Communications Review 2009 Niamh Brannigan February 2010.
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Transcript of Communications Review 2009 Niamh Brannigan February 2010.
Communications Review
2009Niamh Brannigan February
2010
What Worked
What didn’t Work
New professional and fresh look for the GeSCI Brand
Updated site
Site has reflected GeSCI’s Strategy and organisation of work up to this point
Better resources
Makes good use of web 2.0
Good volume of site feedback
Brand
Country and Regional Pages static
Site is not a channel for views and experiences of partners
Site time consuming and difficult to maintain (whole site)
Knowledge Centre becoming overcrowded
No feedback on tools
Brand
ARP/AKE programme does not feature prominently on site
Stakeholders Brand new space for stakeholders
Interactive with video, images, discussion boards etc.
We ended up with 4 groups and many people joined
We have had noteable success with the OM and Research group
Stakeholders Tanzania and AKE groups did not engage
Minimal team inputs
Ning is password protected
Communities are notoriously difficult to cultivate.There is an underestimation of how much time and commitment and skill is required to build them
Overreliance on virtual apps to build communities
Marketing
Well designed
Branding consistent
Clear messages
Concepts explained
Broader appeal
Marketing
Major campaign requires organisation-wide support
Mail marketing has little impact without follow-up
We don’t know the impact of our message Marketing campaign must
blend online and offline channels
Need more input – ideas, news, stories and information
Knowledge Management
Knowledge management for the 21st Century
It facilitates a constant flow of knowledge which is applied and the cycle continues
Enables practice, approach and content to be constantly informed and thus improved by garnering input from other knowledge fields both tacit and explicit.
Its knowledge base is broad and rich
It operates in a shared domain
It ensures that knowledge is not static i.e. information
Knowledge Management
Misconception that ‘knowledge management’ is something someone else does – a knowledge officer, a comms manager or a research manager
Explicit knowledge must be better managed before GeSCI can afford to concern itself with ‘tacit’ knowledge
A knowledge bank or repository aides knowledge management but it is not the driving force
Knowledge management is hard to see but it is enabled by:•Monitoring and Evaluation (learning must influence programme)•Collaboration (enables much better sharing of knowledge which can be evident when collective goals are achieved)•Application of knowledge i.e. testing of TCO tool to improve it is an example of real knowledge management•Research and application of findings•Staff writing papers that synthesise their ideas (tacit capture) and those ideas being applied in real contexts
We need to focus on Knowledge Management as a whole with many small parts.
Any activity that enriches knowledge via the revision of an approach, a practice, a methodology, a tool, a report is knowledge management. Static knowledge saved in a data bank and reports written and circulated and then saved in a data bank is not knowledge management.
How
2010
Must
Be
Different
?
We Must COLLABORATE:
Systematically
ConsistentlyAround clearly defined goals
Across key Programmes
With clear roles and responsibiIities
Accountable to each other
CKM function will prioritise
CKM function will try to influence partners, not just produce outputs
CKM function will collaborate with each programme manager to develop mini-goals and objectives for each programme which both PMs will work together to achieve
The CKM function will measure and evaluate its progress by seeking feedback from the team
Progress lies not in enhancing what is, but in advancing toward what will be. Kahlil Gibran
Thank you for your time