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ADB ‘Knowledge Sharing Program’

Connecting, Enabling, and Leveraging

7 October 2011

Ryu Fukui

Advisor and Head, ‘Knowledge Sharing Program’, RSDD, ADB

Korea-ADB Conference on Knowledge Sharing and Development Effectiveness Session 3

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Contents

1. Rationale

2. Perspiration and Issues in ADB

3. ADB ‘Knowledge Sharing Program’ launch

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‘Big Push’ by sizable investments (by ‘70s)

Policy Reforms thru. Conditionality by ‘Structural Adjustment’ lending (from ‘80s)

Governance, Institutions, Capacities, Information (from ‘90s)

and ‘Knowledge Management’ (from mid ‘90s)

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Rationale : Why ‘Knowledge Sharing’? Historical Contexts in Development Aids

World Bank launched a concept of ‘Knowledge Bank’ in late 90s ‘South-South Cooperation’ concept was reinvigorated in late 90s G20 : ‘Knowledge Sharing’ as its 9th Pillar – ‘Knowledge Sharing becomes a crucial tool to foster development’

Rationale: Why ‘Knowledge Sharing’?

As ADB as ‘infrastructure bank’….

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-Infrastructure -Education

-Environment etc.

‘ASSETS’ (physical investments)

Capacities in -Individuals

-Organizations -Institutions

‘ASSET MANAGEMENT’

Can be much better by Knowledge Sharing

Lending programs

TA programs

ADB

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Rationale: Why ‘Knowledge Sharing’? ….to enhance development effectiveness

as development agency

Knowledge Collection Knowledge Configuration

Knowledge Application Knowledge Dissemination

Effective Development for

Inclusive & Sustainable Growth

Development Effectiveness as Goal

Capacity Development as Outcome

Learning by doing Learning from others

Learning from each other

Knowledge Sharing as Input

Perspiration in ADB Management Direction and Corporate Framework

Strategy 2020: ‘Knowledge Solutions’ as change driver as well as ‘capacity development’ and ‘partnerships’

‘Community of Practice (CoP) : 14 CoPs

Capacity Development Framework and Action Plans (revised in 2010) – mainstream CD;

strengthen networks/partnerships and learning/Knowledge Sharing on CD

Knowledge Management Action Plan 2009-2011

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Perspiration in ADB Notable Projects/Partnerships with New

Approaches in Recent years

‘Twinning arrangement’: e.g. Cambodia-Vietnam

for capacity development on water supply

‘Phnom Penh Plan’ for Development Management

CAREC Institute

Asia-Pacific COP on Managing for Development

Results (MfDR)

‘Knowledge Hub’ arrangements: e.g. Asia-Pacific

Water Forum

Knowledge partnerships: e.g. Singapore,

Korea, PRC, IDB, ‘SLoCat’

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Major Issues for Next Steps in ADB

Mainstreaming Capacity Development is yet

underway – More dialogue-based identification of

knowledge demand in Country Partnerships Strategy is required

Capacity Development by TA projects is to be

more result-oriented – They are largely ‘input-output’

based. ‘Project-based scope’ limits continuity ‘after TA’

Knowledge Works still tend to be regarded marginal – Reconciliation with ‘loan-delivery’ culture is

needed; Incentive systems are to be improved

Information Infrastructure for Knowledge Sharing is to developed

Knowledge Partnerships are to be more organized and synergized

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ADB ‘Knowledge Sharing Program’ Goal

Mainstream and scale up Knowledge Sharing (KS) as ADB’s distinct business line to address capacity gaps in Developing Member Countries (DMCs), thereby enhance development effectiveness 9

Strategy Value Impact

1. Visible Business Line

Packaging and Brokering (Honest Broker)

•Wide engagement of DMCs and stakeholders •Recognition to ADB as Knowledge intensive organization •Donor supports

2. Result-oriented CD

Stronger Linkage with TA and loans

•Design and monitoring improvement in CD •Development Effectiveness

3. Long-Term Partnerships

Institutional Engagement of External Expertise

•Easier access to expertise and experiences where demanded in DMCs •Constant improvement in supply quality

4. Cost-effective high quality learning

Increased value for money to support CD

•Enhanced motivation in learning •Scaling up of outreach •Continuity in CD

5. Focus on local application of knowledge

Provision of knowledge options applicable to DMCs

•Thrust to be ‘change agent’ •Recognition to ADB as Regional Knowledge Bank

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ADB ‘Knowledge Sharing Program’ Key Strategies

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ADB

DMC DMC

Lending Program Technical

Assistance

Knowledge Partnerships

Knowledge Partnerships

Knowledge Partnerships

Knowledge Partnerships

Strategy 1. Visible Business Line - Knowledge Sharing for Capacity Development as Services

Development Agencies

Other regions

Multilateral Developmen

t Banks

Developed economies

North– South Learning

Intra-Regional Learning

South – South

Learning

Knowledge Sharing

Strategy 2. Result-Oriented Capacity Development

Development goal

CD program objective

Learning outcomes

CD program outputs (Knowledge products/services)

CD program activities

CD program inputs

Result oriented logic model

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Next generation loan products for

Investments

TA programs

for CD

Knowledge Sharing Services for CD

Linkage of Knowledge-Capacity Development-

Investments

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Strategy 3. Long-Term Knowledge Partnership: Leveraging Knowledge

Intermediation

Leveraged Knowledge

Services to DMCs

Networks of

Networks

External Knowledge Partnerships

ADB Core Expertise/ Experience

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Knowledge on sectors, countries, & region; Understanding on DMCs knowledge demand

High education sector; Private sector; Development agencies; CSOs, etc.

In-country, regional, or global networks of knowledge partners

Strategy 4. Cost Effective High Quality Learning

Leading Concept: ‘Blended Learning’ i.e. use of a mix of distance learning technologies to

bring about optimal learning outcomes

One Place, Same

Time

• Face-to-face Classroom Teaching

Multiple Places, Same Time and Different Time

• Distance Learning

• Blended Learning

Anywhere, Anytime

• Pure e-Learning

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Strategy 5. Focus on Application of Knowledge in Local Context

Application of Knowledge into Local Contexts

Knowledge Dissemination from Local Experiences

Support DMC to learn from others as well as to disseminate to others

ADB ‘Knowledge Sharing Program’ Focus in 2011-12

Capture Core Capacity Gap

Knowledge Demand

Offer Matching Knowledge

External Partnership

Dissemination and Learning

Impact on Capacity

Sustainability

Application to other DMCs

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4. Cost-effective high quality

dissemination/learning

2. Usable knowledge base (repository systems)

3. Window function to knowledge partners

5. Dialogue with donors to support model cases with impact and sustainability

1. Framework Development

(for demand-driven KS)

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• Has it been identified by dialogue with DMC?

• Has Capacity Development been mainstreamed in CPS? Capture Core Capacity Gap

• Has it been derived from Capacity Development Plan in DMC?

• Has it been captured with details and diagnosed? Knowledge Demand

• Has existing relevant KPS been provided to DMC?

• Has KPS been developed by incorporating lessons leaned? Offer Matching Knowledge

• Is partnership incentivized by core institutional mandates?

• Is partner’s expertise relevant to DMC’s demand? External Partnership

• Is it reaching critical mass in the target beneficiaries?

• Is it cost-effective without undermining quality in learning? Dissemination and Learning

• Has Knowledge Sharing been designed to change key agents?

• Is impact measured as result-oriented? Impact on Capacity

• Can Knowledge Sharing be continued for sufficient time?

• Are local capacity developed to apply knowledge learnt? Sustainability

• Can experience and lessons be applied to other contexts?

• Are experience and lessons known by other DMCs? Application to other DMCs

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Focus in 2011-12 1. Develop and Offer Model Framework for Demand-Driven

Knowledge Sharing – to plan, design, deliver, and evaluate

(Tentative) Model Checklist

Focus in 2011-12 2. Develop Model Knowledge Base

(Platform) Usable to KS Service

ADB’s project experiences include enormous research outputs, knowledge works, lessons learned -- which should be organized in way we can share them with other DMCs

Development of repository systems by which ADB officers can search and introduce relevant cases to knowledge demand in DMCs substantially increase effectiveness in ‘offering matching knowledge’

Model repository system development in collaboration with CoPs

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Focus in 2011-12 3. ‘Window’ functions to External Knowledge

Partners & Donors

Connect knowledge partners to DMCs thru. Regional Dept.s/CoPs

Introduce knowledge demand in DMCs thru. Regional Dept.s/CoPs to partners

Encourage quality improvement in knowledge ‘supply’ by long-term relations

Connect funding opportunities to support continuous CD thru knowledge sharing

Model window function development (Korea KSP, etc.)

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Focus in 2011-12 4. Cost-effective high quality learning programs

Support convert research outcomes to be developed as KS programs by instruction designing

Propose and assist develop an appropriate ‘blended learning’ format to scale up learning programs

Advise means to develop local teaching capacities to sustain the efforts in learning

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Focus in 2011-12 5. Extend dialogues with donors to support KS

cases with impact and sustainability

Propose donors a framework to capture impact of KS on capacity development

Develop model cases that have measurable impact and strategy for sustainability of capacity development

Propose pilot funding from existing funding facilities to support those cases

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Thank you for listening !

We strive for:

Connecting People

Enabling Knowledge

Leveraging Effort

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Please provide your views and suggestions to:

Ryu Fukui, Adivisor and Head: rfukui@adb.org

Dongxiang Li, Advisor: dongxiangli@adb.org

Victor You, Principal KS and CD Specialist: vlyou@adb.org

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