GovDiscovery AI Podcast Ep 39 Summary

Guest: Dr. Stacey Young (USAID Chief Knowledge Officer)
Guest: Melissa Patsalides (Senior Advisor for Knowledge Management and Organizational Learning, USAID)
Host: Mike Shanley
Date: December 3, 2024

Main Theme:

USAID’s Knowledge Management, Artificial Intelligence, and the New Knowledge Management & Organizational Learning (KMOL) Policy
This episode centers on the unprecedented launch of USAID's first-ever agency-wide Knowledge Management and Organizational Learning (KMOL) policy, delving into best practices, lessons learned, strategic intentions, implementation strategies, and AI’s role in global development knowledge management. Dr. Stacey Young and Melissa Patsalides provide inside perspectives on KMOL’s policy development, USAID’s decentralized knowledge landscape, the nuances of stakeholder learning, and the game-changing implications of AI—all with pragmatic guidance for current and prospective USAID partners.

Key Discussion Points & Insights

1. The Role of the Chief Knowledge Officer at USAID

[01:03–02:34]

• Stacey Young’s role is to embed knowledge management and organizational learning (KMOL) across USAID structures and processes, championing KMOL at all levels.

• Her team develops guidance and tools, advocates with senior leadership, and supports staff in “making USAID a stronger learning organization.”

  “The role... is basically to lead a number of efforts that are designed to embed knowledge management and organizational learning in agency structures and processes.” —Stacey Young [01:09]

2. The Scope and Funding of Knowledge Management at USAID

[03:08–07:43]

• KMOL is deeply decentralized: knowledge is generated by Washington bureaus, field missions, and global partners.

• Funding is diverse: KM is embedded in technical activities, support contracts, MEL (monitoring, evaluation, learning) platforms, and standalone initiatives.

• Multiple vehicles, including the Learning Lab website and the Lincs family of sites, support sharing and implementation tools.

  “It looks a lot of different ways and it does a lot of different things—and that’s part of what I think is really exciting.” —Stacey Young [07:25]

3. Inside the New KMOL Policy: Why, What, and How

[08:20–15:39]

• Long-standing demand: internal staff and comparative learning from other development organizations drove the need for policy.

• Melissa Patsalides led an evidence review incorporating sector analysis and interviews with staff.

• Three main goals:

  1. Stewardship — Treat knowledge as an agency asset, as vital as funding: retain and transfer knowledge effectively, avoid “knowledge loss” with staff turnover.
  2. Leveraging Impact — Make knowledge serve more effective development programming.
  3. Support Local Systems — Invest in local knowledge ecosystems, enabling country-led development and recognizing diverse knowledge systems.

• Concrete requirements: Each operating unit must have a KMOL plan (with flexibility), robust processes for knowledge retention and transfer, and organized use of workplace tools (currently Google Workspace).

• Governance: Launch of a new agency-wide body to oversee KMOL issues that transcend individual units.

  “Think about how much energy we put into stewarding our funding, and then apply that same energy to how we steward our knowledge... Knowledge is a development resource.” —Stacey Young [10:26]

  “You could try to boil the ocean with your KM work, but... focus on your core business processes.” —Melissa Patsalides [15:52]

4. Broadening the Definition of Knowledge and Inclusion of Local Perspectives

[17:43–22:48]

• KM at USAID now extends far beyond reports—emphasizing interactive learning, communities of practice, and localized evidence generation.

• Reframes localization: not just who receives funding, but whose knowledge and perspectives are included.

• Acknowledges the importance of “multiple knowledge systems,” integrating local, indigenous, and experiential knowledge as a counterweight to technocratic approaches.

  “We need to do a better job of understanding and valuing [local] knowledge systems and engaging the knowledge holders... that’s how we make our programs more effective and equitable.” —Stacey Young [20:58]

5. Artificial Intelligence (AI): Promise, Pitfalls, and Practical Steps

[22:48–33:29]

• AI’s transformative promise: improve content synthesis, knowledge transfer, and accessibility (e.g., using AI to generate easily consumable knowledge products).

• However, AI is no “silver bullet;” foundational practices (like content organization and metadata tagging) remain essential.

• Security/privacy and technical constraints: AI tools need to be safely integrated “behind the firewall.”

• Early pilots are underway, with optimism for enhanced productivity in the next 12–18 months.

  “Your generative AI will not solve [core KM problems]. You still have to do the foundational work.” —Melissa Patsalides [24:57]

  "We are structured to forget. So if we have a systematic approach to transferring knowledge among those rotating staff, that's the money for sure." —Melissa Patsalides [25:37]

  “Decisions will always be made by humans, as it should be.... How do we help people hone their analytic skills? How do we place them within processes that support not only decision making, but reflection and course correction?” —Stacey Young [34:19]

6. Lessons Learned for Implementing Partners and Donors

[38:38–48:26]

• Many implementing partners are ahead in innovation—USAID should be open and receptive.

• Policy documents (including KMOL guidance) are tools partners can use to advocate for improved practices with USAID staff.

• Emphasize early/ongoing stakeholder engagement, alternative knowledge products (not just lengthy reports), and the creation of knowledge-sharing communities across projects.

• The change journey is uneven and requires persistent, grassroots, and leadership-driven effort.

• Harness passion for development to drive adoption and culture change.

  “Go where the energy is... Work with the early adopters. The others will come along as you generate something that works better.” —Stacey Young [41:15]

  “If you have a set of tools or practices that can save your staff time or can make your work more effective, then those translate into dollars, they translate into programs, they translate into impact in people’s lives.” —Melissa Patsalides [45:27]

7. Internal Rollout of the KMOL Policy at USAID

[48:26–57:03]

• Policy launched via agency-wide notice and video, shared on the agency intranet.

• Dissemination through communities of practice, ongoing trainings, toolkits (e.g., Knowledge Retention and Transfer Toolkit), and “transfer season” campaigns for rotating staff.

• Creation of short video trainings and regional workshops; ongoing development and sharing of new tools and supports.

• Launch of an agency-wide KMOL governance body to consolidate leadership buy-in and foster sustainable change.

  “We are convening leaders from across the agency in this governance body... to bring some cohesion across efforts and address long standing pain points.” —Stacey Young [56:20]

8. “So What”—Key Takeaways for Implementing Partners

[57:03–60:24]

• Partners are “critical”—not just in delivering programs, but as contributors, connectors, and innovators in knowledge management.

• Proactively engage USAID—bring innovative practices, challenge existing guidance, and participate in co-creating better solutions.

• Think early and intentionally about making knowledge accessible and relevant through diverse formats and products.

• Leadership in partner organizations must empower country teams to take thoughtful risks and push the envelope.

  "We need them to engage with us in supporting efforts to source knowledge from various places, to generate new knowledge if needed during implementation, and to think about from the outset how we make that knowledge as accessible as possible..." —Melissa Patsalides [57:32]

  "Bring it to us and bring it to us in the form of what you put in your proposals... Tell us in the PLR Bureau when our guidance might be falling short... We want to learn from you." —Stacey Young [58:45]

Selected Notable Quotes and Moments

| Timestamp | Speaker | Quote | |-----------|---------------|-------| | 01:09 | Stacey Young | “The role... is basically to lead a number of efforts that are designed to embed knowledge management and organizational learning in agency structures and processes.” | | 10:26 | Stacey Young | “Think about how much energy we put into stewarding our funding, and then apply that same energy to how we steward our knowledge... Knowledge is a development resource.” | | 15:52 | Melissa Patsalides | “You could try to boil the ocean with your KM work, but... focus on your core business processes.” | | 20:58 | Stacey Young | “We need to do a better job of understanding and valuing [local] knowledge systems and engaging the knowledge holders... that’s how we make our programs more effective and equitable.” | | 24:57 | Melissa Patsalides | “Your generative AI will not solve [core KM problems]. You still have to do the foundational work.” | | 25:37 | Melissa Patsalides | "We are structured to forget. So if we have a systematic approach to transferring knowledge among those rotating staff, that's the money for sure." | | 34:19 | Stacey Young | “Decisions will always be made by humans, as it should be.... How do we help people hone their analytic skills? How do we place them within processes that support not only decision making, but reflection and course correction?” | | 41:15 | Stacey Young | “Go where the energy is... Work with the early adopters. The others will come along as you generate something that works better.” | | 45:27 | Melissa Patsalides | “If you have a set of tools or practices that can save your staff time... they translate into programs, they translate into impact in people’s lives.” | | 56:20 | Stacey Young | “We are convening leaders from across the agency in this governance body... to bring some cohesion across efforts and address long standing pain points.” | | 57:32 | Melissa Patsalides | "We need them to engage with us in supporting efforts to source knowledge from various places, to generate new knowledge if needed during implementation, and to think about from the outset how we make that knowledge as accessible as possible..." | | 58:45 | Stacey Young | "Bring it to us and bring it to us in the form of what you put in your proposals... Tell us in the PLR Bureau when our guidance might be falling short... We want to learn from you." |

Timestamps for Important Segments

• [01:03] Role and mandate of the Chief Knowledge Officer
• [03:08] Funding and implementation of knowledge management
• [08:20] Drivers and goals of the KMOL policy
• [15:44] Lessons from other organizations and evidence review
• [17:43] Redefining knowledge and voice in localization
• [22:48] Artificial intelligence and KMOL: hopes, realities, and risks
• [30:19] What AI doesn’t change; importance of metadata and curation
• [33:46] Human decision-making, power, and engagement in the knowledge process
• [38:38] Lessons for implementing partners and leveraging partner innovations
• [48:26] Internal KMOL rollout and change management
• [57:03] Final “so what” for partners—summary of practical guidance

Closing Takeaways

USAID’s KMOL policy marks a historic organizational shift, prioritizing knowledge as a genuine development asset. Successful adoption requires both USAID and its partners to focus on intentional knowledge stewardship, inclusive engagement, and adapting practices for the digital age—with AI as both a tool and a challenge, not a panacea. Partners are explicitly empowered to drive innovation and feedback. The future of global development effectiveness lies in combining technological evolution with deliberate, human-centered learning processes.