Common platform LAC SURF

UNDP Knowledge Fairs: A HOW-TO-GUIDE

Produced by:

PANAMA SURF
and Regional Project Knowledge Fair on Local Governance in Latin America

With the support of:

Sustainable Energy Programme- (EEG/BDP) and Bratislava Regional Center

United Nations Development Programme Draft Document, June 2005

UNDP Knowledge Fairs: A HOW-TO-GUIDE Panama Sub regional Resource Facility United Nations Development Programme Draft document June 2005

TABLE OF CONTENTS
Presentation

PART 1: the core principles of a knowledge experiencing and exchanging knowledge. A. The origins B. The context C. The purpose D. The key features E. The object F. The actors

fair:

PART 2: Conducting a Knowledge Fair: the experience and lessons learned in Latin America. A. Documenting the experience B. Setting the stage C. Promoting the fair D. Funding the fair E. Organizing the logistics F. Signing the agreements G. Adapting/transferring knowledge H. Creating Networks Make your own Annexes

PRESENTATION
This document presents the main concepts and practical aspects of a Knowledge Fair. The fair (or celebration) is an instrument that promotes knowledge dissemination and transfer through the direct interaction between the forgers of successful experiences and those interested in learning from them (suppliers and demanders of knowledge). This guide is addressed to any UNDP unit interested in carrying out a celebration, covering all the stages involved such as the preparation, realization and follow-up. The knowledge fair constitutes an effective knowledge tool that contributes to the consolidation of UNDP as a knowledge-based organization, within the new UNDP knowledge management model. This guide is based on the lessons that the knowledge fairs already carried out have yielded, and intends to serve as a reference point for future celebrations. This knowledge tool was originally developed by the UNDP Regional Project Knowledge Fair on Local Governance in Latin America, and has been tested on the area of local governance and human development in Bogot (Colombia, 2002), Guayaquil (Ecuador, 2004) and Rosario (Argentina, 2005), and on the area of the environment in Costa Rica (2003). In these fairs, the celebration took place in situ, meaning that the knowledge demanders were given a first-hand view of the successful experiences results and achievements in the locations where they were developed (although a knowledge fair doesnt necessarily have to be held in situ). The results achieved during previous fairs, the lessons learned, and the possibility of applying this knowledge transfer mechanism in other UNDP concentration areas and regions, have motivated the Regional Project and LAC-SURF to produce this guide. This document begins by explaining the concepts and context of a knowledge fair within the UNDP knowledge management model, and gives a quick overview of the main aspects of a celebration (Part 1). It goes on to respond to the basic questions the why, what, who, where and when regarding the main characteristics of a knowledge fair (Part 2). The guide continues by going more in depth about all the activities that have to accompany a knowledge fair the hows in order to make it happen (Part 3). Finally, the document concludes by commenting on the knowledge transfer agreements and how to follow up once the event is over (Part 4), and provides annexes which illustrate some of the elements used in previous fairs (Part 5).

PART 1

The core principles of a knowledge fair: experiencing and exchanging knowledge.

A.The origins and concept of a Knowledge Fair

The traditional mechanism of a fair has been adopted by UNDP as a tool for knowledge promotion and dissemination. This first chapter presents the concept of a knowledge fair and illustrates its main components through a concrete example. In addition, the role of these fairs within the new knowledge management model which is being developed by some UNDP units in Latin America and other regions is explained.

Fair (n),
1. A gathering held at a specified time and place for the buying and selling of goods; a market. 2. An exhibition, as of farm products or manufactured goods, usually accompanied by various competitions and entertainments: a state fair. 3. An exhibition intended to inform people about a product or business opportunity: a computer fair; a job fair. 4. An event, usually for the benefit of a charity or public institution, including entertainment and the sale of goods; a bazaar: a church fair.
The American Heritage Dictionary of the English Language, Fourth Edition Copyright 2000 by Houghton Mifflin Company. Published by Houghton Mifflin Company. All rights reserved

Originally created for religious purposes, fairs evolved over history to become an instrument par excellence for commerce, a means of displaying and exchanging different kinds of merchandise. In medieval times it was crafts and foods, during the industrial revolution manufactured products and machines, and in the modern age technological advances have been presented and spread through fairs. During these periods, fairs have contributed to the diffusion of different products and services, as scenarios where the producers could get in direct contact with those interested in purchasing the goods or curious to see what is being offered. Over time, fairs have also become a way of exhibiting and celebrating the achievements and manifestations of a particular country, group or organization (such as the World Exhibitions, where each country displays the ideas or advances which they want to share with other nations).

Today, in a world where information is abundant, the key is to transform it into useful knowledge. In this context, UNDP can use the simple yet powerful mechanism of a fair to promote knowledge transfer and consolidate itself as a knowledge-based organization. This tool can be used by UNDP to showcase by means of a celebration the knowledge obtained through successful experiences1. By celebrating these experiences and setting the stage for a fair, UNDP can enable the suppliers (forgers of these experiences) to interact with the demanders (practitioners interested in replicating/adapting these experiences in their own context), leading to the diffusion of successful experiences and to the transfer of knowledge. Knowledge Fairs can become a vital UNDP tool for achieving horizontal cooperation to transfer knowledge among actors. A knowledge fair showcases a successful experience by combining instruments of a traditional fair such as stands, guided visits and business rounds with lectures, panels and discussion tables. This allows the participants to get a first-hand view of the experience, exchange information, and sign agreements2 for horizontal cooperation to transfer knowledge. A knowledge fair has a great impact on the participants when it is in situ3, meaning that it takes place in the location(s) where the results and achievements of the successful experience were obtained. However, the knowledge fair methodology can also be applied in an event that is held in a different place from where the experience was developed, though a special effort must be made in order to somehow bring the participants close to the results and achievements. The concept of a knowledge fair proposed by UNDP can be summed up in the following definition:

Knowledge Fair (n),

An event where a successful experience is celebrated and exhibited, by carrying out activities which allow the direct interaction between the suppliers and demanders of knowledge, leading to the signing of agreements for knowledge transfer.

UNDP

For purposes of this guide, a successful experience is a set of projects, programs or policies implemented at the local, regional or national level, with verifiable and sustainable results obtained during a period of time, with positive impact over peoples quality of life. This concept can also be associated to the notion of good practice. 2 An agreement or MoU Memorandum of Understanding is a manifestation of will between knowledge suppliers and demanders to initiate a horizontal cooperation process for knowledge transfer. It is not a legally binding document. 3 In this guide the focus is on the in situ fair methodology, since it is the most tested to the moment and has generated a strong impact among the participants by allowing them to experience close-up the achievements which are being celebrated.

B.The context
The knowledge fair is a tool which contributes to the promotion and dissemination of successful experiences. Although the knowledge management process can be divided into many different and overlapping phases, it can be broken down into 3 big stages: knowledge generation, promotion and transfer. The following diagram illustrates the position of knowledge fairs in the knowledge management process

Knowledge management cycle

Knowledge generation, codification and systematization Knowledge promotion and dissemination

SUPPLY

Effective Knowledge transfer

DEMAND

Knowledge Fairs

The first stage in the knowledge management process is the knowledge generation. It begins with the establishment of a conceptual and policy framework. Based on this framework, an empirical knowledge base is built by gathering successful experiences basic information. From these experiences, those which are most in accordance with the conceptual framework are thoroughly documented. The lessons learned and methodologies extracted from the documented experiences are codified and systematized into useful knowledge. During the second phase, the knowledge previously codified (or packaged) is promoted and disseminated. This is achieved by using different mechanisms, such as a web page (provided with a powerful search engine) with broad range of action. Another way to carry out this phase using a more focused approach is through knowledge fairs, where knowledge is promoted allowing demanders and suppliers of knowledge interact directly. The third stage is the effective transfer of knowledge. This phase is supported with methodologies designed to ensure a systematic knowledge transfer from the supplier (key actors from successful experiences) to the demander (actors that are looking for horizontal technical assistance). Development projects, with higher added value by UNDP, are designed through customized missions integrated by the knowledge suppliers (non-UNDP experts from successful experiences) and UNDP facilitators. In this way, policy advice and advocacy on UNDP core development issues is transmitted to stakeholders in a more effective way through peers. See annex 1.

Illustration: Other UNDP units benefit from the LAC KM model The KM model in LAC has also served as input for UNDP in other regions. For example, the Regional Center in Bratislava has taken steps forward to adapt LOGOSIS the good practices information system- and to work together with the LAC-SURF and the Regional Project on Local Governance in designing a diagnostic tool on MDGs at the local level. The Regional Center in Bangkok capitalized on the methodology of the knowledge fair to dynamize the Asia RR/DRR Meeting (end-April 2005). The Global Energy Programme has designed the Knowledge Management Strategy in UNDP Energy Sub-Practice to a great extent based on the experience of the LAC-SURF and the Regional Project on Local Governance in LAC. BDP and RBLAC senior management have demonstrated interest and willingness in promoting this cross-collaboration between regions and units.

C.

The purpose

It is in UNDPs interest to promote and carry out knowledge fairs because they constitute a knowledge management tool that strengthens the UNDPs position as a knowledge-based organization, while improving day-to-day UNDP business. The 6 main reasons why UNDP can benefit from using the knowledge fair mechanism are: 1. The knowledge fair showcases a successful experience framed within UNDP paradigms. The successful experience - chosen based on criteria established by UNDP - is celebrated and exhibited in a way that allows the knowledge demanders to directly interact with the forgers of the experience and have a first-hand view of its results and achievements. 2. The knowledge fair contributes to the consolidation and continuity of a successful experience. The actors involved in the successful experience are encouraged to consolidate the projects, programs and policies that made the achievements possible. The distinction from UNDP as a successful experience and the interest manifested by peer actors to transfer knowledge, become motives of pride and lead to continuity. 3. The knowledge fair positions UNDP as a knowledge organization in the development arena. The fair enhances the organizing UNDP units visibility and positions it as a major player in its respective development area. The fair improves the perception that the different participating actors in the celebration have of UNDP. At the same time, UNDPs main paradigms and activities are made known within the citizens close to the event and are promoted through the media. 4. The knowledge fair enhances UNDPs advocacy role. Through the fair, the paradigms promoted by UNDP are exposed by the forgers of the successful experience and illustrated with practical examples (results and achievements obtained). In addition, the paradigms are promoted by the media through the coverage given to the celebration. In this way, UNDP advocacy is being reinforced through other actors who have a closer contact with the general public. 5. The knowledge fair contributes to UNDP role as broker in South-South cooperation. The fair enables the direct interaction among demanders and suppliers of knowledge obtained through successful experiences. The signing of MoUs for horizontal cooperation, strongly promoted during the fair, lays the groundwork for future peer-to-peer knowledge transfer among actors from developing countries. 6. The knowledge fair generates business opportunities for the UNDP. The agreements signed during the fair represent potential new high added-value business opportunities for UNDP, as the implementation of the knowledge transfer processes usually requires a project as an operational platform. The UNDP units capacity to effectively follow up on the MoUs will determine how much of this potential is capitalized.

D.

The key features

Sensing the experience

Instrumentalizing the exchange

Peer to peer interaction

E. The object
The fair celebrates successful experiences
A successful experience is a set of programs, projects and policies implemented at the local, regional, subregional or national level during a certain time, that have obtained sustainable results in improving indicators in human development. The fair celebrates the experience as a whole process, taking into account the before, during and after phases.

After doesnt suggest that an experience ends at a precise point in time. In fact, a knowledge fair can celebrate an experience which is still ongoing, and thus take partial results as indicators of its success. Moreover, in most cases it is impossible to consider an experience as finished because each project, program and policy is tied to others which continue in time and make part of a larger development strategy. UNDP takes into account two kinds of criteria when selecting the successful experience which will be celebrated through a knowledge fair. The first consists of the elements which demonstrate the success of an experience (success criteria). The second refers to the circumstances surrounding the experience which make the development of the event feasible (opportunity criteria). When deciding on the experience to celebrate, UNDP has to find a balance between the success and opportunity criteria. If, for example, there are two experiences which fulfill the success criteria to the same degree, the opportunity criteria will determine the final decision.

Choosing an experience for a knowledge fair

Success criteria According to UNDP, an experience is successful and can be celebrated in a knowledge fair when: The experience has recognition as successful. There is a consensus about its positive results among various actors, such as the benefited community, the public opinion, peer practitioners and experts. The experience has verifiable results. There is justifiable information (not simply observations) regarding the quality and results of the experience. The fair should support the achievements with indicators and practitioners judgments. The experience is sustainable in time. There are several types of sustainability (financial, administrative, legal, etc.) to consider, but most of all the experience should be socially appropriated, so that it has continuity over time despite changes in the government or in the legal framework. The experience possesses a high potential for transfer. The particularities of the experience are not an impediment so strong that the methodologies and lessons learned cannot be applied by peer actors in their own context. The experience is framed within the paradigms promoted by the UNDP. It is oriented towards capacity-building and enabling for human development. The experience contributes to the achievement of UNDP goals such as MDGs. Opportunity criteria In addition, the experience can be celebrated when the following circumstantial aspects are present: Political viability. There is a common belief among the diverse forgers of the experience concerning its success and the collective benefits of carrying out the event. Other influential actors are not opposed to the realization of the fair. There are good relations between UNDP and the main knowledge-supplying institution. Financial resources. There is a serious commitment to provide sufficient resources by the UNDP and the main partner (knowledge supply). Alternative ways of financing the event are also considered beforehand. Time availability. There is enough time for the complete preparation of the event. Between 6 and 9 months are necessary for this process.

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The fair celebrates the experience through a central thesis and thematic axes
Once the successful experience to be celebrated has been selected, a central thesis containing the experiences main achievements is constructed. This main theme, which summarizes the process and results of the experience, also determines the focus and sets the tone for the fair. The accomplishments per se are not the central theme; rather it is the whole range of processes that made them possible within the experience, incorporated into the thematic framework defined by UNDP. The central thesis is broken down into several thematic axes which constitute the specific elements that make up the experience. It is responsibility of UNDP, together with the main partner in charge of organizing the event, to determine the central theme and thematic axes of the celebration. The conceptual structure of the main thesis and thematic axes guides the documentation process and the elaboration of the agenda. During the fair, the projects, programs and policies implemented in the experience are organized under the thematic axes. They are presented by means of the different mechanisms used to encourage interaction between knowledge demand and supply. Besides the central thesis and its thematic axes, the fair also leaves space in the agenda for the discussion of the main challenges faced by the experience. In this way, although the achievements are celebrated, it is made clear that there is still room for improvement and that lessons can be learned from other experiences. See annex 2.

Illustration: How was the thematic content organized in Rosario Experience?

In Rosario Experience, the central thesis was Rosario, urban and human development based on citizen participation. The decision to adopt this thesis was due to the emphasis that the last municipal administrations gave to the development of the city, in terms of infrastructure and amenities but also the focus on the quality of life of its citizens. It also expresses the social consensus existent vis--vis the development model implemented by Rosario. The central thesis was supported by the following thematic axes, which represent the projects, programs and policies which contributed the most to the success of the experience: o public health o children o public space and urban management o decentralization and citizen participation The subjects identified as challenges for Rosario were: o citizen security o regional economic development o youth policies

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F. The actors
A knowledge fair brings together a broad range of actors from the public sector, private entities and civil society with an interest in participating in the event. The participants in a celebration consist primarily of 2 main groups: (1) the knowledge suppliers (those directly involved in the development of the successful experience) and (2) the knowledge demanders (those actors interested in learning from and/or replicating the experience). The organizer(s) of the event strategically select these participants with the main objective of promoting knowledge transfer. Other actors which participate in some way during the fair are the sponsors, the media, the supporting personnel, and the local community.

Suppliers: those who forged the experience

The knowledge supplying actors are those who were directly involved in the formulation and implementation processes of the projects, programs and policies celebrated in the fair. Their testimonies and observations allow the attendees to obtain first-hand knowledge of the projects, programs and policies of the experience, as well as the circumstances and difficulties which had to be overcome in order to achieve successful results. These suppliers of knowledge represent crucial partners for the organizers of the event, since their inputs help define the thematic agenda of the event, and because they directly interact with the knowledge demanders. During the fair, the knowledge generated by the experience on specific topics is exhibited, yet at the same time it is contrasted and enriched with other successful experiences developed by actors in other contexts. In this sense, the knowledge supply comes from the actors directly involved in the experience celebrated, on the one hand, and actors from other successful experiences, on the other. The first group, those involved in the experience being celebrated, consists of actors from: Public institutions: These organizations are the ones that implemented the projects, programs and policies of the successful experience. Public administrations play a prime role in the experiences highlighted in the celebrations, which is why actors at the highest rank at the local, regional and national level of government participate in the event. They are interested in showing how they contributed to reach the achievements and in exporting their knowledge (lessons learned) to peers. For these institutions, it is also a motive of pride to be recognized by UNDP as part of an experience that is an example for others. Former government personalities who were involved in previous stages of the experience participate as speakers, attesting to its continuity and sustainability. Private sector: Private organizations offer specialized products and services which contributed to the development of the successful experience. The chambers of commerce can provide information and help contact private entities interested in offering their knowledge during the fair. Civil Society: The participation of civil society through NGOs, grass-root organizations, neighbors associations, and other groups, allows the civilians involved in the experience to take part in the celebration and creates capacities in social actors. For those demanding knowledge, it is valuable to know the point of view of the community affected by the experience so as to assess the level of social appropriation of the policies and programs implemented by the government. The second group refers to actors from other successful experiences: External experts: The fair is enriched by the participation of experts, guest speakers who were not involved in the experience celebrated, but possess

Lessons learned: defining roles between organizers The specific role and responsibilities of UNDP and of its main partner should be clearly defined from the moment it is decided to carry out the fair. Even if the main partner or various actors provide most of the resources for the event and assume several tasks, UNDP should assure that all the activities developed in the fair are framed within its principles and paradigms. In Guayaquil Experience, the roles were not clearly defined from the beginning, and so the municipality (as the main financial partner) assumed an overwhelming role in the whole process of the fair, minimizing UNDPs decisionmaking capacity. Lessons learned: experiencing other fairs beforehand For the organizing team of an upcoming fair, participating in other similar events beforehand can be the best way of creating capacity for the successful realization of its own event. Miguel Lifschitz, mayor of Rosario, and Monica Bifarello, general secretary of the municipality of Rosario, attended Guayaquil Experience (celebrated 8 months before Rosario Experience), and by doing so were able to have a first-hand experience of how to prepare and develop a knowledge fair. This facilitated Rosarios understanding of the concepts and methodologies implemented in a celebration, saving valuable time and resources. Illustration: Which were the working groups in Bogot Experience? Logistics and Public Relations Group | \

UNDP ----------------Communications and Media Group | Thematic Group 12

valuable knowledge on the themes presented in the celebration and are widely recognized as connoisseurs of those subjects. Their contributions can come from lessons learned through their own experiences or from academic investigations on the topics discussed. In this way, the audience is shown different points of view, and the event acquires a broader and higher profile.

Demanders: those who are interested in the experience

The demanders of knowledge are those interested in learning about the successful experience and eventually applying its main projects, programs and policies to their own context. These actors, according to their reasons for attending the fair and their decision-making capacity, can be divided into two large groups: Practitioners: actors who have decision-making capacity are interested in potentially replicating the successful policies, projects, programs presented during the fair in their own context. These practitioners work in the same thematic area and in a similar context as those presented during the event. Some of these actors, besides participating as knowledge demanders, can share their own experiences with the other participants in the event. General audience: people who are interested by the themes presented in the celebration and seek to learn more about them. They can be: a. Professionals, seeking to broaden their career horizons by obtaining knowledge, making contacts, and adding value to their rsum by attending the fair. b. The academia, consisting of professors and university students who wish to learn about the experience and take advantage of the knowledge presented by both practitioners and renowned experts on the themes of the fair. c. Individuals, different members of society can have a personal or intellectual motivation to participate in the event. Although the fair promotes the attendance of members from both groups, a greater effort is made on achieving the participation of the practitioners. They are the ones who demand knowledge, have decision-making capacity in their context, and, in consequence, are able to begin negotiations for effective knowledge transfer.

Illustration: What was the profile of the practitioners who attended Guayaquil Experience? Considering that the themes celebrated in Guayaquil Experience were urban renewal, social action, institutional efficiency, and mobility, the practitioners who were identified and invited to attend the knowledge fair were: Mayors and other local authorities from latinamerican municipalities with a potential or manifested interest in developing projects similar to Guayaquil in the areas celebrated. o Mayors and other local authorities from latinamerican municipalities with similar features as Guayaquil (cities with ports, dynamic commerce, social inequality, partial access to public services, etc.) o Presidents and executive directors of associations or federations of municipalities. o National officials (ministers, congressmen, directors of national entities, etc.) from other latinamerican countries. o Representatives of NGOs in Latin America which operate in the themes presented in the fair. Lessons learned: inviting external experts A special effort should be made by UNDP to assure the attendance of distinguished external experts on the themes of the experience celebrated. UNDP can use its position as a wellknown and neutral institution to obtain the participation of these experts ad honorem, making it only a matter of arranging their air travel and accommodation. In Rosario Experience, the renowned expert on ethics and development issues Bernardo Kliksberg participated as a speaker (see picture). In Bogot Experience, the former mayor of Palermo (Italy) Leoluca Orlando presented his experience on the subject of citizen security, a field in which he is internationally recognized. In Guayaquil Experience, the prominent professor from Oxford University, Nabeel Hamdi, gave a lecture on the subject of urban renewal. The participation of these and other highprofile personalities gave the knowledge fairs prestige and generated a higher interest from the media.

Organizers: those who plan and carry out the celebration

As originally conceived, UNDP is the main organizer of a knowledge fair. However, UNDP should not take upon the task of organizing the celebration by itself. Given that the fair celebrates an experience that has been developed by different actors, the institution most involved in its projects, programs and policies can become the main partner (or co-organizer) of the event. UNDP: refers to the UNDP unit which promotes the realization of the knowledge fair. The UNDP unit, in spite of having other organizing partners, holds significant leverage on all the aspects of the fair, especially regarding the thematic content. The UNDP role as organizer strives, above all, to define the substantive basis of the celebration and assure its development framed within UNDP principles and paradigms. Main Partner: is the institution usually associated as leader of the experience or representative of its main achievements and results. The main partner is involved in the whole process of planning and carrying out the fair, and helps define the thematic axes and logistical matters of the event. This organization represents the supply of knowledge extracted from the experience and coordinates the various other knowledge supplying

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institutions. The communication channels with UNDP are made clear and predefined in order to avoid errors and misunderstandings, especially in cases where the UNDP unit and the main partner are not in the same city. o Working groups: a knowledge fair entails different kinds of tasks during its preparation and development that require specialized knowledge, skills and expertise. For this reason, working groups created by UNDP and the main partner, are established to develop specific activities. They are supervised by a coordinating unit, led by the fair manager who constitutes the director of the whole event. The following list indicates the main tasks which should have a working group assigned: o General coordination and supervision: besides the general tasks of overseeing the preparation and development of the event, this group should be in charge of ensuring key aspects like the financing and resource mobilization, the elaboration of the agenda and the establishment of key contacts. o Documentation and thematic content definition: this group is in charge of the documentation of the successful experience and the definition of the fairs main thesis and thematic axes. Inputs from this group to the coordinator are used in the elaboration of the agenda. o Logistics organization: the logistical matters are responsibility of this team during the preparation as well as in the carrying out of the event. o Promotion: this group is in charge of marketing, communications with the media and promoting the attendance to the fair.

Illustration: Who were the partners in Guayaquil (local experience) and Costa Rica (national experience)? In the in situ fairs the partner is the local authority of the place where the experience was developed. In the case of the Guayaquil (Ecuador) knowledge fair, the partner of UNDP ECU was the Municipality of Guayaquil. When carrying out a national fair (like in the case of the Costa Rica knowledge fair on the environment), the main partner could be a national institution that manages the theme celebrated in the fair. In Costa Ricas knowledge fair it was the Ministry of the Environment and Energy. Lessons learned: bringing high-profile participants High profile practitioners and UNDP representatives should also be targeted for the event, so as to gain prestige and attract media attention. The VIP practitioners from the demand side of knowledge should be invited by UNDP, who eventually covers all the expenses in order to motivate their participation in the fair. In addition, different UNDP units should arrange to have some high ranking staff attend the celebration. Lessons learned: contingency plan for attendance An elevated number of participants give a good impression of the quality and importance of the fair. For this reason, there should be a last-minute contingency strategy (plan B) in case the expected attendance isnt fulfilled during the fairs activities. Local actors such as students, social organizations, foundations, etc. - can be contacted and invited to participate in the event for free, when the level of participation from registered actors is not satisfactory.

Other participants
Besides the previously mentioned participants, a knowledge fair brings together other actors who partake in a direct or indirect way in the celebration, such as: o The external sponsors: various actors such as private companies, universities, or other institutions can participate in the event by providing contributions in money or in kind. These entities can have an interest in supporting the fair because they have the opportunity to promote their image in a high-profile event, as well as to publicize their products and services. The supporting personnel: they provide information and support to the participants during the fair, guide them through different activities, help with logistical matters and service the stands and business rounds. They can come from the UNDP unit and the partners or, in some cases, be subcontracted to carry out specific tasks during the development of the fair. The media: through radio, television, newspaper, and the internet, help promote the fair before it begins, but also cover and publicize the event while it is happening. By assuring the presence of the main local and national media, a high interest in the celebration is generated, thus gaining prestige and recognition from the mass audience and from specialized observers. The local community: the inhabitants of the place where the fair is held usually participate in some way during the celebration. It is positive to involve the general public, even though they are not registered as participants, because they are an essential part of the experience being celebrated (especially when it is an in situ fair). The fair can be participative by having stands and exhibition spaces open to the public, and offer information to those interested in learning about the event.

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PART 2

Conducting a Knowledge Fair: the experience and lessons learned in Latin America.

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A.Documenting the experience

The successful experience celebrated in a knowledge fair is previously analyzed and presented during the documentation process. This phase includes the compilation of data, analysis and systematization of the information, and the preparation of documents organized under the main thesis and thematic axes of the fair. The purpose is to deliver a finished product to the participants of the celebration at the beginning of the event, together with the rest of working material provided. The documentation process also aims to validate the main thesis of the celebration, which is why it is done in a participative manner. This process is carried out parallel to the definition of the thematic agenda of the celebration.

Documentation working group

The documentation process is assumed by a specialized working group established by UNDP and the main partner. This group consists of a general coordinator and several actors specialized in the subjects of each thematic axis of the experience. In order to assure the impartiality of the documentation process and its outcome, the team is made up of actors who are familiar with the experience, but can give an unbiased account of its results and achievements. This activity as well as other tasks within the fairs preparation and development can be sub-contracted to specialized entities in order to facilitate the whole process. However, all the resulting documents and products have to be cleared by UNDP and the main partner to assure that their content fulfills the knowledge fairs objectives. On the one hand, UNDP confirms that the content of the documents is framed within the principles and paradigms promoted by the organization; on the other hand, the main partner verifies that the information presented about the experience is accurate and the sources reliable.

Illustration: Bogot Experiences Document The documentation process was carried out by the Universidad Externado de Colombia, one of the most recognized centers of excellence in human sciences in the region. The actors who were directly involved in forging the experience, the population who benefited from its results, and external experts validated the content through thematic discussions. The structure of the book was as follows: 1. Conditions for local governance 2. Citizen security 3. Public space, housing and mobility 4. Equality: health and education

Compiling information from the involved actors

Once the working group for the documentation process has been defined, the sources of information about the experience are identified. Some of the possible sources, among others, are: o Published articles o Interviews with the forgers and benefited actors o Polls and other expressions of public opinion o Official reports o Legal documents Based on the sources mentioned, the compilation and analysis of the experience begins. During this stage of the documentation process, the information is validated and complemented by the actors involved in the implementation of the projects, programs and policies of the experience, as well as by those who have benefited from its results. External actors, such as academic personalities and thematic experts, also contribute to validate the content of the document. All these actors participate through thematic meetings or discussions, which allow them to give their inputs and to reach a consensus regarding the main thesis of the successful experience. This method, besides being agile and participative, assures the support from strategic actors who validate the content of the documents.

Illustration: Costa Rica and Rosario experience publications

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Content and structure of the document

The document presents the successful experience in terms of a main thesis and the thematic axes which refer to the specific projects, programs and policies which were implemented. The experience is analyzed through all its stages, beginning with the initial context, moving on to the implementation process, and concluding with the achievements or partial results obtained. The document is addressed mainly to practitioners, which is why the information is presented in a precise and practical form, allowing the lector to become familiar with the actions taken to attain the results of the successful experience. The document should be reader-friendly, and thus include appealing images, pictures, charts and boxes. The text information can be presented in two ways: in print and in magnetic format. The first allows the participants to maintain a direct contact with the information throughout the fair. The printed document can be carried around during the event, and makes it possible for the participants to read more in-depth on the subjects of particular interest to them. The second is useful because it is practical for participants who come from far and wish to take several copies to share with their colleagues. In addition, the CD-ROM format permits the inclusion of additional visual material and attachments.
The document for Costa Rica Experience was organized in five booklets, comprising a booklet with an overview of the experience and 4 booklets covering each of the thematic axes of the fair: ecotourism, environmental services, clean production, and biodiversity.

In the case of Rosario, one main text was elaborated with a chapter on governance and a chapter for each of the thematic axes: children, health, urban building, decentralization, and citizen participation. Lessons learned: Enough time to produce a quality publication At least 4 months are necessary for the elaboration of a quality document, although 6 to 8 months is better since there is enough time to incorporate modifications and corrections. The timing should also take into account that the document has to be checked and proof-read by UNDP and the main partner before sending to print. Lessons learned: the publication is attractive but simple The document is part of the working material for the event, and as such should be easy to carry around and handle. Experience with previous documents indicates that the publication should be printed on simple paper, with an attractive exterior and interior design, but not too complex. Ideally, the text should be presented through one document. Having several volumes is not practical for reading and handling during the fair. Lessons learned: the document must be ready on time The book has to be ready before the beginning of the event so that it can be delivered to the participants upon registration. Handing out the document at the start of the fair allows the participants to inquire into the themes of particular interest, in this way complementing their experience in the activities with the information in the document. On occasions when the document has been given out at the end of the event, many participants didnt receive it, and high costs for delivery through the mail had to be assumed. 17

The thematic discussions The thematic discussions allow the working group to receive inputs and validate the experiences main thesis with those who implemented its programs, projects and policies, those who benefited from its results and achievements, as well as with external experts and members from the academia. Before carrying out the thematic discussions the expected results from the activity should be clarified. Two general objectives are expected: the generation of minimum consensus between the participants about the achievements and results of the successful experience, and the collection of information as inputs for the working group. There should be a coordinator present during the discussions in order to gear the meetings towards the expected results, establishing the rules and objectives of the activity to all those who participate. Concerning the size of the meetings, it is recommended not to exceed 20 people. Having a small group allows each person to participate more and facilitates the achievement of results.

B.Setting the stage

The location(s) chosen for the development of the fairs activities are representative of the experiences achievements, or at least allow the participants a close contact with them. This is easy to accomplish in the in situ fairs, because the celebration takes place in the same geographic area where the experience was developed. The locations used for the celebration can illustrate an important stage in the process of the experience, or be a result themselves. Two general modalities for establishing the location(s) for the event have been tested: 1. Fair with multiple locations The activities related to the event take place in the multiple scenarios where the results or processes of the successful experience can be witnessed first-hand. This methodology implies the constant transfer of the participants through different areas within the territory where the experience took place, approaching them to its context. This generates a high impact among the participants, in terms of illustrating the experience. 2. Fair with one main location There is one main location for the development of the fairs main activities. Activities with an elevated attendance, such as the inaugural and closing ceremonies, can take place in other scenarios more suited for massive audiences and protocol acts. Guided visits to places representative of the processes and achievements of the experience are included to enrich the celebration.
Lessons learned: multiple locations Utilizing multiple locations in a knowledge fair provides dynamism to the event, but also implies more efforts for the organizing team, such as: o Higher transportation costs o Multiplication of logistic tasks o Set up and disassembly of the mobile structures of stands, business rounds, etc. Illustration: Which were the multiple locations of Bogot Experience? In Bogot the fair was carried out in different locations which changed every day. Places representative of the successful experiences results and achievements were chosen to carry out the events activities.

Applying the knowledge fair mechanism ex situ

In knowledge fairs that dont adopt the in situ modality, it is not possible to use locations that are representative of the experiences celebrated because the events take place in a different geographic area from where they were developed. This can occur when a knowledge fair celebrates several successful experiences from different thematic and geographic areas, and the event is carried out in one particular territory. In this case, the fact that the locations themselves dont allow the participants to have a first-hand view of the experience is compensated by resorting to different means of letting them get close to it. To this effect, the organizers can arrange for aids such as testimonies, audiovisual support, teleconferences, and exhibitions, among others.

Luis Angel Arango Library

El Tintal Library Lessons learned: one main location Having one main location can be a simple yet effective way of carrying out the event, but it must be combined with guided visits to the places representative of the experiences achievements and results. With one central scenario, the participants have a clearer idea of where the stands and business rounds are located and can easily reach them.

General characteristics of the sites

Regardless of what modality is adopted in the knowledge fair, the selection of the locations has to take into account logistical matters. This means an appropriate infrastructure in terms of telecommunications, public services, access routes, and security conditions. The organizers need to adapt the

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scenarios to the activities that are carried out, whether it is multiple locations or just one. A special emphasis is given to the spaces which are set apart for the direct interaction between knowledge suppliers and demanders (also referred to as the marketplace), such as the stands and business rounds.

Illustration: Where was the main location of Guayaquil Experience? Most of the activities of the fair were held in Plaza Rodolfo Baquerizo Moreno, in the Malecon el Salado. Although the celebration was centered on this location, guided visits were arranged so that the participants could get a close view of the locations that evidence the achievements obtained by the city during the last years. The opening act took place in the Palacio de Cristal, symbol of the citys urban renewal.

The knowledge fair is a non-conventional means of knowledge transfer, and as such doesnt follow the traditional routines of conferences and seminars. Innovative ways of connecting the knowledge supply and demand, allowing a first-hand view of the successful experiences results and achievements, are used in a celebration. To this effect, there are mechanisms that go from dealing with the most general aspects of the experience (lectures and panels), to others which cover the more specific elements (discussion tables) and allow suppliers and demanders to interact directly (stands, business rounds and guided visits). These different activities are programmed in the agenda, illustrating each of the thematic axes of the fair.

Lectures and panels

The lectures and panels in a knowledge fair are activities that offer the audience a broad picture of the successful experience as a whole. They constitute spaces where the central thesis of the fair is presented and the participants are given a general understanding of the experience. These activities have an exclusive spot in the agenda so that all the participants of the knowledge fair can attend. This is where the knowledge demand can identify the themes that interest them and that can be examined in detail during the development of the other activities of the fair. The content of the lectures and panels comprises each of the thematic axes that were established in the agenda. There are introductory lectures which give an overview of a subject, propose concepts and general methodologies, and make references to successful experiences from other contexts as well. There are also complementary lectures or panels, where there is an explanation of the processes generated in the experience and of the synergies that exist between the different programs, projects and policies that make it up, as well as the achievements reached. These panels or complementary lectures usually include presentations from several speakers. In the lectures, there is someone who presents the speaker and collects questions from the audience. As for the panels, there is someone in charge of presenting the different speakers, moderating their presentations and transmitting the questions from the audience. In both cases, the moderator or presenter should be from UNDP and take advantage of this

Lessons learned: lectures open to the community The introductory lectures that present the thematic axes of the fair can be available to the local community where the fair is held. In this way, the citizens are integrated in the celebration and the activity becomes an attractive event for the media to cover.

Lessons learned: teleconference as an alternative Technological communication methods, such as the teleconference, can be useful tools to enable the participation of important foreign speakers. In this way, transportation and lodging costs are considerably reduced, and it is a method that captures the audiences attention despite the distance.

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space to tie the lectures and panels together with the paradigms and principles upheld by the organization. Who gives the lectures and panels? The speakers invited to give lectures or participate in panels are selected among: o o o o Practitioners involved in the development of successful experience being celebrated Practitioners involved in the development successful experiences from other scenarios Experts specialized in the subjects discussed in fair High-profile UNDP official who presents organizations view on the main thesis of celebration the of the the the

Illustration: What were the lectures and panels in Guayaquil Experience? During the fair, three main lectures were given on: local governance (by Juan Manuel Salazar, Director of the UNDP Regional Project on Local Governance in LA), an overview of the Guayaquil Experience (by Leon Febres Cordero, former mayor of Guayaquil and former president of Ecuador) and urban renewal (by Nabeel Hamdi, Oxford University expert). Three panels were also carried out on: Millennium Development Goals, Guayaquils challenges, and successful experiences of other Ecuadorian and Latinamerican municipalities. These activities had a massive participation and were held in auditoriums that could hold up to about 350450 people.

Discussion tables
The main purpose of the discussion tables (or workshops) is to offer more detailed information to the audience concerning the methodologies and the achievements of each of the projects, policies and programs that make up the experience. In this phase, the concepts are closely related with the practice, emphasizing not only on what was achieved but on how it was done. There are two types of discussion tables: those discussing the achievements of the experience, and those debating over the challenges it still faces. The speakers of the discussion table which focus on the achievements are the practitioners involved in the successful experience, while in the discussion tables on the challenges they are practitioners from external successful experiences. In order to guarantee that the participants associate them with the lectures and panels (and overall with the central thesis of the fair), UNDP provides the speakers clear indications so that their presentations stay in tune with the guidelines of the agenda. As in the lectures and panels, the discussion tables are moderated by someone from UNDP staff. In order to make the most of the time available during a knowledge fair, some discussion tables are held simultaneously. This gives the participants the opportunity to choose the specific themes of the experience which interest them the most and expand their knowledge in those areas.

Illustration: Which were the discussion tables in Costa Rica Experience? Following the main thematic axes of the environmental experience of Costa Rica, simultaneous discussion tables took place on: ecotourism, clean production, biodiversity and environmental services. For example, after the lecture on ecotourism, two discussion tables were held on: i) ecotourism operators and ii) communitarian ecotourism. In this way the participants had the opportunity to choose in which discussion they wanted to participate.

Lessons learned: giving the participants a choice Offering the participants several options by means of the simultaneous discussion tables gives them the opportunity to choose their subjects of most interest. Thinking ahead about the potential attendance to each one of the sessions can help avoid an overcrowded or empty room. The participants preferences can be identified before the event, through the website or at the registration table. 20

Stands
The stands are the first mechanism par excellence that encourages negotiation between actors in a knowledge fair. They are spaces permanently installed during the event which serve as a point where the knowledge supplying institutions exhibit and offer their products and services. There are two main types of stands: those from the public institutions suppliers of knowledge, and those from the private sector who contributed in some way to the experience. Although these two kinds of stands are present in a fair, the emphasis in this guide is on the public institutions because UNDP is interested in promoting the signing of agreements for horizontal cooperation between them and the knowledge demand. In the stands, the knowledge demanders can approach the suppliers and, depending on the success of the negotiation, begin discussing the terms of a memorandum of understanding (MoU) for the transfer of knowledge. The stands should take into account several aspects in order to contribute to the fulfillment of a knowledge fairs goals. They have to hold a conceptual and methodological harmony so that they blend in with the fair, and keep a close relation with the themes discussed during the lectures, panels and discussion tables. The stands are located in a marketplace, meaning that they are in an area which is permanently open, easily identifiable and accessible. The stands are serviced by a qualified staff, with knowledge on the projects, programs or policies which they represent, and capacity to begin negotiations for knowledge transfer agreements.

Lessons learned: the stands exhibit achievements and results

The way the stands are portrayed should give the participants the idea that they represent the results and achievements of the experience, not individual institutions, even though they may have in fact been the main forgers of the experience.

Lessons learned: initiating negotiations at the stands

Training the staff which services the stands on the characteristics and usefulness of the agreements for horizontal cooperation can be an effective way of achieving the signing of MoUs during the fair. In this way, the staff at the stands can begin the negotiation of agreements with knowledge demanders and lead them to the business rounds. The training can consist of a short explanation by the organizers to each stand.

Lessons learned: creating an attractive marketplace

The presence of the stands doesnt in itself guarantee that the participants will visit them. The distribution and organization of the stands, as well as the decoration and general atmosphere of the marketplace, must be arranged in a way that encourages the direct interaction between participants and their interest in walking around the area.

Illustration: What were the stands like in Rosario Experience?

The stands in Rosario were organized in a marketplace of 4 main blocks, following the thematic axes of the experience. They provided information on the programs and projects implemented over the previous years using visual material, brochures, panels and video. All this was complemented with explanations given by the qualified staff at the stands. A short coaching on the signing of agreements was provided by UNDP in each stand, so that the people who serviced them could guide the signing of a MoU or take the interested person to the business rounds. Some of the stands in the market place belonged to private companies.

UNDP Stand

UNDP has its own central stand which has two main purposes: providing information of its main activities in the country or region, and collaborating with the negotiations between suppliers and demanders of knowledge started in other stands. The staff at the UNDP stand has the task of reassuring the parties involved in the negotiation so that their talks may lead to serious commitments to begin processes of knowledge transfer.

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Business Rounds
The business rounds are the places where the demanders and suppliers of knowledge can continue their negotiation once the demander is more familiar with the policies, programs and projects of the supplier, and has identified the precise aspects which are of interest. At this point, the suppliers and demanders of knowledge agree to begin a knowledge transfer process, commitment which takes form of a MoU (see Part 4 for an example of MoU template). The agenda should include a space specifically for the business rounds in order to foster the participation of the demanders and suppliers of knowledge. The business rounds should be set up in a central location in the marketplace, be attractive to the participants, and remain permanently available. UNDP has the role of facilitating the negotiation, as well as being guarantor of the fulfillment of the agreements reached, and coordinator of the knowledge transfer process after the fair has finalized (see Part 4 for further information on knowledge transfer agreements). Additionally, UNDP advises in the comprehension of the document of the MoU and ensures that the information offered is as precise and accurate as possible.

Illustration: Rosario Experience

In Rosario, the business rounds were located in the middle of the marketplace. The fact that the business rounds were close to the cafeteria attracted the participants attention and contributed to create a warm environment for the negotiations. It was a central location, very attractive and visible.

Lessons learned: key moments for business rounds The business rounds should have sufficient personnel present during the spaces set apart in the agenda for this activity, but also during coffee breaks, lunch and dinner. These are the moments in the fair when the business rounds are most visited and can lead to singing of MoU Lessons learned: well-informed knowledge brokers The brokers of knowledge transfer during the fair should be well informed about the knowledge supplying institutions and the projects, programs and policies they implemented, so that the signing of agreements with knowledge demanders can be achieved in an effective way.

Guided visits
Guided visits are arranged for the knowledge demanders at the sites where the successful experience was developed. Through this activity, the participants have the opportunity to get to know directly the programs and projects related to the experiences achievements and results. Visits to different places representative of the experience can be programmed simultaneously according to the thematic axes, in order to allow the participants the opportunity to choose which of the themes interests them the most. Before arriving at the location, the participants are informed about the characteristics of the achievements they are about to witness and how it is framed within the successful experience celebrated in the fair. This explanation is given by a representative of the knowledge supplying institution in charge of the respective theme.

Illustration: Where were the guided visits in Guayaquil Experience?

In Guayaquil, guided visits to bring the participants closer to the achievements obtained by the city were programmed.

Participants visited the main symbol of the city Cerro de Santa Ana to see the urban renewal .

The successful project in the area of health Mobile Clinics was also a part of the tour.

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C.

Promoting the fair

The promotion of the knowledge fair attempts to accomplish two main goals: a high attendance of the knowledge demanders (especially the practitioners) to the celebration, and a broad diffusion of the event in positive terms. For this end, there are 4 main activities which are implemented under the promotion strategy: calling on the participants, getting the media involved, marketing the fair, and creating a website. There is a working group for the promotion strategy which is in charge of implementing and overseeing each of the 4 activities mentioned. The members can come from the organizers, from a specialized firm which is subcontracted, or from both. In any case, the working group must possess skills, experience, and expertise in public relations, communications, graphic design, and IT platforms in order to carry out each of the activities of the promotion strategy.

1. Calling on the participants

A high turnout of knowledge demand actors is expected in a knowledge fair and essential to its success. For this reason, early promotion targeting the actors potentially interested in participating in the celebration is carried out. There are two kinds of knowledge demanders in a fair: the practitioners and the general audience. For each group, there are specific strategies to ensure their attendance. o The practitioners: targeted promotion The practitioners which have a potential or manifested interest in the successful experience are identified and contacted. The organizers invite these actors by means of personalized emails and letters, phone calls, or other targeted ways of contacting them. In order to assure the attendance of those individuals, a permanent contact is established and followed up until the date of the fair. There are some key actors which can be useful in identifying and contacting the practitioners:

Identifying the practitioners through key contacts The organizers of the celebration count on four kinds of key contacts helpful in identifying the potential knowledge demand practitioners: UNDP country offices thanks to all the projects managed and the knowledge of actors in the country, they can help identify practitioners who could have an interest in the themes of the fair and the means of transferring the knowledge presented. Actors involved in the experience entities from the public and private sector, as well as civil society organizations who participated in the experience being celebrated in the fair can provide information about actors from other contexts who have manifested an interest in learning about the programs, projects and policies carried out by them. Networks associations grouping municipalities, countries, or regions, NGOs, thematic organizations, etc. can help identify practitioners interested in a subject, and can also aid in the promotion of the fair. Embassies the diplomatic offices present in the country where the celebration will take place can promote the event internationally, make contacts and facilitate the attendance of their citizens.

General audience: massive promotion For the promotion which attracts the general public interested in the theme of the fair, a useful strategy is to make contact with organizations in some way related to the subject (universities, chambers of commerce, public entities, business associations, international cooperation organizations, and embassies, among others). The organizations provide contact information so that the fair organizers can send mass emails and general communications concerning the event, inviting the interested actors to attend. This strategy is complemented by the publicity which the event gets through the different media.

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Information provided in the invitations The invitation which is sent to the potential knowledge demanders should contain the following basic information: - General information on the experience that will be celebrated - Why the experience was selected - Main thesis and thematic axes which will be developed in the event - Principal activities that will take place in the fair - Practical information, such as the dates, venues, registration fee, etc. - Organizers contact information See annex 4.

Lessons learned: web mails for massive promotion

The elaboration of webmails a short and interactive presentation of the upcoming knowledge fair constitutes and effective way of conducting massive promotion. This means of communication offers several advantages since it allows for broad and inexpensive diffusion of the event, as well as the possibility to include additional information through an attractive format (images, sound, and video). The webmail is sent via e-mail to both practitioners and the general audience which have a potential interest in attending the event.

2. Getting the media involved

The different forms of media are strategic partners from as early as the planning stage, since they are instrumental in the diffusion of the event at the local, national and international level. The celebration that is associated to the knowledge fair is appealing news to the public, and therefore it is the medias interest to cover the event. In order to establish partnerships with these key players, UNDP can work on four levels: 1. The directors of the main media (print, radio, television) so as to reach agreements on the coverage of the fair. 2. The editors and journalists in charge of local matters, so that they may collaborate through publicity, news reports, etc. 3. The press departments of each of the knowledge supplying institutions, to coordinate the way the information will be presented before the media. 4. UNDP information centers have experience and expertise in dealing with the media, and therefore assist by contacting them and aiding in the logistic aspects of the events where the media participates. The members of the promotion working group in charge of relations with the media can create a press office for the fair, with two main tasks. The first is the elaboration of daily activity reports during the celebration, containing key information to provide to the media. The second is the coordination of interviews between the high-profile participants and the press during the fair.

Illustration: How was the media coverage in Bogot Experience? The media coverage before and during the event was broad and positive. National and local media were present at the event. Some media companies also participated in the event as sponsors. Weekly media reports of Bogot are available as annexes of this guide. INCLUIR ATTACHMENT

Article published in Colombias most important political magazine: SEMANA

Bogots mayor Antanas Mockus giving an interview to the local channel City TV.

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Interview of the director of one of the knowledge supplying institutions by an important national media channel.

Interview of the fair organizers from UNDP Regional Project Knowledge Fair on Local Governance in Latin America.

3. Marketing the fair

A knowledge fair is an unfamiliar event for most people. It combines elements of a traditional fair with innovative mechanisms for the exhibition and transfer of knowledge. For this reason, the image of the fair should clearly project its theme and send across the message of the celebration. This is achieved by developing a marketing strategy, in which the promotion working group defines the following elements of the fairs image: The name: it is what the participants and general public associate the most with the event. It should be concise, attractive and easy to remember, but also very direct about what is being celebrated. The slogan: it is the phrase which accompanies the name, and should illustrate in some way the central thesis and the objective of the fair. It should also be easy to remember and catchy. The logo: it is the corporate image of the event, and should allow the participants to identify who supports the event and what its about. It is a visual expression of the fairs purpose, which should be attractive but not over-elaborated. The promotion material: they can be brochures, banners, posters, and invitations to specific activities, etc. which can help promote the fair and inform about different aspects of the event. The promotional material usually includes the name, logo and slogan of the knowledge fair. The working material: this refers to the different kinds of materials which are offered to the participants, such as notepads, pens, t-shirts, brochures, and the program of activities, among others. The working material for the participants also serves to promote the fair, its image and objectives. Given the elevated cost of many of the mentioned materials, sponsorships are established with members of the private sector who provide the materials in exchange for publicity.

Illustration: Promotional material in Bogot Experience

Template of the invitation to the opening act in Bogots Knowledge fair.

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Towards a UNDP Branding

In the already held knowledge fairs, the logo designed by the organizers has followed a general format with the elements below: o On the upper side, the thematic area of the fair o In the middle, the name given to the fair with an image representing the experience o In the lower side, the slogan of the celebration The design of the logo has always incorporated blue lines which point to the center, symbolizing the contact between knowledge demand and supply which takes place in the celebration. The colors representative of the United Nations accentuate the importance of this support, and the incorporation of the UNDP and main partners logo can be a way of reinforcing their central role in the fair.

4. Creating a website for on-line promotion and contact

A webpage can be another important instrument in the promotion of a knowledge fair, as well as a way of establishing a place of permanent contact with the potential participants. This tool has a broad diffusion capacity and represents a means of information and communication between the potential participants and the organizers, with no cost for either. The website should be a user-friendly tool, not too heavy (easily opened in any computer with internet access) and contain, among other elements: - Information about the place (city and country) where the fair will be carried out (population, extension, weather, economy, cultural aspects, etc.) - Information about the thematic content of the fair - The agenda (main activities, lectures, discussion tables, guided visits)

Illustration: How was the website for Costa Rica?

The websites created in Rosario Experience and Costa Rica Experience were useful tools to promote the events: they gave information, showed visual material, allowed online registration and hotel booking, among other services.

www.solucionesambientales.org

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An IT platform that allows online hotel reservation An IT platform that permits pre-registration for the participants (an online payment option would be useful, but is generally too expensive). The organizers contact information (telephone, fax, e-mail, and address).

Lessons learned: UNDP Regional Project webpage also promotes the fair In the knowledge fairs previously carried out, in addition to the webpage of the respective event, some promotion has been done through the Regional Project on Local Governance site: www.logos.undp.org.co. Virtual Fairs are also carried out through this site, offering the opportunity to approach the celebrated experience online. In the Virtual Fair, participants find news, chat, and visit the stands, among other activities. Further information on this subject is available in the UNDP howto-guide on virtual fairs. Lessons learned: using the webpage for estimating attendance to activities The webpage can be used to find out the participants thematic preferences in order to estimate the number of people that will attend each one of the discussion tables and guided visits, which are usually carried out simultaneously.

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D.

Funding the fair

A knowledge fair is an expensive endeavor. For example, a fair spanning over 3 days and congregating some 300 people has a total cost of at least 100,000 USD. The amount of resources needed for an event depends on the geographic dimension, number of participants, the duration, the locations, and the complexity of the activities planned. The financing strategy and management of the funds are responsibilities of the coordinating group established from the beginning. The sources of financing can generally be divided into two groups: those originating from the organizers of the event and those from external actors (alternative sources).

1. Resources from the organizers

The funding comes above all from the organizers of the knowledge fair. The UNDP Unit in charge of the event and the main partner (principal knowledge supplying institution) provide a specific amount of money for the event. These two actors generally supply a high percentage of the total resources for the celebration.

Illustration: How did sponsors contribute to Bogot Experience? Companies from the private sector and the media were associated as sponsors of the event. They provided financial resources and in kind contributions such as publicity and working material.

2. Resources from external actors

There are other possible means of financing a knowledge fair apart from the organizers contributions. Some of the alternatives considered up to the moment are explained below; however, each experience offers new opportunities which should be analyzed in its particular context. Private business, and eventually institutions from the public sector, can have a great interest in being involved with the fair as a means to promote their image or offer products and services. The fair can receive money in exchange for publicity and the use of stand spaces during the event. It can also receive resources in kind, such as transportation, meals, working material, etc. The participants pay a registration fee that can also be a source of funds, although it generally never represents an important percentage. Charging for attending the fair can become not only supplementary mode of financing the event, but also serve as a way to filter the participants to those actors truly interested in the themes. The inscription fee is a way of giving prestige to the fair, since this makes the participants value the fact of being involved in a high-profile event. The media contributes by covering the event and giving it publicity, though it can also act as a sponsor and offer resources in money. The knowledge supplying institutions pay a fee for the use of stands or exhibit areas during the celebration.

Lessons learned: registration fees When planning the fair, the organizers should clearly establish which actors pay the registration fee and which ones are exempted. Certain key participants who bring prestige to the celebration (such as mayors, ministers, directors of institutions, ambassadors, etc.) can be completely exempted from paying the registration fee. In order to encourage the participation of university students, they can be charged a special reduced registration fee, for example 50% of the normal amount. Illustration: What was the registration fee in Costa Rica Experience? The registration fee in Costa Rica Experience was $150 USD. This amount was estimated to cover at least the basic costs of each participant (accommodation, meals, transportation and working material); though in reality this was not enough. In order to encourage and facilitate the attendance of national participants, the Costa Rican citizens were offered a reduced registration fee of $100. In a few cases where it was considered justified, international participants were completely exempted from paying the fee.

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E. Organizing the logistics

A knowledge fair is a massive event which implies hundreds of participants (local and international), numerous activities over different locations, and a multitude of details which have to be addressed so that the celebration goes smoothly and attains its objectives. The preparation and implementation of all these different aspects require close attention and a great organizational effort. To this effect, there are groups of people in charge of organizing and coordinating the logistics, concerning all the support which is given to the participants throughout the event and the details regarding the activities of the celebration.

1. Actors in charge of logistics

The logistics staff can be divided into two levels: the first are those in charge of organizing and coordinating the preparation and carrying out of the event (logistics working group), and the second are those who directly support and execute the main logistical aspects during the development of the fair (support personnel). Logistics working group As previously mentioned, there is a specific working group designated by the organizers of the event which is in charge of handling all the logistic aspects of the event. This group includes people with specialized knowledge, skills and expertise regarding the preparation and carrying out of massive events. Given the extent and complexity of the logistic tasks in a knowledge fair, this activity is usually subcontracted partially or completely to a firm with broad experience in this type of event. Support personnel The supporting personnel are usually incorporated through a subcontracting mechanism, and have the main task of providing assistance to the fair participants in different logistic aspects during the celebration. The personnel should possess a minimum degree of qualifications (education) and have full availability during the development of the fair. This group is responsible of different support activities, such as: Servicing the stands (when the knowledge supplying institutions dont provide their own staff) Accrediting the participants upon registration Providing information about the fair activities: lectures, discussion tables, guided visits, etc. Giving information about the lunch, coffee breaks, hotel, transportation, etc. Seeing to the VIP guests special requirements

Illustration: Who were the actors in charge of the logistics in Bogot Experience? A specialized firm was contracted by the organizers to carry out all the logistic tasks before and during the celebration. The support personnel were provided by the specialized firm. Taking into account the total number of participants in the event (over 250), the support personnel comprised of 20 people, meaning approximately 1 for each 12 participants. The support personnel wore distinctive clothing so that the participants could easily identify and approach them. Some of the support personnel were contracted because they were fluent in English and Portuguese, besides the main language of the fair which was Spanish. Lessons learned: establishing and negotiating the accommodation Establishing one main hotel for all the participants can be convenient and practical since it facilitates other logistical aspects, such as the transportation, parallel agendas and the negotiations for horizontal cooperation agreements. However, the organizers should provide the participants a list of several recommended hotels so that they dont feel pressured to choose a specific location for accommodation. When negotiating with the hotels, it is important not to commit to an agreement which obligates the organizer to ensure a high number of guests. In past fairs, the organizers had made a commitment to occupy a certain amount of rooms which eventually wasnt fulfilled, entailing a high cost for UNDP and its main partner because they had to cover the noshows. 29

2. Support to the participants throughout the event

The organizers and support personnel have the responsibility of taking care of the participants well-being during the knowledge fair. This means seeing to their most basic needs such as the accommodation, catering, and transportation, as well as those aspects specifically linked to the event such as the accreditation, facilitation of parallel agenda and special attention to VIPs.

o Accommodation The organizers, particularly the logistics and promotion workgroups, act as a link between the fair participants and the hotel(s), facilitating the booking process and other logistical aspects of the lodging for the event. The organizers can negotiate for lower prices and special benefits with some hotels in the city where the celebration takes place. The reservations can be made through the fair webpage or directly with the hotel(s). o Food and Catering The event provides the participants with some of the daily meals, usually lunch and dinner, plus snacks during the coffee breaks. Alliances with experienced catering companies are suggested, since they can provide quality food at low prices or even for free, in exchange for publicity during the fair. o Transportation The logistics of the participants transportation during the event begins with their arrival to the city where the event is held and ends when they depart. The logistics group must have precise information of the arrival and departure dates and times, and when at all possible provide transportation between the airport and the hotel. If transportation is not offered by the event, it is necessary to inform the participants beforehand on where they can take safe taxis, or to arrange for the hotel(s) to pick them up. Another aspect of this logistic area is the daily transportation needed for the event, meaning primarily the movement between the hotel and the event venues. The buses covering these routes should follow a schedule of departures and arrivals previously informed to the participants. The same company contracted for the transportation between the hotel and the venues of the event can take the participants on the guided visits included in the agenda. o Accreditation and material release The participants are able to effectuate the accreditation to the fair in a specific place set up for this end, at any moment during the celebration. In this area, they receive their working materials during registration and obtain the certificates of participation at the end. This space requires at least 4 people to be present supporting the participants. It should also contain computers and other equipment necessary to print the inscription cards and certificates, and to effectuate the payment of the registration fee with credit card or cash. Finally, in this working area the information about the number of the people accredited and the material released is organized and constantly updated. The place where money and working materials are kept must have a high level of security, especially during the nights. o Parallel agenda In a knowledge fair, participants from different institutions and UNDP attend the event not only to participate in the proposed activities, but also to meet with other experts/colleagues for work-related discussions. The organizers can facilitate these informal meetings by providing rooms and audiovisual equipment if required. o VIP guests Special high-profile attendees from the knowledge supply and demand (such as external experts, high public officials, prominent practitioners, etc.) require special attention and assistance throughout the event.

Lessons learned: taking advantage of meal times Lunchtime, dinner and the coffee breaks can be informal occasions for demanders and suppliers of knowledge to discuss about the potential signing of MoUs. The location of the business rounds can be chosen taking into account their proximity to these meal areas, especially those for the coffee breaks. These moments in the agenda can generate a warm and relaxed atmosphere for the possible negotiation of agreements. The meal times can also be a space to approach the participants to the experience through recreational and cultural presentations, such as dances, live music, and other folkloric manifestations. Lessons learned: VIP transportation Besides the transportation which is provided for the general participants, special arrangements should be made for the VIPs who attend the event. Illustration: Bogot Experience During the fair there was a special place for the accreditations and material release. This place was furnished with the technological required equipment. Bellow, an example of the payment receipt.

Illustration: UNDP workspaces in the fairs In the context of the knowledge fairs, the Regional Project Knowledge fair on local 30

3. Logistic elements of the fair activities

The group in charge of logistics has to plan ahead the way the fair will be carried out, paying close attention to the details in order to ensure that the activities go smoothly and contribute to attain the goals of the celebration. In first place, some of the specific activities such as stands, business rounds, and the events of massive attendance require particular logistical support. In second place, there are a number of other logistic aspects which have to be taken into account like the agenda, time management, subcontracting, technical equipment and event memoirs. Stands The stands are areas where the knowledge suppliers exhibit their projects, programs and policies, interacting directly with knowledge demanders. To facilitate these encounters, certain requirements have to be fulfilled: The structure is mobile, in case the fair takes place in different venues. Technological support equipment (computers, video-cassette or DVD players, televisions, audio systems, etc.) is on hand, so that the suppliers can exhibit their products. The physical appearance is visually attractive. Relevant information of the main results and achievements of the experience are immediately available. The appearance and general structure of each stand is standardized, but flexible enough so that each institution can include accessories or other customized elements to exhibit their specific features. The frames are outsourced to specialized firms which offer the services of renting, setting up, and transporting the stands. Business Rounds The business rounds are placed in a strategic location, in a highly visible area so that the participants can easily approach them after having started negotiations in the stands. The area should have enough table space and chairs to hold large amounts of participants at the same time. UNDP staff should be present at the business rounds at all times to serve as intermediary and guarantor of the agreements signed. Events of massive attendance These events bring participants together and let them interact, while getting a first-hand look of the experience celebrated. These events also provide an opportunity for the media to cover the fair through appealing images. There are two main types of events of massive attendance during a fair: protocol events and recreational events. Protocol events include the inaugural and closing ceremonies, as well as other cocktails offered during the fair. Attendance is usually very elevated, and among the participants are the media which promote the event and report on the main happenings of the fair. The participation of high-profile officials from UNDP and the experience gives relevance to these activities and attracts attention. Recreational events seek to bring together the participants, the community and the locations where the fair takes place. This includes leisure, cultural, and artistic activities which allow the participants to further comprehend the reality of the city and/or country. A good occasion for cultural events is during the lunch or coffee breaks. Some of these activities can be scheduled outside of the fairs agenda, such as visits to historical sites, participation in popular celebrations, etc.

governance in Latin America has organized meetings with UNDP staff attending the event in order to share and discuss aspects of the knowledge transfer model and the follow up of the agreements for horizontal cooperation signed. Lessons learned: business rounds and UNDP stand Although UNDP staff is present at the business rounds and supports the negotiations for knowledge transfer, it should be clear that the UNDP stand and the business rounds are different spaces. Lessons learned: business rounds and UNDP stand Although UNDP staff is present at the business rounds and supports the negotiations for knowledge transfer, it should be clear that the UNDP stand and the business rounds are different spaces. Illustration: What recreational events were included in Bogot Experience? During the lunches and coffee breaks, there were shows of local dances and folklore for the participants to enjoy. Some other recreational activities were offered outside of the agenda, such as the nocturnal cycle route where the participants were able to experience a popular outdoors activity with the local community. In addition, the participants were given the opportunity to visit one of the main tourist attractions of the city El Cerro de Monserrate, where they could enjoy a beautiful view of the city and taste typical foods.

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Agenda The structure of the agenda is defined during the documentation process and is framed by the central thesis and thematic axes of the knowledge fair. The logistics team together with the coordinating unit establishes the specific dates, times, venues, and methodology that will be applied to develop the agenda during the celebration. The UNDP as organizer and promoter of the event should be prepared to make adjustments to the agenda at any time, in case necessary. Sub - Contracting Many of the tasks related to the organization of the fair can be outsourced, such as the documentation of the experience, the promotion and the logistics. Specialized agencies can be contracted to carry out these activities, in this way allowing the organizers to focus on the thematic content of the celebration and other important decisions. However, someone from the organizing team should be in charge of the subcontracting. This person should stay permanently informed about the contracts and make sure that they comply with the relevant norms, and that the counterpart delivers what is convened. Time management A knowledge fair entails the development of a great deal of activities over just a few days, making the agenda very tight. The organizers set the example by being punctual in the start of activities and other elements in the agenda, and also inform the participants on the importance of respecting the times set in the schedule. Technical equipment required Equipment such as televisions, videotapes, video beams, sound amplifications, computers, and Internet access, among others, are needed in the stands as well as in the places where the lectures, panels, and discussion tables take place during the fair. The procurement of such equipment could be subcontracted for practical reasons. In addition, security measures should be taken to avoid the loss or theft of these expensive materials. Event memoirs Keeping a record of the event is a useful tool for the organizers and also a valuable product to offer the participants after the fair is over. Some of the main lectures and discussion tables can be videotaped, all the activities can be photographed, and copies of the material used by the speakers in the different presentations can also be kept as records of the celebration. A CD-Rom with the memoirs of the event can be elaborated and sent to the participants some weeks after the fair is finalized.

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F. Signing the agreements

One of the main results a knowledge fair produces is the completion of MoUs (Agreements) which are the basis for the beginning of knowledge transfer process. These MoU are acquired commitments and represent the first step in the process. Their main objective is to lay the foundation for a working relationship between the knowledge supply and demand under the direction and coordination of UNDP. In this sense, UNDP establishes the methodologies for future approaches between suppliers and demanders of knowledge. Knowledge transfer can take different forms. In some cases, the simple act of exchanging documents and information is enough. Yet on other occasions, the knowledge transfer process can lead to concrete cooperation agreements including the formulation and execution of programs and projects. The scope of the knowledge transferred will depend on the capacities, resources and interests of the actors involved. Regardless, UNDP should keep watch over the knowledge transferred so that it always framed within the paradigms it promotes.

Knowledge transfer agreements MoU

Knowledge transfer agreements or MoUs are the basis for the initiation of knowledge transfer processes between suppliers and demanders of knowledge. During a knowledge fair, particular spaces stands and business rounds are designed to promote the negotiation and signing of these agreements. As follows, an overview of the knowledge transfer agreements (MoU): What is a knowledge transfer agreement (MoU)? A MoU for knowledge transfer, or for horizontal cooperation, is an agreement between the actors who have participated in the development of successful experiences identified by UNDP and other actors who are interested in learning about the details of these experiences in order to develop their own initiatives. Through the signing of agreements for knowledge transfer, the demanders and suppliers of knowledge, as well as UNDP, manifest their intention of taking the necessary steps to facilitate the transfer of knowledge which will allow the interested actor access to the knowledge generated by the successful experience. UNDP and the main partner design a template of agreement (MoU). The template can ask the parts to include the following information: o The thematic area or field of action o The specific project, policy or program to be transferred o The name of the institution(s) supplier(s) of knowledge o The expected outcome of the knowledge transfer process To see the templates already used in previous fairs, go to attachment 5.

Who signs a knowledge transfer agreement? The actors who participate in the signing of an agreement for knowledge transfer are the directors, presidents, or representatives of: o Institutions representative of the knowledge supply: These are the institutions directly responsible for the achievements attained by the successful experience through the implementation of policies, programs or projects. Institutions representative of the knowledge demand: The demand side are those institutions interested in learning in detail about the successful experience identified by UNDP, with the purpose of using this knowledge for the development of their own initiatives. UNDP: The United Nations Development Programme, through the Unit that is organizing and promoting the fair, facilitates the knowledge transfer process by using the methodologies developed towards this purpose.
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What are the implications of signing an Agreement for knowledge transfer? The signing of an agreement for knowledge transfer is a manifestation of will from the parties to initiate a knowledge transfer process (not legally binding). The implications for each actor depends on its interest and the resources available to support the development of new initiatives: o For the knowledge supplying institutions: The signing of the Agreement implies providing the knowledge and information, as well as the time of the designated technical experts who execute the transfer of knowledge. The obligations of the knowledge supplying institutions do not go beyond their commitment to provide information and time of their officials. o For the knowledge demanding institutions: The signing of the Agreement implies the application of the methodology developed by UNDP for the different stages in the knowledge transfer process previously mentioned. This entails filling out the forms and procuring the information that UNDP considers relevant for the process. In addition, the signing implies the commitment to assume the costs which are originated by the knowledge transfer process (missions, videoconferences, etc.). o For UNDP: The signing of the Agreement implies the responsibility of facilitating of the knowledge transfer process, by means of following up and monitoring its development. It also entails providing the methodology developed for this purpose, leading its application and watching over the initiatives that emerge from the identified processes.

How is the implementation of a knowledge transfer Agreement financed? The financial cost associated to the implementation of an Agreement for horizontal cooperation is assumed by the institutions from the knowledge demand. UNDP could, eventually, contribute to the financing of these processes through its different instances by identifying sources for this purpose. The knowledge transfer process does not consider the payment of consultancy fees to the experts involved in it.

How much time is necessary for the development of a knowledge transfer Agreement? The preparation of a mission for knowledge transfer, first stage of the Agreement, varies according to the scope of the mission. However, the average duration of this phase is one month. During this preparation period, the institutions from the knowledge demand specify their precise requests and provide UNDP the necessary information for the realization of the mission. The mission lasts between 3 days an one week. The following stages for the implementation of the Agreement depend on the results of the missions carried out.

How is a knowledge transfer process, derived from the signing of MOU, carried out? A knowledge transfer process begins with the signing of an agreement or MoU by the knowledge suppliers, knowledge demanders, and UNDP as a knowledge broker. The signing of these agreements generally occurs in the context of the Knowledge Fairs promoted by UNDP. An agreement can be implemented on two different levels: o Exchange of information: This first level of technical cooperation is limited to the exchange of information between the knowledge suppliers and demanders. In order to achieve this, it is necessary to assess the interests of the knowledge demanding institutions so that the knowledge suppliers can provide the required information. On this level, UNDP facilitates the exchange of information. Knowledge transfer missions: The missions for knowledge transfer are a methodology developed by the UNDP Regional Project Knowledge Fair on local governance in Latin America which allows for the use of knowledge extracted from successful experiences as inputs for the formulation of new projects, programs or policies. They include the focalization of the demand, the assessment of governance conditions of the interested actor and the definition of the knowledge offered by the knowledge supply institution (if not already defined). These missions are the scenarios where knowledge demand and supply meet and formulate initiatives together, with the methodological support of UNDP.

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UNDP should establish the scope of the knowledge transfer Agreements signed during the knowledge fairs, in order to determine the nature of the follow up phase: exchange of information or knowledge transfer missions for the formulation of projects (or the profile of the project). This prioritization should be made taking into account the following criteria: i) ii) iii) iv) Importance of the subject for the public administration: the subject(s) for which there is a demand for assistance is a priority for the knowledge demanding institution within its work plan. Political will: there is a firm commitment by the knowledge demander to promote the transfer of knowledge, and the potential opposition to this initiative is not a significant obstacle for the process. Institutional capacity: the knowledge demander possesses the necessary institutional capacities to carry out the initiative. Resources: the knowledge demander counts with at least the minimum resources (financial, political, human, technical, physical and administrative) necessary to carry out the knowledge transfer process.

Once the horizontal cooperation agreements have been evaluated based on these criteria, UNDP prioritizes them according to its interests and needs, and decides which of them will be given a special follow up by means of a knowledge transfer mission that can potentially conclude with a project or profile of a project.

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G. Adapting/transferring knowledge
The UNDP Regional Project Knowledge Fair on Local Governance in Latin America has developed a methodology for the follow up of the horizontal cooperation agreements signed in knowledge fairs, and also for the implementation of knowledge transfer processes which can strengthen local governance. This methodology seeks to generate a direct contact between knowledge supply and demand through customized missions, in which UNDP coordinates the transfer of knowledge in hopes of formulating projects sustainable in time and framed within UNDP paradigms. See annex 6. Preparing a knowledge transfer mission The preparation of a mission by UNDP requires the analysis of the following elements: Focalization of the demand In this first phase, the specific needs of the demanding actor are determined based on the information provided through the knowledge transfer agreements and the specialized questionnaires filled out by them. This allows UNDP to clearly identify the needs of the demand through an initial approach its expectations, resources, current situation of the issue in question, among other aspects. This procedure is carried out through the use of thematic questionnaires and focalized demand questionnaires. Governance conditions The demanding actor is sent a form for the evaluation of the governance conditions, together with the focalized demand questionnaire. This form should be completely filled out by the demander in order to asses if the current governance conditions allow for the development of the proposed initiative. Definition of the supply Once the focalization of the demand and the governance conditions have been determined, UNDP and the knowledge supply establish which elements of the successful experience can be adapted to each case. In this way, a knowledge portfolio is constituted. Simultaneously, the knowledge supplier designates the practitioners who have been directly involved in the successful experience who will support the knowledge transfer process. These actors are identified and selected by the knowledge supply according to
Illustration: Knowledge transfer process in Dominican Republic derived from Bogot Experience The municipalities of the Distrito Nacional de Santo Domingo (ADN), Santo Domingo Este, and Constanza participated in the knowledge fair Bogot Experience and signed agreements for horizontal cooperation for knowledge transfer in the areas of: public space, land management, mobility, citizen culture and the environment. The Regional Project Knowledge Fairs on Local Governance in Latin America met with the entities from Bogot in charge of each of the areas and began the preparation of the mission. A portfolio of knowledge was prepared, taking into account the characteristics of the knowledge demanding municipalities. Directors and technical professionals from the institutions directly involved in the development of the successful programs and policies in Bogot participated actively in this process. Simultaneously, the three Dominican municipalities demanders of knowledge provided information to UNDP which helped establish a diagnosis of the governance conditions in their cities. This preparation process lasted approximately 3 months. In July 2003, a mission comprising the directors of Bogots entities in charge of the subjects of the agreements and a team from the UNDP Regional Project traveled to Santo Domingo. Subject Strategic planning and land management Citizen culture Environmental management Public space Bogots Senior Official Carmenza Saldas Roco Londoo Julia Miranda Andrs Trujillo Mara Luz Medina Alejandro Ocampo Organization Administrative Department of District Planning (DAPD) District Institution of Culture and Tourism (IDCT) Administrative Department for the Environment (DAMA) Public Space Office (DADEP) Institute of Urban Development (IDU) District Institution for Sport and Recreation (IDRD) Transmilenio S.A. Post Director

Director Director

Director Chief of Public Space Office Chief of Parks and Scenarios Office Technical Chief

Public transportation

Anglica Castro

The mission was carried out from July 13 to 17, 2003. There was an opening event where senior officials of Bogots administration presented the achievements of the city, the key methodologies used and the lessons learned in their corresponding subjects. During the following two days, workshops where held with the participation of Dominican actors, Bogot officials and UNDP staff and consultants. As a result of the mission, 7 project profiles were formulated: 1. Improvement of institutional capacities for municipal management within the regional framework of Santo Domingo 2. Santo Domingo de Todos: Citizen culture for local development

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their experience in the good practice and to their capacity to transfer the knowledge to other actors. By carrying out this preliminary work, the knowledge transfer missions are made more effective and concrete results can be obtained, such as the formulation of projects for the knowledge demanding actor based on the knowledge generated by the successful experience. Carrying out the knowledge transfer mission A knowledge transfer mission has the objective of laying the foundation for the formulation of a project, using the successful experience identified by UNDP as an input. In order to achieve this goal, a workshop of between approximately 2 to 5 days takes place. Its main components are: Presentation of the demanding actors issue: In this first instance, the strategic actors from the demand side of knowledge present the main characteristics of the situation, in order to put the issue at hand into context (current conditions, relevant actors, main goals and challenges, expected outcome, available time and resources). Presentation of the knowledge supply: The experts present the offer of knowledge or menu of projects, programs and policies according to the needs of the demand. This presentation focuses on the lessons learned by the supplying actor throughout the successful experience. The result of this activity is the definitive selection of the knowledge and technologies relevant to the cooperation process. Presentation of the governance diagnosis: UNDP presents the results of the analysis on governance conditions conducted, and validates the findings with the supply and demand actors. This activity yields a document which lists the specific strategies and actions to undertake in order to solve the critical points in governance for the proponed initiative. Generation of the preliminary profile of the Project: Based on the work during the three previous sessions, the representatives of the demand and supply define the basic elements of a profile of a Project. The resulting project will later be finished by UNDP and the knowledge demanding actor.

3. 4. 5. 6. 7.

Strengthening of the environmental management capacity of the National District (Santo Domingo) UGAM Design and implementation of a public space system for Santo Domingo Design and implementation of an integrated system of public transportation for the Gran Santo Domingo ECOBUS Design, formulation and implementation of a land management plan for the municipality of Constanza Sustainable agriculture with a governance approach in the municipality of Constanza.

The mission was organized jointly by UNDP DOM and the Regional Project. The total cost of the mission was financed 2/3rds by Dominican Republics CONARE (National Council for State Reform) through funds allocated in a UNDP DOM Project , and 1/3rd by the Regional Project Knowledge Fair on Local Governance in Latin America. As a result of the success of the mission, CONARE made additional requests of knowledge transfer in the areas of citizen participation, drinking water, environment, public transportation, local decentralization, association of municipalities in the metropolitan area, local finances, and accountability. Some lessons learned from the mission were: 1. Methodologies and specific tools for knowledge transfer proved to be effective and cost-efficient. The expected result of the mission was fully reached (7 profiles designed). In addition, 7 experts were working full time for 4 days, providing consultancies at the highest level at no cost (only travel expenses). 2. UNDP proved its strength in dialogue promotion and consensus building (in this case, project profiling). For instance, the mission organizers (Regional Project as well as UNDP DOM) facilitated dialogue among 6 municipalities of the metropolitan area of Santo Domingo, the CONAU (National Council for Urban Affairs), and the CONARE (National Council for State Reform). For the first time, these institutions worked together in order to design a project profile on strategic planning and conceived its expected outcome as their common goal. 3. In practice, the model of knowledge management can easily articulate with the model of resource mobilization. As a result of the mission, UNDP DOM and Dominican actors have begun a resource mobilization process involving national sources and international donors (e.g. the European Union through its PARME Project). 4. The governance dimension was embedded in project formulation. The tools designed to analyze local governance were very helpful to envisage projects ensuring sustainability and concrete development impacts. Likewise, the tools were useful to assess the situation of local governance conditions and to formulate recommendations to strengthen them. 5. UNDP DOM gained recognition in the subject of decentralization, local governance and urban/rural development, as a result of the mission. 6. The mission proved that the strategic partnerships with Bogots organizations through the SURF-Policy Advisor are crucial to multiply UNDPs capacity for policy advice and knowledge transfer. Alter the mission, UNDP DOM followed up on the project profiles formulated, together with the Dominican institutions involved.

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(a) Analysis of the governance conditions.

Mission costs The financial cost of the knowledge transfer missions are totally or partially assumed by the knowledge demand actor. Eventually, UNDP could contribute to the procurement of the necessary resources for these initiatives as well. The knowledge transfer missions dont entail any financial costs for the team of associated experts (knowledge supply), besides from the time these individuals will dedicate to support the initiative. The experts from the knowledge supply can become member of UNDP thematic networks. More details bellow

(b) The teams formulating project profiles.

Lessons learned: following up the agreements for

The follow up of the Agreements signed during a knowledge fair is responsibility of UNDP. This organization has to convoke both knowledge demand and supply actors, and propose a methodology to implement the knowledge transfer processes. The follow up for some of the previously held fairs has been assigned to the field office or to the knowledge supplying institution. Unfortunately, these organizations have not truly assumed their tasks, resulting in knowledge transfer processes that do not evolve. As mentioned before, the knowledge transfer process can take on different forms, from the exchange of knowledge to the development of missions for project formulation. Whenever there is not a close and serious follow up to the Agreements, no matter what the scope of the knowledge transfer is, the knowledge fair and UNDP lose credibility.

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H. Creating networks
Once the knowledge fair is over, UNDP should make an effort to maintain contact with the participants, both the suppliers and demanders of knowledge who attended the event.

Thematic network of certified experts

UNDP can identify practitioners who were involved in the development of the celebrated experience (knowledge supply) and experts from other experiences in the same themes, in order to incorporate them into a thematic network of certified experts. By associating these actors, UNDP can easily contact them when there is a demand for knowledge in their specific area of expertise, facilitating UNDPs role as knowledge broker. The creation of experts networks is part of a work plan that seeks to: Provide the knowledge demanders the best experts from successful experiences identified by UNDP. Disseminate together with these groups the paradigms and principles promoted by UNDP, so that they guide the projects which are carried out and are easily monitored. Take advantage in a systematic way of the knowledge generated by each intervention (knowledge transfer process).

The specialized teams of experts work hand-in-hand with UNDP. The payment of their fees are assumed by the knowledge demand, although in some cases the resources can also come from other actors, such as donors, the private sector, centers of excellence, or UNDP through its different branches. Another possibility is that the experts can work ad honorem when convened, especially in cases where they support critical processes in a specific area. The constitution of this network of experts allows for the dissemination of successful experiences through UNDP in the region, and therefore creates a knowledge and expert base of global reach.

UNDP information exchange network

The participants from the knowledge demand in a knowledge fair can also be incorporated by UNDP into a network which allows them to remain informed about the results of the fair and other UNDP related activities. Taking advantage of their interest in specific subjects, UNDP can include them in thematic networks or discussions on line. As a first step, letters of appreciation can be sent to each of the participants, commenting on the main achievements of the fair. In order to establish a communication channel, emails can be sent periodically with information on how the celebrated experience is going, what new programs or projects are being implemented, which new actors are involved, and what additional results have been attained. Additionally, they can be updated on the state of the evolution of the MoUs signed in the fair, the memoirs of the event, and on information of upcoming events organized by UNDP in the region or on the issues approached during the celebration. Simultaneously, there should be means of obtaining feedback from the participants so as to enhance the labor of UNDP and to know their opinions and ideas on previous and future activities.

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Make your own

Here you will find some support material that can help you when making your own knowledge fair. For further information, please contact: info.logos@undp.org

To determine the date of the fair

The date of the fair can be determined taking into account the following aspects: It shouldnt coincide with big holidays or make the fair have to compete with other important events (political, civil, sporting events) taking place in the same geographic area or in the same subject of the fair, which could have a negative impact on attendance and media coverage. Nevertheless, some events being held parallel to the knowledge fair could be useful in promoting the event, boost attendance, and help attract attention to the celebration and the themes discussed. This applies when the simultaneous or nearby event contributes to bring the participants and public opinion closer to the experience, enhancing the objectives and complementing the activities of the fair. The political calendar (elections, end of mandate, etc.) should be taken into account so that the celebration is not used as a political instrument by a candidate or party of the territory where the fair is being carried out. A knowledge fair which takes place at the beginning of a mandate has better chances of achieving continuity for the agreements signed during the event. The fair is an event that lasts between 3 to 5 days, depending on its scale, the available resources, the themes to be covered, and the planned activities. The preparation of the fair should begin at least 6 months before the event. However, for better planning and results, the available time should be around 9 months, according to the dimensions of the fair.

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Timeline for the preparation of the Fair (6 to 9 Months)

Selection of the experience Elaboration of budget and financial sources Beginning of documentation Logistics planning

Recognition of the experience and announcement of the upcoming fair

Definition of main thesis and thematic

Intense publicity in media

Structuring of the agenda

Follow up on participant s

Definition of KF main aspects: -Date -Scenario(s) -Participants

Development of marketing material and website Allocation and layout of stands defined Establishment of working teams Participants summoning and Massive Marketing

Negotiation with counterparts and initial planning

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CHECKLIST 1
When preparing your own knowledge fair, make sure it fulfills the following aspects:
The selected experience
1has wide recognition as successful among the benefited community, the public opinion, peer practitioners and experts. 2has obtained results and achievements supported by indicators. 3has maintained continuity over time and has been socially appropriated. 4has projects, policies and programs that could be transferred to other contexts. 5is framed within UNDP paradigms and principles.

For the celebration of the experience, there is/are

6an agreement between UNDP and the main partner to carry out the event as organizers. 7a general consensus among the influential actors in the experiences context on the convenience of making the fair. 8a commitment from UNDP and the main partner to provide resources for the event. 9alternative financing mechanisms identified. 10enough time to prepare the fair (6 to 9 months) 11the coordination unit and working groups for the documentation process, promotion and logistics of the event and their responsibilities are defined

Concerning the participants of the fair

12the knowledge supplying institutions are interested in showing their contribution to the successful experience. 13external experts have been identified as potential speakers. 14potential knowledge demanders which could attend the event have been identified.

The locations(s) for the event

15have been identified, taking into account their relation to the results and achievements of the experience. 16count with the appropriate infrastructure, telecommunications, public services, access roads and security conditions.

The date of the fair..

17doesnt coincide with other events which could have a negative impact on attendance and media coverage of the event. 18capitalizes on parallel events that contribute to the fairs objectives and complement its activities. 19doesnt fall within a pre-electoral or end of mandate period. 20considers the number of days necessary for the development of all the activities of the fair.

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PART 3

ANNEXES

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Annex 1
The knowledge fair within the new Panama SURF knowledge management model
To ensure the effectiveness of development cooperation in a global context of new challenges, UNDP initiated a renovation process to become a knowledge organization. For this purpose, organizational reforms have been undertaken such as the decentralization of policy advisors and creation of SURFs in each region (some of them being merged with regional programmes into Regional Centers), instruments have been created such as the knowledge networks that enable the interaction of thousands of UNDP practice members, and global plans have been elaborated to infuse knowledge management into the Organization, such as the KM Roadmap. In Latin America, the local governance area has focused its activities on the development of knowledge tools that contribute to the strengthening of UNDP as a knowledge-based organization. RBLAC and BDP attained full articulation through the joint work of the LAC-SURF Policy Advisor on Local Governance and the Regional Project Knowledge Fair on Local Governance in Latin America the Policy Advisor performing as CTA of the Regional Project. This platform i) aligned advocacy and policy advice with field operations, ii) provided seed resources to generate knowledge products, and iii) allowed for a knowledge demand mapping from both Country Offices (SURF functions) and UNDP counterparts (Regional Project functions). In order to establish a general framework for the different practice areas to work under, the LAC-SURF Strategic Plan 2004-05 restructured the SURF mission and functions and set the bases for the work of the SURF in 2004 and 2005 with this new orientation. The emergent model is based on three strategic pillars: Emphasis is placed on knowledge products over knowledge services. The policy advisor and the regional project provide COs with substantive and methodological inputs, packaged as usable products. Missions of policy advisors focus on strengthening country offices capacities to use these products. Through the network of COs, the work of the policy advisor and the regional project is multiplied, moving from retail to wholesale. Knowledge management nurtures UNDP operations. The knowledge products are designed to be used by COs for advocacy, policy advice, partnering and programming. Effectiveness of knowledge products is thus measured in terms of improvement of UNDP ongoing business and/or generation of new business opportunities in areas where national demands and corporate priorities coincide. UNDP role as knowledge broker is fundamental. The model goes beyond the corporate focus of capturing UNDP internal knowledge and learning from it. It recognizes that there is very valuable knowledge outside the Organization from which UNDP must learn. Furthermore, it capitalizes on UNDP comparative advantages to become a leader broker in knowledge between development actors.

KM products
As aforementioned, the emergent model is based on knowledge products. A package of eight KM products in different degrees of completion has been developed. The package has been conceived in such a way to ensure full alignment with UNDP corporate paradigms and internal consistency among knowledge products. 1. Regional conceptual and policy framework The regional policy framework i) adapts UNDP position to the regional context peculiarities and language, and ii) anchors concepts and policy positions with empirical knowledge from field experiences (see product 3).
Illustration In the area of local governance, the DLGUD practice note was contextualized to produce the Agenda on Local Governance in Latin America. The Agenda identifies five key local governance conditions for advancing human development: strategic long-term vision, legitimacy and leadership, purposeful relations among actors, institutional capacities (good government), and citizen participation. The Agenda is the conceptual basis for all other KM products. Illustration In the case of local security, advocacy and promotion material has been designed in form of presentations or brochures,

2. Advocacy/promotion material Advocacy material and tools translate the policy framework (product 1) into material that can be

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used by COs for i) advocacy and policy support activities (e.g. conferences, seminars, media reports, etc.), and ii) promoting new UNDP business opportunities.

designed as templates that incorporate standard information (e.g. the concept of human security, relevant global and regional facts and figures, etc.) with customizable sections to introduce country-specific information (e.g. national security facts and figures). These tools, designed in a widely-used computer software (e.g. Microsoft Office), can be adjusted by running a simple macro function and introducing countryspecific information to produce a customized brochure or presentation. Illustration In the area of local governance, 287 good practices were identified and 104 of them were thoroughly codified and systematized into the website (see product 8). For this purpose, an information system LOGOSIS- was designed. This IT platform provides cross-linked integrative data that can be incorporated through the internet using different templates and languages.

3. Map of good practices The map of good practices provides sound knowledge from real experiences. The identification, codification, analysis and systematization of successful experiences both inside and outside UNDP is a central task of knowledge management. In particular, the codification of good practices is conceived so that empirical knowledge can be easily incorporated into UNDP day-to-day business, i.e. friendly logical framework. Lessons learned from the good practice analysis are crucial for the development of diagnostic and programming tools (see products 4 and 5). Finally, the systematization facilitates instant online access to display the good practices.

4. Diagnostic tools and methodologies UNDP niche of action is diagnosis: it is the key for impacting policy as well as for designing, monitoring and evaluating projects. However, the provision of effective, easy to apply, user friendly diagnostic tools and methodologies, is currently UNDPs greatest challenge. The LAC model develops the diagnostic framework in two components. 1. The capacity assessment tool evaluates local capacities and prompts project identification. The application of the tool results in i) identification of suitable capacity development initiatives, and ii) identification of programming tools (refer to product 5) that can be offered by UNDP to its counterparts on the basis of their existing institutional and systemic capacities. This capacity assessment is a tool that runs with a simple IT macro application and can be conducted by UNDP staff. 2. The development needs assessment guide is designed to be applied by experts policy advisors or UNDP associate consultants (refer to product 7). 5. Programming tools Programming tools are designed to facilitate project formulation, implementation, monitoring and evaluation. Framed according to the conceptual and policy framework (product 1) and based on lessons learned from good practices (product 3), an array of tools are designed to provide substantive inputs on specific development areas.

Illustration In the area of local governance, tools to assess local governance conditions at the country/state level and local level have been elaborated and applied. Sector specific tools have also been developed in priority areas such as local security and urban management

Illustration The programming tools are designed with a logical framework approach and provide specific inputs for several ProDoc sections (Strategy, Expected results, Products, Key Activities, Risks, key Indicators, and illustrative examples). Programming tools are been designed in priority areas such as urban management and security.

6. Brokering tools Tools have been designed to enable UNDPs knowledge brokering role: i) Knowledge Fair: The fairs promote the direct interaction between knowledge demanders and suppliers through the combination of mechanisms of a traditional fair (such as stands, guided visits and business rounds) with lectures, panels and workshops, leading to the signing of agreements for knowledge transfer. The fairs take place in the scenarios where the successful experience occurred, thus allowing demanders to have a first-

Illustration Three local governance fairs have been held in Bogot (Dec. 2002), Guayaquil (Jul. 2004), and Rosario (2005) where more than 150 MoU for horizontal cooperation between LAC municipalities have been signed.

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hand view of the results and achievements obtained by the experience. ii) Knowledge transfer missions: the methodologies developed ensure a systematic knowledge transfer from the knowledge supplier (key actors from best practices) to the requesting municipality (actors that are looking for horizontal technical assistance). Through customized missions integrated by knowledge suppliers (non-UNDP experts from best practices) and UNDP facilitators- development projects were designed and action plans have been formulated to strengthen local governance conditions. Moreover, policy advice and advocacy on UNDP core development issues can be transmitted to stakeholders in a more effective way when peers are sharing their experiences rather than when advisors or consultants alone provide technical assistance. 7. Experts network A certified experts network provides professional, institutional and contact information of experts and centers of excellence certified by UNDP. Partnerships with associate experts expand UNDPs reach and ensure because experts are aligned with UNDP paradigm and report on lessons learned- that UNDP corporate mandate and priorities are consistent with regular operations (mostly project management). The network permits the capture of lessons learned after client engagements (something that is barely done through classic consulting systems), thus enhancing UNDP knowledge base.

Knowledge transfer missions with participation of associate experts from successful experiences (refer to product 7)have been carried out in Argentina, Brazil, Colombia, Dominican Republic, Ecuador, El Salvador, Paraguay, among others.

Illustration In the area of local governance, the network is made up of 67 experts in the sub-sectors of urban security, citizens culture, land management, citizens participation and democratic dialogue. Other 90 experts from successful experiences were contacted and 25 are in the selection process in the following areas: i) participatory planning and budgeting, democratic dialogue and citizens culture, ii) public administration reform and anti-corruption, and iii) poverty alleviation and local private sector development. Institutions are providing technical inputs for development of diagnostic and programming tools, for example the Universidad Nacional de Colombia in citizen culture subjects and the Center for Participation and Sustainable Human Development (CEPAD), based in Bolivia, in citizen participation subjects. Illustration The area of local governance launched in 2003 the website www.logos.undp.org.co with a virtual fair facility and a search engine of good practices in local governance in LAC. More than 60 requests for knowledge transfer have been received through the websiteon issues related to local economic development, citizen security, water and sanitation, social services- from local actors in Argentina, Bolivia, Ecuador, El Salvador, and Venezuela, among other countries. The workspace is being completed to make the above mentioned tools available to UNDP practice members.

8. Website and workspace 1. Website: IT platforms are powerful means that enable UNDP counterparts and partners to exchange knowledge.

2. Workspace: a workspace is not a site with lots of information, but a work site with tools that facilitate UNDP day-to-day work and the knowledge exchange among UNDP units.

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Annex 2
Bogot experiences main thesis, thematic axes and subthemes.
Main thesis
Bogot experience: an innovative experience on governance and local development THEME 1: VISION AND LEADERSHIP Sub themes: 1. Bogot seen from the private sector 2. The territorial organization planning 3. Regional competitiveness. The city-region. 4. The transformation of political relationships in Bogot. THEME 2: THE CITY AS A PUBLIC SPACE AND ASSET Sub themes: 1. The urban development of the city. Where and how will Bogot grow? 2. Mobility in Bogot 3. The environment in Bogot 4. Public Space THEME 3:CITIZEN CULTURE AND SECURITY Sub themes: 1. Police efficiency 2. Citizen cultural programs 3. Sacred life programs 4. Citizen security strategy in Bogot THEME FIVE: DEMOCRATIC CULTURE AND INSTITUTIONAL CAPACITY Sub themes: 1. Efficient public management. The public service enterprise in Bogot. - The capitalization of the Bogot Energy Enterprise - Towards a new model of public enterprise. The case of EAAB. - Competing for leadership in telecommunications. The case of ETB. 2. Financial sustainability and fiscal culture. - Fiscal modernization in Bogot - The city's financial sustainability 3. Decentralization and citizen participation 4. Citizen services THEME 4: THE CHALLENGE PROMOTING EQUITY Sub themes: 1. The education revolution in Bogot. The important thing is the children. 2. The role of local government in health: more than administrating hospitals. 3. The objective: social inclusion. 4. Integral improvement of neighborhoods.

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Annex 3
General Key information on each of the previously held fairs
A. BOGOTA EXPERIENCE
Name of the fair Bogot Experience: Market of Solutions for Better Cities Dates December 3-6, 2002 Thematic Content: Main thesis: Bogot experience: an innovative experience on governance and local development Thematic Axes: o Vision and leadership o The city as a public space and asset o Citizen culture and security o Promoting equity o Institutional capacity Knowledge Demand Participants: More than 350 participants from Latin America attended the event, including mainly practitioners, officials from local governments, members of the Academia, and UNDP staff from other countries, among others. Knowledge Supply Participants: Over 25 different local actors from the public, private and social sectors presented their contributions to Bogots successful experience. External experts also participated as speakers in the lectures, for example Leoluca Orlando (former mayor of Palermo, Italy) and Joan Clos (mayor of Barcelona, through videoconference). Locations: The activities during Bogot Experience were carried out in different locations which changed everyday, sometimes within the same day as well. The scenarios chosen were representative of the successful experiences results and achievements. o Juan Bosco Community Center (school, library and sports facilities) o Luis Angel Arango Library, the most visited in Latin America o El Tintal Library, one of the new centers in Bogots network of libraries o District Institution for Sport and Recreation Knowledge Transfer Agreements signed: 48 agreements for horizontal cooperation were signed with local actors from 26 localities in 14 countries. Various knowledge transfer missions have been developed as a follow-up to the agreements signed in the Bogot Fair.14 projects have been generated in: n Santo Domingo and Constanza (Dominican Republic), n Medelln, Cartagena, Santa Marta and Bucaramanga (Colombia) n Quito (Ecuador)

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B. COSTA RICA EXPERIENCE

Name of the fair: Costa Rica Experience: Market for Environmental Solutions Dates: December 3-5, 2003 Thematic Content: Main thesis: Costa Rica Experience: a successful experience on Environmental Solutions Thematic Axes: o Biodiversity Management o Ecotourism o Clean production o Payment for environmental services Knowledge Demand Participants: 200 participants from 20 countries attended the event, particularly practitioners in the field of the environment from Latin-American countries from the local and national levels. Knowledge Supply Participants: Over 22 institutions from Costa Rica exhibited their innovative environmental solutions and main challenges. Locations: Three different locations illustrating the thematic axes where chosen: o o o Earth Institute (about 100 km. outside San Jose) Ecotourism INBIO Biodiversity Management National Center for High Technology (CENAT) Payment for environmental Services

Knowledge Transfer Agreements signed: As a result of the event, 42 agreements for horizontal cooperation were signed between the knowledge supply and demand, and 6 were signed between Costa Ricas Environment Ministry and public entities from other countries.

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C. GUAYAQUIL EXPERIENCE
Name of the fair: Guayaquil Experience: Models of Solutions for Efficient Services Dates: July 7-9, 2004 Thematic Content: Main thesis: Guayaquil: a successful experience in local governance Thematic Axes: o Urban renewal o Social action o Institutional efficiency o Mobility Challenges: o Citizen security o Gender equality o Environment Knowledge Demand Participants: More than 400 participants attended mostly local authorities from other Ecuadorian municipalities, and also numerous practitioners from other Latin-American countries, UNDP staff and the Academia. Knowledge Supply Participants: Entities from the public, private and social sectors of Guayaquil exhibited their knowledge. Lectures were given by Juan Manuel Salazar (Director of the UNDP Regional Project on Local Governance in LA), Leon Febres Cordero (former mayor of Guayaquil and president of Ecuador), and Nabeel Hamdi (Oxford University expert on urban renewal). Locations: Most of the activities of the fair were held in Plaza Rodolfo Baquerizo Moreno, in the Malecn el Salado. Although the celebration was centered on this location, guided visits were arranged to allow the participants a close view of the experience and its results, for example to the mobile clinics and to the Cerro de Santa Ana. The opening act took place in the Palacio de Cristal, symbol of the citys urban renewal. Knowledge Transfer Agreements signed: 55 horizontal cooperation agreements were signed between the municipality of Guayaquil and other Ecuadorian and Latin-American local actors.

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D. ROSARIO EXPERIENCE
Name of the fair: Rosario Experience: More City, More Human Dates: March 29 - April 1 2005 Thematic Content: Main thesis: Rosario: a successful experience in urban and human development based on citizen participation Thematic Axes: o Public health o Children o Public space o Citizen participation Challenges: o Citizen security o Regional economic development o Youth policies Knowledge Demand Participants: More than 200 participants attended the event. Many of them included mayors and local representatives from Argentinean municipalities, and also some from other Latin-American countries such as Peru, Bolivia, Chile, Colombia, Brazil, Venezuela, El Salvador and Costa Rica. UNDP staff and members of the Academia participated in the fair. Knowledge Supply Participants: 39 stands were permanently available, exhibiting the knowledge generated by the different institutions of Rosario Experience. Some of the external speakers were Bernardo Kliksberg (expert on ethics and development) and Francesco Tonnucci (expert on childrens issues). Locations: The main location was the Patio de la Madera Rosarios old train station. The opening act and closing ceremony took place in the theatre El Circulo and the cultural center Parque Espaa. These scenarios are symbols of the citys urban renovation and cultural spirit. Guided visits were arranged to bring the participants closer to the experience, for example to municipal administrative centers, renovated lowincome neighborhoods, health centers, and non-formal children learning centers. Knowledge Transfer Agreements signed: 75 agreements for horizontal cooperation were signed between Rosario and other municipalities from Argentina and other Latin-American countries.

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ANNEX 4 a. Invitation letter format

Invitation letter format used in some of the previous knowledge fairs <<city>>, << date>> Dear Mr./Ms./Mrs. <<Last Name>>: In the month of <<month>> of <<year>> the experience <<name of the experience>> was distinguished by the Regional Project on Local Governance and UNDP Office <<country>> as a good practice in the field of governance and local development in Latin America. The achievements obtained by <<the experience>> will be shared with the rest of the continent in the Knowledge Fair <<name of the fair>>, which will take place the days x, x and x of <<month>> in <<place>>, event to which you are cordially invited. Over the last <<period of time>>, <<territory where the experience was developed>> has promoted and applied a model of sustainable human development, framed within purposeful relations among different economic and social actors, and led by a strong institutional capacity and transformational leadership. This recognition has been given to this experience considering the achievements in the following areas: Area/field 1: The policies and programs implemented have <<achievements>>. Area/field 2: The actions in this field have allowed <<achievements>>. Area/field 3:

It would be our pleasure to count on the participation of your work team and yourself in the event, where the visitors will have the opportunity to get to know <<territory>> Experience in detail through its scenarios and protagonists. The event will offer high-profile speakers from the country and other Latin-American nations. The participants will have the option of attending conferences, discussion tables, guided visits, and also signing agreements for knowledge transfer with <<knowledge supplying actor>> and in this way have access to the knowledge generated by the successful experience. You will find attached to this invitation detailed information on the Fair and the different themes that will be discussed. We will send informative bulletins periodically concerning the Fair and the ways you can be a part of it. We hope to count with the participation of your team and yourself in this Knowledge Fair. Kind regards, Name Position By UNDP Mr./Ms./Mrs./Dr. Complete Name Position Organization Address, City
For further information about the event and for confirm your participation, please contact <<names, city, telephone, email>>.

Name Position By the main partner

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B. key information that is attached to the invitation letter or sent through massive webmails (example guayaquil).
KNOWLEDGE FAIR GUAYAQUIL EXPERIENCE Model of Solutions for Efficient Services - Guayaquil, July 7 - 9 2004
1. What is the Guayaquil Experience Fair? It is an international event organized by UNDP and the Municipality of Guayaquil to exhibit and share the achievements obtained by Guayaquil in the field of local development over the last decade. These achievements and the programs through which they were attained will be shared will be shown to the rest of Latin America in the Knowledge Fair Guayaquil Experience which will take place the days 7,8 and 9 of July in this city. 2. Why is Guayaquil Experience being celebrated? In the month of December 2003, the city of Guayaquil was recognized by the Regional Project on Local Governance and UNDP Ecuador CO as an exemplary experience in the field of governance and local development in Latin America. Over the last decade, the city of Guayaquil has promoted and applied a model of institutional development based on a context of purposeful relations between different economic and social actors, and led by a strong institutional capacity and transformational leadership. In order to grant this distinction, the achievements obtained by Guayaquil in the following fields were considered: Urban Renewal: The policies and programs implemented have allowed for the transformation of the historic center of the city into a space with the highest urban standards, the reconstruction of the dike which has served as a catalyst for the recuperation of an important sector of the city and particularly the Cerro de Santa Ana, which has become one of the main attractions of the city and an example to follow in Latin America. Social Action: They have allowed thousands of low income citizens access to health services and to be treated in mobile clinics, day hospitals, polyclinics property of the municipality. There are also important achievements in programs concerning community participation and education for citizen capacity. Institutional Efficiency: The actions in this field have allowed the municipality a substantial reduction in operative expenses, transparent contracting for public works, and a system of property register which has optimized the fiscal collection and has offered resources for social investment. 3. Who participates in a Fair? An attendance of between 400-500 people is expected in the Guayaquil fair. The registration can be done through the internet, the profile of the participants is preferably professionals involved with the thematic axes of the experience, as well as mayors and provincial representatives from Ecuador and Latin America. The participants will have the opportunity to get to know Guayaquil Experience through its main scenarios and protagonists. The participants will have the opportunity to attend conferences, workshops, panels, guided visits, and also to sign agreements for knowledge transfer with the Municipality of Guayaquil, and in this way have access to the knowledge generated by the successful experience. 4. How to become a participant of the Fair? The registration can be done through the Internet at the following URL: www.experienciaguayauquil.org , or by contacting experienciaguayaquil@undp.org
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The highest ranking officials of the Institutions (mayors, prefects, national directors) are Special Guests, and their participation has NO cost, for the other officials of the institutions interested in attending, the registration fee is $100 USD and includes: Documentation: This includes 3 volumes which expose Guayaquils experience over the last 12 years. The three books consist of approximately 200 pages each and analyze objectively the progress and development of the city. Access to Lectures: Three lectures are programmed to be given by national and international experts in the following subjects: - Local Governance in Latin America - Urban Renewal: The road followed and next steps - Guayaquil, from Chaos to Modernity Workshops: Participative work where the objective will be to diffuse the achievements and methodologies implemented successfully in the city of Guayaquil. The participants in the workshops will be the different actors involved in the experience of the city, and they will be complemented by presentations from international experts. Transportation: Excursions to the symbolic locations of the city, visits to marginal urban areas and regenerated neighborhoods, and transfers included in the agenda. Meals: Coffee breaks and lunches in the agenda. Guayaquil Celebration: A massive public event will take place in the Malecn 2000, including fireworks and other activities.

For more information, you can contact Claudia Lpez or Norma Pea at (571) 4889000 Ext.244, fax (571) 3760034 or email at experienciaguayaquil@undp.org

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ANNEX 5 Templates of knowledge transfer agreements (mou) used in some of the past knowledge fairs. A. Bogot Experience

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B. Rosario Experience

JOINT DECLARATION FOR A HORIZONTAL COOPERATION AGREEMENT

In the context of the Knowledge Fair Rosario Experience: more city, more human, the following declaration is hereby signed with the purpose of: Obtaining further access to information on the theme(s): And, particularly in the program(s) or project(s): Theme Program or Project Local policies from and for the children Decentralization and citizen participation Public Space Public Health Other Which have been implemented by the institution______________________________________________________________ ___________________________________________of the Rosario municipality? The signing parties below express our intention of taking the necessary steps to facilitate a knowledge transfer process which will allow the interested actor access to the knowledge generated by Rosario Experience in the mentioned themes. Signed in Rosario mm/dd/yyyy.
By the municipality / area / region of ___________________________, ________________________ Name:______________________Position:_______________________ Address:_____________________ Country:_________________________ Telephone:_____________________E-mail:_______________________ Institution:____________________ By UNDP, __________________________ Name:____________________Position:______________________ Address:___________________Country:_______________________ Telephone:____________________E-mail:______________________ By the municipality of Rosario,__________________________ Name:____________________Position:______________________ Address:___________________Country:_______________________ Telephone:____________________E-mail:______________________

MORE CITY, MORE HUMAN Governance Fair March 29 / April 1 2005 www.rosario.gov.ar . www.undp.org.ar . www.logos.undp.org Buenos Aires 711, 2 piso Tel (54) (341) 480 2273 Rosario-Santa Fe-Argentina

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ANNEX 6 Documents associated to knowledge transfer

A. Specialized questionnaire: example in the area of citizen security.
TECHNICAL QUESTIONNAIRE ON CITIZEN SECURITY TERRITORY XY
This questionnaire aims to compile basic information on the areas of citizen security in Territory XY. The information compiled based on the information given through this form will be used as inputs for the formulation of policies and projects in the context of a technical cooperation process between UNDP and Territory XY.

1. CRIME AND VIOLENCE STATISTICS IN TERRITORY XY* Please fill out the following spaces with statistics of the mentioned categories for the last five years: a. OFFENCES ON LIFE AND PERSONAL INTEGRITY Homicide statistics for the last 5 years in Territory XY Year 1 Year 2 Year 3 Total homicides /year Homicides x 100.000 inhabitants Traffic accident homicide statistics for the last 5 years in Territory XY Year 1 Year 2 Year 3 Year 4 Traffic accident homicides Suicide statistics for the last 5 years in Territory XY Year 1 Year 2 Year 3 Suicides b. OFFENCES ON PRIVATE PROPERTY Offences on private property statistics in Territory XY Year 1 Year 2 Year 3 Theft to residencies Theft to commercial offices Theft to banks Theft to vehicles Street theft c. DOMESTIC VIOLENCE Year 1 Domestic violence denouncements d. PRIORITIZATION OF THE CRIMES WITH MOST IMPACT What are the five main problems in citizen security, and why? Year 2 Year 3 Year 4 Year 5 Year 4 Year 5 Year 4 Year 5 Year 4 Year 5

Year 5

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a. Is there are a Geographic Information System (GIS) for this data? b. How is the process of compiling information on crime and offences in Territory XY? Who compiles this information? c. What is the estimated level of unreported offences and violent crimes in Territory XY? d. How is this information used for the formulation of public policy?? e. Are there public perception surveys in Territory XY? 2. INSTITUTIONAL INFORMATION a. b. What institution(s) are directly responsible for citizen security in TERRITORY XY? If more than one, how are the responsibilities divided? What other actors are involved in the subject of citizen security in TERRITORY XY and what are their duties? Specify for each one if it is a public, private, civil society or other type of organization, and their level of influence (national, international, provincial, municipal, neighborhood). What mechanisms exist for interinstitutional coordination? Who participates and what type of decisions do they make? What are the sources of financing for security matters (taxes, tariffs, fines, etc.)? What Police groups operate in Territory XY? What are their duties? How does the government of Territory XY interact with the different police groups? On a scale from 1 to 5 (5 being the highest), how would you grade the relationship between the Mayors Office and the Police? Why? Which are the main sources of financing for the development of policies on citizen security in Territory XY? What is the manpower of each of the different police groups in Territory XY? What are the criteria for the distribution? What is the perception of the public regarding the different police groups? What are the goals of the government of Territory XY in the area of crime control and prevention? Please include documents on citizen security in the governments Development Plan. What are the main norms/laws which rule over citizen security in TERRITORY XY? Please attach them. To your knowledge, what is the publics perception on the subject of security in TERRITORY XY? Please attach statistics and/or opinion polls. How does the judicial system in TERRITORY XY work? What are the impunity and efficiency rates in the processes (number of processes/time)?

c. d. e. f. g. h. i. j. k. l. m. n. o.

3. CITIZEN PARTICIPATION, FROM THE PRIVATE SECTOR AND OTHER ACTORS a. Are there policies and/or programs for citizen participation in the area of security in TERRITORY XY? If so, what results have been achieved? Which actors coordinate institutionally (Police, Mayors Office, others)? b. Are there policies and/or programs for private sector participation in the area of security in TERRITORY XY? If so, what results have been achieved? Which actors coordinate institutionally (Police, Mayors Office, others)? c. Are there investigation and/or observation centers on crime and offences in TERRITORY XY? If so, please give a brief description of each ones line of action. 4. POLICIES AND PROJECTS IMPLEMENTED a. What are the main problems in Territory XY in regards to security? What is this prioritization based on? b. What have been the main programs/projects in the area of citizen security in Territory XY? What are the main results achieved and difficulties encountered?

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c.

What are the main obstacles and/or limitations for the reduction of crime and offences on the following levels: Interinstitutional Budgetary Operative Political Intelligence Legal Cultural

Definition: the offences on life and personal integrity are defined as those that go against the life of citizens, such as homicides, attempted murder, and the different categories of personal injuries.

B. Questionnaire on the focalization of the knowledge demand

QUESTIONNAIRE ON THE FOCALIZATION OF THE KNOWLEDGE DEMAND FOR LOCAL DEVELOPMENT AND GOVERNANCE
This form seeks to identify the main aspects and relevant information to initiate a horizontal cooperation process in the context of the Regional Project Knowledge Fair on Local Governance UNDP.

INSTITUTION: (Name of the institution requesting consultancy) THEME: (Theme in which the consultancy is requested. If more than one, a form should be filled out for each one) 1. Description of the institution Give a general description of the institution/organization requesting consultancy: duties, powers, level of action, nature (public-private), among others. 2. Description of the Municipality/Region Give a general description of the municipality/region where the initiative will be developed. Take into account: a. General aspects: Location, territorial extension, limits. b. Demographics: Population and demographic growth, concentration of rural and urban population, literacy rate. c. Socio-economic features: Gross Domestic Product and GDP per capita, Gini coefficient, levels of poverty and indigence, unemployment rate, human development ranking. d. Political and administrative aspects: Politico-administrative organization, main government instances, conformation of the current administration, main areas of public investment, amounts. 3. Current situation Describe and give a background of the local development/governance issue to approach. Include a description of the recent progress on the subject, the strategies which have been implemented in order to modify the current situation, and how these can be articulated to the consultancy. When at all possible, incorporate indicators which can help establish the current situation objectively. 4. Expected situation Describe the situation which is expected once the different strategies suggested by the consultancy have been implemented. It is important to emphasize on the expected impact. Do your best to describe the expected situation in terms of specific indicators, avoiding vague or loose phrases. 5. Expectations of the consultancy Express your expectations of an eventual horizontal cooperation process. How could the knowledge supplying municipality contribute to the achievement of the initiative or projects objectives? List and describe the actors involved in the process. Specify their nature (public-private), duties and relation to the theme. If possible, indicate how they would participate and/or contribute to the process/initiative. 7. Sources of financing

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Describe the potential sources of financing for the project to be developed. Where are the funds for the initiative supposed to come from? 8. Additional Information In this point, include any other information you consider relevant for the consultancy. Likewise, annex to this form any document relevant to the theme.

C. Questionnaire on local governance

QUESTIONNAIRE ON LOCAL GOVERNANCE
The following questionnaire aims to identify the main aspects for the formulation of a project for human development from the local governance perspective. The questionnaire is based on the five elements of the Governance Agenda developed by the UNDP Regional Project Knowledge Fair on Local Governance in Latin America, and seeks to increase the possibilities of carrying out a project by identifying strategic factors which could affect its development and future implementation. In order to fill out the form, each of the questions should be answered and later be given a tentative and modifiable evaluation which allows an approximation to the favorability of the governance conditions in each question.

Use a scale from 1 to 3, where 1 is unfavorable, 2 is intermediate, and 3 is highly favorable. Example: Does the leading institution have legitimacy, the ability to unite, and credibility to carry out this process? Answer / The mayors office has historically always had public support, the ability to unite, and credibility to develop this knowledge transfer process. However, the last reform of the State has transferred the power to develop this type of initiatives from the municipal to the national level. In addition, the latest political incidents in which the mayor has been involved have diminished his support among the population and in particular among a sector of the city council which is very interested in the process. Tentative evaluation: 1 (Unfavorable) 1. VISION AND LEADERSHIP Is there a shared vision about the initiatives which are going to be developed in the process? What is the vision and what actors share it? Does this plan count with the support of the main institutional actors, private sector and civil society? What guarantees that the vision will not be modified by future administrations? Is the vision aligned with the other long term plans at the national, provincial, regional and municipal levels? Which actor or institution leads the initiative for knowledge transfer? Does the leading institution possess legitimacy, power to unite, and credibility to carry out this process? What are the estimated times for the development of this initiative? Does the leader have the necessary time for the development of the initiative? If the times which the leader counts with to develop the initiative and the times of the initiative itself do not coincide, what guarantees that the process will continue until culmination? 2. RELATIONS BETWEEN ACTORS Are there norms that affect the development of the initiative? How? Are other kinds of norms necessary? Who are the main actors involved in the development of the initiative? Is it necessary to involve other actors? Which ones, and why? Is there the possibility of synergies with other actors from the public, private, civil, and international sectors? Which? What external factors (media, political forces, private interests) could affect the process? 3. GOOD GOVERNMENT What is the citizens perception of the main actors relevant to the process which is going to be carried out?

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Who makes up the tentative working group for the development of the initiative for horizontal cooperation? Which could be the main bottlenecks for the process? What strategies could be implemented to overcome them? Has the total cost of the project been quantified? Where do the sources of financing for the initiative come from?

4. CITIZEN PARTICIPATION How do the objectives of the initiative respond to the citizens interests? Are the grass-root organizations informed about the initiative? What is their position regarding it? Are mechanisms to involve the civil society and grass-root organizations considered in the process? What should their role in the process be? 5. HUMAN DEVELOPMENT Are the objectives and management indicators of the proposed project aligned with the long term plans on a municipal, regional, and other relevant levels? In what way will the initiative contribute to management indicators from long term plans? Which are the management indicators which would allow measuring the contribution?

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UNDP Knowledge Fairs: A HOW-TO-GUIDE Panama Sub regional Resource Facility United Nations Development Programme Draft document June 2005

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