Adding Value Through the Practice Architecture : Overview and linking the regional with the global and country level.

Adding Value Through the Practice Architecture : Overview and linking the regional with the

global and country level

By definition a Practice aims at Connecting Knowledge derived from Expertise with Knowledge derived from Experience

Practice Logic & Building Blocks

Policy Based Service Lines

Codified Methodologies, Tools and Feed-back Procedures

Practice Support (easy access to methodologies, tools and space for dialogue, user generated content)

Network of People Trained & Attached to Practice

Policy Based

Tools/Methodologies

Practice Support (substance)

Practice Support (people)

OVERALL PRACTICE ARCHITECTURE

5 TEMATIC

PRACTICES

CROSS CUTTING PRACTICES

Crisis Prevention and Recovery

G

E

N

D

E

R

D

C E

A V

P E

A L

C O

I P

T M

Y E

N

T

M

A

N

A

G

E

M

E

N

T

Energy and Environment

Democratic Governance

Poverty Reduction

HIV/AIDS

PRACTICE INTEGRATION

Global Practice Layer

Regional Practice Layer

RBA RBAP RBLAC RBEC RBAS

Country Solution Layer

PRACTICE & PRACTICE’S LEADERSHIP

Practice Global LeadershipCapacity Development BDP/ Kanni Wignaraja

Crisis Prevention and Recovery BCPR/Sudha Srivastava

Democratic Governance BDP/ Lenni Montiel

Energy and Environment BDP/ Veerle Vandeweerd

GenderBDP/ Winifred Byanyima

HIV/AIDS BDP/ Jeffrey O’Malley

Poverty Reduction BDP/ Selim Jahan

Management BOM/ Ali Al-Zatari

Value of Practice Approach – by Value Stream

• Value to Client • Value to future Clients• Value to financial partners• Value to Global Public Goods

– Knowledge about development– Standards– Descriptive data allowing others to generate

knowledge

• Value to Employees

Relationship between Offering and Business Model

Number of professionals leveraged

Commodity

Grayhair

Rocket Science

1: 15 – 30 (Rights Based Training)

1: 10 – 15 (Practicing Law)

1: 1-2 (High End Consulting)

Best practice Principles

• Design communities for evolution• Open a dialogue between inside and outside

perspectives• Invite different levels of participation• Develop both public and private community

spaces• Combine familiarity and excitement• Create a rhythm for the community

Benefits at Corporate Level Short-term ValueImprove Business Outcomes

Long-term ValueDevelop Organizational Capabilities

Arena for problem solving Ability to execute a strategic plan

Quick answers to questions Authority with clients

Reduce time and costs Increased retention of talent

Improved quality of decisions Capacity for knowledge-development projects

More perspectives on problems Forum for “benchmarking” against rest of development industry

Coordination, standardization and synergies across units

Knowledge-based alliances

Resources for implementing strategies Emergence of unplanned capabilities

Strengthened quality assurance Capacity to develop new strategic options

Ability to take risks with backing of the community

Ability to foresee technological developments

Ability to take advantage of emerging opportunities

BRC Client Survey 2007Top 3 areas ranked in KM and

Communications by COs (For Importance)

• Sharing of information and knowledge including good practices

• Communication & Information Sharing

• Organizing Communities of Practice (CoP) events for knowledge sharing

Top 3 areas ranked in KM and Communications by COs (For Quality)

• Facilitating Communities of Practice (CoP)

• Organizing Communities of Practice (CoP) events for knowledge sharing

• Sharing of information and knowledge including good practices

BRC Client Survey 2007In BRC services section, these are the top 5 BRC services COs

found useful• CoP activities have improved your networking with other

practitioners in the region• Advisory support has facilitated the CO in project formulation• Sharing lessons and good practices helped the project

formulation process in your CO• KM has helped in sharing regional lessons and good practices• Knowledge (best practices, lessons learnt, publications, etc.)

generated in BRC/PSPD has contributed to capacity building in the CO

UNDP 2007 Country Office Assessment of HQ Products and Services

Responses from RBEC

Favorable

(2007)

Neutral

(2007)

Unfavorable

(2007)

Favorable

(2006)

Neutral

(2006)

Favorable

(2006)

Participation of my office staff members in a practice network or other knowledge network benefitted this office

83% 17% 75% 25%

Participation of my office staff members in a practice network or other knowledge network benefitted their professional development

78% 22% 75% 25%

My office has adopted a practice culture - e.g. sharing knowledge, encourages network participation, etc

74% 26% 83% 17%

Global Staff Survey 2007

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

RBEC CO staff RBEC HQ Staff BRC Staff

Unfavorable

Neutral

Favorable

I am satisfied with the opportunities to share my knowledge and experience across UNDP

Global Staff Survey 2007

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

RBEC CO staff RBEC HQ Staff BRC Staff

Unfavorable

Neutral

Favorable

I am satisfied with the opportunities to share my knowledge and experience in my office

Global Staff Survey 2007

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

RBEC CO staff RBEC HQ Staff BRC Staff

Unfavorable

Neutral

Favorable

My Management Team encourages my participation in knowledge sharing and networking activities

Global Staff Survey 2007

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

RBEC CO staff RBEC HQ Staff BRC Staff

Unfavorable

Neutral

Favorable

In my office, knowledge sharing and networking supports our daily work

Global Staff Survey 2007

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

RBEC CO staff RBEC HQ Staff BRC Staff

Unfavorable

Neutral

Favorable

I am satisfied with the recognition I receive for doing a good job

Benefits to Community MembersImprove Experience of Work Foster professional

development

Help with challenges Forum for expanding skills and expertise

Access to expertise Network for keeping abreast of a field

Better able to contribute to team Enhanced professional reputation

Confidence in ones approach to problems Increased marketability and employability

Fun of being with colleagues Strong sense of professional identity

More meaningful participation

Sense of belonging

Incentives

• Incentives are linked to benefits.• Community members along with both their supervisors and

their clients should find that community membership makes for a better practice expert.

• However, empirically this is not necessarily the case. • [what do we know from staff survey about:

– How much staff value networks– Supervisors value networks?– Partners value networks – partners

Barriers to Benefit Realization

• Crowding out: - simply no time to realize the benefits

• Practice is not developed to deliver benefits as described.

• There is not a suitable practice domain for what I do.

• I as a staff member do not know what the practice can offer

• I do not have access to realize benefits.

Venture Philantrophy

Interview given to at the Center for Social Innovation, Stanford by Laura Arillaga-Andreessen

As founder and chairman of Silicon Valley Social Venture Fund (SV2) since 1998, Laura Arrillaga-Andreessen has focused on educating individual donors about effective philanthropic giving, strengthening the capacity of nonprofits, and building the knowledge base of the philanthropic field. Her academic research focuses primarily on foundation strategy, practice, and accountability, and it provides the basis for her current book project—the first case-based overview of the philanthropic sector.

Venture Philantropy and Social Venture Funding

Interview given to at the Center for Social Innovation, Stanford by Laura Arillaga-Andreessen

As founder and chairman of Silicon Valley Social Venture Fund (SV2) since 1998, Laura Arrillaga-Andreessen has focused on educating individual donors about effective philanthropic giving, strengthening the capacity of nonprofits, and building the knowledge base of the philanthropic field. Her academic research focuses primarily on foundation strategy, practice, and accountability, and it provides the basis for her current book project—the first case-based overview of the philanthropic sector.

Alignment between donor & grantee

Focus of Technical Corporation11

• Capacity Development is the primary focus of Practice activity.

• Three other areas are included:– Advice – policy oriented– Implementation support– Preparation/diagnostics

1. This is consistent with EC “Backbone Strategy” & UNDP’s Strategic Plan

Product Intensity of Professional Services across 4 Dimensions

Maister’s Spectrum of PracticeEfficiency (Procedures)

Experience (Gray Hair)

Expertise (Rocket Science)

Client ProblemEfficient solutions to common problems

Customize solutions

Unique solutions to unique problems

Application Skill Judgement Creative/innovative

Critical Success Factors

Established systems, methods, and methodologies.Efficient delivery

ExperienceKnowledgeDepth

Selling Proposition “Faster, better, cheaper”

Terminate & Retirement

Learning & Growth

Monitoring & Review

Implementation & Business Continuity

Disposal

Delegation of Risk Decision—Decision Making

Option Formulation/ Risk Mitigation—Selection of Options

Risk AnalysisVulnerability Assessment

Threat Assessment

Programme Assessment

Payroll & Banking

Organization & Life Event

Benefit & Entitlement Management

Vacancy Management & Hire

Payment Voucher ReceiptPurchase

Order Awarding ContractSourcingRequisition

GL AdjustmentPay cycleIncome ApplicationCash ReceiptBillingContract

Closing Project

Running Project

Risk ManagementInitiating Project

Defining Project

Risk AssessmentJustifying Project

Evaluating Program

Running Program

Risk Management

Initiating Program

Defining Program

Risk Assessment

Partner Feedback

Executing Strategy

Campaign Strategy

Stakeholder AnalysisAdvocacy & Advocacy &

CommunicatiCommunicationon

Program Program ManagementManagement

Project Project ManagementManagement

Human Human ResourcesResources

ProcurementProcurement

FinanceFinance

Security Risk Security Risk ManagementManagement

Development Outcomes

Deliverables

Deliverables

Accurate Financial Records

Acceptable Levels of Security

Informed Stakeholders

Development Outputs

Poverty Reduction

Environment

Crisis Prevention

Governance

Thematic Practices

Gender Empowerment

Capacity Development

HIV/AIDS

Management

Practice

Product-Practice Continuum

SUB-PRACTICES

• Democratic Governance

Sub-Practice Global LeaderPolicy Support for Governance

Parliamentary Development

Electoral Systems and Processes

Justice and Human Rights Nina BergE-Governance and Access to Information for Citizens' Participation

Decentralization, Local Governance and Urban/Rural Development

Public Administration Reform and Anti-Corruption

SUB-PRACTICES

• Energy and Environment

Sub-Practice Global LeaderWater Governance/ International Waters - Principal Technical Advisor

Andy Hudson

Climate Change mitigation and Carbon Finance

Marcel Allers

Climate Change Adaptation Bo Lim

Biodiversity Nik Sekhran

Land Degradation Anna Tenberg

Mainstreaming/Integrated Policies no global leader

SUB-PRACTICES

• Poverty Reduction

Sub-Practice Global LeaderStrategies and Policies for Poverty

Reduction

Inclusive Globalization MDG Support

SUB-PRACTICES

• Crisis Prevention and Recovery

Sub-Practice Global LeaderConflict Prevention

Crisis Recovery

Gender Equality

Natural Disaster

SUB-PRACTICES

• Capacity Development

Sub-Practice Global LeaderNational Implementation and Procurement Capacity

Kirsten Ejlskov-Jensen

Capacity Assessment Aid Management and Aid Effectiveness Dasa Silovic

Public Private Partnerships for Service

Delivery

SUB-PRACTICES

• Gender

Sub-Practice Global Leader

SUB-PRACTICES

• HIV/AIDS

Sub-Practice Global Leader

HIV/AIDS and Human Development

Governance of HIV/AIDS Responses

HIV/AIDS, Human Rights and Gender

UNDP-Global Fund Partnership

EMERGING PRACTICES

Legal Empowerment (Cross Cutting)

Emerging Donor Capacity Development (Capacity Development)