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Knowledge and Learning Leadership Summit White Oak - Jan 2008 Roberto B. Cavalcanti

Knowledge and Learning Leadership Summit White Oak - Jan 2008 Roberto B. Cavalcanti. Institutional Planning, Learning and Knowledge. Program Management and Planning Yves Pinsonneault, Alison Marian, Alexa Ball, Christian Lavoie, Meharoopan Jeganathan Conservation Initiatives

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Knowledge and Learning Leadership Summit White Oak - Jan 2008 Roberto B. Cavalcanti

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  1. Knowledge and LearningLeadership SummitWhite Oak - Jan 2008Roberto B. Cavalcanti

  2. Institutional Planning, Learning and Knowledge • Program Management and Planning • Yves Pinsonneault, Alison Marian, Alexa Ball, Christian Lavoie, Meharoopan Jeganathan • Conservation Initiatives • Tracy Farrell, Chantal Elkin, Ben Campbell • Learning • Andrea Margit

  3. DESIRED STATE Reduced layers Teams Planning System Peer to Peer Knowledge available Improvement through adoption of lessons learned Common processes and language CURRENT STATE Hierarchy Divisions and Departments Assignments Top Down Communication Knowledge exists Develop metrics Common tools CI - Knowledge Organization

  4. Program Management and Planning • Co-chairs PMG • Organizes and prioritizes PMG agenda and convenes meetings • Assigns review of materials submitted to PMG • Monitors follow up of PMG decisions and provides meeting minutes • Schedules and organizes PMG field assessments • Organizes pre-assessment • Manages/facilitates process and provides follow up between PMG and field programs • Annual Workplans • Co-convenes Annual Planning with Operations and Field Divisions • Responsible for Workplan Database system. Coordinates with field programs, ops, and IT on workplan requirements, design, content, timelines, training, and data entry. • Defines with IT development and support to the Workplan Database and links to other business systems

  5. Conservation Initiatives • Co-chairs SPG and supports Strategic Planning • Deploys Strategic Teams at the request of PMG • Works with Divisions to transition ST products to implementation • Works with RMG to secure funding for ST priorities • Current Portfolio: • Ecosystem Services and Freshwater ST • CI-Moore SP (and Capacity Building Initiative) • Wildlife Trade Program • Faith Based Initiative

  6. Learning • Manages Institutional Learning Initiative and its infrastructure on behalf of institution • Learning Networks • Global Teams • Learning Dynamos • Knowledge and Learning Strategic Team • P&S Publication Strategy (from Fred Boltz) • Infrastructure (with IT and Ops): Learning Portal, Intranet, Online Library • 6 Current Global Teams • 7 Learning Networks: KBAs, Conservation Corridors, Outcomes, Stewards, Finance, Partnerships and Capacity Building

  7. Knowledge tools in the world. Wikis, blogs, social networking, photosharing

  8. China Global Team • Lu Zhi, Roberto Cavalcanti, David Hess - and you! • Purpose: scale up capacity and forge conservation strategy that takes advantage of China’s and CI’s strengths across disciplines and regions • Main Elements: • National Conservation Priorities with government • Policy Center matching science/knowledge, decision making, and information - CCG and Mega Regions to replicate • Business and corporate engagement / HongKong office/RDO/CELB • Strategic Partnerships (in country, CI units, global) • SW China Hotspot as strategic focus for action on the ground - great national and regional repository of biodiversity, ecosystem services, and natural resources • China “footprint” is a two-way conduit

  9. Annual Planning FY09 • Co-convened by P&S Divisions and Ops • Decentralize and empower field divisions • Use workplan database indicators as primary means to compare and coordinate priorities across all of CI • VA based sessions should focus on lessons learned and transfer of knowledge • Divisions and depts should present sets of standardized slides that extract data from planning and financial syst. • Establish flows of learning and knowledge repositories in CI

  10. Knowledge and Learning Measures of Success • Support structure in place for deployment of teams including global plans, IT infrastructure, resources, and best practices • Organizational and partner-wide measures of knowledge availability and learning (transfer) • Team participation and knowledge contribution measures included into individual deliverables • Divisions and Departments adopt team-based project management • Lessons learned and organizational improvement included in performance scores • Common language in place for describing and communicating goals and processes • Demonstrated expertise in learning and innovation

  11. Cities

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