Donnerstag, 14. März 2013

A holistic approach: the sociocultural infrastructures and the Millennium Development Goals (MDGs)






ITIL ®V3 (IT Service Management)  
PRINCE2 ® (Projects in Controlled Environments)
Agile Management Innovations
Wirtschaftsinformatik  - Diplom-Ingenieur
Informatikmanagement - Mag. rer. soc. oec
Wirtschaftsinformatik - Bakk.rer. soc. oec
Social Science - DEUG










"Sociocultural Infrastructures" are basic physical and organizational structures needed for the operation of a society or enterprise, or the services and facilities necessary for an economy to function. It is an important term for judging a country or region's development....

These sociocultural infrastructures include, for example,  learning experience, spiritual, moral, religion and philosophy dimensions, transport infrastructures, water infrastructures, communication infrastructures, solid and liquid waste infrastructures, earth monitoring and measurement infrastructures, management and governance of social infrastructures, economic and cultural infrastructures, economic infrastructures, social infrastructures, cultural infrastructures, environmental infrastructures etc......



It seems that  we often underestimate the "power" and the central "role" of the right access to adequate sociocultural infrastructures and the related knowledge mangement and transfer in sustainable development sector. We need to focus more attention on sociocultural infrastructures for achieving better development results. This requires new development strategies, politics, visions etc. that aim to encourage innovation and find creative, accessible and acceptable solutions to  the access to sociocultural infrastructures development challenges for poor people....

There are great efforts and good  progress to achieve the MDGs. However some new  great challenges occur. The challenges  are not only how to achieve the Millennium Development Goals (MDGs), but how to support and to make sustainable the Millennium Development Goals (MDGs)........ 

Sustaining Millennium Development Goals (MDGs) quality requires taking a strategic view that may present short to medium term challenges,  and the right sociocultural infrastructures with the related right knowledge management should be able to help address such challenges.




The access to  the right sociocultural infrastructures.
 

The access to  the right sociocultural infrastructures with the right related knowledge management and transfer are critical factors to achieve, to support and to make sustainable the Millennium Development Goals (MDGs). We can fully  be equipped with the requisite skills and knowledge of what we see, what we know and what we  get in interation with our social environment.

Once  we get the access to  the right sociocultural infrastructures with the right  related knowledge management and transfer: good leadership, peace,  security,  good governance, sustainable jobs creation, local capacities building, democracy, sustainable development innovations, poverty reduction, education, poor people’s empowerment, social and human progress including achieving universal primary education, eradicating extreme poverty and hunger,  promoting gender equality and empowering women, reducing child mortality rates, improving maternal health, combating HIV/AIDS, malaria, and other diseases, ensuring environmental sustainability, and developing a global partnership for development etc. will progressively impose themselves........

Unfortunately no society can develop sustainable  without access to the adequate economic, social, public, and cultural infrastructures (physical infrastructures) and the related knowledge management and transfer (soft infrastructures) that affect and endorse the daily lives and activities of their citizens whereever they are living....

As economic and environmental crises deepen, there is  a alternative-based  recognition that many aspects of  the Millennium Development Goals (MDGs) efforts need to be reinvented. The lacks of the sociocultural infrastructures and the related knowledge management and transfer appear as the major obstacles to reach the Millennium Development Goals (MDGs)

Therefore a holistic approach to the sociocultural infrastructures in the sustainable development sector  to progress, to achieve and to support the Millennium Development Goals (MDGs) is crucial in meeting this challenge. These Millennium Development Goals (MDGs) include:

 
  1. Achieving universal primary education, 
  2. Eradicating extreme poverty and hunger, 
  3. Promoting gender equality and empowering women, 
  4. Reducing child mortality rates, 
  5. Improving maternal health, 
  6. Combating HIV/AIDS, malaria, and other diseases, 
  7. Ensuring environmental sustainability, and 
  8. Developing a global partnership for development.
 

The implementation of interventions that combines holistic approach can produce favourable results. Many  sustainable development projects and progammes  fail  because of the failure to accurately account for local culture, local resources, local knowledge potentials and the lack of  sociocultural infrastructures and the related knowledge management and transfer to handle the programmes  and the projects in sustainable manner after  the programmes and projects exit.....




Therefore good adequate basic sociocultural infrastructures (agriculture, education, logement, culture, water, ICT, public, energy, administration, transports, economics, industries, manufacturings,  and medicine etc.) including local good structures, good political management of local resources and development aid could  help to accelerate the Millennium Development Goals (MDGs).  The basic socio-cultural infrastructures and the related knowledge management and transfer are absolute ressources  to drive and to promote social, cultural, economics, environmental well-being through innovative development  programmes and projects...


For example, transport infrastructures are fundamental for the smooth operation of the internal and external market, for the mobility of persons and goods and for the economic, social and territorial cohesion of a country and continent. 

A holistic approach means that all factors of the sociocultural infrastructures should be taken into account as a whole, interdependent on each other for the benefit of all (poor and rich people) in the mechanism of Millennium Development Goals (MDGs).

This approach  should take into account  a new vision, a new perspective and a new role of sociocultural infrastructures (knowledge, functions, characteristics, interactions,  relationship) in the Millennium Development Goals (MDGs) strategies, based on the social living conditions,  the needs of an individual, the needs of  a community, the needs for social progress etc. in order to achieve  and to support the Millennium Development Goals (MDGs).

This is an opportunity to change things and make a real difference in the mechanism of Millennium Development Goals (MDGs). We need to embrace holistic sustainable development programmes and projects approaches ensuring that creative methods and solutions find their way into sociocultural infrastructures development projects and programmes including the related knowledge management and transfer, socle of  any  sustainable development programmes and projects....

Finding new solutions to human problems that tackle the sources and improves the quality of life for poor people should include effective access to sociocultural infrastructures development requirement with the related  right knowledge management and transfer  through well collaborative and participatory approaches, sharing effective, constructive and productive news ideas, sharing innovative practical knowledge for development management (knowledge management and knowledge transfer) with the support of effective evaluations processes....

The Achievements of Millennium Development Goals (MDGs) could be well on track and achieved based on encouraging - sociocultural infrastructures gains. Changes and looking solutions without addressing practical issues will not help. The basic human needs should be identified and addressed to make positive impact of changes in achievement of Millennium Development Goals (MDGs). The big challenge that faces the Millennium Development Goals (MDGs) is the lacks of adequate sociocultural infrastructures and the related knowledge management and transfer. 

We could not drive and promote sustainable youth and women career development, sustainable development innovation, sustainable local capacity building and career innovation if there are no good adequate basic sociocultural infrastructures (agriculture, education, logement, culture, water, ICT, energy, administration, transports, economics and medicine etc.), and if there are no good structures, good political and social management of local resources and development aids and  technical assistances...

The access to adequate  sociocultural infrastructures by poor people  is absolute  to drive, to promote, to achieve quickly, and to support the Millennium Development Goals (MDGs). A holistic approach is essential for building the sociocultural infrastructures needed to sustain innovative development research and technological development innovation for promoting, driving and supporting the Millennium Development Goals (MDGs).

“Debate has surrounded adoption of the MDGs, focusing on lack of analysis and justification behind the chosen objectives, the difficulty or lack of measurements for some of the goals, and uneven progress towards reaching the goals, among other criticisms. Although developed countries' aid for achieving the MDGs have been rising over recent years, more than half the aid is towards debt relief owed by poor countries, with remaining aid money going towards natural disaster relief and military aid which does not further development. Progress towards reaching the goals has been uneven. Some countries have achieved many of the goals, while others are not on track to realize any” [MDGs].

There can be no sustainable development without the development of social, public, economic, cultural infrastructures, which provides economic and cultural interaction between the economy, environment and society.

The integration and the access of sociocultural infrastructure for all in the official programs and mechanisms of the Millennium Development Goals (MDGs) will constitute a new opportunity to drive, to promote, to reach and to support as soon as possible the goals.

The Millennium Development Goals (MDGs) programmes and projects must focus attention on the access of sociocultural infrastructures for poor people. Development agencies and Public-private-partnership (PPP) should give priority to essential sociocultural infrastructures programmes and projects that promote jobs, social progress and sustainable economic growth...

The sociocultural infrastructures include learning experience,  spiritual, moral,  religion and philosophy dimensions, transport infrastructures, water infrastructures, communication infrastructures, solid and liquid waste infrastructures, earth monitoring and measurement infrastructures, management and governance of social infrastructures, economic and cultural infrastructures, economic infrastructures, social infrastructures, cultural infrastructures, environmental infrastructures etc......


Basic sociocultural infrastructures....
Propety
Characteristics
Transport infrastructures
Road and highway, bridges, tunnels, culverts, retaining walls, lighting, traffic lights, curbs, sidewalks, specialized facilities such as road maintenance depots and rest areas, transport systems (commuter systems, subways , trams , trolleys , the bike sharing system city, car sharing system and city bus transport), Railways  (railway yards, stations), level crossings, signalling and communications systems, canals and waterways, Seaports and light houses, Airports,  air navigation, Bike paths and trails , the pedestrian walkways , the pedestrian underpasses and other specialized facilities for cyclists and pedestrians etc.....
Water infrastructures
Drinking water supply, the system of pipes, storage tanks, pumps, valves, filtration and treatment equipment and meters, buildings and structures to house the equipment used for the collection, processing and distribution drinking water,  collection and disposal of waste water   drainage system (drains, ditches, etc.),  system of irrigation  (reservoirs, irrigation canals), control systems, the flood story (dikes, major pumping stations and valves), Snow Management (turbot spreaders , snowploughs, snow blowers, dedicated dump trucks  routing distribution for these fleets, has assets (snowfall, snow melting), coastal zone management (dikes, breakwaters, ears, locks), using gentle techniques (beach nourishment, sand dune stabilization and protection of mangrove forests and coastal wetlands ....
Communication infrastructures
Postal service, sorting facilities, Telephone network (landline)    the telephone exchange, mobile phones, Radios transmission stations (including regulations and standards governing broadcasting), cable television physical networks, receiving stations and cable distribution networks, Internet (including Internet backbones, local servers, Internet service providers and the protocols and other basic software required for the system to work), telecommunications satellites, Submarine cables, large private telecommunications networks, public or specialized (used for internal communication and monitoring by major infrastructure companies, by governments, by the military or emergency services), National networks of research and teaching,  the pneumatic tube mail distribution networks.... 
Solid and liquid waste infrastructures
Infrastructure for the collection   of municipal waste and recyclables, collection of  landfill solid waste,  Materials recovery facilities harmful favourite environment, Facilities   for   disposal of hazardous waste...
Earth monitoring and measurement infrastructures
Weather Monitoring Infrastructure, weather Radar Network Infrastructure, Weather and Climate Observing Networks Infrastructure, Satellites Earth Observation  Infrastructure, Global Positioning System Infrastructure, Infrastructure for the measurement of spatial data......
Management and governance of social, economic and cultural infrastructures

Government and law enforcement policies legislative, the application and compliance with the law,  Justice and good criminal justice system, Specialized facilities (government offices, courts, prisons, etc.). Specialized systems for the collection, storage and dissemination of data, laws and regulations, Emergency services such as police, fire protection and ambulance, Specialized vehicles, buildings, communications and dispatching systems, Military infrastructure, including army bases deposits weapons, training centres, command centres, means of communication, the main weapons systems, fortifications   specialized in the manufacture of weapons , strategic reserves.....
Economic infrastructures

Financial systems infrastructure, banking systems infrastructure, financial institutions infrastructure, payment systems, exchanges, offers of money, financial regulations, accounting standards and regulations infrastructure, Large enterprises logistics facilities and systems, including warehouses and management systems for storage and shipping infrastructure, plants manufacturing infrastructure, including industrial parks and special economic zones, mines and factories national and regional transformation of materials used as inputs in the local industry, specialized energy, transportation and infrastructure used by local industries, as well as the laws of public safety, environmental and zoning regulations that govern and limit industrial activity, and standards organizations, agricultural infrastructure, forestry and fishing , particularly for specialty food and livestock transportation and storage facilities, large feedlots, systems support  in agricultural prices (including agricultural insurance), agricultural health standards, food inspection, experimental farms and agricultural research centres,  and schools, facilities   licensing and quota management systems implementation, the struggle against poaching, rangers and fight against fire and desertification .......
Social infrastructures
health system,  including hospitals , financing of health care, including Medicare, insurance, Control systems and testing of drugs and medical procedures, training systems, inspection and professional discipline of doctors and other medical professionals, the monitoring of public health regulations, the coordination of measures taken during public health epidemics such as emergency, the educational system and research, including elementary and secondary schools, universities, colleges  specialized research institutes, funding systems and accreditation of health institutions, the social protection, including support systems for both government and private charity for the poor, for people in distress or victims of violence and chronic poverty,  facilities systems, Control systems and creation of jobs hiring for youth and adults........
Cultural infrastructures
Infrastructure sports and recreation, such as parks, sports facilities, the   system   of leagues and sports associations, cultural facilities such as concert halls, museums, libraries, theatres, studios and specialized training centres, business travel and tourism, including both infrastructure of artificial and natural attractions, convention centres, hotels, restaurants, and other services that cater mainly to tourists and business travellers and information systems   and communication to attract tourists, and travel insurance.......
Environmental infrastructures
Networks of aqueducts, reservoirs, water distribution pipes, sewer pipes, and pumping stations; treatment systems such as sedimentation tanks and aeration tanks, filters, septic tanks, desalination plants, and incinerators; and waste disposal facilities such as sanitary landfills and secure hazardous-waste storage impoundments........



The sociocultural infrastructures we are discussing in this work  include both physical assets such as highly specialized buildings and equipment, as well as non-physical assets such as the body of rules, and regulations governing the various systems, the financing of these systems, the ways of working with others; of building and maintaining trust; of working collaboratively toward accomplishing shared development goals and outcomes, as well as the systems and organizations by which highly skilled and specialized professionals are trained, advance in their careers by acquiring experience, and are disciplined if required by professional associations (professional training, accreditation and discipline).

The essences of the soft sociocultural infrastructures  that we are discussing here are the deliveries of specialized services to poor people wherever they are living. Unlike much of the service sector of the economy, the deliveries of those services depend on highly developed systems and large specialised facilities or institutions that share many of the characteristics of hard infrastructure.



If the Millennium Development Goals (MDGs) are to fulfill economic, social environmental, and cultural well-being for the poor people, it is essential to build the missing links and to remove the obstacles in the access of sociocultural infrastructures (physical infrastructures) and the related knowledge management and transfer (soft infrastructures) for all, as well as to ensure the future sustainability in social, public, economic, and cultural well-being by taking into account the welfare efficiency needs and the social and environmental change challenges.

The major programme's objective of Millennium Development Goals (MDGs) is to enhance the capacity of poor people to meet basic human requirement needs and to help them  managing their  own social, private, public, cultural and economic environments through the use of the available sociocultural infrastructures in sustainable development manner.

In order to establish a comprehensive and useful concept that integrates sociocultural infrastructures in the mechanism of the Millennium Development Goals (MDGs), the Millennium Development Goals (MDGs) policymakers should decide to establish an effective and a pragmatical Portfeuille «Millennium Infrastructures Challenge Programme» that allows development agencies to integrate the development and the access to sociocultural infrastructures into their programmes and projects....

Establishing an efficient Portfeuille «Millennium Infrastructures Challenge Programme» may constitute a key element in the Millennium Development Goals (MDGs) strategy for poverty eradication in the world. This will play a central role in the attainment of the objectives of the Millennium Development Goals (MDGs).


This Portfeuille «Millenium Infrastructures Challenge Programme» may be responsible for assisting and advising development countries and development agencies in accessing, researching  and in the development of adequate sociocultural infrastructures, especially the appropriate physical infrastructures, and soft infrastructures that support the achievement of the Millennium Development Goals (MDGs).

This Portfeuille «Millennium Infrastructures Challenge Programme» may be primarily responsible for the evaluation, generation and the maintenance of a number of high-quality and fundamental sociocultural infrastructures and the provision of the basic infrastructures in the Millennium Development Goals (MDGs) mechanisms to poor people worldwide.

The working environment of the Portfeuille may be dynamic, participative, and collaborative involving interaction with development agencies, beneficiaries, local communities, and other international development organizations, governments and Public–private partnership (PPP) in order to provide standard model of access to sociocultural infrastructures to poor people in the world. The Portfeuille may encourage the investment in sustainable development projects and programmes that are aimed at creating sociocultural infrastructures.


The Portfeuille Utility Fonctions

In cooperation with development agencies, governments and Public–private partnership (PPP) organizations, the Portfeuille may manage the «Millenium Infrastructures Challenge Programme», both the programme that provides access to sociocultural infrastructures services to poor people and the programme that creates and develops sociocultural infrastructures for sustainable development purpose.

The Portfeuille may investigate, evaluate and support how  the North-South cooperation, and South-South cooperation could make adequate sociocultural infrastructures   and its related  “know-how” (transfer of the “know-how) accessible to all regardless of social class needs, and at the same time, helping to progress, to achieve, and to support the Millennium Development Goals (MDGs).

The Portfeuille may seek, encourage and develop innovative investment programme in the  mechanisms of Millennium Development Goals (MDGs) to ensure that the access to sociocultural infrastructures services to poor people are well operated in accordance with Millennium Development Goals (MDGs) policies. 

The Portfeuille may develop new Millennium Development Goals (MDGs) approaches, and may constantly seek ways to improve the access to sociocultural infrastructures  developement  for the poor people in the world.

The Portfeuille may provide regular knowledge management and transfer support to update on regular basis the sociocultural infrastructures services templates including ensuring that local knowledge and usage of these sociocultural infrastructures services are available for all and correspond to the local human well-being basic needs.....


The Portfeuille Utility Purpose


The Portfeuille may be responsible for all new approaches to the Millennium Development Goals (MDGs). In cooperation with development agencies, privates, governments, and Public–private partnership (PPP) organizations, the Portfeuille “workforce” must ensure that the «Millennium Infrastructures Challenge Programme» is conform to the Millennium Development Goals (MDGs) rules and approaches and is adequately updated and followed.


 The Portfeuille Utility Role


The Portfeuille may support innovative research programmes to develop adequate sociocultural infrastructures, which may help to focus attention to the basic needs of the poor people. The Portfeuille may help to assess the added value of community actions for integrating and developing sociocultural infrastructures approaches that reflect sustainable development impact.


Some critical  missions of the Portfeuille «Millennium Infrastructures Challenge Programme» is to evaluate, invest, expand, construct, improve, maintain and repair urban and rural public infrastructure including rural and city’s water system, wastewater system, storm drain system, park system streets and road system, municipal buildings and facilities and all rural and city public landscaped areas in the city and the rural milieu; maintain city and rural vehicles and equipments and oversee the collection of solid waste and recyclable materials...


The Portfeuille Utility Partnership


The Portfeuille may discuss issues and obstacles regarding the coordination of planning and implementation of the «Millennium Infrastructures Challenge Programme» with development agencies, governments, privates,  Public–private partnership (PPP) organizations and local development communities in promoting collaborative working relationships with international sociocultural infrastructures development experts and economists.



 Conclusion

The «Millennium Infrastructures Challenge Programme» will not  providing results without the right institutions and regulations of the sociocultural infrastructures sector. Sound sector policies, effective regulation, and greater innovation and great management and investment strategies  are needed to achieve the access to adequate sociocultural infrastructures to poor people......

The sociocultural infrastructures services will require more transparence, more investment efforts and innovative strategies. With that said, the focus should be on development countries governments to present a secure and supportive environment for more investment in the sociocultural infrastructures sector. 
Local, national and regional inddustry and manufacturing infrastructures must be created and developed for the exploitation of local, national and regional resources. This requires good management, good innovation, good education, good knowledge management, good  knowledge transfer,  good product, and  production competition strategies....

The access to the sociocultural infrastructures in  remote areas, for example, is a sensitive topic and would need the role of the central government including
local government, local community development representative, indepedent community development commission etc. to ensure that the interests of all involved in the evaluation and in the developement of local sociocultural infrastructures for sustainable development purposes are fully represented and protected.

The Portfeuille «Millennium Infrastructures Challenge Programme» may specify  the minimum  requirements in sociocultural infrastructures sector  that includes the basic human needs for the well-being. In planning the Portfeuille of the «Millennium Infrastructures Challenge Programme», development agencies, government, local communities etc. need to address issues of basic needs such as road building, food production and availability, equitable access to sociocultural infrastructures services; sociocultural infrastructures that enhances social interaction and participation; methods of reducing living costs, especially for poor people.


One thing is certain, political stability, the creation of jobs, the multiplication of development aids, the promotion of democracy, the access to innovative finance programme etc. do not provide an absolute guarantee to achieve,  to support, to make sustainable the Millennium Development Goals (MDGs) as long as the access to  social, public, economic and cultural infrastructures (physical  infrastructures)  and the related knowledge management and transfer (soft infrastructures) are not well integrated in the activities and operations of Millennium Development Goals (MDGs).  

The great challenge is to ensure that new and existing public and private   sociocultural infrastructures of urban and rural areas are keeping   adapted  with the needs and requirements of urban and rural citizens. It needs to become more flexible and functional otherwise it will reduce the qualities of urban and rural life.
 

In any case no society can develop sustainable without access to the right economic, social, public and cultural infrastructures and the related knowledge management and transfer that affect  and endorse the daily lives and activities of their citizens wherever they are living. 


You may also be interested in this following paper: Évaluation Agile et les Objectifs du Millénaire pour le Développement

Author, Amouzou Bedi, sample paper, contact on LinkedIn. I will try to update this paper on a regular basis if  a need arises. Please if you have a suggestion and feedback with regards to this paper, please feel free to contact me.

References 

[Amouzou Bedi] Knowledge Package for Development
URL: http://amouzoubedi.blogspot.co.at/2012_10_01_archive.html
[Amouzou Bedi] Creating decentralized knowledge management and transfer culture for development
URL: http://amouzoubedi.blogspot.co.at/2012_09_01_archive.html
[Amouzou Bedi] La coopération agile au développement, book french édition
URL:http://amouzoubedi.blogspot.co.at/2011/09/la-cooperation-agile-au-developpement.html

[Wikipedia] Infrastructures
URL: https://en.wikipedia.org/wiki/Infrastructure
[Amouzou, Bedi] La vie privée et sociale des plus pauvres: indicateurs pertinents dans les processus d´évaluation des programmes et projets de développement (Actuellement en édition)
URL: http://amouzoubedi.blogspot.co.at/2011_05_01_archive.html

Dienstag, 12. März 2013

How Knowledge can Impact Development?



ITIL ®V3 (IT Service Management)
PRINCE2 ® (Projects in Controlled Environments)
Agile Management Innovations 
Wirtschaftsinformatik  - Diplom-Ingenieur
Informatikmanagement - Mag. rer. soc. oec
Wirtschaftsinformatik - Bakk.rer. soc. oec
Social Science - DEUG







 
Knowledge management is crucial to achieving the Mission of ending world poverty. Knowledge management is a considerable intangible asset to develop and to manage with success development projects and programs.

Knowledge management  should promote, drive and communicate how development stakeholders must effective provide local support groups, beneficiaries, communities and local governments the appropriate information, technologies, tools, talents, skills, rural/remote development centres, materials and knowledge that they need to promote and to drive effective the local knowledge management and knowledge transfer  for supporting  internal and external collaborative  sustainable development processes.. Knowledge leaders and experts must understand the knowledge management for development´s culture both on business case and on public good level (Community level). 



To achieve this objective, knowledge professional and development community need to focus more attention on practical knowledge without neglecting theoretical knowledge.
Effective knowledge management is crucial to achieving Development agencies mission of ending world poverty. Development community and development agencies have to work on individual and collaborative Knowledge Management  initiatives to improve their processes and capture development impact. The Mission of Knowledge for development is to promote knowledge management for sustainable development purposes between developed countries and developing countries, helping to reduce poverty and improve people's lives wherever they are.


Knowledge for development must bring groups, managements, academics, development professionals, communities together to share  innovative knowledge management for development practices, tools, solutions, ideas, visions, strategies, evaluations and exchange best practices, lessons learned and sustainable development challenges etc.


Knowledge for development must create an environment and platform that encourages transparency, collaboration, and participation. Knowledge for development must seek to strengthen  practical knowledge and collaboration platform where development problems can find the best development problem resolution.
This platform must bring knowledge management professional, different career professional, and development community together to share innovative knowledge management for development projects, ideas, challenges and inspiration,  that enable development community and beneficiaries to become stronger, agile and better capable to achieve the challenge goal of eradication world poverty.

Knowledge for development must create and support an environment within  different people, different organizations, different knowledge producers, governments, communities,  private sector, PPPs, NGOs  etc. are willing to share, to learn and to collaborate together leading to improvement in mobilizing, networking, providing, supporting and enabling access to the right local socio cultural knowledge infrastructures, with the right local knowledge´s formats and knowledge management procedures at the right place and at the right moment.

This knowledge must focus its efforst on the development of  the capacities of the local communities in helping the communities to drive and to promote their own sustainable development processes; through suitable evaluation processes,  through the right adequate local sociocultural infrastructures, through effective collaborative and participatory  approaches with governments, private sector, PPPs, NGOs etc. with the respect of the local knowledge  resources and potentials at the right place and at the right moment to reach coherent development impact.

Whatever the social, economic, politic solutions (project, program, evaluation, development aid, innovations, finances, technology etc.) poverty will continue to defy solutions as long as poor people do not get access to the right economic, social, public and cultural infrastructures (physical infrastructures) and the related knowledge management and transfer (soft infrastructures) that affect and endorse their daily lives and activities wherever they are...”



Knowledge for development must be capable to  provide  development staff, financial staff, development communities,  management, internal and external clients the right  required expertise, professionalism, risk assessment, resources and personal  responsibility to manage,  to implement  and to support with success development projects and programs.

The Knowledge for development  primary objective is to support the development’s missions and efforts for the eradication of  poverty and promoting share prosperity. Knowledge for development must provide quality knowledge for development that includes effective management and supporting of  economic policy and debt,  gender, international trade, poverty and equity, public sector,  private sector,  governance, environment, and global partnerships in  sustainable development environments.

This practical knowledge must arm development Staff and communities with the best practices of knowledge development management ,  development decision-making tools and analytical development instruments.




The major programme's objective of knowledge for development is to enhance the capacity of poor people to meet basic knowledge management needs and to help them managing their own social, private, public, cultural and economic environments  through the use of the available knowledge for development formats, and the sociocultural knowledge´s infrastructures in sustainable development manner.

To achieve this, development agencies, development communities etc.  need the practical knowledge approaches that can be successfully applied in development environment; knowledge that helps development staff, economists, development professionals, senior management, academic, and development community to manage and to make the correct decisions in a complex development situation and environment. The combination of quick learning skills and practical knowledge could help development communities making worth consideration decisions and  completing with respect assigned development duties.

Theoretical Knowledge

The Theoretical Knowledge teaches the why. It helps understanding why development politics and strategies work where others development politics and strategies fail. It shows the whole system, builds the sustainable development context, and helps setting new strategies. Theoretical knowledge leads often to a deeper understand of a concept through seeing it in context of a greater whole and understanding the why behind it.

Practical Knowledge

The Practical knowledge helps development staff, economists, development professionals; senior management, academic, and development community acquiring the specific development techniques that become the tools of operation, management and decision. This sits much closer to actual day-to-day development work. There are some things development staff can only learn through doing and experiencing. The practical knowledge is learned through the reality of development programs. Practical knowledge leads often to a deeper understanding of a concept through the act of doing and personal experience.



Explicit Knowledge

This knowledge is based on information, expertise, or experience that can be articulated in detail, codified, rendered persistent, and shared. Explicit knowledge can take the form of a database, document, drawing, formula, patent, video, or presentation.

Tacit Knowledge

Tacit knowledge is the shared sense of what we do with the information we have, and we know. This knowledge is experiential.  In most organizations, this knowledge is a common, unarticulated system of values, vision, purpose, and behaviors that directs the community’s activities. In fact, the collective wisdom of the community is a valuable source of tacit knowledge.

Technology
Fully developed knowledge management tools and practices bridge the gap between
In most instances,  technology-enabled knowledge management solutions employ content technologies that support the capture and management of explicit information and collaboration technologies that enable individuals and communities to create, share, and socialize content to meet specific business objectives. The great challenge is that many people do not have adequate access to this technology.



Knowledge Management, Impact on Development

Knowledge for  development programme must provide evidence of how knowledge management services can alleviate poverty and enhance well-being for poor people in developing countries around the world.  Knowledge  projects and programs must be highly interdisciplinary, linking the social, natural and political sciences to address a series of focussed research questions and evidence challenges.

Those projects must be delivered through collaborative partnerships linking the world’s best researchers including specifically those in developing countries. The knowledge for development must be about impact. It must be about research and deploying excellent knowledge for development.  The knowledge for development researches must be effectively used to improve the lives of the poor.

Knowledge for development success´s must be measured by the way that the new knowledge generated by its research impacts on the lives of the poor. Therefore, new knowledge generated by knowledge for development agencies and partners must have the clear potential to lead to significant and sustainable improvements in the lives of many millions of poor people around the world. Development agencies long term knowledge management for development impact must be evidenced by alleviation of poverty, improved health and well-being, and by creating opportunities for poor people to benefit through the growth of the global green economy.

The knowledge for development produced by researches must respond to target needs for changing in poor people’s lives. This can happen only if local people and their communities are actively involved in building impact throughout the lifetime of the knowledge project, starting from identification of the research need and design of the research, through to implementation both of research and of consequent impact activities using the knowledge research results.



Knowledge development and management approaches, to achieve impact on people’s lives,  must be innovative and must be frequency delivered research working through knowledge Researcher, Staff, people and partnerships. Knowledge management for development agencies, as leading international knowledge researches for sustainable development programmes must aim to deliver knowledge for development impact through researches excellence and networking.

Knowledge for development Impact Strategy must be designed to link to other Knowledge for development researches, and impact agendas to deliver significant and sustainable benefits to the world’s poor. The knowledge for development agencies must focus on knowledge researches which support the aims to alleviate poverty in low-income countries and regions of the world.

Knowledge for development approaches must connect components of academic and networking strategies. Knowledge for development impact is about people and real changes in their knowledge, behaviours and lives. Knowledge projects must be selected on the basis of being likely to produce and deliver new knowledge which can improve the lives of the poor.  Additional knowledge management for development outputs must include the generation of new datasets and models, which form the basis of new global public goods

How Knowledge can meet Development Goals?

At the core of successful using knowledge for development to achieve development impact lies a network of integrated processes to manage internal and external information and ensure that it is accessible by economists and professionals in other networks, senior management and the academic and development community, wherever they are, to make business processes decisions. There will also be a need to consider how professionals in other networks outside the development organisation can retrieve information to act on behalf of business case. 

Business Information will also need to be created, stored and retrieved securely in different format by development programs, customers, partners and communities etc.
Knowledge management for development requires adequate sociocultural knowledge management infrastructures like building, physic platform, virtual platform, education and training model, access to ICT infrastructures, rural development center, and professional engagement for sharing and delivering the right format and service of knowledge. 

Effective knowledge management supported by the right technology and the right format eliminates inefficiencies, allowing development agencies and partners to focus on delivering effective knowledge business value.

Knowledge delivery  for  development purpose  should be more process-orientated. This requires that critical development  information should be more centralized and decentralized with different format  that can be received, stored and retrieved by public, development employees, professional’s networks, senior management, academic and development community.

Such process-oriented approach means decision making becomes less hierarchical and allows knowledge for development agencies to collaborate directly with, customers, partners and communities to make important business decisions without delay.

The key strengths for success in this process-oriented approach of the knowledge  for development within development agencies to achieve development impact should include, but are not limited to, the following: 




Knowledge Compatibility

Knowledge for development requires shared knowledge language, format, sociocultural infrastructures, and a good fit with knowledge management concepts that already exist in the development communities, organization, and development group such as knowledge Quality Management and knowledge business process reengineering.

Knowledge  Orientation

Knowledge for development has to make a contribution to the solution of concrete development problems like poverty eradication, well-being of all, and it must not be allowed to remain theoretical. The ultimate test of knowledge for development ideas is their usefulness in practice.

Knowledge Comprehensibility

Knowledge development agencies and communities must choose knowledge terms and knowledge ideas of knowledge for development that are relevant to its success and readily understood across development communities, organization, and development group.

Knowledge Action Orientation

Analyses in the field of knowledge for development should enable development staff, economists, development professionals, senior management, academic, and development community to evaluate the impact of their knowledge instruments on the organizational knowledge base and should lead to focused action and attention on sustainable development results.

Appropriate Knowledge Instruments


Focused interventions need proven development instruments. The final goal of knowledge for development concept is to provide a range of knowledge format and socio-cultural infrastructures access for development agencies, development professional, and development community wherever they are...




Knowledge Transfer



Knowledge transfer must seek, organize, create, capture or distribute knowledge for development  and ensure its availability for future users.  Knowledge Transfer must encourage the transfer of knowledge, expertise, skills and capabilities from universities as the academic knowledge base to development communities in need of the knowledge.


Knowledge transfer must implement impacts on institution, network, knowledge and personal aspects so as to generate strategic innovations through development synergy.  This may occur through:

Development Research, collaborative Research; regeneration knowledge Support; Training, workshop, Workforce Development; Social, Media, Cultural and Community Engagement.

This includes the decentralization reform of knowledge management as part of wider efforts to enhance good knowledge for development governance and bring decision making closer to people. This ensures that knowledge functions, powers, responsibilities and resources are at all times transferred from central to local units in a coordinated manner. This requires the development of a comprehensive approach that enables practical knowledge management issues such as harmonization of knowledge for development processes and capacity building.



Community Works



Community works are very important to make knowledge for development problem and solution easier for development community and professional, and to collaborate with public sector, private sector, governance, development community, and global partnerships that share common problems and have content and solutions to offer.



Knowledge as Capacity for Acting



Knowledge management for development solutions must focus on content and collaboration technologies enable individuals, teams, and communities to collaboratively make better development decisions, faster and act on those decisions to create more value from core competencies.






Knowledge Relationship Management



Forming and enhancing relationships in knowledge management is very important.
Knowledge for development agencies must focus on forming and enhancing relationships with customers, development professional, knowledge shareholders, and knowledge suppliers to share long-term knowledge for development.

The knowledge relationship management must be supported with the right knowledge infrastructures and format that facilitates new relationships in knowledge management for development and enhance existing relationship with customers, employees, shareholders, communities, affiliates and franchisees. 

Knowledge for Development Network Practices

Knowledge for development network practice is absolute for the development of new knowledge management for development. This allows an effective and innovative flow of knowledge within the network group and with outside knowledge partners including public sector, private sector, governance, development community, and global partnerships.

Knowledge for Development Help Desk Centre

Knowledge for development help desk should main knowledge management duties in determining and developing new and old network knowledge management for development program strategy and the implementations. The centre must supporting and maintaining the development of complex knowledge management for development programs that require diverse and complex input from within and outside different knowledge network.

The centre must conduct and update knowledge management for development needs assessment for the network. The centre must provide and support securing technology and expertise for effective knowledge that enables development strategy. The centre must promote the effective utilization of knowledge resources by increasing professional awareness, facilitating meetings to introduce new knowledge management for development tools and assuring that knowledge training is regular provided for users.

The centre must ensure the quality and accuracy of knowledge for development products through reviews of knowledge for development project documents, web sites and portals for quality and effectiveness.
  


Effective Management 


The management of the knowledge management for development activities throughout different knowledge network and department is important. This may ensure the quality in assessing Knowledge Management, resources, needs, and the development of new knowledge strategies to meet development needs, operations, to identify and obtain required resources and ensures access by different professional staff, and management, internal and external clients.  The effective management of the knowledge management for development should encourage the development and management t of formal and informal outreach knowledge for development programs to support and inform users about the available Knowledge Management resources and to maintain currency with Knowledge Management for development  standards and practices through networks, internal and external communities of practice, knowledge management for development organizations and professional societies.
   
Project Management

This involves several aspects of project management benefit from experience and lessons learned on previous development projects including cost estimating, risk management and problem solving etc...
The core components of process-oriented knowledge management system facilitate communication of relevant information among project and program team members, especially when the team works in multiple geographic locations.  The right process-oriented knowledge management system must reduce time required to extract and deliver information and data for analysis and report creation.

Organization


Organization can increase professional knowledge and abilities by providing employees with methods, experiences, and resources that would prepare them for working with complex target environment. This includes knowledge resources through workshops, programs, learning, teaching, and information center.

Business Intelligence

This must focus on the collect of information from multiple sources in different format to understand internal and external business strategies; development progress and issues; customers and communities’ requirements. This demands the internal and external distributing timely information to the Knowledge for development Decision Makers and Partners. 

A process-oriented knowledge management system allows producing and to deliver meaningful reports quickly by extracting only relevant data and sources from stored documents based on keywords, context and relationship information added as tags to the stored data.


Packaging of the Knowledge

The objective of knowledge for development is to enable the customers to exploit the delivered  knowledge for their own development and to make this knowledge available in a consistent way. To achieve this objective, packaging knowledge with the right format is an absolute approach. Each knowledge for development must be packaged with the right  local knowledge format.




Alignment of the Knowledge

Impact is about people, so it is essential to consider how and  who could benefit from the new knowledge generated and why they might be interested. Understanding the beneficiaries means that the research process, stakeholders and results can be targeted for impact. Knowledge for development needs to be able to demonstrate how poor people in developing countries will benefit, as well as providing contextual information about their current poverty status and how this is expected to change through the generated knowledge impact.

Alignment of the Knowledge on how Customers implement and manage their local Knowledge

If you want to change something you need to play first the game with. It becomes clear that knowledge for development priority is to focus on helping poor people manage the available knowledge for development at the local level. Delivering this capability as part of knowledge for development would enable  and enhance the development of local  knowledge  infrastructures.

Alignment of the Knowledge on Customer’s Knowledge Capacity and Potential

Introduced new knowledge for development into the available local knowledge management must allow customers to resolve complete development solution without dramatically changing the local knowledge structures, resources, potentials. Any introduced knowledge for development must respect the local environment and this  should be happened progressively, and with prudence for not destroying the local knowledge resources, skills and potentials.

Alignment of the Knowledge on Customer’s Knowledge Infrastructures Potential

Most knowledge for development projects fail when they meet local knowledge infrastructures and because the introduced knowledge management format and methods are not able to cope with a difficult change in the community’s knowledge environment. Aligning at the first level more closely with local knowledge infrastructures potential is the best strategy to impact development.

Decision Support

Knowledge for development Staff will make better decisions when they use timely and relevant information. The advantage of a process-oriented knowledge management system to decision support includes finding only relevant information because of the added context and relationship data. Process-oriented knowledge management system must often offer intelligent search and display right knowledge format that facilitate understanding patterns and relationships.

Customers Services

There is a need to design flexible and innovative knowledge management policies and to provide the access to the sociocultural infrastructures that allow target community to use and to share correct the knowledge offer by the knowledge development agencies for sustainable development purpose at the right place and at the right moment.

A process-oriented knowledge management must encourage cross-support and cross-fertilization of knowledge management  by helping bring the best information,  learning and communication,  sharing of best knowledge management practice, trends, knowledge and lessons learned, culture change, community building and collaboration to the region from inside and outside and by providing cross support to teams working, staff and management,  and by internal and external clients on complex development tasks outside and inside the knowledge network.

Avoiding Solving the Same Problem Twice

A well design process-oriented knowledge management must avoid rework. Avoiding rework is the single most valuable benefit delivered by knowledge for development. By providing each team member (Knowledge management staff, communities, management, internal and external clients outside or inside the group) with the collective experience of knowledge known issues can be handled quickly, consistently, and with confidence by the front line wherever.

Helping Clients Help themselves

If the clients have a good access to the knowledge management infrastructures to manage and to answer their own questions and resolve their own issues, they would prefer to do it themselves. Effective process-oriented knowledge management system can make self-service the channel of choice for most customers, most of the time, helping them get back to understanding and using the knowledge to manage project and services more quickly, efficiency, and allowing Staff, economists and professionals, senior management, academic and development community to concentrate on the high development program and project value that really need their expertise.

 Knowledge  for Development Pattform

This means the cultivation of a knowledge for development platform where different people, different organizations, different knowledge producers, governments, communities,  private sector, PPPs, NGOs etc. are willing to share, to learn and to collaborate together leading to improvement in mobilizing, networking, providing, supporting and enabling access to the right local sociocultural knowledge infrastructures, with the right local knowledge’s formats and knowledge management for development   procedures at the right place and at the right moment.

 Knowledge  for Development Networking



Knowledge networking allows the relationships between people, culture,  and the natural environment. This must explore informative topics, including global development and environmental responsibility, and find out how producer, customizer, and connector of knowledge  for developement can make a difference.


The open, inclusive and bottom-up approach of knowledge for development networking can be beneficial to development community and favor the participation in knowledge for development research networks.  Knowledge networking is all about sharing, and thus extending, knowledge for development, which in turn can maximize the outcomes for all the participants of these networks.


Networking can help producer, customizer, and connector of knowledge optimize their products and enhance their knowledge for development performance. In addition, Knowledge networking programs should accelerate the achievement of the knowledge innovation networking goals by tackling research fragmentation and encouraging cooperation between producer, customizer, and connector of knowledge for developement.





Knowledge  for Development Innovation 





Knowledge has in recent years become a key driver for sustainable development, and the access to knowledge is generally considered as a key condition for innovative activities in our modern life. One thing is certain, whatever the social, economic, politic solutions (project, program, evaluation, development aid, finances, technology etc.) poverty will continue to defy solution as long as poor people do not get access to the right economic, social, public and cultural infrastructures (physical infrastructures) and the related knowledge management and transfer (soft infrastructures) that affect and endorse their daily lives and activities wherever they are.






Knowledge innovation must create a process oriented knowledge networking to exchange and develop new ideas and solutions that include knowledge projects. The projects should take development policy context as a starting point to explore sustainable development dimension of the innovation and knowledge for development.

A global knowledge for development concept must be used including knowledge infrastructures innovation, knowledge process innovation and organizational knowledge innovation. This concept must take into account the current state of knowledge for development, patterns and potentials of development community with respect to the knowledge and innovation development and identify new knowledge for development opportunities through innovation.
 

Designing effective and flexible Knowledge Management System

Knowledge management for department must design an effective and flexible  process oriented knowledge management  systems  that supports different knowledge management  format  that offer practical opportunities to communicate, to cooperate,  to design effective and flexible  knowledge management infrastructures  that allow knowledge stakeholders, communities and beneficiaries to benefit from the talents, skills, knowledge and technologies of others and to transfer these talents, skills, knowledge and technologies etc. to poor areas through flexible, successful and adaptive process-oriented knowledge management systems and transfer processes.

Setting Key Performance Indicators (KPIs) for Knowledge for Development

The purpose of setting key performance indicators (KPIs) for knowledge  for development is to define consistent performance measures for each selection of Millennium Development Goals (MDGs) priorities, using terminology and measurement that is clear and common across all screening programs, so that performance can be understood, assessed and compared. 



Providing access on the right knowledge at the real time to communities, development staff and management, internal and external clients outside or inside a development organisation is essential and attaching the right Key Performance Indicators to the Outputs, Outcomes, Benefits and Impacts of a development project could best support the efforts towards poverty eradication.

The successfully access of knowledge for development to the target audience means the free access for all member of the target audience to the Knowledge for development without barriers.

Manage the Quality of Knowledge for Development

Good knowledge  for development must respond quickly to the needs in decision and operating of development projects and programs development employees, professional’s networks, senior management, academic, and development community. This requires the design of flexible and innovative knowledge management for development policies that provide the access to right knowledge format that allow everyone to use and to share the knowledge that the knowledge agencies offer at the right place and at the right moment.

Quality management must be applied to assure the knowledge safety, efficacy and its right delivery to the target audience including satisfaction. Quality Assurance is an important component of knowledge for development in order to ensure it safety and effectiveness.

Quality Assurance should be clearly linked to the knowledge for development objectives. It may be measurable, may be evidence-based and may provide comparable delivery results over time and across internal and external development programs. Knowledge’s leaders and experts must understand the knowledge management for development´s culture both on business case and on public good level (Community level).

Monitoring and evaluation

An Internal and external monitoring and evaluation must assist knowledge for development department to understand how well their knowledge projects and programs are progressing and to identify opportunities to enhance the knowledge production and development impact. These lessons must  be discussed with senior knowledge management as part of the regular reporting cycle for development projects und programs. To impact development knowledge must focus attention on people, partnerships, research, strengthening capacity, communication, evidence, monitoring and evaluation.




The following table resumes a quick simple view how the knowledge for development could enhance the development overall impact:

Actions  
Detail and impact
Forum
The Knowledge development forum must  give the opportunities to economists and professionals, communities, senior management, academic and development community to interact and share their knowledge and experience which is relevant to eliminate poverty and promote share prosperity. It must be used to make links between development projects, programs and other stakeholders inside and outside knowledge organization to enhance the overall impact of development projects and programs.
Partnerships
Networking, collaboration learning website, online partnership service, regional knowledge management center help to build Knowledge global community, crossing geographic and disciplinary boundaries. This should provide a dedicated online resource or physical research center resources for development researchers and development projects and programs to enhance the profile of their staff, and research activities both with  internal and other external researchers. Knowledge collaboration website must make it easy to find talent  development communities, knowledge producers  to build new partnerships taht enhances research excellence and impact.
Knowledge decisions Makers should have regular meetings with other  
The meetings are to review progress and identify opportunities to enhance the researches in knowledge for development conducted by knowledge organizations and communities. Knowledge Decisions Makers must provide feedback on progress, and help development projects and programs to identify synergies with other and processes, and make links with other stakeholders who must share their researches and knowledge to enhance impact.
Knowledge  Researches must focus on development projects and programs  to build impact
Development projects and programs must benefit from having access to expert advice on impact and from having information about approaches that worked in development projects and programs.  Knowledge Impact Researcher must also conduct syntheses to generate lessons learnt from passed development projects, programs.
Knowledge Research must provide guidelines to conduct sustainable development projects and programs
Development projects and programs must have access to methods and resources known to impact development and able to benefit from the experience generated by the management, decision support and other development projects and programs. A strategic approach and process to putting research into use must create opportunities for lesson learning to further enhance impact.
Research into use grants provided by  knowledge  research  department
Development projects and programs must be able to obtain additional resources to capture unexpected opportunities to enhance impact. The knowledge for development funds must mainly be used to promote engagement with new stakeholders, new knowledge for development partnerships, new social media, including promoting links between development projects and programs.
Strengthening capacity in knowledge management for development   through research, collaboration and networking
Knowledge management for development Direction must respond regular to the needs of development projects, programs and other stakeholders to provide a range of capacity strengthening activities and materials to support the delivery of the appropriate knowledge for development impact.
Strengthening capacity to put knowledge for development  research into use
Knowledge Support activities must include capacity strengthening components to assist development projects and programs and other stakeholders to make better use of new knowledge generated.
Medias and events
Development projects, programs and other stakeholders collaborate with the communities using a wide range of methods, media and events to impact development needs.
Website, knowledge portal
Website is the main portal for distributed knowledge management to communicate with internal and external stakeholders and is designed to significantly enhance the accessibility of external and internal researches in knowledge for development.
Knowledge events
Development Organization´s Direction must organize and participate in a range of events to promote communication between knowledge for development stakeholders. Knowledge´s must be designed to complement those organized by development agencies, and internal, and external stakeholders. They must provide a way of telling knowledge for development story across multiple development projects, programs and be designed to assist development agencies to enhance the quality of their researches in knowledge for development impact. There must also be events designed to strengthen capacity for effective communication for members of the knowledge of distributed development community.
Knowledge´s Communication products and publications
Knowledge for development agencies must produce a range of publications with different format and other communication products. These must highlight sustainable development researches, knowledge and Impact.  Knowledge newsletter and other knowledge format must be the main mode of communicating with internal and external stakeholders. Development projects and programs must be supported in different knowledge format to contribute to externally and internally knowledge products and impact.
Generating evidence of Knowledge’s impact through research and synthesis activities
Knowledge for development agencies must provide support to knowledge projects to generate evidence of the value of knowledge for development researches and the impacts. Evidence and Impact research grants must be funded. Additional evidence must be generated by the Direction’s dedicated to impact development and to support Knowledge researchers.
Capturing and securing evidence through Knowledge Portal and other knowledge infrastructures.
Website, medias, collaboration platform, learning platform must be used to provide and to deliver development projects and program. Knowledge for development systems be designed to enhance the quality of evidence and its visibility and accessibility. The knowledge data evidence and partnership coordinator must assist development projects and programs in this process with different formats and infrastructures.




Conclusion

The successful knowledge management for development should be carefully targeted towards its audience, with the right mixture of simplicity, elegance and sustainable communities’ development innovations through the right knowledge formats and infrastructures.

The creation of jobs, the multiplication of development aids, the promotion of democracy, the access to innovative finance program etc. do not provide an absolute guarantee to achieve,  to support, to make sustainable the Millennium Development Goals (MDGs) as long as the development and good governance of social, public, economic and cultural infrastructures (physical  infrastructures)  and the related knowledge management  (soft infrastructures) are not well integrated in the activities and operations of Millennium Development Goals (MDGs).

In any case no society can develop sustainable without access to the right economic, social, public and cultural infrastructures and the related knowledge management that affect and endorse the daily lives and activities of their citizens.




 You may also be interested in the following sample papers:  


References

[Amouzou Bedi] Setting Key Performance Indicator (KPI) for Knowledge Package for Development
[Amouzou Bedi] Knowledge Package for Development
[Amouzou Bedi] Creating decentralized knowledge management and transfer culture for development
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[PHOTO01, URL]: http://deoxy.org/media/RAW/Acceleration_of_Knowledge
[Vanseodesign, URL] The Value of Theoretical And Practical Knowledge
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[PHOTO3, URL] Kevin Berardinelli
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