Knowledge Fairs

Knowledge
Fairs
Mechanism for horizontal transfer and
knowledge exchange
Knowledge Management Methodological Series,
Sharing Knowledge for Development Project
Knowledge Management Unit
UNDP Regional Centre for Latin America and the Caribbean
Table of
contents
1
Overview
2
Introduction
3
What are knowledge fairs?
4
What is the purpose of
knowledge fairs?
5
Who participates?
6
How do you start a
knowledge fair?
7
How do you monitor its
results?
8
Annexes
9
The Knowledge
Management Unit
Author: Jairo Matallana
Collaborators: Lina Salazar, Octavio Aguirre, Olga Robles,
Johanna Granados, Guillermina Martín.
Graphic Design: Diana Ordóñez - José Luis Quintero
Translator: Melanie Taylor
1
Overview
The United Nations Development Programme aspires to be
consolidated as a knowledge based organization and a relevant
actor in political debates, projects and effective solutions, as
well as having an impact in different contexts1. Los socios
en los países demandan cada vez más asistencia técnica
y de políPartners in each country increasingly demand
more technical assistance and high quality policy
advice, access to good practices, regional experts and
experts from other regions, institutional strengthening,
and field tested and effective programs. Due to
these demands, it is a UNDP priority to strengthen
its management capacities and the effective use of
knowledge through the strengthening of its knowledge
networks, the articulation and coordination of other networks
and members in the United Nations System under the One
UN model and, at the same time, a broad collaboration with
strategic external partners, civil society and institutions 2,
EThe Regional Service Centre for Latin America and the
Caribbean (RSC-LAC) considers knowledge management as
the integrating axis of service provision to the Country Offices
1 UNDP, “An Agenda for Organizational Change”, April 2011.
2 UNDP, “Strategic Plan 2008-2013”.
4
and programmes in the region. This role as an integrating axis manifests itself in
the methodological and technical support to the development of conceptual
frameworks in strategic thematic areas, systematization and diffusion of good
practices, the development of tools for assistance in policies, programme execution
and capacity development. The Knowledge Management Unit (KMU) at the
RSC-LAC gives technical and methodological assistance to Country Offices, UNS
agencies and other partners, to achieve these objectives. The midterm evaluation
of the Regional Programme in Latin America and the Caribbean emphasized the
knowledge management work developed by the RSC-LAC with the support of KMU,
considering it an asset for the Regional Programme and for UNDP 3.
The Sharing Knowledge for Development Project implemented by the KMU
started in 2009 with two objectives: to systematize lessons learned and knowledge
The Sharing Knowledge
for Development
Project proposes a
new objective: to
share with the region
a set of guides that
describe knowledge
management methods,
in order for teams to
embed knowledge
management in the
development of their
initiatives.
generated in development projects supported by UNDP in the region, and to
establish links and agreements for horizontal cooperation among countries
to exchange and transfer this recorded knowledge4. After completing the
systematization of more than twelve (12) projects, ready for knowledge transfer, the
Sharing Knowledge for Development Project proposes a new objective: to share with
the region a set of guides that describe knowledge management methods, in order
for teams to embed knowledge management in the development of their initiatives.
3 UNDP, “Mid-Term Evaluation of Regional Program in Latin America and The Caribbean”, March 2011.
4 UNDP, “Evaluation of UNDP Contribution at the Regional Level to Development and Corporate Results”. November
2010.
5
These guides are, in principle, a result of the shared experience between the
KMU, UNDP Country Offices and thematic areas, through the development of
knowledge management activities and are being promoted by new corporate tools
and contributions on these subjects. The first methodological guides encompass
the following topics: (i) Knowledge Management Strategies (ii) Communities of Practice
(iii) Knowledge Fairs, and (iv) Systematizations for transfer. We hope these guides are
helpful.
Knowledge Management Unit
Regional Centre for Latin America and the Caribbean
6
2
Introduction
One of the constant challenges in development project management is to
identify and administrate useful knowledge to achieve established objectives.
Knowledge Management is not an additional activity parallel to the management
of a project but an activity inherent to it, contributing to a project in many
ways: creating an institutional memory, promotes learning and its continued
improvement, generating evidence that can promote either the project’s scaling-up
or its transfer to other contexts, elaborating products that support visibility, capacity
development and political incidence strategies, among others. In order to design
and implement development projects it is necessary to reflect on issues such as How
do we capture the knowledge the project generates? Where is the knowledge the project
implementation requires? How do we build and transfer knowledge?
This series “Methodological Guides on Knowledge Management” seeks to
This guide is aimed at
UNDP Country Offices
and UNS counterparts,
national partners,
project coordinators and
officers, and all those
that wish to implement
a knowledge fair as a
catalyst mechanism for
knowledge exchange
and transfer in support
of development
processes.
contribute to the strengthening of teams´ capacities in a number knowledge
management methods.
This guide collects the main lessons that UNDP in Latin America and the
Caribbean together with its partners have learned by planning, organizing and
monitoring knowledge fairs. This guide targets organizations or project teams
interested in promoting experiences as well as transferring knowledge and giving
feedback to peers.
8
Knowledge fairs are knowledge sharing mechanisms whose structure and
format can be adapted according to any subject and any set of goals. For that reason,
this guide is not a prescriptive manual but a recollection of recommendations and
suggestions based on accumulated experience by UNDP and its partners through
more than 15 knowledge fairs carried out since 2002. Its emphasis lays on identifying
critical points to be considered before implementing an initiative of that sort and to
propose tips based on past successes and mistakes.
9
3
What are
Knowledge Fairs?
Fairs1 can be considered events and processes - and
somehow they are both. Fairs are events to assemble, where
actors and experiences congregate in a defined space and
moment to exchange knowledge. Some characteristics are
common to all fairs:
•
They are open, dynamic and non-rigid spaces.
• They revolve around a topic and
summon an audience interested in it.
• They imply a multiplicity of dynamics
and exchange methods.
• They aim at promoting products and
services, and to reach agreements between parties.
• They make use of traits and traditions typical from the location where they take
place.
Knowledge fairs have an additional characteristic: they focus on non-tangible
products and services, such as experiences and lessons from policies, projects and
initiatives that for practical purposes are physically presented in stands, banners,
1 To find information on the Knowledge Fairs accompanied by the KMU, go to https://undp.unteamworks.org/
node/153267
11
catalogues, and/or through the voices of the main actors. In the case of UNDP
knowledge fairs the focus is on human development; their added value resides
in their catalyst character, becoming a platform to channel human development
projects and initiatives based on the exchange of experiences and lessons.
Knowledge fairs also contribute to prompt comprehensive knowledge
management strategies2. This comprehensive focus encompasses knowledge
identification, capture, analysis or encoding, transfer, adaptation and reutilization
while implementing a project or development initiative. Fairs include the
documentation and systematization of experiences in the preparatory phase,
a subsequent onsite or online exchange during the event, and a closure with
different modalities of transfer and adaptation for the promoted knowledge. Fairs
are then, much more than an event, allowing different processes and knowledge
management activities to congregate in a single initiative that revolves around a
common subject.
Compared to traditional dissemination mechanisms such as seminars,
conferences and forums, knowledge fairs have demonstrated to be an innovative,
dynamic and effective scenario to identify and promote experiences and to
facilitate the transfer and reutilization of the knowledge derived from the variety of
encounters that take place.
2 See the Knowledge Management Strategies Guide from this same series.
12
Fairs break with exclusive hierarchies, rigid formats and traditional notions of.
On the contrary they are flexible, open, horizontal and entertaining. Each knowledge
fair has its own focus and methodology, which depends greatly on the objectives,
scope and context where it occurs and the available resources for its execution.
However, some common characteristics of UNDP sponsored knowledge fairs are:
a. Participants have a firsthand contact with successful experiences and
can interact directly with their main actors. The way the communication
happens can vary, but in many cases fairs may include explanatory
spaces; these could take the form of results samples, life stories, guided
tours of city sites or interactions with participants and communities.
b. Participants´ role is active; they are not a passive audience that
listens to an expert, but an active group that plays a leading role
in knowledge exchange. Fairs offer a variety of spaces in which
this interaction is encouraged, allowing participants to meet with
their peers, exchange information, ask, listen, and debate.
c. There are ways to “put into practice” knowledge exchange through
letters of intent for horizontal cooperation or collective statements.
Fairs have mechanisms to monitor results from these transactions.
Fairs break with
exclusive hierarchies,
rigid formats and
traditional notions
of. On the contrary
they are flexible,
open, horizontal and
entertaining.
13
4
What is the purpose of
knowledge fairs?
Knowledge fairs can have different goals and those goals are what define its
format and dynamics. Previous experience analyses show that fairs have contributed
to achieve the following objectives:
a.
Publicly celebrate successful experiences
that contribute to human development. Fairs help to spot,
map, learn, disseminate and systematize unidentified
experiences around a specific subject. On the other hand,
fairs can contribute to consolidate and provide continuity
to successful experiences through the recognition of its
projects, programs or policies. This strengthens its social
appropriation and its sustainability throughout time.
For example, the local governance fairs in BogotaColombia (2002), Guayaquil-Ecuador (2004) and RosarioArgentina (2005) served to promote model cities with
positive results on human development.
b.
Promote knowledge transfer between people and organizations
Agenda Building tableo
n judicial cooperation
in the Central America
Commitment Fair Ciudad
de Panamá (2010)
making emphasis in “the how”, or the processes that made it possible to achieve
sustainable goals. In other words, transfer successful social technologies.
This transfer occurs as part of a horizontal cooperation (for example, between a
project or successful experience with another organization in the same country or
another one). It can also consist on facilitating the access of different participants to
15
technical assistance services from governmental and cooperation agencies.
For example, in the Migration for Development Knowledge Fair in Brussels (2008),
alliances between small actors were facilitated on the basis of
successful experiences and spaces were created to promote service
organizations that give technical assistance on this matter.
c.
Influence the public agenda and the formulation of
public policies. Due to their visibility, their capacity to mobilize
important development actors, and their ability to attract the media
and public attention, fairs can become spaces to position key human
development topics on the public agenda.
Thanks to dynamics such as agenda-building tables, fairs offer
scenarios that make possible the generation of policy statements and
recommendations based upon debates and collective multi-actor
constructions.
For example, in the Citizen Security Fair in Ciudad de Panamá (2011),
the Central American Commitment Agenda was incorporated to the
Regional Commission for Security made up by all SICA countries (Central American
Integration System) in order to funnel coordinated policies related to violence
prevention and institutional strengthening.
Representative of
experience belonging
to the Nicaraguan
Police in the closure of
the Central American
Commitment Fair .
16
Even though up to now, most events supported by the Knowledge
Management Unit of the RSC-LAC have had a regional or national focus, the fair
format – with some adjustments, could have a more local or micro-thematic
application. UNDP national offices can be the facilitators
of fairs between projects, among diverse experiences
from different national institutions or UN system
agencies, between diverse themes, and/or focused
in geographical areas. Thanks to this methodology,
UNDP Country Offices can carry out their knowledge
management missions with innovative mechanisms
within their line of work.
Tables for Exchange in
the Parliamentary Women
Conference from Latin
America and the Caribbean,
Madrid (2009).
17
5
Who participates?
Five types of actors can be identified in knowledge fairs:
Suppliers of knowledge: representatives of successful experiences being
exhibited as well as organizations that provide technical assistance or consultancy
on these subjects.
Demanders of knowledge: participants interested in the fair´s content. These
include governmental actors, civil society organizations, and donors, among others.
Organizers and facilitators: promote knowledge exchange and organize the
fair space to bring together knowledge suppliers and demanders. UNDP and other
partners could fulfill the role of co-organizing the fair.
Sponsors: support the fair with financial resources and may or may not be
related with the fair central theme
Visitors or general audience: participates in some of the fair activities and is
generally made up by the local population of the area where the fair takes place.
19
The following table shows the incentives or benefits that those actors can
obtain by participating in knowledge fairs:
Actors
1. Suppliers
Benefits of Knowledge Fairs
International, regional and national recognition for the results obtained on development sectors through effective, transparent and responsible management.
Visibility before other national or international actors.
Establishing agendas: the possibility of promoting debate and reflection about topics of great interest for the country, region or the group of participating actors.
Contributing to social appropriation of a development model.
Capacities strengthening by pushing for introspection on their own experience and
promote knowledge exchange with other experiences.
2. Demanders
Learning: opportunity to get closer to good practices, learn the “what” and the
“how”, and to interact with the protagonists in such experiences.
Awareness: becoming witnesses of real events and internalizing that change is possible.
South-South cooperation: signing horizontal cooperation agreements to receive
technical support from experts (peers) at a low cost.
3. Organizers or facilitators (brokers)
Positioning and giving visibility to a given subject.
Enjoy a space to exercise advocacy with a key audience of guest actors.
Participate in a scenario to open debates about a topics.
Have the possibility to promote horizontal cooperation and mobilize resources for it.
4. Sponsors
Make use of a scenario to publicize their products and services.
Exploring possible actions towards social corporate responsibility.
5. Visitors or general
public
Possibility of learning more about a development topic and real successful experiences in a friendly and entertaining way.
Awareness about subjects of public interest.
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6
How do you start a
knowledge fair?
A. Phases
Setting up a knowledge fair can take up a minimum of 6 months. According to
the previous experience of the Knowledge Management Unit of RC-LAC, the average
preparation time is of 9 months.
The event execution can take between 2 days and half and 4 days. Generally
they start with an opening that takes 2 or 3 hours, usually at night, then 2 or 3
days of fair development; finally a closing event, also of 2 or 3 hours. However, it is
possible to carry out shorter fairs, for example when they happen within another
event framework, in which the fair has a specific designated timeframe. Follow up or
post-fair activities, which have not been implemented systematically in many fairs,
can take between 6 months and 2 years (see graphic 1).
Execution
Preparatory
phase
Follow-up
activities
Graph 1: Phases of a knowledge fair
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EXECUTION
PREPARATION
Some of the main activities in each phase are summarized in the following flowchart:
Basic
aspects
Note Budget
Marketing
plan
Partners
Working
teams
Dynamics
and formats
Experiences
Agenda
Promotion
Logistics
Invitations
Confirmations
Setup
Spaces for exchange
FOLLOWUP
Algunas actividades centrales de cada fase están resumidas en el siguiente diagrama:
1
Results evaluation from the exchange event.
2
Definition and Execution of a strategy to facilitate knowledge transfer
(guided visits, advisories, capacitations)
3
Followup to recommendations and proposals to the public agenda,
declarations and other instruments for public incidence.
4
Creation of a network, a Community of Practice, or CoP strengthening
(in case it had been previously created).
Graphic 2: Main activities and phases of a knowledge fair
23
B. Fair Formats
New technologies allow structuring fairs not only on site and with participants
in the same physical space, but also through virtual spaces. Onsite and online formats
should not be understood as mutually exclusive, since they
can happen simultaneously and complement each other..
1. Virtual Fairs
Most fairs supported by the Knowledge Management
Unit of the RSC-LAC have happened on site but in some
cases, they have been developed through websites. Online
knowledge fairs have the advantage of representing a
significant saving in logistics and resource mobilization,
but unsurprisingly they have limitations such as the
absence of physical contact among participants and
difficulties to keep the audience focused on the event.
Introductory page for the
Virtual Fair on Gender
Equality conducted by the
Latin American Project
GENERA in 2007.
However, this format has yielded positive results in previous experiences.
Examples of this are the Gender Equity Fair carried out by the America Latina Genera
Project in 2007 (see box) and the Virtual Space for Parliamentary Women from Latin
24
America and the Caribbean in 2009 as well as its network that continues operating;
these illustrate the use of the new information technologies to the service of
knowledge exchange for development.
A virtual fair can get lots of diffusion and an important set of participants
that have no time or geographical constraints, facilitating their participations from
various places in the world. A virtual fair is susceptible of having a flexible time
duration that optimizes knowledge exchange, transfer and feedback. The fair space
can also function as a repository of substantive information promoting knowledge
access and exchange after the event.
A virtual fair can
get lots of diffusion
and an important
set of participants
that have no time
or geographical
constraints, facilitating
their participations
from various places in
the world.
On the other hand, if a virtual knowledge fair accompanies an onsite one, it
could nurture and sustain it during and after the physical event. For example, a
live virtual coverage of the event via webcam makes possible the interactions of
many non-present actors and generates more and better knowledge exchange and
learning. Once the onsite event is over, the virtual fair can also be a reference space
for the continuity and follow up with the use of forums, chats, documents, etc. That
way, a permanent useful space of reflection and knowledge exchange is created, in
some cases, giving origin to a Community of Practice.
From another viewpoint, a virtual fair is just like the onsite one, a complex
environment that must be organized around diverse functional settings.
25
For example, the Virtual Space for Parliamentary Women from Latin America and the
Caribbean that accompanied the onsite meeting included the following sections:
Welcome Hall: it was where the presentation of basic information about the onsite
fair, the data about their participants, and the logistics info, etc, was exhibited.
Hemicycle: during the onsite fair development, this space held via
webcam presentations and main activities in real time. At the end of
the event, ad hoc documents were included in this section to enrich
the debate (papers, technical documents, panels, videos, etc).
Reading room: it worked as a library that gathered the substantive
documentation of the onsite fair. After the event, it gathered the
systematization and discussion of the conclusions derived from the meetings.
Press office: it had all the material offered by the media,
photos of the event, summaries of debates, etc.
Skylight: it was where the experiences presented got organized by
thematic areas. After the onsite Fair, this space was modified to have
forums and virtual exchanges around the presented experiences.
26
2. On-site Fairs
A knowledge on-site fair normally requires more
than one physical space or of a multipurpose space. Some
fairs have been developed in one modular venue while
others have had symbolic sites in different areas of a city
to which participants go according to the subject to be
examined.
Generally the spaces a fair requires are:
• A congregation space. Normally an auditorium
of great capacity for lectures, conferences, and
personal stories.
Plenary at the Costa Rica
Fair on Environmental
Solutions (2003).
• An open space for exhibition, marketplace style where informal interaction
takes place. There is where stands of all experiences, artistic and cultural
exhibitions, representations, and/or live simulations, among others, are
located.
27
• Meeting spaces that allow for horizontal accommodation (work groups,
round tables). In several occasions these spaces are used simultaneously for
meetings according to the different subjects address throughout the fair.
• Spaces for Visits and Reviews, are where participants can get closer to
the experiences. For example, these spaces are used for guided tours,
where participants can go to an experience
location, check its results and interact with the
beneficiaries.
The selection of the place should take into
consideration a series of logistic and strategic aspects.
The place should have an appropriate infrastructure in
terms of telecommunications, public services, access
routes, and security conditions.
In addition, the spatial distribution of the place
can promote or impede the interaction between participants. Generally it´s
Guayaquil´s Fair site
Ecuador (2004).
recommended having sites not too far apart from each other, that do not imply
hierarchies, and where the transit through the exhibition space is mandatory
(because is a central point of transit) or because it is an inevitable stop (because
coffee breaks are served there).
28
Finally, the symbolic sites or those spaces that harbor a meaning related to the
thematic areas of the fair are usually more effective attracting participants´ attention.
Instead of hotels or convention centers, public spaces, parks, theaters, and/
or schools are usually better venues for participants to become immersed in the
experience of sharing knowledge.
For example, the Costa Rica Knowledge Fair on Environmental Solutions (2003)
The place should
have an appropriate
infrastructure
in terms of
telecommunications,
public services, access
routes, and security
conditions.
was carried out in several sites that included natural parks and biodiversity research
institutes. The opening of the Guayaquil Fair on Local Governance (2004) had as one
of its locations a public space, an auditorium in the boardwalk Malecón of Guayas
River, a renewed urban area.
C. Internal organization
Due to its magnitude, methodological complexity, and variety of actors
involved, knowledge fairs require considerable dedication and resources. It is
essential not to underestimate the required effort for a fair, in order to avoid
bottlenecks and crises, particularly as the date of the main event approaches.
29
The main items to consider before taking on a knowledge fair are:
1. Budget: not only for implementing the event (logistics, travel, support
personnel, among others) but also for the preparation phase (experience
documentation, promotion, and marketing) as well as for the monitoring phase
(knowledge transfer, follow up on agreements or statements, mobilization of
communities of practice, etc).
It is necessary to conduct a cost-benefit analysis in order to ensure that the
results of the fair are worth the planned investment, or in the contrary, redefine the
methodology according to the expected results. In this Budget Sheet you will find
the basic structure to implement the costing exercise.
2. Team: the fair´s team is usually one of the most critical elements for the
event´s success. However, it has been one of the weakest points in previous
experiences because not enough people were assigned to it, because their
designated time was too limited to complete the tasks the fair required, and/or
because roles were not clearly defined from the beginning of the planning.
30
The size and dedication of the team varies according to the scope and resources
of the fair. The following diagram suggests a basic core team for an adequate
preparation, execution and follow up of the fair:
Partners´ Committee
(UNDP, government, and others)
Board Level
Executive Level
General coordinator
Technical Level
Responsible for
contents
Operative Level
Documentation
support Team
Responsible for
resource
mobilization
Responsible for
communications
Responsible for
logistics
Support designer
and liaison person
with the media
Event support
team
Graphic 3: Team and work areas
Besides appointing specific people to each of the aforementioned roles, it is
important to clearly define the chain of command and degrees of autonomy for
decision making at each level. If this is not straighten, the entire process, particularly
of an on-site event, can suffer major problems such as: lack of communication,
duplicity of tasks, contradictory commands, unfinished activities, and others, that
most likely won’t be solved during the short days the event lasts.
A more thorough description of the roles within the organizing team under the
general coordination can be found in the “d) work areas” section.
31
3. Time framework: as previously mentioned, a fair requires a certain amount
of time for preparation - an average of 6 to 9 months. Additionally, the notion of
timeliness is key to implement a fair. A fair may be timely or not depending on
several factors, such as:
• Political-electoral cycle: especially when the governmental
connection with the fair is relevant.
• Programming cycle of the fair´s partners: especially when the fair is promoted
by a program or project restricted by their own deadlines and closing dates.
• Concurrence with other major events: it is necessary to verify how
easily it would be to capture audience for the fair if right before or
after (or simultaneously) there are other events that summon it
• Meteorological aspects: verify adverse weather conditions (e.g. hurricane
season), vacations or important holidays for the public sector, among other
lesser strategic aspects but equally important.
32
4.Capacity for alliances and participants mobilization: an analysis that
should be carried out during the fair conceptualization and planning is the capacity
to summon the fair partners and establish alliances for its implementation.
Some fairs, for example, are less suitable for alliances than others due to the
thematic area they cover. In other cases the strategy around alliance building should
include an analysis about the risks of losing objectivity in politically sensitive topics;
this type of exercise was required for the 2010 ExpoPaz Knowledge Fair, about the
construction of peace in the regions of Colombia.
Also, the mobilization capacity of participants should be taken into account;
depending on the target audience there could be cases where the fair must
guarantee a minimum participation - this was the case of the 2008 Migration for
Development Knowledge Fair in Brussels. In that fair, the target audience was actors
from migratory countries, - of origin, transit, and destination - with very limited
resources to cover travel and lodging expenses; this forced the organizing team to
invest a considerable amount of funds to guarantee their participation in the event.
Organizing knowledge fairs taking advantage of a
parallel event of great scales represents an option to
lower the costs. However, the distribution of time in
the agenda should be clearly defined; otherwise, the
spaces in the fair could be subutilized or wasted.
33
5. Management and logistic coordination capacity: The logistic and
administrative infrastructure necessary for the on-site event is an essential aspect of
a fair´s execution that is often underestimated by organizers. .
In one hand, it is necessary to assess the management capacity that the
organizing team has to carry out the variety of contracts, payments, and other
administrative transactions that a fair entails. In the other hand, it is key to evaluate
the speed of the processes´ system in the executing organization.
Any logistics coordination strategy must be planned with enough
anticipation. Generally, this has been a weakness in most knowledge
fairs previously implemented. Recurrent problems have been the lack of
planning in large scale recruiting processes that require more complex
handlings, the lack of capacity to monitor providers of goods or services
to the event, and the additional costs generated by last-minute changes.
34
Additionally one of the main items for the on-site event of the fair is the
capacity for logistics coordination. Logistics can be coordinated in at least three
ways:
• Internally: UNDP teams and other organizing partners take upon the logistic
tasks directly. This implies a wide management infrastructure that has the
capacity of absorbing the responsibility that knowledge fairs represent.
• Individually recruited: UNDP and organizing partners contract
separately a responsible for each of the logistic pieces (see the
following section), which implies that there is a wide coordination
capacity for assembling and articulating all providers.
• Subcontract a third party: the organizing team subcontracts the
logistical organization with one company that has to respond for this
component in its entirety. Even so, there should be a minimum capacity
within UNDP and other organizers to have permanent communication
with the company and to follow up on its products and results.
35
D. Work areas
Each of the elements previously mentioned as part of the internal organization,
entails a series of activities that can be seen with more detail in this Work Plan
template developed by UNDP to facilitate fair planning. In
this section we only mention a few important aspects to
consider when defining activities in each area.
1. Content
The bases of a knowledge fair are the experiences
that have achieved results and their derived lessons..
The documentation of such experiences that are to be
presented is gathered according to the thematic areas of
the fair.
The starting point is to define the central axis and the thematic areas of the fair
Analysis and Lessons Learned
book about the Local
Governance experience
in Rosario, Argentina, that
served as base material for the
2005 fair.
that not only define the documentation structure but also serve as an organizing
pillar of the fair´s sessions. It is common that the fair´s central topics are presented
during the event´s plenary; notwithstanding, there are simultaneous sessions that
36
examine more specific topics. This setup should be coherent with the strategic
objectives of the fair, which makes it possible to concentrate later on searching for
experiences.
The work of searching and collecting experiences is
of vital importance for a successful implementation of a
fair; they constitute the basis of the knowledge exchange
and transfer. Therefore, enough time for their search and
analysis must be allocated to ensure their relevance to
the fair´s objectives.
Nothing should be assumed at this point of the
process. Thedesired experiences are not always found or
exist. Knowledge discoveries or loopholes are themselves
an essential part of the fair´s development.
Moreover, it is important for the detected experiences to reflect a wide palette
of possible hues related to the central thematic axes. These hues may include a
Catalogue for one of
UNDP´s internal fairs in the
Democratic Governance
Practice Area, organized in
Bratislava (2007)
geographical variety, their life period, their results, the materials, and working
methods they use, their sustainability in time, etc. The diversity of the experiences
enriches the knowledge panorama that will be offered at the fair.
37
Not less important is the selection of the individuals that will exhibit the
experiences in the on-site fair. These representatives must master the experiences
from the inside and know the complete process they went through. Supporting
these “experts” in the systematization of the knowledge they posses, could be highly
convenient for an efficient contribution of information.
In previous knowledge fairs, the depth of the experiences´ documentation has
varied according to the capacity for collecting and analyzing the information and
the ease to find consolidated information. While some fairs count with in depth
documentation about experiences - made up by multiple projects and initiatives-,
others offer mappings that collects basic information about a variety of experiences
but with lower levels of detail and analysis.
For example, at the Local Governance Knowledge Fairs in Bogota (2002),
Guayaquil (2004), and Rosario (2005) there was in depth documentations about each
one of the experiences, policies, and plans part of such experiences. This material
usually required the work of experts on the subject and with familiarity with each
case, and was also examined through methodologies like conversatorios (talks), in
which the findings were validated and challenges elucidated with public entities,
civil society organizations , private sector associations.
38
In fairs where the amount of experiences presented was very high, like in the
cases of the Migration for Development Knowledge Fair in Brussels (2008), the
National Public Security and Citizenship Fair in Brasilia (2009), the Central American
Commitment Fair (2010) or ExpoPaz (2010) (usually 30 and 50, but sometimes more
than a 100), the documentations went as far as mapping the experiences, providing
basic information that served as “a navigation chart” during the fair. This mapping
tool is usually given in a catalogue format to participants in the event and is also
disseminated through the fair webpage.
There are at least three strategies for information documentation that have
been used:
a. Centralized: the organizing team takes care of gathering the information
and developing the documents about the previously identified experiences.
This strategy usually implies a bigger use of resources and time and it
may be less participative, but it guarantees quality and uniformity in the
documentation. This strategy was used in the Local Governance Fairs
(2002-2005) and the Environmental Solutions fair in Costa Rica (2003).
b. Decentralized: the protagonists of the experiences themselves document
them, following specific criteria, formats, and pre-established procedures
by the organizing teams through an open call. In this case, efforts and
resources invested in the documentation are lower, but the dedication
39
to organize the call as well as to evaluate the applications and select
the experiences to be presented at the fair must be harder. This type of
documentation is not only useful to raise content but also to promote
the fair. This strategy was used in the Citizens Security Fair in Brazil
(2009) and the Central American Commitment Fair, Panama (2010).
c. Delegated: the organizing partners are the ones who do the documentation
of experiences following a set of criteria, formats and procedures preestablished by the team. The documentation efforts as well as the resource
investments are shared. The challenge of this strategy is to define a
selection mechanism to choose the experiences that guarantee quality and
a degree of uniformity. The Migration for Development Fair (2009) used
this strategy, joining efforts with several agencies of the UNS to collect
experiences from several countries; in parallel, the ExpoPaz Fair (2010)
combined an open call with this strategy to be able to gather more local
experiences promoted by different cooperation agencies in Colombia.
Besides documenting, the task related to the fair´s content includes defining
the event´s agenda and the content for each one its sessions. This can be seen with
more detail in the following section about exchange dynamics, but in general terms
it is sought to combine the practice (the heart of the fair), with both political and
academic elements.
40
2. Communication
The promotion of knowledge fairs has two main objectives: to summon
participants and to have a wide and positive dissemination of the event throughout
the media.
A knowledge fair is not a very familiar concept for a lot of people because it
combines elements of a traditional fair with exhibition mechanisms and knowledge
transfer. For that reason, the image of a fair must clearly project the fair´s subject
and objectives, sending a message of celebration and possibilities for horizontal
exchange.
Normally, the image of a fair contains an attractive name of easy retention, an
inspiring logo systematically used in all communication pieces, and a slogan that
symbolically or explicitly explains the thematic area and the nature of the fair.
41
42
Ciudad de Panamá, Panamá 2010
Bogotá, Colombia 2010
Brasilia, Brasil 2009
Madrid, España 2009
San Salvador, El Salvador 2009
Bruselas, Bélgica 2008
San Salvador, El Salvador 2006
Bangkok, Tailandia 2005
Rosario, Argentina 2004
Guayaquil, Ecuador 2004
San José, Costa Rica 2003
Bogotá Colombia 2002
The communication strategy can be seen in two levels:
a. Relation with participants: This component is usually underestimated in the
preparation and follow-up of this kind of events, even though it is one of the
most important aspects of the fair. A systematic and structured organization
of invitations during planning phase secures a wide participation and helps
reducing costs, because it gives more certainty to logistics arrangement before
the event (for example, travel costs, lodging, food and transportation).
Monitoring participants is equally important to get feedback about the
event, to ensure that the interaction continues through a professional
virtual network, and to follow-up on the recommendations that
arise from the event. A complete database of everyone involved is
therefore a product from the fair that must be put together.
b. Relation with the media: it is important not only to inform the media of
the fair processes, but also to form alliances with it, in order to enhance the
diffusion of the experiences and the event´s accomplishments. Usually a liaison
person is part of the organizing team, to make sure that the relationship starts
at the preparation phase of the fair.
One way to position fairs in the media is through activities previous to the
event that call the attention of a wide audience.
43
For example, for the Local Governance Fairs, UNDP
granted “awards” to cities that had been chosen
as fair sites, with the purpose of celebrating
the achievements of each city throughout their
governmental administrations. In Guayaquil,
for instance, a visit from the then SecretaryGeneral of the United Nations, Kofi Annan, was
used to give recognition to the Major Office.
Instruments such as brochures, websites, webmails,
urban billboards, and press clippings have been used for the fairs´ promotion.
Website for the Costa Rica
Fair on Environmental
Solutions (2004)
Websites in general have been useful not only for diffusion but also to keep record
of participants, to continue collecting information about experiences, and to
disseminate the results.
Either way, more than focusing on particular instruments, the relation with the
media should reach an appropriate balance between a widespread promotion and a
focalized advertising directed to strategic actors involved in the fair´s subject matter.
44
3. Mobilizing resources
As mentioned before, the amount of necessary resources for implementing the
knowledge fair varies according to different characteristics. These could be:
• The geographical dimension (national, regional, global)
• Number of participants and event duration
• Participants´ travel arrangements
• Location and complexity of planned activities
• Expenses that can be assumed by the organizers
of the event (such as travel and venues )
• Amount of work of the organizers in monitoring the
fair, especially in knowledge transfer processes.
UNDP´s representative
grants acknowledgement to
Antanas Mockus, Bogota´s
Mayor at the time, before
the 2002 Knowledge Fair.
45
The financing strategy can point to the following financial sources:
a.Partners: Even though not all partners may assign resources, they should,
in principle, contribute with money or in kind
to the fair, particularly with its execution. The
mobilization of partners is a task that is carried
out from the beginning of the preparation.
b.Sponsors: Sponsors are those companies that
give money for the event execution in exchange
for publicity. Some sponsors can provide goods or
services (like technological equipment, food, travel
and others) in exchange of publicity or simply as
part of their social responsibility policy.
For example, Dell provided computers and
projectors to the Migration for Development Fair in Brussels and in Bogota´s
Fair for Local Governance. Means of communication like the Revista Semana
Banner dedicated to the
sponsors of the Local
Governance Fair in Bogotá
(2002).
(magazine) and the newspaper El Tiempo provided spaces in their issues to
promote the fair at no charge.
Organizers must make sure that there is no conflict of interest in the
sponsors´ contributions. Besides, it is necessary to avoid confusions
46
between sponsors and actors from the private sector. Even though the
private sector can sponsor the fair, its role is not confined to that but it can
be part of the exhibited experiences or be active participants of the fair.
However, sponsoring and participation must be handled independently.
c. Organizations offering knowledge: suppliers can have an interest in paying
for their exhibition space. That way, partners can offer stands and rent their use
to the supplying organizations. It is necessary to differentiate between these
organizations (usually governmental agencies and international cooperation
agencies) and the institutions to which the selected experiences belong,
because their exhibition space is frequently covered by the fair´s organization.
d.Participants: participants can be a small but important source of resources if
they pay a symbolic registration fee. Even though this practice is not common,
in some cases it helps generate a sense of commitment among participants
and interest in taking advantage of the fair since they are paying for it.
47
4. Logistics
The fair is a massive event that gathers hundreds of participants (generally
national and international) and engages in multiple activities in different locations,
involving a great amount of details that have to be taken care of in order for the fair
to achieve its objectives. Preparation and implementation of all aspects require close
attention and great organizational and planning efforts.
Some logistical aspects that must be considered are:
• Contact public agencies of the place where the event will be taking place.
• Decide and study the physical location of the fair.
• Bids and contracts with providers.
• Travel arrangements for lecturers, participants, and organizers.
• Accommodations (hotel reservations for participants and lecturers).
• Transportation to the fair location.
• Food and snacks.
• Audiovisual equipment.
• Stands infrastructure.
48
• Fair decoration.
• Design and printing of logos and promotional material.
• Support to special guests (VIP).Logistic and
conceptual information to participants
• Generate documents (agendas, programmes, work documents, evaluation
sheets, etc). Registration stands, general information and support personnel.
• Registry and delivery of promotional and work material.
• Availability of halls for simultaneous bilateral meetings.
• Plan inaugural and closing events.
• “Recreational” events during spare time or complementary cultural activities.
• Event recording (memoirs) to give participants.
• “Happenings” or simultaneous events during the fair.
As mentioned in the workteam section, logistics should be directly coordinated or
outsourced, but it is absolutely necessary to have the capacity to follow-up on all the
aspects previously listed. Logistics are not noticeable when everything goes well,
but it could be very troublesome when something goes wrong due to participants´
discontent.
49
E. Exchange dynamics
Fairs have different exchange dynamics that are employed
according to desired results. Some dynamics are oriented to carefully
analyze the exhibited experiences, other are directed towards
knowledge exchange, and another ones to develop alliances or write
recommendations collectively. Every exchange dynamic has a particular
design that corresponds to specific objectives, and the set of interaction
dynamics should be always checked against the fair´s objectives to
guarantee a defined space, time and method for each purpose.
The dynamics presented in this guide can serve only as reference to what
can happen in a fair since each has its own structure and nature according to its
Panel of experience
on youth violence
prevention during
the Central America
Commitment Fair (2010).
expected results. We usually call this structure “the animal” or map, which is designed
jointly with the partners and becomes a guide about what is expected to happen
at the fair. The “animal” is sculpted at an early preparation stage, but it acquires a
more definite shape when the location is determined, participants confirm their
participation, and the methodology is decided.
The following illustration illustrates the idea of an “animal” and its
corresponding agenda:
50
HOTEL EL PANAMÁ
Vasco Núñez de Balboa Room (26 y 27)
Simultaneous Meetings
1
2
3
4
5
6
7
8
Judicial
cooperation
Local security
managemente
Police
modernization
Gender and
security
Arms control
Youth violence
prevention
Auditorium
Legal culture
Knowledge
production
Experiencies exhibition
Info
booth
Government and Agencies Stands
Governments
CHANCELLERY
ESCLUSAS M.
Quarter (25)
Salones (28)
Opening and
closing
Sec Commission and
Commission PVJ
OTROS SPACES
Guided visit (28)
La Chorrera,
San Miguelito
y Arraiján
Urban spaces
Diablo Rosso, etc
Partners
Coop Agencies
Cristal Room
(27 y 28)
Media
conference
Situation
room
Civil society
Manuel Amador Guerrero
Room (26- 27)
Meeting CICIG
Meeting AECID
Rubi Room
(27 y 28)
Esmeralda Room
(27 y 28)
Meeting CICIG
Meeting RC/RRs
Mayor’s workshop
Parlamentaries
workshop
Lobby
(26 y 27)
Registering
booth
Centenario Room
(26 y 27)
Lunch and cultural
events
Map of the Central American Commitment Fair, Panama (2010)
Day 1. Tuesday 26
Day 2. Wednesday 27
Plenary
Press round: the cooperation
responds
Walk through experiences and Isles
Walk through experiences and Isles
Plenary
Parliament & Security Workshop
Axis 7.
Axis 8.
Axis 7.
Axis 8.
Axis 6.
Axis 5.
Axis 4.
Axis 6.
Axis 5.
Axis 4.
Axis 2.
Axis 1.
Axis 8.
Axis 7.
Axis 6.
Axis 5.
Axis 4.
Axis 3.
Walk through experiences and Isles
Axis 3.
Agenda - building Tables
Learning communities
Axis 2.
Axis 3.
Axis 2.
Axis 1.
Axis 8.
Axis 7.
Axis 6.
Axis 5.
Axis 4.
Axis 3.
Axis 2.
Axis 1.
Security Commission
(Restricted meeting)
Experiences talk show
Experiences talk show
Axis 1.
Day 3. Thursday 28
Youth Violence Prevention
Commission
(Restricted meeting)
Tables for exchange
(Cooperation business rounds)
Media & Security Workshop
Local security workshop
Security Observatories Workshop
Agenda of the Central American Commitment Fair, Panama (2010)
Some of the dynamics more frequently used in knowledge fairs are:
a. Lectures: in these spaces, the main guidelines are presented as
well as the general topics that delineate the structure of the knowledge
fair. Generally, these lectures are carried out by experts or renowned
protagonists of successful experiences who make an emphasis on the
“what”.
Their objective is to put the main subjects of the fair in perspective
and provide a general overview of it. These addresses can also be life stories (lectures
based on personal experience) that better illustrate the thematic areas.
Tables for the elaboration
of Project profiles in the
Fair on Migration for
Development, Brussels
(2008).
b. Panels of experiences: they approach sub-topics of the fair and
are generally classified in two types: those that debate the experiences´
accomplishments and those that analyze the challenges that
experiences still face. Usually they have 3 to 5 panelists a rapporteur,
and a facilitator who conducts the debate to make emphasis in the
“how” of the experience.
Panels are ideal scenarios for the audience to ask questions
and make comments about specific practices. Panels can happen
simultaneously so that the audience can choose from wide array of options
Plenary at the Governance
Fair in Guayaquil, Ecuador
(2004).
53
according to interests and needs. Panels can have methodological
variations such as round tables (where all participants are active in
the debate, there is no audience) or talk-shows about the experiences
where an interviewer asks questions and fosters debate (there are no
pre-established presentations).
c. Tables for Collective-building: these spaces are generally
thematic, but in contrast with the panels of experiences, they are
less about debate and more about building and creating products
together. These interactions happen simultaneously and serve to
create a common working agenda, a list of recommendations, and profiles of joint
projects, among other collective products. For example, the Central
Participants negotiating at
the spaces opened in front
of the stands in the Local
Governance Fair in Rosario
(2005).
American Commitment Fair (2010) contained work spaces for eight
(8) thematic areas that were opened to participants, distributing them
according to their interests. The idea was to turn the experiences
they learned from into recommendations for the Regional Security
Commission agenda made up by countries in the region.
d. Marketplace: is particularly suited for connecting knowledge
supply and demand. These are spaces permanently installed during
the fair, exhibiting products and services by successful experiences or
by other organizations that provide technical assistance.
Marketplace at the Citizen´s
Security Fair in Brasilia
(2009).
54
The exhibition plaza is the heart of the fair and is almost always
enlivened by cultural and artistic events that attract participants´
attention.
The exhibition houses stands backed by qualified personnel that
knows the experience achievements and has the capacity to initiate
negotiations to sign agreements of knowledge transfer.
There could also be other exhibition instruments such as banners and totems
that present basic information of the experiences and that are useful when it is
difficult to have representatives on-site.
e. Guided Visits: they are part of the fair´s agenda and consist
of a tour around the stands that illustrate the achievements of the
celebrated experiences. During the visits, participants receive detailed
information from qualified personnel and, when possible, relevant
documentation.
Visits are also an activity that facilitates the interaction of
participants with the community and corroborates the experience by other voices.
Due to the time needed for this dynamics, there can be several simultaneous visits so
that participants can choose the ones they prefer.
Guided Visit through the
Santa Ana hill in Guayaquil,
a successful renovated
urban space visited within
the occasion of the Local
Governance Fair (2004).
55
f. Interactive activities: fairs have the premise that participants
should not only learn about the experiences or watch them closely,
but to “feel” them. Interactive activities allow participants to be
temporary protagonists of the experiences.
Examples of these activities are the Nocturne Ciclovía (biking
route) during Bogota Fair for Local Governance (2002) that involved
touring the city by bike, as part the celebration of the advances in
civic culture. In that occasion, more than a million people participated
and along with the fair’s 300 participants.
Signature of intention
letters at the Citizens
Security Fair in Brasilia
(2009).
Another activity that heightened the emotions fair´s participants
was the destruction of more than 2000 weapons, organized by the
Panamanian Government during the Central American Commitment
for Security Fair, in which representatives were invited to engage in
the destruction themselves.
g. Cultural and artistic spaces: fairs rely on the arts and on
cultural activities to broadcast the main messages they want to
position. Besides being an entertainment instrument that keeps the
attention of participants, these spaces are perhaps the most powerful instrument for
awareness.
Banner inviting the
citizenship to participate in
the nocturnal biking route
in Bogotá (2002).
56
Break dancing during ExpoPaz Fair (2010) served to show the
youth´s interest for peace-building from their own perspective. The
photo exhibition during the Brazil Fair for National Security and
Citizenship (2009) carried out by prison inmates, served to portray
their desire of rehabilitation and social reintegration.
h. Business rounds: these are where the negotiation place
between knowledge supply and demand takes place; in other words,
they are spaces to reach agreements of knowledge transfer. Usually
they are facilitated by qualified personnel assigned by the organizers, who help
guide the discussion to work towards the signature of letters of intent or horizontal
Young aficionados of break
dancing at the ExpoPaz
Fair (2011). Photo by Aline
Rutschmann.
cooperation agreements.
Given that the business rounds may produce intention letters
or horizontal cooperation agreements, pre-arranged transfer formats
(agreements, letters, letters of intent, pre-agreements) and a series
of guides are prepared to help participants submit applications,
complete viability analysis, and define the scope of their cooperation.
In the Brasilia Fair on National Security and Citizenship, 707 letters of
intent were signed between 4 participating experiences and about
3800 participants. In the aftermath of the fair, it was the Brazilian
National Council for Public Security (CONASP) the one in charge of the follow-up of
Space for business rounds
at the Local Governance
Fair in Rosario (2005).
these exchanges, during the monitoring phase.
57
7
How do you
measure results?
The results indicators of any
knowledge fair are directly related to
the strategic objectives of the initiative
in which it participates. In other words,
this methodology can speed up the
achievement of umbrella objectives,
being a means as opposed to end itself.
This first level of results, as well as its
success indicators, must be defined from
the beginning of the fair so that the goal
is clear.
In relation to process indicators, the reference must go back to the specific
objectives of each knowledge fair (see section What is the purpose of a knowledge
fair?). As mentioned before, each fair can have an objective or a particular
combination of objectives, so there is no standard to measure success.
Based on previous experiences, the following indicators can be established to
help define the expected results:
59
Phase
Recurrent indicators
Preparatory (pre-fair)
Number and representativeness of mapped experiences
Quality of the information on experiences´ documentation
Number of partners and amount, and quality of their contributions to implement
the fair
Event implementation
(fair)
Number of horizontal cooperation agreements signed between participating
knowledge suppliers and demanders.
Number of participants/attendants and representativity of the actors that were
invited to the fair theme.
Signed declaration or local agenda established to overcome development
challenges that the country, region, or set of participant actors face.
Record of the fair´s media coverage, considering the size of its audience.
Level of participants´ satisfaction about the fair usefulness, methodology and
logistics (closing survey).
Monitoring (post-fair)
Incorporation of fair recommendations on policies, laws, and political
commitments.
Knowledge transfer implemented, based on letters of intent signed during the
fair.
Conformation of a network or community of people and organizations that
continue information sharing in the medium term (more than a year after the
fair).
60
8
Annexes
Annex 1: Budget of a knowledge fair
The following matrix calculates the estimated costs of preparing and implementing a knowledge fair as well as the expected income generated from it. The numbers can
vary according to the amount of participants, the country living expenses, the profiles of the hired personnel and the selection of the scenarios where the fair takes
place. Also, organizers must take in consideration that sometimes it is necessary to partially or totally fund the assistance of certain key individuals—not only those
that will give presentations, but also some participants, which increases the size of the investment. Some of the estimated costs - food, rental of locations, or
transportation - can be obtained for free, in exchange for publicity for the providers.
ESTIMATED COSTS
Individual value
Number
Total Value
1) General
Fair Manager or general coordinator
Support consultant
Subtotal
0
0
0
2) Documentation of the experience
General coordinator: in charge of documentation.
Document keeper by area.
Contest promotion or call
Workshops to validate information (talks)
Validation missions (if there is a contest)
Revision of text style.
Text design, layout and printing.
Design and recording of a CD ROM (optional).
Subtotal
0
0
0
0
0
0
0
0
3) Mechanisms for supply and demand interaction and logistics
Logistics coordinator
Master of ceremony
Location and basic elements
Fair location (big or small hall, stands space)
Stands
Panels
Chairs
0
0
0
0
0
0
Highlighters, paper, work tools
Tables, auditorium for conferences, business rounds and panels
Rosettes
Negotiation tables
Protocol events
Opening/inauguration
Closing
Additional events
Audiovisual Material
Projector/Big screen (auditorium)
Microphone auditorium
0
0
0
0
0
0
0
0
0
0
Total estimated costs
0
ESTIMATED INCOME
Registrations x ###
Stands x ###
Private and Media Sponsorship
0
0
0
Total expected incomes
0
ESTIMATED REQUIRED INVESTMENT
1. General
Logistics
2. Technical
production and
materials
Hotel reservations for panelists, lecturers and moderators
Letters of invitation for visas
Monitoring visas
Tickets reservations and purchase for participants
Coordination of allowances for participants
Transportation reservations and coordination (airport-hotel-event).
Food and snacks coordination during the fair
Completion of terms of reference/contracts for required services
Location final arrangements (agreement)
Definition of adaptations necessary for the fair
Initial list of participants
Final list of participants
Delivery of invitations
Follow up and confirmation of participants
Coordination of participants registration, database
Delivery of materials to participants
Coordination of internal objects: tables, chairs, flip charts, lights, etc.
Coordination of materials production: booklets, pens, agendas, etc.
Contract for the provision of stands or panels
Contract of necessary audiovisual aids (projectors, microphones)
Terms of reference for services and products (IT and int. objects)
Terms of reference for production of materials
Design of rosettes or badges
Printing rosettes or badges
Design of certificates of participation
Printing certificates of participation
Printing the agenda/program
Week 4
Week 3
Week 2
Month 6
Week 1
Week 4
Week 3
Week 2
Week 4
Month 5
Week 1
Week 3
Week 2
Month 4
Week 1
Week 4
Week 3
Week 2
Month 2
Week 1
Week 4
Week 3
Week 2
Month 1
Week 1
Work Plan
Responsible
Annex 2: Knowledge Fair Work Plan
Definition of criteria for selecting experiences
Definition of formats to collect information
Starting the process of selection and promotion
Visits and attention to collectors of information
2. Documentation
Review and evaluation of proposals
of experiences
Definition and preparation of presentation formats
Compilation, edition and style correction
Layout and printing of booklets/texts
Development of the required terms of reference
Identification and hiring of the master of ceremonies
Definition of the themes of lectures, panels, and workshops/rounds
Identification of lecturers, moderators and panelists
Establishment of methodologies for panels, lectures, stands presentations and business rounds.
3. Conferences,
panels, stands
and business
rounds
Coordination of lectures, moderators and panelists
Payment of fees (if applicable) to lecturers, moderators and panelists
Final list of experiences to be exhibited in the stands
Final arrangements with institutions that exhibit experiences in stands
Definition of the content of letters of intent/cooperation agreements
Printing of letters of intent/cooperation agreement
Definition of incentives to sign cooperation agreements
Definition of the necessary support personnel (information, facilitation of business rounds)
Procurement of support personnel
Development of the necessary terms of reference
Design and approval of the image, logo, slogan
Development of promotional materials (posters, billboards)
Terms of reference of the coordinator of public relations, promotion and media
Design and printing of invitations
4.Visibility and
To have a work breakfast with the media
promotion
5. Opening and
closing event
Coordinate the photographic registry of the fair
Coordinate video recording
Development of fair memoirs
To send fair memoirs to participants and strategic actors
Definition of the speakers for the opening and closing events
Contact and coordination of the events participants
Definition of participants in the opening and closing events
Invitation of participants for the opening and closing event
Development of the statement to be sign during the closing
Annex 3: Links to Knowledge Fairs supported by the
Knowledge Management Unit during (2009 and 2010)
Feria de Conocimiento
Seguridad Compromiso Centroamérica
Panamá Octubre 2010
La UGC brindó apoyo para la realización de la feria
Compromiso Centroamérica
Catalógo de experiencias
Sistematización de la feria
http://www.compromisocentroamerica.org/
Knowledge Fair
Security Central America Commitment
Colombia October, 2010
The KMU provided support for the realization of
the Central America Commitment fair
Experience catalogue
Systematization of the fair
http://www.compromisocentroamerica.org/
Feria de Conocimiento
EXPOPAZ Feria de construcción de paz desde
las regiones.
Bogotá, Colombia Octubre de 2010.
La Unidad de Gestión de Conocimiento colaboró
en la realización de la feria de conocimiento
Expopaz y se elaboró un catalogo de experiencias.
https://undp.unteamworks.org/node/125840
http://www.expopaz.org.co/
Knowledge Fair
EXPOPAZ Constructing peace from the regions
knowledge fair.
Bogota, Colombia October 2010.
The Knowledge Management Unit collaborated in
the realization of the Expopaz knowledge fair and
developed an experience catalogue:
https://undp.unteamworks.org/node/125840
http://www.expopaz.org.co/
Feria de Conocimiento
Somos Afro: Inclusión social de la población
afrodescendiente de Colombia, Ecuador y
Panamá
Calí, Colombia del 11 al 14 de agosto de 2010
Knowledge Fair
We are Afro: Inclusion of the Afrodescendant
populations of Colombia, Ecuador and Panama Calí, Colombia from august 11 to 14, 2010
La Unidad de Gestión de Conocimiento brindó
apoyo para la realización de esta feria y como
producto de conocimiento derivado ayudó en el
desarrollo de un catálogo de experiencias. Catálogo de experiencias
http://www.afrodescendientes-undp.org/page.
php?page=3#memoriaferia
The Knowledge Management Unit provided
methodological support for the realization of
this fair and after helped develop an experience
catalogue as a knowledge product.
Experience Catalogue
http://www.afrodescendientes-undp.org/page.
php?page=3#memoriaferia
66
Feria de Conocimiento sobre
Seguridad Pública con Ciudadanía,
Brasil, agosto 2009.
Catálogo de experiencias
https://undp.unteamworks.org/node/125829
http://www.conseg.gov.br/portal/conseg
Knowledge Fair on Public Security and
Citizenship, Brasil, August 2009.
Experience catalogue
https://undp.unteamworks.org/node/125829
http://www.conseg.gov.br/portal/conseg
Feria Global de Migración para el Desarrollo
Noviembre 2009
Espacio en Teamworks:
https://undp.unteamworks.org/node/125662
Catálogo de Experiencias
Plataforma Virtual
Global Migration for Development Knowledge
Fair
November 2009
Space in Teamworks:
https://undp.unteamworks.org/node/125662
Experience Catalgoue
Virtual Platform
Iberoamerican Fair of Women in Parliament:
Policies that transform
Madrid, Junio 2009
55 experiencias sistematizadas, agenda política
para la incidencia, metodologías de intercambio
Feria Iberoamericana de Mujeres
Parlamentarias: Políticas que transforman
Madrid July 2010
55 experiences were systematized, political
agenda for incidence, and exchange
methodologies
https://undp.unteamworks.org/node/125674
http://www.americalatinagenera.org/main/index.
php?option=com_content&task=view&id=388&I
temid=487
https://undp.unteamworks.org/node/125674
http://www.americalatinagenera.org/main/index.
php?option=com_content&task=view&id=388&I
temid=487
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9
The Knowledge Management Unit
UNDP is a global knowledge network on development themes. In the region of
Latin America and the Caribbean, the Knowledge Management Unit of the Regional
Centre in Panama, supports the implementation of the knowledge management
strategy, jointly with Country Offices, United Nations Agencies, Governments and
other partners. Within this framework, the KMU provides technical assistance and
counsel for the design and implementation of knowledge management strategies
and activities, including knowledge fairs, mappings and systematizations of
experiences, development of methodological guides, onsite and virtual knowledge
exchanges and transfer of lessons transfer inside a country and between countries.
With these strategies and activities it seeks to promote project effectiveness,
strengthen South-South cooperation and promote development in the region.
Up to date, UNDP has organized and advised the implementation of multiple
knowledge fairs. Knowledge derived from the fairs implemented by governments,
donors and other partners (Bogota 2002, Costa Rica 2003, Guayaquil 2004, Rosario
2005, El Salvador 2006, Brussels 2008, Colombia 2010 and Panama 2010) as well as
other knowledge exchange initiatives within UNDP (Bangkok 2005, Cartagena 2007,
Bratislava 2006), have made it possible to build a set of tools and methodologies for
the organization, development and monitoring of knowledge fairs.
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Knowledge Management Unit
UNDP Regionl Centre for Latin America and the Caribbean
Knowledge Management Unit
http://www.regionalcentrelac-undp.org/es/gestion-de-conocimientos
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