-cutting networks and seven sub-practice networks." (S.20)

"UNDP's networks have provided an entry point for the organisation's focus on knowledge management. UNDP's approach has centred on 'connection' (...), as opposed to 'collection'." (S. 22)

" COPs or knowledge networks have, however, been a key element in the strategy to move UNDP from the role of programme manager to its current role as 'the UN's global development network, advocating for change and connecting countries to knowledge, experience and resources to help people build a better life'." (s. 22)

 

     II.          Swamy, Gita (2005): Knowledge communities and the tsunami response: experience from the Crisis Prevention and Recovery Community of the UNDP.Knowledge Managementt for Development Journal 1(1). http://www.km4dev.org/journal.

 

à Kernaussagen (ggf. relevant für S. 17 als Beispiel einer globalen CoP)

"CPRP Net, a global community of practice, links UNDP staff on crisis prevention and recovery issues. The main purpose of the CPRP Net is to contribute to strengthening capacity at the country level and thus improve UNDP's overall organizational performance." (S.52)

"A UNDP Intranet provides easy access to relevant information in the area of Crisis Prevention and Recovery Practice: a one-stop shop capturing knowledge and information, and providing tools such as guidelines, templates, terms of references and information on programme management and funds." (S.53)

"Since its inception, the CPR community has developed into a lively virtual network that provides a discussion forum for knowledge exchange, support and advice. The network is part of UNDP's knowledge network structure." (S.53)

"The tsunami response demonstrated the strength of UNDP's knowledge network system, in terms of members' willingness to cooperate and coordinate in a time of crisis, whilst maintaining flexibility and adaptability to changing needs. " (S.56)

 

    III.          Weidner, Douglas; Rahman, M. Shafique (2000): Review of the SURF System: Way Forward for Knowledge Management in UNDP. UNDP New York. http://www.undp.org/evaluation/documents/SURF-evaluation-MainReport.pdf

(ggf. relevant für S. 17 als 'UNDP's primary knowledge management (KM) initiative')

 

à Kernaussage:

 

"Purpose of the SURF system

It was further agreed the SURF system should have the following purpose:

a) Expert referral. Meet the requirements of UNDP country offices for best practice referral

and/or backstopping in advocacy, strategic planning, policy and programme formulation,

implementation and monitoring in a rapid, responsive and country-specific manner;

b) Identification of best practice. Enrich the organization's knowledge base by identifying and

disseminating development best practice and lessons learned across regions and globally.

c) Technical backstopping. Depending on the specific needs of the sub-region, the SURFs

could also offer technical backstopping on one or more of the UNDP thematic areas and on

operational issues, as identified by the Regional Bureaux in collaboration with the country

offices concerned within the cluster served by the SURF.

d) Networking and information sharing between UNDP staff and with UNDP's development

partners." (S.43)

 

   IV.          http://www.reliefweb.int

à Kernaussage: (ggf. relevant für S. 17/18 als weiteres Beispiel)

"Recognizing how critical the availability of reliable and timely information in time of humanitarian emergencies is, the UN General Assembly endorsed the creation of ReliefWeb and encouraged humanitarian information exchange through ReliefWeb by all governments, relief agencies and non-governmental organizations (NGOs) in Resolution 51/194 on 10 February 1997." (Who we are)

"ReliefWeb disseminates timely, reliable and relevant humanitarian information by updating its web site around the clock." (What we do)

(http://www.reliefweb.int/rw/hlp.nsf/db900ByKey/AboutReliefWeb?OpenDocument)

 

     V.          http://vi.unctad.org

à Kernaussage:

"The Virtual Institute works with a global network of universities, mainly in developing countries, to enhance their capacities to conduct trade-related teaching and research, which respond to the needs of policy makers and other relevant stakeholders in their countries. "

(http://vi.unctad.org/about/our-mission-mainmenu-109)

 

   VI.          http://unic.un.org/aroundworld/unics/en/index.asp

à Kernaussage:

"The network of 63 United Nations Information Centres are key to the Organization's ability to reach the peoples of the world and to share the United Nations story with them in their own languages. These centres, working in coordination with the UN system, reach out to the media and educational institutions, engage in partnerships with governments, local civil society organizations and the private sector, and maintain libraries and electronic information resources."

(http://unic.un.org/aroundworld/unics/en/whoWeAre/index.asp)

 

  VII.          http://www.nap.edu/catalog/10577.html

PDF: Knowledge and Diplomacy: Science Advice in the United Nations System

 

VIII.          http://intra.un.org.in/rcs/ACCguide.pdf

ACC Guidelines on the Functioning of the RC System

 

à Kernaussagen: (ggf. relevant für S. 17/18 als weiteres Beispiel)

 

"The RCS seeks to better coordinate the operational activities for development of the UNS and their integration with national plans and priorities. The aim of this coordination function is to ensure that the UNS operational activities contribute effectively to national development, providing a flexible response to the host country's need, aiming at maximizing the overall impact of UNS support." (S.5).

 

"A review of good practices in the functioning of the RCS reveals that it is particularly important to have fully participatory and well-managed consultation mechanisms to deal with substantive and administrative issues and ultimately contribute to a greater impact of the UN system cooperation on the development and well-being of people.

Among the areas requiring particularly effective mechanisms are:

(a) Regular contact with the Government, in order to ensure early and effective information-sharing, policy dialogue and advocacy;

(...)

d) Information-sharing by designated focal points within the RCS and promotion of common information tools, such as newsletters, journals, databases, information systems and national reports; (...)"(S.6)

 

    IX.          http://www.unsystemceb.org/oneun/

 

à Kernaussagen:

 

"Many UN system organizations already have linked programmes and actions for bridging the digital divide. In many cases, these involve programmes to use and develop e-applications that fall within their mandates. The Geneva Plan of Action provides a framework for re-orienting and reinforcing those programmes, strengthening synergies and sharing best practices." (http://www.unsystemceb.org/oneun/5/p501)

 

 

 "Knowledge management initiatives are ongoing in many parts of the UN system, but widespread sharing of knowledge outside individual organizations has yet to be realized. Building on lessons learned by the World Bank, this ICT Network initiative seeks to identify the most appropriate tools and techniques to facilitate the widespread dissemination of knowledge existing in individual organizations across the UN system." (http://www.unsystemceb.org/oneun/5/p501)

(ggf. relevant für S.18 - ICT)

 

     X.          Annual overview report of the United Nations System Chief Executives Board for Coordination for 2008/09

(http://www.unsystemceb.org/reports/annual%20overview%20reports/)

 

à Kernaussagen:

 

"Building on the reforms of its structure and functioning in the prior year, CEB

has provided an effective platform for a common response to the demands placed on the United Nations system across a range of programme, management and operational matters in a timely and integrated manner. The three pillars of CEB - the High-level Committee on Programmes, the High-level Committee on Management and the United Nations Development Group - operating with delegated decision-making authority from CEB, have refined their terms of reference and working methods to ensure greater alignment between the normative and operational work of the United Nations system at the global, regional and country levels." (S.4)

 

(ggf. Verweis auf Ugbor, S. 80 ff.: Technology and Knowledge Management; hier geht Ugbor auf normativ und operational orientierte Organisationen ein und führt UNIDO und UNODC als Beispiele an)

 

 

"With the implementation of the initial phases of a common United Nations system directory, the Information and Communications Technology Network of the High-level Committee on Management, in conjunction with the information and communications technology tasking group of the United Nations Development E/2009/67 09-33052 19

Group, took an important step towards greater system-wide knowledge-sharing during the reporting period. While all organizations maintain internal contact directories, the ability of staff members throughout the United Nations system easily to find contact information on colleagues in other organizations has previously proven elusive." (S.18)

(ggf. relevant für S. 18 - ICT)

 

    XI.          http://ict.unsystemceb.org/

 

à Kernaussagen: (ggf. relevant für S. 18 - ICT)

 

"By bringing together the information and communication technology (ICT) leadership of organizations of the UN System, the ICT Network works towards a system-wide approach to leveraging advanced technology to support the goals of the UN."

 

 

Siehe auch Ugbor S.52f.

• Changing staff behavior, more integrated programs à need of collaboration among stakeholders à ICT tools to ensure that all stakeholders remained abreast and could collaborate across time zones and distance

 

  XII.          http://exchange.unido.org/main2.asp?id=1&lan=en

 

 

à Kernaussagen: (ggf. relevant für S.17/18 als weiteres Beispiel neben CoPs und ICT)

 

"UNIDO Exchange has been conceptualized and subsequently incepted out of the necessity for the Organization to improve, streamline and develop its own internal information dissemination, communication and networking processes, especially those related to interactions between its Headquarters and its operators" (http://exchange.unido.org/main2.asp?menu=MenuePopup3&ID=549&lan=en).

 

Siehe auch Ugbor, S. 53

• Platform to enhance cooperation, establish dialogue, develop partnerships

 

 

 

XIII.          Magarinos, Carlos (2005).Economic Development and UN reform. Vienna: United Nations Industrial Development Organization (UNIDO)

http://www.un-ngls.org/orf/UNIDO_file_id=33185.pdf

 

 

"If the diffusion of technology is to be given the priority it requires, this problem needs to be tackled head-on, particularly in view of the increasing diffusion of information and communication technologies (ICTs), biotechnologies and other advanced technologies."(S.34)

 

"It is often the case that economic development-oriented UN agencies claim competence in areas such as capacity-building for PSD, technology transfer and diffusion, or environment and energy. Many of them say they carry out technical cooperation programmes in those areas. But when it comes to describing the nature of their specific contributions and programmes, definitions become rather vague, and the amounts allocated to those programmes from their regular budgets and by donors' voluntary contributions are either  mall or undefined."(S.78)

 

"As far as the UN is concerned, the process leading to the issuing and subsequent approval of the MDGs has significantly contributed to an improved understanding and articulation of experience, knowledge and technical cooperation programmes in the social areas. Unfortunately, the same cannot be claimed for the UN programmes in the economic development field."(S.83)

 

"Collectively, the UN's economic development functions often suffer from a low level of coordination of their interventions (in part due to the limitations by design explained earlier), a lack of regular exchange of experiences and knowledge-sharing, or the absence of periodical evaluation and comparison of the results of its technical cooperation programmes  in countries emerging from crises or conflict situations."(S.84)

 

"Technical contributions are in high demand and the collective wealth of knowledge of the multilateral system can be put fully at their service, overcoming historical constraints of critical mass and lack of accumulation of knowledge along common and clearly defined tracks. Strengthening a common technical focus is, in my view, the right way to improve the history of low interactions between the BWIs and the UN bodies."(S.93)

 

XIV.          ACC Statement on Universal Access to Basic Communication and Information Services (1997)

http://www.unites.org/html/resource/acc1997.htm

 

 

"Over the past decades, the organizations of the United Nations system have carried out many projects at various levels incorporating communication and information technologies. However, today we must acknowledge that often this was done in a rather uncoordinated manner. We therefore perceive an urgent need for a more strategic and systematic approach to ICT and information management, based on a strengthened collaboration among the organizations of the UN system."(6. Punkt)