knowledge management directions and action plan (2013-2015): supporting “finance ++” at the...

8/12/2019 Knowledge Management Directions and Action Plan (2013-2015): Supporting Finance ++ at the Asian Developm

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Knowledge Management Directionsand Action Plan (20132015):

Supporting Finance ++at the Asian Development Bank

KNOWLEDGE ASIA

from ideas to impacts


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Knowledge Management Directionsand Action Plan (20132015):

Supporting Finance ++

at the Asian Development Bank

KNOWLEDGE ASIAfrom ideas to impacts


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2013 Asian Development Bank

All rights reserved. Published in 2013.Printed in the Philippines.

ISBN 978-92-9254-041-8 (Print), 978-92-9254-042-5 (PDF)Publication Stock No. RPT135576-3

Cataloging-In-Publication Data

Asian Development Bank. Knowledge management directions and action plan (2013-2015): Supporting finance++at the Asian Development Bank.Mandaluyong City, Philippines: Asian Development Bank, 2013.

1. Knowledge management. 2. Knowledge solutions. 3. Knowledge sharing.I. Asian Development Bank.

The views expressed in this publication are those of the authors and do not necessarily reflect theviews and policies of the Asian Development Bank (ADB) or its Board of Governors or the governmentsthey represent.

ADB does not guarantee the accuracy of the data included in this publication and accepts no respon-sibility for any consequence of their use.

By making any designation of or reference to a particular territory or geographic area, or by usingthe term country in this document, ADB does not intend to make any judgments as to the legal orother status of any territory or area.

ADB encourages printing or copying information exclusively for personal and noncommercial usewith proper acknowledgment of ADB. Users are restricted from reselling, redistributing, or creatingderivative works for commercial purposes without the express, written consent of ADB.

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Foreword iv

Abbreviations vi

1 Introduction and Background 1

2 The Changing Knowledge Needs of Developing Asia and the Pacific and ADBs Role 5

3 Prioritizing and Implementing Knowledge Solutions 7

4 Enriching the Quality of ADB and DMC Knowledge Capabilities for DevelopmentEffectiveness 10

5 Advancing ADBs Knowledge Assets, Information Systems, and Communications 16

6 Empowering and Resourcing High-Quality Knowledge Solutions 19

7 Summary 23

8 Implementation 25

Annex 26

Contents


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Ending poverty in the Asian Development Banks (ADB) developing member countries (DMCs)takes place in a world of heightened interaction between intensified globalization; advancesin new knowledge, technology, and innovation; and increasingly complex developmentchallenges and opportunities. Thanks to more efficient use of resources and successful

adaptation of technology, living standards in Asia and the Pacific have increased rapidly. However,

these gains have not been equal. DMCs have dramatically different levels of global competitiveness,technological readiness, innovation, availability of research and training services, and higher educa-tion and training. Those DMCs less able to mobilize and deploy their own knowledgeor accessexternal knowledge and apply it in a timely mannerwill risk falling farther behind.

Applying our collective know-how to solve complex development challenges is key forachieving lasting development results more quickly and making our vision of a flourishingAsia and the Pacific a reality. Our long-term strategic framework, Strategy 2020, identifiesknowledge solutions as a driver of change for stimulating growth and synergizing broaderassistance in our operations. Strategy 2020 mandates us to develop, mobilize, and applyknowledge solutions from which we distill and disseminate lessons, and to share knowledgein ways that have immediate impact and are a catalytic force for helping the poor. Our goalis to turn knowledge solutions into a comparative advantage for the institution to benefitof DMCs.

The experience gained under ADBs Knowledge Management Action Plan (20092011)provides a solid foundation for evolving ADBs knowledge solutions under this new KnowledgeManagement Directions and Action Plan (20132015). By strengthening our knowledgemanagement, our aim is to offer finance ++: a superior combination of ADBs own finance

plus leveraging resources through partnership plus providing knowledge to DMCs to maximizeand accelerate development effectiveness.

Going forward, ADBs knowledge solutions must be a clear response to priority developmentchallenges facing DMCs, individually or collectively. They need to involve DMCs in both theplanning and implementation of the knowledge solutions, as well as assist DMCs in identifyingand improving understanding and appreciation of their current and future challenges, thecontexts from which the challenges emerge and will likely be addressed, and the risks andopportunity costs of not addressing the challenges. Knowledge solutions are also neededto help DMCs identify and apply more advanced and feasible approaches to overcome theirchallengesusing all channels of ADB assistanceand contribute toward developing DMCcapacity for knowledge solutions.

The knowledge management directions and action plan set out in this publication focus onprioritizing and implementing knowledge solutions; enriching the quality of ADB and DMCsknowledge capabilities for development effectiveness; advancing ADBs knowledge assets,

Foreword


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Foreword

information systems, and communications; and empowering and resourcing high-qualityknowledge solutions. They are derived from an extensive consultation process in and outside ADB.

This new Knowledge Management Directions and Action Plan (20132015) recognizes thespecial relationship between ADB and the ADB Institute (ADBI). For the benefit of DMCs, ADB

will continue to explore opportunities for collaborating closely with ADBI. This is to achieve arational division of labor based on professional comparative advantage and the highest degreeof complementarity and synergy.

I am confident that by fully applying the new knowledge management directions and action plan,ADB will become a stronger knowledge institution for development across Asia and the Pacific.We will strengthen the quality and development effectiveness of our knowledge capabilities andthose of the DMCs. This will ensure ADB and the DMCs are at the forefront of economic, social,technological, and policy innovation processes and practices that make development work inDMCs,from ideas to impacts.

Bindu N. LohaniVice-President (Knowledge Management and Sustainable Development)Asian Development Bank

.


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ADB - Asian Development Bank ADBI - Asian Development Bank InstituteADF - Asian Development FundBPMSD - Budget, Personnel, and Management Systems DepartmentCAREC - Central Asia Regional Economic Cooperation

COBP - country operations business planCoP - community of practiceCPM - country programming missionCPRM - country portfolio review missionCPS - country partnership strategyCSR - corporate social responsibilityCWRD - Central and West Asia DepartmentDEfR - development effectiveness reviewDMC - developing member countryEARD - East Asia DepartmentERD - Economics and Research DepartmentICT - information and communication technologyIED - Independent Evaluation DepartmentKSSC - Knowledge Sharing and Services CenterOCO - Office of Cofinancing OperationsOCR - ordinary capital resourcesOGC - Office of the General CounselOIST - Office of Information Systems and TechnologyOREI - Office of Regional Economic IntegrationOSFMD - Operations Services and Financial Management DepartmentPARD - Pacific DepartmentPPP - publicprivate partnershipPSOD - Private Sector Operations DepartmentRBPSM - results-based public sector managementRSDD - Regional and Sustainable Development DepartmentSARD - South Asia DepartmentSERD - Southeast Asia DepartmentSES - special evaluation studySPD - Strategy and Policy DepartmentTASF - Technical Assistance Special Fund

Abbreviations


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1

The motivationbehindstrengthening

knowledgemanagement at th Asian DevelopmeBank (ADB) is tooffer finance ++superiorcombinations of

ADBs own financplus leverage ofresources throughpartnershipplus knowledgeto developingmembercountries (DMCs)to maximizeand accelerate

developmenteffectiveness

The Asian Development Bank (ADB)has made knowledge solutionsan integral part of its long-termmission. The motivation behindstrengthening knowledge management at

the Asian Development Bank (ADB) is to offerfinance ++: superior combinations of ADBsown finance plus leverage of resources throughpartnership plus knowledge to developingmember countries (DMCs) to maximize andaccelerate development effectiveness. ADBslong-term strategic framework, Strategy 2020,identified knowledge solutions as a driver ofchange for stimulating growth and synergizingbroader development assistance in its core andother areas of operations. ADB is mandatedunder Strategy 2020 to develop, mobilize,and apply knowledge solutions from which

Box 1 Knowledge Solutions at the Asian Development Bank

Broadly, knowledge solutions at the Asian Development Bank (ADB) may include (i) research on majordevelopment issues facing Asia and the Pacific and their relation to global economic governanceand other major global public goods; (ii) policy advisory services; (iii) country diagnostics andoutlook; (iv) economic, sector, and thematic work; (v) technical assistance for preparing, designing,implementing, and evaluating investment operations; (vi) professional and organization capacitydevelopment; (vii) improving national/subregional statistical systems; (vii) application of bestpractices in relation to all of ADBs economic and sector and thematic domains, and pilot-testing ofnew development policy and approaches to public service delivery, technology, and innovation; (viii)evaluation; and (ix) knowledge sharing and development of national, regional, and inter-regionalknowledge networks.

ADBs knowledge solutions may be developed on the basis of ADBs own activities, and in cooperationwith developing member countries and/or other public and private development partners fromwithin or outside the region. In the broadest development sense, knowledge solutions encompassactivities that span a scale from upstream exploration and initial examination of development issuesthrough the testing and application of new knowledge and assessment of results, and then broaderknowledge transfer and its application. This is an interactive process and one where support forknowledge networking is important within each stage as well as to link the various stages into acoherent knowledge solutions process within and among developing member countries.

Source: Asian Development Bank.

Introduction and

Background

it will distill and disseminate lessons, and todistribute knowledge in ways that have bothan immediate impact and catalytic force toachieve benefits for the poor. Under Strategy2020, knowledge solutions may go beyond any

individual project, sector, or country to addresssignificant regional public goods (e.g., regionaleconomic integration), including those thatwill contribute to global public goods (e.g.,climate change). ADBs efforts to mobilizeand apply knowledge solutions also includeintegration of knowledge using multi-sectoral,interdisciplinary, and regional approaches, andother work to support ADBs important role tohelp shape its regions views on medium- andlonger-term economic and social developmentand link them to relatable global dialogue anddevelopments (Box 1).


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Knowledge Management Directions and Action Plan (2013-2015): Supporting Finance++ at the Asian Development Bank

In the recent past,Management has

made importantdecisions to

strengthen ADBsinstitution-wide

knowledge

management

ties of practice 1(CoPs),2 prepared guidelines forknowledge partnerships, and enhanced stafflearning and skills development. The operationsdepartments 3 have put in place several knowl-edge management initiatives to strengthenknowledge content in country and project

operations (Box 2).4

The work of the CoPs hasbeen integrated into ADBs business processesthrough the peer review of country programsand lending and non-lending operations; andrepresentation in recruitment of internationalstaff. ADB has increased the scope of knowl-

1 The Economics and Research Department (ERD) undertakes research on key development issues, monitorsmacroeconomic developments, constructs new development indicators, and undertakes country diagnostics.The Office of Regional Economic Integration (OREI) provides economic research and ancillary policy and capacitybuilding advisory services to national and intergovernmental (subregional) entities to foster regional cooperationand economic integration in Asia and the Pacific. The Regional and Sustainable Development Department (RSDD)focuses on the application of new knowledge and technologies in relation to core sector and thematic areas ofADB operations. The Independent Evaluation Department (IED) conducts and disseminates evaluations to help ADBbecome a stronger learning organization. The Asian Development Bank Institute (ADBI), based in Tokyo, undertakespolicy research and capacity building and training that support high-level policy makers and the development ofpolicy research capacity in key central government institutions in the ADBs developing member countries.

2A CoP includes a number of staff drawn from operational and non-operational units who should possess expertiseand experience in a specific sector or thematic area domain (e.g., water, transport, energy). A CoP provides technicaladvice for planning and implementing ADBs investment operations. Currently, there are 15 ADB-hosted CoPs:Agriculture, Rural Development, and Food Security; Education; Energy; Environment; Financial Sector Development;Gender Equity; Health; Operations; Public Management and Governance; PublicPrivate Partnership; RegionalCooperation and Integration; Social Development and Poverty; Transport; Urban; and Water.

3 They include the Central and West Asia Department (CWRD), East Asia Department (EARD), Pacific Department(PARD), Private Sector Operations Department (PSOD), South Asia Department (SARD), and Southeast AsiaDepartment (SERD).

4 SERD established its department-wide Knowledge Management Framework in 2010 and launched a KnowledgeFirst report in 2011. These are now facilitating the development of DMC-specific knowledge strategies and plansderived from the Country Partnership Strategy (CPS) process.

Box 2 Philippines Country Knowledge Plan

The Philippines Country Partnership and Strategy (CPS), 20112016, endorsed in October 2011,defines the Asian Development Banks (ADB) strategic approach in the Philippines for the period, inalignment with the Philippine Development Plan (PDP), 20112016, and Strategy 2020. a It is basedon ADBs comparative strengths, and complements efforts by its development partners. The countryknowledge plan for the Philippines, prepared as part of the Country Operations Business Plan (COBP)20122014 further details the knowledge support to be provided to complement finance supportunder the CPS, including the strategic context for knowledge support, issues and lessons identifiedby evaluations on knowledge support, the sector and thematic knowledge support identified in theCPS, and medium- to longer-term knowledge support. The underlying principle of the strategy isthat to be relevant and effective, ADB support for knowledge solutions must be based on countryneeds and client-led. Similar country knowledge plans are under preparation in Indonesia, Thailand,and Viet Nam either as part of COBPs or as part of CPS preparation. A country knowledge plan willbe prepared for Myanmar as part of initial programming.

a The PDP 20112016 was released on 27 May 2011 and is currently being revised. The revised version, together with thePublic Investment Program, is expected to be available in July 2013. See ADB. 2008. Strategy 2020: The Long-Term StrategicFramework of the Asian Development Bank, 20082010 . Manila.


ADB is turning knowledge solutions into acomparative advantage for the institution. The experience gained under ADBs KnowledgeManagement Action Plan (20092011) providesa solid foundation for evolving ADBs knowledgesolutions under this new Knowledge Manage-

ment Directions and Action Plan (20132015).The earlier plan built on closer coordination andcooperation between ADBs specialized knowl-edge units and the Asian Development BankInstitute (ADBI).1 It sharpened the knowledgefocus in ADB operations, empowered communi-


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Introduction and Background

But there is both aneed and potentialto do more and todo it with greaterdevelopmenteffectiveness

Introduction and Background

edge components in its new partnerships.In recent years, ADBs annual meetings havebecome an increasingly valuable forum forthousands of ADB stakeholdersincludingthe highest governing body in ADB, the Boardof Governorsto discuss major develop-

ment issues, share knowledge and ideas, andengage one another on the results of knowl-edge programs of ADB and DMCs. 5 ADB hasexpanded staff training programs in the mainsector and thematic areas of its operations. Inaddition, in 2012, the Independent EvaluationDepartment (IED) conducted a special evalu-ation study (SES), Knowledge Products andServices: Building a Stronger Knowledge Insti-tution, the key findings and recommendationsof which helped prepare this action plan.

In the recent past, Management has made

important decisions to strengthen ADBsinstitution-wide knowledge management. Toward the end of 2011, ADB consolidated threespecialized knowledge units (Economics andResearch Department [ERD], Office of RegionalEconomic Integration [OREI], and Regional andSustainable Development Department [RSDD])and the Office of Information Systems andTechnology (OIST)6 under an expanded Vice-Pres-idency for Knowledge Management and Sustain-able Development (VPKM). In May 2012, ADBestablished a Knowledge Sharing and ServicesCenter (KSSC) to support knowledge sharing,learning, and related support services across ADBand in DMCs. And, ADBs Planning Directions20132015 7 underscore, among other things,that knowledge solutions can add signifi-cant value to our investment operations, and arecritical to development effectiveness. 8The Plan-ning Directions also called on ADB to, amongother things, 9 strengthen Communities ofPractice and explore opportunities for innovation

5The Annual Meeting seminar series now provides formal and informal forums for dialogue among multilateral andbilateral institutions, the private sector and civil society on national, regional and global development issues ofcommon concern and how to solve them.

6 Among its other responsibilities, OIST develops and implements ADBs information systems and technology services,and computer and telecommunications systems, in support of ADBs medium-term strategic framework, operationalobjectives, and core business critical requirements, including those related to ADBs knowledge solutions.

7 The Presidents Planning Directions were issued on 3 April 2012.8 ADBs signature knowledge may be in relation to and derived mainlybut not exclusivelyfrom its very substantial

knowledge and investment operations in the core areas and drivers of change under Strategy 2020.9 As will be discussed later in the paper, under the new plan, every department and office and the relevant staff will

be required to define the key knowledge components or elements of their annual or medium-term work plan.

and pilot-testing, develop a knowledge resultsframework to clarify how our knowledge workcontributes to the operational quality, formu-late a new medium-term knowledge actionplan, and explore new and diversified sourcesof financing for knowledge solutions in ADBs

areas of operation.But there is both a need and potential todo more and to do it with greater devel-opment effectiveness. Going forward underthis action plan, three characteristics shouldset ADB apart as a knowledge institution. First,the ways we coordinate and leverage all of ourskills, available knowledge, business processes,and partnerships to support the efforts ledby DMCs to correctly diagnose and prioritizedevelopment challenges and opportunities,and then work closely with them to develop,

implement, and evaluate knowledge solutions.Second, the ability to successfully combine orotherwise relate those knowledge solutions toour investment operations and those of ourpartners, and assist DMCs to achieve moreinclusive growth and development in Asia andthe Pacific. And third, within the frameworkof Strategy 2020 build signature knowledgeareas for which ADB is recognized as a globalleader and partner in the generation, sharing,and successful application of knowledge solu-tions for greater development effectiveness. 8

To make this happen under the ActionPlan, we must start by accepting andapplying three basic principles. First, everydepartment and office in ADB is in some impor-tant way a knowledge unit and every staffmember a user, if not a contributor, of knowl-edge 9 (Box 3). Second, knowledge solutionsare an integral part of ADBs program in a DMC,being a legitimate, interrelated counterpart to


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our investment operations. 10 And third, theapplication of the important principle OneADB is crucial for bringing coherence andsynergy to our collective efforts to craft knowl-edge solutions that meet the priority needs ofDMCs. Effective internal partnerships at ADBmust underpin the relevance, effectiveness, andefficiency of its knowledge solutions.

10 ADBs knowledge solutions are not simply non-lending services (as they are often referred to at ADB). Thatterminology and characterization of ADBs knowledge work should be replaced by knowledge solutions.

Box 3 Office of the General Counsels Law, Justice, and Development Program

The Office of the General Counsel (OGC) is well known for its professional handling of all legalaspects of Asian Development Bank (ADB) operations and activities and providing other legal advice.Perhaps less well known are its important knowledge operations conducted through its strategicLaw, Justice, and Development Program. Based upon Strategy 2020, OGC has prioritized resourcesto meet client demands in five key areas: Infrastructure Law and Regulation, Environmental Lawand Clean Energy, Financial Law and Regulation (including AntiMoney Laundering), Private SectorDevelopment, and Inclusive Growth.

Under the theme Infrastructure Law and Regulation, OGC is conducting research into electricityand water supply law and regulations based on 32 in-depth case studies of eight Southeast Asiancountries and several small-island developing states in the Pacific. Research conducted under thistheme has led to the publication of Attaining Access for All: Pro-Poor Water and Energy Policy andRegulation , which is an ADB knowledge product designed to share information on how to developlaws and regulation in these sectors to prioritize benefit for the poor.

Under the theme Environmental Law, OGC is working with Asian judiciaries to strengthen theircapacity to adjudicate upon environmental laws and regulations. The assistance includes supportto the Philippine Supreme Court on their Rule of Procedure in Environmental Cases, to the PakistanSupreme Court on the development of an environmental law curriculum for judicial training, and tothe Malaysian Supreme Court on the establishment of green judicial benches. The program initiatedthe establishment by ADB of an Asian Judges Network on the Environment, the Roundtable ofASEAN Chief Justices on the Environment, and the South Asia Conference on Environment Justice, allregional knowledge partnerships amongst senior judiciary in ADBs developing member countries.


The applicationof the important

principle One ADB is crucial

for bringing

coherence andsynergy to our

collective effortsto craft knowledge

solutions thatmeet the priorityneeds of DMCs.

Effective internalpartnerships

at ADB mustunderpin the

relevance,effectiveness,and efficiency

of its knowledgesolutions


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Ending poverty in ADBs DMCs will takeplace in a context of continuing globaliza-tion; advances in new knowledge, tech-nology, and innovation; and increasingcomplexity of development challengesand opportunities. DMCs less able to mobi-lize and deploy their own knowledge or accessexternal knowledge and apply it in a timelymanner risk falling farther behind. ADB isoperating in the largest; most economically,socially, and geographically diverse; most popu-lous; rapidly urbanizing; and fastest growingregion of the worlda region that aspires tobecome a knowledge economy 11 against thebackdrop of considerable differences in currentlevels of economic and social development anda changing and at times uncertain regional andglobal environment. In that context, ADBsknowledge solutions agenda under Strategy2020 is applicable to all DMCs. 12At the sametime, the majority of the poor in Asia and thePacific live in middle-income countries thatarguably will have a strong interest over the

11 A knowledge economy and society is one in which the generation and exploitation of knowledge has come toplay the predominant part in the creation of wealth and the development of new modes of social interaction.The role of knowledge (as compared with natural resources, physical capital, and low-skilled labor) has taken ongreater importance. It is not simply about pushing back the frontiers of knowledge; it is also about the mosteffective use and exploitation of all types of knowledge in all manner of economic, social, environmental, and publicservicerelated activity. A local or (sub)regional knowledge economy is increasingly engaged in the broader globaleconomy, drawing on international stocks of knowledge made available from knowledge centers, other companies,suppliers, and customers, and correspondingly innovates more to produce more sophisticated and higher value-added products and services across all major economic sectors.

12 Bloombergs Global Innovation Index rankings (20 April 2012) show, for example, that for some middle-incomecountries in the region, there is still a significant gap between their score (relatively high) for manufacturing capabilityand their scores (relatively low) for productivity.

next decade in cooperating with ADB on policydialogue and associated knowledge sharing,generation, and application cutting acrossall areas of operations under Strategy 2020.Meeting that interest will be a core elementof ADBs continuing knowledge and financingrelationship with this group of important DMCsfor ending poverty in the region.

More efficient use of its resources andsuccessful adaptation of technology haveled to rapid increases in living standardsin Asia and the Pacific, yet there areconsiderable differences in performanceamong DMCs on various indicators ofglobal competitiveness, technologicalreadiness, innovation, availability ofresearch and training services, and highereducation and training. 12 While several DMCsare making real progress in modernizing anddiversifying their economic base and expandinglinkages with the broader regional andglobal economyparticularly in international

The Changing

Knowledge Needs ofDeveloping Asia and thePaci c and ADBs Role

2

DMCs less ableto mobilize anddeploy their ownknowledge oraccess externalknowledge andapply it in a timelymanner risk fallinfarther behind


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production networksmore strategic planningand investment is required to enable DMCs ingeneral to absorb and create higher levels oftechnology and accelerate innovation by firmsand industries. 13 Notwithstanding, there arenotable successes with lessons that couldbe built upon and applied more broadly. Forinstance, some large Asian economies usingeffective publicprivate partnerships andproactive commercialization methods alreadyhave a strong base from which to makesustained progress to a low-carbon economyby seizing clean energy opportunities on thebasis of the rapid increase in their low-carbonenergy-system patenting activities. 14

However, the issues are not simply confinedto investment in modern economic infra-structure and more productive technology.

Many governments in Asia and the Pacific needto put in place policies that frame an enablingenvironment for broad-based private sector devel-opment, such as competition policies, effectiveregulatory structures, and a broad-based andinclusive financial system. All of Asias subregionsscore particularly poorly on the Entry DensityIndicator, which measures the number of newlyregistered limited liability firms in each country. 15 Furthermore, DMCs need to make other invest-ments in vocational and tertiary education to builda more productive workforce with multiple skillsets; 16 to make investments in applied researchto enable their companies to move up the valuechain and enter new ones; to produce and delivermore food using less energy and water; to providemore accessible and cost-effective health services;and to improve the economic, social, and envi-ronmental quality of life in a large number of thelargest cities in the world.

13 ADB. 2008. Strategy 2020: The Long-Term Strategic Framework of the Asian Development Bank 20082020.Manila. p. 9.

14 ADB. 2011. Asia 2050: Realizing the Asian Century. Manila. p. 213.15 ADB. 2011. Asia 2050: Realizing the Asian Century. Manila. p. 112.16 The proportion of secondary students enrolled in vocational and technical education programs in Asia

(13%) is low relative to Europe (24%). See ADB. 2011. Asia 2050: Realizing the Asian Century. Manila.p. 117.

Considering this dynamic and diversedevelopment context facing the regionand individual DMCs, it is imperative that

ADBs knowledge solutionsregardless oftheir responsibility and activity in ADBembed four key attributes. ADBs knowl-edge solutions must (i) be a clear response topriority development challenges facing DMCs,individually or collectively, and involve DMCs inboth the planning and implementation of theknowledge solutions; (ii) assist DMCs to iden-tify and better understand and appreciate thespecific nature of their current and future chal-lenges, the contexts from which the challengesemerge and will likely be addressed, and therisks and opportunity costs of not addressingthe challenges; (iii) assist DMCs to identify andapply more advanced and feasible approachesto address the challenges, including all channels

of ADB assistance; and (iv) contribute towardthe development of DMC capacity and capa-bility for knowledge solutions.

The next four sections discuss strategicdirections for improving ADBs organiza-tional and operational capacity and capa-bilities to strengthen those four attributesin all its knowledge solutions. The annexcontains an associated medium-term actionplan (20132015). The Action Plan and associ-ated knowledge management results frame-work may be revised and updated from timeto time, reflecting accomplishments, findingsof IED evaluations, and ADB results frameworksto assess knowledge operations, the evolutionof practices at comparator institutions, and thedevelopment of the knowledge economy inthe region.

There areconsiderable

differences in

performanceamong DMCs on

various indicatorsof global

competitiveness,technological

readiness,innovation,

availability ofresearch and

training services,and higher

education andtraining


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Prioritizing and

ImplementingKnowledge Solutions

3

The prioritization and implementationof knowledge solutions under the ActionPlan recognizes the special relationshipbetween ADB and ADBI. ADBI is a subsidiaryof ADB that plays an important role in making

knowledge solutions a successful driver ofchange under Strategy 2020. It is understoodthat the activities and arrangements set outin the Action Plan are innately open to theproactive involvement and other contributionsof ADBI, as appropriate. ADB will continue toexplore opportunities for collaborating closelywith ADBI under the Action Plan, with a viewto achieving not only a rational division of laborbased on professional comparative advantagebut also the highest degree of complementarityand synergy from their respective knowledgesolutions, for the benefit of DMCs.

Providing Corporate-WideStrategic Guidance for PlanningKnowledge Solutions

ADB Management, senior managers,the Dean of ADBI, and representativesof CoPs will convene a meeting once ortwice a year to assess the progress of the

Action Plan, consider measures to improveperformance, and encourage and guidefuture knowledge operations to supportthe vision, strategic agenda, and goals ofStrategy 2020. This meeting will replace theexisting Technical Assistance Strategic Forum(for regional technical assistance). The meetingwill consider key initiatives for new knowledgesolutions and give guidance in terms of country,sector, and thematic balance, as well as overallcoherence and potential contributions to thedevelopment of signature knowledge at ADB.

It may also deliberate how the CoPs more effec-tively develop and exploit the organizationsexplicit and tacit knowledge assets. The meetingmay draw attention to notable developmentpolicy perspectives or technical innovations that

merit wider consideration or advocacy in ADBsknowledge solutions, but also any significantissues that may require early attention andresolution. It may take into account resourcemobilization for knowledge solutions, but themeeting is not expected to take decisions oninternal resource allocation. Nevertheless, themeetings deliberations should be an impor-tant factor that guides subsequent resourceplanning and allocation by vice-presidents,the Managing Director General, and headsof departments.

Strengthening the Contributionof ADBs Knowledge Solutionsfor Greater and AcceleratedDevelopment Effectiveness

ADB s knowledg e so lu ti on s shouldcontribute to greater and accelerateddevelopment effectiveness. They shouldprovide the rationale for and support policytransformation by DMCs and subsequent

investments by ADB and DMCs in the areas ofoperation under Strategy 2020. In this context,there will always be a challenge to maintainthe right balance between knowledge solutionsthat are directly and immediately relatable toADB operations in DMCs and other knowledgeactivities that address the regions develop-ment interests but take a longer-term and/orwider (e.g., cross-sectoral and/or subregional)perspective on Asias development challengesand are germane to trends in global economic

The prioritizationand implementatioof knowledge

solutions underthe Action Planrecognizes thespecial relationshibetween ADBand ADBI. ADBIis a subsidiary of

ADB that plays animportant role inmaking knowledgsolutions asuccessful driverof change underStrategy 2020


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governance and other global public goods (e.g.,climate change). As long as there is demon-strated relevance to the DMCs for a particularknowledge-based operation and it is supportiveof the current or planned CPS and in accor-dance with Strategy 2020 it may be considered

integral to ADB operations. Recognizing ADBsprogressive development mandate, ADB shouldmake efforts to help foster that relevancethrough knowledge sharing, policy dialogue,capacity building, and partnerships with DMCstakeholders. 17 Regardless of origin, ADB shouldrationalize all its planned knowledge solutionsin terms of achieving greater and accelerateddevelopment effectiveness in DMCs.

Establishing ADB OperationsCycle in Developing MemberCountries as the Principal Contextand Basis for Planning andImplementing ADBs KnowledgeSolutions 18 19 20

To be effective, ADBs knowledge solutionsmust be client-led and relevant to Asia andthe Pacific. The starting point is to work closelywith DMCs to identify and understand theirneeds and priorities and then to define the role,content, implementation arrangements, andsequencing of a coherent program of knowl-edge solutions. To achieve this, the ADB opera-tions cycle in a DMCled by the concernedregional department and/or resident missionshould be the principal context and basis forplanning and implementing ADBs knowledgesolutions. More specifically, the medium-termCPS18and the annual country operationsbusiness plan (COBP), country programmingmission (CPM), and country portfolio reviewmission (CPRM)should be the foundationson which a program of knowledge solutions is

17 ADB has a special responsibility to keep country, regional, and global development contexts and perspectives inbalance and do so over different time horizons. This is necessary to provide the DMCs and other development partnerswith deep insights and analysis on global/regional issues and their implications for the DMCs for policy making andinstitutional/skills development, and for delivering customized solutions to DMC stakeholders (public, private, and civilsociety) that are sustainable and scalable and with measurable outputs and impacts.

18 For the purpose of this paper, the CPS will include other subregional cooperation strategies (e.g., in the context ofthe Greater Mekong Subregion or Central Asia Regional Economic Cooperation programs) also led by the regionaldepartments.

19 These include pilot tests of innovation in technology, policy, or delivery of public services.20 Project preparatory technical assistance can synthesize and generate knowledge, and ensure application of new

knowledge in project design.

built and executed in a DMC, and, where appro-priate, individual knowledge solutions linkedto current or planned investment operations.The use of the operations cycle applied acrossDMCs to define knowledge solutions also allowsDMCs and ADB to identify meaningful opportu-

nities for other knowledge solutions that havea regional and/or global focus, or take a rela-tively long-term comprehensive perspective ona DMCs economic and social development. Inthat regard, ADB may initiate and administerknowledge operations it believes are especiallypertinent to one or more DMCs or region-wide.

The figure below presents a simplifiedadaptation of the ADB operations cycle forplanning and operationalizing knowledgesolutions in a DMC. It shows that knowledgesolutions should be largely embedded in ADBs

advisory and analytical work, loans, and tech-nical assistance (TA) throughout the operationscycle. The knowledge content of investmentoperations 19 will include analyses as part ofloan project design and preparation, 20 loanconsulting services advisory and analytical work,capacity development components, monitoringand evaluation, and lessons learned at projectcompletion. Policy advisory technical assistancewould be provided as standalone operations, orprior to a lending operation to analyze and addto existing policy knowledge, and help enhanceDMC knowledge of policy options and choices.Capacity development technical assistance willfacilitate the use and application of knowledge.Research and development technical assistancehelps create general or highly specific knowl-edge on a topic, as may be required. Given theleadership role of regional departments andresident missions in the operations cycle, theyhave a responsibility to take the initiative forsystematic consultation, and sharing informa-tion with the specialized knowledge units andADBI, to seek their timely inputs and participa-

ADBs knowledgesolutions should

contribute togreater and

accelerateddevelopment

effectiveness.They shouldprovide the

rationale for andsupport policy

transformationby DMCs and

subsequentinvestments by ADB and DMCs

in the areas ofoperation under

Strategy 2020


16/409

Prioritizing and Implementing Knowledge Solutions

tion at various stages of the operations cycle.Such consultations should be a core input fordeveloping the medium-term work plans of thespecialized knowledge units and ADBI.

The figure below also shows that aprogram of knowledge solutions devel-oped within the operations cycle must beopen to and facilitate the adaptation anduse of regional and global knowledgeand make new contributions to it. DMCcounterparts increasingly demand the highestquality knowledge services; they expect ADBto provide information, knowledge, ideas, andbest practices on how other countries in Asiaand elsewhere have dealt with particular devel-opment issues or adjusted to changes in thebroader regional and global economic environ-ment. They seek timely and customized knowl-

edge solutions in a variety of forms. At the sametime, DMCs also want ADB to involve them inbroader knowledge work that will produce newknowledge solutions derived from their ownand other DMCs development experience and

shared with others. Once again and withinthe framework of the operations cycle, theregional departments, resident missions,and specialized knowledge units must coor-dinate and work closely in a systematic wayto support DMC interests and demands forregional and global knowledge, includingopportunities where sector- and theme-basedagencies in a DMC become clients for custom-ized knowledge programs offered by ADBsspecialized knowledge units.

All ADB technical assistanceincludingregional technical assistance and regard-less of the internal or external sourceof fundingmust be relatable to ADBsprevailing operations cycle and plans inDMCs. That may include some importanttechnical assistance that addresses compli-

cated or even problematic development issuesthat the operations departments and special-ized knowledge units strongly believe are nowopportune and in the decided interests ofDMCs to examine seriously and carefully.

Regional and GlobalKnowledge Solutions

Continuous KnowledgeGeneration, Sharing, and

Application

CountryProgramming

ProjectImplementation

Operations Evaluation

ProjectPreparation

Regional and GlobalKnowledge Solutions

Figure: ADBs Knowledge Solutions and Operations Cycle

Capacity Developmentand Training, Advisory

and Analytical Work,Monitoring, and

Evaluation

Regional and CountryEconomic, Thematic,and Sector Analysesand Advisory Work

Developing MemberCountry Development

Strategy/Plan

Project CompletionEvaluations, Lessons,and Better Practices

Identification

Policy and Project-Specific Analyses

and Advice duringPreparation

A program of

knowledgesolutionsdeveloped withinthe operationscycle must be opeto and facilitatethe adaptation anduse of regionaland globalknowledgeand make newcontributions to it


17/40

To become a stronger knowledge insti-tution for development in Asia and thePacific, ADB must increase the quantityand quality of its knowledge capabilitiesand those of its DMCs and apply them inrelation to ADBs areas of operation underStrategy 2020. The knowledge capabilities ofADB staff and the knowledge solutions theyhelp create and apply must be at the forefrontof economic, social, technological, and policyinnovation, processes, and practices that makedevelopment work in DMCs.

Strengthening the Roles andContributions of ADBs Sectorand Thematic Communitiesof Practice

Strengthening and supporting the lead-ership and demonstrated operationaleffectiveness of the CoPs is vital to ADBbecoming a stronger knowledge insti-tution. Some CoPs have been exemplary inadvancing new initiatives and related practicesand technologies into ADB-assisted programsin individual DMCs and on a subregional basis,and thereby contributed to raising ADBs inter-national reputation for excellence in the domain(e.g., safeguards, the Asia Clean Energy Forum).Those important achievements notwithstanding,

Enriching the Quality

of ADB and DMCKnowledge Capabilitiesfor Development

Effectiveness

4

there is unequal performance and effectivenessexhibited across the full range of COPs. They donot all operate in a systematic and well-plannedmanner or produce similar and comparabletypes, quantity, or quality of outputs. Yet, it isessential that all COPs function as core contribu-tors to ADBs knowledge solutions, and especiallyin the application of knowledge in ADB opera-tions. Regarding the latter, the CoPs must provideauthoritative analysis in the context of interde-partmental review of ADB operations underpreparation; ADB Management should seek andenable CoPs to provide expert appraisal at anystage of the processincluding Managementreview meetingsfor planning operations anddirectional documents. Overall, the CoPs wouldbenefit from more collaboration and supportfrom the operations departments.

With the requisite support and recognitionprovided by ADB, the CoPs should undertakethe following actions to significantlystrengthen their relevance, performance,and effectiveness, including cooperationand support to the operations departments:(i) encourage ADBI participation in CoPs that isgermane, and on the same basis as ADB staff;(ii) propose to ADB Management an improvedalignment of the CoPs with the eight areasof operations and three of the drivers ofchange (i.e., private sector development andprivate sector operations, good governance

Strengtheningand supportingthe leadership

and demonstratedoperational

effectiveness ofthe CoPs is vital

to ADB becominga stronger

knowledgeinstitution


18/4011

Enriching the Quality of ADB and DMC Knowledge Capabilities for Development Effectiveness

and capacity development, and genderequity) under Strategy 2020; (iii) updateCoP terms of reference and work plans, andestablish results frameworks; (iv) contribute toand make best use of ADBs technical skillsregistry, and make demonstrated expertise and

proactive participation in the CoP a conditionfor initial and continued membership, andensure lead specialists, advisors/senioradvisors, and practice leaders accept leadresponsibilities within the CoP work plan; 21 (v) strengthen engagement with peers atother major development partners and sharethat knowledge at ADB; (vi) in cooperationwith KSSC, develop and keep current atADB an electronic library of explicit and tacitknowledge for the CoP domain and support itsdissemination and use in ADB operations on apeer basis and through multimedia formats; 22

(vii) foster and guide ADB operations for pilot-testing new methods, technologies, and otherinnovations in their domain, and regularlyprepare best practices notes and policy briefs;(viii) conduct inter-CoP knowledge sharing forthe development of multi-domain knowledgesolutions applicable to ADB operations; 23 (ix) provide guidance to operationaldepartments on the formulation of theirknowledge management plans for the unitand in individual DMCs; (x) introduce selectiveexternal peer participation in ADBs CoPs, aswell as ADB participation in external CoPs,including inter-DMC CoPs;24 and (xi)25adviseADBs recruitment of specialized sector andthematic expertise into the organization, and

21 Generally, most CoPs have a large number of members, but only a relatively small number undertake key tasks on aregular basis. This must change. If a staff member requests to join a CoP, then the chair and co-chair must judge therelevance of the staff members expertise and experience and continued commitment to engage actively and regularlyin the work of the CoP.

22 For example, the CoP network might sponsor/publish an ADB publication analogous to the McKinsey Quarterly,offering views and perspectives on the latest technology and its application in and beyond ADB operations, plus newways of thinking about development management in ADBs areas of operation under Strategy 2020.

23 Not all aspects of different sectors need be incorporated into one operation, but separate operations in a DMC can

complement each other. Good examples exist in the Sustainable Transport Initiative and in some new approaches torural development and food security that avoid the problems of past integrated rural development projects.24 The Asia-Pacific Community of Practice on Managing for Development Results is an example. It is a DMC-based

network with a focus on promoting results-based public sector management (RBPSM). Deliberations within theCoP have produced a framework for RBPSM highlighting key common features. IEDs earlier SES on managingfor development results (MfDR) recognized the benefits of then mainstreaming the agreed DMC-based approachto RBPSM into ADB operations as it forms the basis of a common platform for dialogue in this important area ofgovernance. The Strategy and Policy Department (SPD) is preparing an internal ADB Guide on RBPSM based on thisframework to inform ADBs sector and governance assessments.

25 For example, a thematic CoP usually examines all ADB projects under preparation in relation to the requirements ofADB policy and/or practices for the thematic area while a sector CoP examines only those projects in the sector. Somesector CoPs represent a disproportionately large share of ADBs investment project portfolio and thus have to reviewconsiderably more investment projects than other sector COPs.

help refine the competencies and skill setsrequired for particular types of expertise. It isunderstood that some differentiation on theseresponsibilities may be appropriate acrossCoPs.25 These actions will enable and ensurethat CoPs sustain their important contributionsto the development and application of ADBssignature knowledge. Financial resourcesprovided to CoPs should reflect both themagnitude of the demands as well as theassessed performance of individual CoPs.

ADB must capital ize on the distinct yetcomplementary capabilities betweenthe CoPs and the specialized sector andthematic divisions in ERD, OREI, RSDD,and the operations departments. By virtueof their membership drawn from across ADB,the CoPs have a responsibility and obligation

to act as an integrated professional networkto share and more importantly leverage thecollective know-what and know-howof the organization within and across theirdomains. The CoPs must not only be adept atbuilding specialized knowledge assets but alsoat making them meaningful in situations andcontexts requiring interdisciplinary knowledgesolutions. The CoPs can source and accreditnew-found knowledge and catalyze its appli-cation into ADB operations in one or moreDMCs, as well as develop new approaches todevelopment challenges based on interdisci-plinary knowledge practices. In this regard,the PublicPrivate Partnership CoP is expectedto take on a leading role for directly advising

By virtue of theirmembership drawfrom across ADB,the CoPs have aresponsibility andobligation to actas an integratedprofessionalnetwork toshare and moreimportantlyleverage the

collective know-what and know-how of theorganization withiand across theirdomains


19/4012


but also knowledge sharing across regions;(iii) designing and managing innovation andpilot-testing and learning; and (iv) instillingand ensuring excellence as a core element ofknowledge management capacity developmentin the region, and at ADB. These partnershipsshould be programmatic; that is, open to arange of collaboration and cooperation overtime in a number of DMCs and using a variety ofmodalities for combining knowledge, technical,financial, and other institutional resources. Inthat context, the operations departments,ERD, IED, OREI, RSDD, and, where appropriate,ADBIassisted by KSSC and CoPsshouldcoordinate among themselves, as appropriate,to identify and engage national, (sub)regional,and international entities (e.g., public, private,academic, and civil entities) that are recognizedas centers of excellence or knowledge hubs in

specific domains and can be effective knowl-edge partners of ADB. 26

As a result of these efforts to enrichthe quality of ADBs knowledge assets,

ADB staff should, as a consequence, beempowered to contribute a significantshare of the professional inputs (in termsof skills and person-months) needed forthe design, implementation, and moni-toring of ADBs knowledge solutions. Furthermore, the majority of total professionalinputs for knowledge solutions should besourced from ADB staff and from the profes-sional resources of partners, including centersof excellence, knowledge hubs, and DMCs.The judicious use of consultants (includingstaff consultants) should be applied for themost part to supplement or augment requisiteprofessional skill requirements of ADB and itsknowledge partners.

Expanding ADB Operations forInnovation and Pilot-Testing

Under Strategy 2020 ADB has a mandateto identify new knowledge solutions andpilot-test them with the permission andparticipation of DMCs. Pilot-testing innova-

26 RSDD supports operations departments in implementing ADBs PublicPrivate Partnership (PPP) Operational Plan throughknowledge sharing, capacity development, and best practice advocacy as the secretariat of the PPP CoP.

the operations departments on the design andimplementation of knowledge solutions witha strong private sector component or focus. 26 However, unlike the CoPs, the sector andthematic units in the operations departmentsand RSDD may (i) undertake comprehensive

diagnostics and assessment of the status andneed for knowledge solutions in individualDMCs and (sub)regionally; (ii) collaboratewith ERD, OREI, ADBI, external centers ofexcellence, and operations departments toimplement project- and program-level supportfor knowledge solutions; (iii) in collaborationwith regional departments establish multi-year programmatic funding and/or technicalsupport relationships with DMCs and/or (sub)regional clients; and (iv) engage (on behalf ofADB) the regional and international communityto mobilize resources from public and private

sources, to finance knowledge solutions, andwhere appropriate be the ADB trustee.

Develop Knowledge Solutionsthrough Partnership withCenters of Excellence andKnowledge Hubs

ADBs knowledge solutions should beincreasingly partnership-based for excel-lence. We need the knowledge of others, andthey need ours. Working together, all of us willbe more effective in assisting and benefittingDMCs. However, ADB must bring its own staffexpertise into its knowledge partnerships. Thereare a growing number of renowned knowledgeproviders outside and within Asia and the Pacific(including in DMCs) with whom ADB couldpartner for knowledge solutions, along withan increasing sophistication and competenceof DMC stakeholders as clients of new develop-ment knowledge. ADB should establish strategicknowledge partnerships and networks in the

region as well as in non-regional members,with a view to (i) accelerating world-classknowledge solutions for ADBs key operationalareas; (ii) promoting and implementing greaterSouthSouth knowledge sharing in the region

ADBs knowledgesolutions shouldbe increasingly

partnership-basedfor excellence.

We need theknowledge of

others, andthey need ours.

Working together,

all of us will bemore effective

in assisting andbenefitting DMCs


20/4013


tions 27 provides opportunity to move beyondknowledge sharing to wider application andscaling up of investment on the basis of prelim-inary trials and the objective analyses of theresults. Generally, two approaches to innova-tion/pilot-testing should be considered. First,

conduct a localized examination of innovationto determine its feasibility to meet specificobjectives under specific conditions in a DMC.And second, conduct a broader assessment ofthe feasibility of scaling up an already testedinnovation in a DMC but to also consider itspotential for replication in the developmentcontexts of other DMCs. 28

Regardless of the approach chosen, inno-vation and pilot-testing should be plannedand undertaken in the framework of

ADBs CPSand any associated knowl-

edge management planfor a DMC. Forexample, when ADBs CPS and/or knowledgemanagement plan is being prepared, it shouldconsider the following: What opportunities arethere to introduce innovation initiatives that arecongruent with ADBs sector road maps for thecountry and respond to the DMCs expressedpriorities for the sector, and could that innova-tion also be a basis for learning for other DMCscurrently or likely to face the same sector chal-lenge? Similarly, when large-scale infrastructurefinancing and PPP is being targeted as a keyarea of ADB support to the DMC, the followingquestion should be asked: Can innovation initia-tives be introduced on a pilot basis, for example,for non-traditional (renewable) energy projectson the basis of learning from other DMCs orelsewhere? The operations departments, RSDD/ KSSC, and the relevant CoPs should collaborateat the time of CPS preparation as well as thepreparation of prominent economic, sector, andthematic work, to consider specific opportuni-

27 As a rule, ADBs loans and technical assistance contain technology and practices that have been demonstratedelsewhere to be efficient and productive, cost-effective, safe, and reliable, even when customized to new localspecifications and contexts. However, innovation and pilot-testing of new technology and systems, or new andcomprehensive organizational and managerial methods and practices that have not yet been widely and thoroughlytested and assessed may pose special challenges, risks, and opportunities for DMCs. In situations where no obvioussolution exists to address a development priority or where currently available technology and methods are deemedclearly unworkable or not feasible, pilot-testing a new technology and/or practice may be quite attractive, if the risksare known and considered acceptable and manageable using existing local capabilities. However, where known andfeasible options for a solution to a problem clearly exist and may have already been adopted, pilot-testing a newsolution must be premised on some ex ante comparative assessment that suggests the new solution offers potentialnet benefits and their preferred distribution are significantly superior to prevailing solutions.

28 An example of an innovation marketplace is the World Banks Development Marketplace, where innovationproposed by social entrepreneurs compete for financing, and the successful social entrepreneurs are assisted withfinding financiers to support both initial trials as well as subsequent scaled-up application of innovation.

ties for innovation and pilot-testing in DMCs.This may encompass best practices in relationto any of ADBs economic, sector, and thematicdomains, and pilot-testing of new developmentpolicy and approaches to public service delivery,new technology, or other innovation. Depending

on the nature of an innovation/pilot-test, conces-sional financing and grants should be mobilizedto incentivize DMC participation by underwritinga significant share of the assessed risks of failureor achieving only limited success, as well as tofinance the corresponding development oflocal capacity to take up and apply successfulnew knowledge solutions more widely. On this,RSDD and the Office of Cofinancing Operations(OCO) should collaborate with the operationsdepartments to mobilize external concessionalresources to buy down specific costs that ADBand DMCs believe would otherwise preclude

pilot tests. ADBs safeguards and other compli-ance requirements must be applied in all casesof pilot-testing and innovation.

ADB may also consider establishing someform of innovation market place cospon-sored/cofinanced by partner centers ofexcellence, knowledge hubs, or the corpo-rate social responsibility (CSR) programsof private companies, and drawing onrelated experience and lessons learnedfrom comparator development financeorganizations. 28 Building on the modalities,sponsorship and success of the knowledge-focused seminar series at ADBs annual meet-ings, the Knowledge Sharing and PartnershipsEvents Unit in the Office of the Secretary, andRSDD should work together to identify oppor-tunities for using the annual meeting as aninnovation marketplace for advancing theapplication of knowledge solutions in Asia andthe Pacific.

ADB mayalso considerestablishing someform of innovatiomarket placecosponsored/ cofinanced bypartner centersof excellence,knowledgehubs, or thecorporate socialresponsibility (CSprograms of priva

companies, anddrawing on relatedexperience andlessons learnedfrom comparatordevelopmentfinanceorganizations


21/4014


Providing ADB-Wide KnowledgeSharing and Support Services

KSSC was anchored in RSDD by merging twoknowledge management units, assuming alsoresponsibility for sector and thematic staffdevelopment from the Budget, Personnel, andManagement Systems Department (BPMSD).Its overall function is to provide superior,cost-effective knowledge sharing and supportservices to ADB and ADBI. It also offers a Knowl-edge Helpdesk. It can draw support from OISTand the Office of Administrative Services (OAS)to design information and communication tech-nology (ICT) platforms.

More specifically, KSSCs responsibilitiesinclude the following:

(i) Support the operations departmentsand CoPs to distill and synthesizeexplicit and tacit knowledge. KSSCwill help organize and fashion knowledgeinto a library of information, usable tools,good practice, and case studies that areaccessible and shared across ADB and ADBIfor timely application to their current andplanned operations in DMCs (e.g., rele-vant economic and sector knowledge andlessons learned to catalyze developmentof potential new programs in existing or

new borrowing DMCs), and disseminationto external stakeholders. RSDD/KSSC willwork closely with PSOD and the PPP CoPto foster and support knowledge sharingon a business to business basis withinand across DMCs, particularly in relationto success and lessons learned from privateinvestment and publicprivate partnershipsin frontier technologies and other inno-vations and in development contexts whereprivate sector investment has traditionallylagged.

(ii) Assist the operations departmentsand ADBI to strengthen knowledgemanagement in DMCs. In consultationand cooperation with operations depart-ments, KSSC will support knowledgemanagement capacity development inDMCs. It will help operations departmentsand/or resident missions design and imple-ment inter-DMC knowledge sharing, forexample, study-tours for DMC stakeholders

to learn and see firsthand the economic,social, technological, and policy innovation,processes, and practices that have beensuccessful in other DMCs, and to considertheir potential for application/adaptationin their country.

(iii) Support sector and thematic skilldevelop ment for ADB and ADBI staff. KSSC will enhance ADB and ADBI staffcapacity to identify knowledge needs andsolutions and share knowledge with DMCs.This will be done in close collaboration withCoPs, operations departments, specializedknowledge units, and the Capacity Buildingand Training Unit of ADBI, with guidancefrom BPMSD.

(iv) Set up an ICT-based knowledge plat-

form. Working in close collaboration withthe CoPs, OIST, and the Department ofExternal Relations (DER), KSSC will helpdevelop an ICT-based knowledge platformfor recording, storing, retrieving, andsharing knowledge within and outsideADB, and linked to existing, relevantwebsites and any data library. The platformwill also be used to cocreate knowledgewith external peers, including the prepa-ration of knowledge briefs on specificdevelopment topics. Using this platform,KSSC/CoPs should consolidate knowledgeresources at ADB and provide a system foreasy access to those knowledge resourcesby staff. Once the platform is operational,staff should be mandated to use it to decideif a new knowledge solution (e.g., capacitydevelopment technical assistance, projectpreparatory technical assistance, regionaltechnical assistance) is necessary, and if soto maximize the use of the resources avail-able on the platform to design the newknowledge solution. In this regard, sucha platform could include, for example, acentralized and user-friendly database ofall reports prepared by ADB consultants,allowing staff working in similar countryand sector contexts to review and assessthe relevance of that information to newoperations. This would minimize unneces-sary and costly duplication of work by thesame or another consultant.

Taken together, these deliverables will ensurethat KSSC/CoPs supports the rest of ADB, ADBI,

KSSC willhelp organize

and fashion

knowledgeinto a library

of information,usable tools, goodpractice, and case

studies that areaccessible andshared across

ADB and ADBI fortimely applicationto their current

and plannedoperations

in DMCs


22/4015


and DMCs with the development of knowledgeassets, and with mechanisms and methods formaking good use of those assets.

Defining, Measuring, and

Reporting the Performance of ADBs Knowledge Solutions

The performance of ADBs knowledgesolutions must be assessed, reported,and the results shared. ADB, its members,and partners need to understand the natureand extent of the performance of ADBs knowl-edge solutions and the associated value to DMCstakeholders. The results and impacts of knowl-edge solutions should be made more explicitunder ADBs corporate-wide results framework.

Both success and failure should inform thelessons learned. A knowledge managementresults framework will be developed mainly inrelation to the collective knowledge solutionsof ADBI, ERD, OREI, and RSDD,29 but it will bedeveloped in close consultation with otheroffices and departments. 30 The results from thisframework will inform ADBs overall corporate-

29 ADBI recently developed and put in place its own results framework. That framework will provide a foundation forconstructing the knowledge management results framework applicable to the collective knowledge solutions ofADBI, ERD, OREI, and RSDD. The findings of recent, relevant IED evaluations of ADB and ADBI knowledge solutionswill also be considered as inputs into the annual results assessment of knowledge solutions. Resources permitting,targeted client perception surveys will be undertaken on a regular basis, covering key stakeholders such as keygovernment agencies, research organizations, think tanks, development partners, nongovernment organizations,and the media.

30 Such an initiative, along with the aforementioned knowledge management results framework, may require thatconcerned offices and departments consult SPD and the Results Management Unit within it for guidance on how toalign and attribute accountability for diverse knowledge solutions at country and sector levels to regional outcomesand impacts.

wide results framework and the annual ADBDevelopment Effectiveness Review (DEfR). Thisnew results framework will be finalized in 2013and made operational immediately. It will beprogressively linked, via an increasing set of indi-cators, to ADBs accountability at the country

level, particularly in relation to knowledge solu-tions where the operations departments andspecialized knowledge units, as well as ADBI havecollaborated directly within the framework of theCPS. Where appropriate, all offices and depart-ments should use various indicators under theknowledge management results framework toassess the development effectiveness of the ADBknowledge operations they lead.

The results and impacts of knowledgesolutions of the operational departmentsare essential ingredients of ADBs annual

DEfR. Recognizing that knowledge and financeare often provided as a package in operations,the two will also often need to be evaluatedtogether using established evaluation protocols(e.g., TA and project completion reports, CPSfinal reviews, country assistance programevaluations) and more frequent impactassessments. 30

The resultsand impactsof knowledgesolutions should bemade more explicitunder ADBscorporate-wide

results framework.Both success andfailure shouldinform the lessonslearned


23/40

ADB should foster, help buil d, andsupport a vibrant, virtual internationalcommunity of development practitio-ners, including ADB staff, involved in theeconomic and social development of Asiaand the Pacific. ADBs development commu-nications need to move beyond providing infor-mation to providing new ideas. It should takethe following actions:

ADB needs to invest more in the develop-ment and access of up-to-date, complete,and integrated databases on economicand social development in DMCs, and on

ADB operations. This investment will comple-ment other planned efforts to integrate andlink various information and knowledge assetsin ADB into a data library and initially makethem easily accessible to ADB staff and membercountriesand later to the public. If ADBsknowledge solutions are to be authoritative,then the underlying data and information basemust be the same; if not, then ADBs capabilitiesand reputation for highest-quality knowledgesolutions will be compromised. However, theexpansion of an existing database or the devel-opment of a new database must have explicitand accepted purposes in terms of ADBs andDMCs needs, and not duplicate other resources

that are available and of an acceptable standard.ADBs current databases, especially countrydatabases, need to be streamlined and unified.Data and information on ADB operations needto be fully integrated. All inputting of analogousdata, regardless of origin in ADB, must followcommon or appropriately harmonized practicesand standards. The concept of One ADB mustapply to the information resources that supportADBs knowledge solutions.

New technology is enabling unprec-edented opportunities for cost-effectiveconnectivity and collaboration to generate,capture, share, and apply knowledge fordevelopment. New ICT technologies arebeing exploited by some of ADBs developmentpartners in a new era of open knowledge fordevelopment and multiple sources of knowl-edge flows. ADB needs to consider how theorganization can adapt more quickly to latesttechnology, including the powerful and highlyportable smart devices that facilitate easieraccess, sharing, and customized processing ofdata and information. 31 ADB staff should beencouraged to participate in virtual knowl-edge communities that are frequented by indi-viduals in relevant technical professions, as acost-effective way to keep up with emerging

31 These include, for example, Android- and non-Android-based smart devices and their wide array of low-costapplications that support, among other things, staff carrying databases offline that are automatically updated whenreconnected via wireless services. ADB should also develop its own array of applications plus consider publishingin formats other than the PDF file format (e.g., MOBI and EPUB formats, which are now common formats amongproviders and consumers of digital information).

Advancing ADBs

Knowledge Assets,Information Systems,and Communications

5

ADB needs toinvest more in thedevelopment andaccess of up-to-

date, complete,and integrated

databaseson economic

and socialdevelopment in

DMCs, and on ADBoperations


24/4017

Advancing ADBs Knowledge Assets, Information Systems, and Communications

knowledge and best practices, as well asconnecting to and sourcing talent to assist ADBoperations, as appropriate.

ADBs practices for communicating itsknowledge solutions should be more stra-tegic and modernized. ADBs ICT architectureand communications practices should supportwell-coordinated and coherent knowledgeidentification, creation, storage, sharing, anduse, and provide multiple stakeholders withknowledge solutions via multiple communi-cation channels. This will help build a trulycollaborative and steadfast knowledge brandand corporate identity for ADB that stimulateswidespread demand for its knowledge solu-tions and incentivizes knowledge partnerships.ADB should consider transforming the currentPublications Committee into a Knowl-

edge Communications Committee. This newcommittee should operate more like a consul-tative network of senior staff advising on andendorsing the adoption across ADB of a rangeof best practices for timely communication ofspecific ADB knowledge solutions to specificstakeholders in specific contexts. An early actionof this new committee should be the adoptionof ICT-based communications as the defaultor standard means to produce, communicate,and share ADBs knowledge solutions, and itshould also advocate and enable the timelydissemination of knowledge solutions thatrepresent superior work in progress relevantto clients current needs and requests. ADBsinformation and communication systemsshould especially help mold and propagate oursignature knowledgeADBs highest qualityeconomic, sector, and thematic knowledge thataddresses key development issues in a DMC,or regionally and is also of special interest andimportance to the global community.

ADB should grant public, private, and civilsociety stakeholders with a license or rightto use, remix, and redistribute all mate-rials and articles, written, and producedby ADB staff and consultants as part oftheir official duties, as long as attributionis given to ADB as the copyright owner. The license is not an alternative to, or a waiverof, ADBs copyright. The license will enable ADB

to set ADBs copyright terms to best suit ADBsneeds. To achieve this objective, the followingneeds to be carried out: (i) conduct a studyon the principle and the working of a CreativeCommons license; (ii) amend the prevailingAdministrative Order on Publications to reflectsuch licenses in the administrative order so asto enable ADB to grant such a license, and toinclude specific principles and terms and condi-tions for granting the license; and (iii) prepare alegal code for granting such a license.

ADB should design and apply new ICTarchitecture to support knowledgesolutions where ADB staff are both acontributor to and user of the contentand services. The main focus of InformationSystems and Technology Strategy (ISTS) III willbe on building and expanding platforms for

information and knowledge sharing as well asimproving business process automation. UnderISTS III and within the framework of ADBsrevised Public Communications Policy, OIST iscontemplating the following important actionsand investments:

(i) Consider creating an extranet orinformation hub platform that willoffer various information servicesthrough a single window. This couldinclude, among others, access to informa-tion on ADBs current and planned KPSoperations and knowledge assets in ADBand ADBI.

(ii) Integrate and link various informationand knowledge assets in ADB into adata library and initially make themeasily accessible to ADB staff andmember countries, and later to thepublic. 32 Expand the existing data ware-house for project information, buildinga consolidated database for country,economic, sector, and thematic data tosupport the CoPs, and to improve searchfunctions across ADBs information assets.These activities are critical for strength-ening data and information integrity, onwhich a range of ADB operational andresearch/policy advisory activities depends,as well as being a resource for many ADB

32 For example, at the request of ERD, OIST approved a request to establish at ADB a Portal for Statistics Resources(StatPortal) that will provide external users a single entry point to existing ADB databases and a set of user-friendlyfeatures and tools for exploiting the databases for their particular purposes.

ADB staff shouldbe encouraged

to participatein virtualknowledgecommunities thatare frequentedby individuals inrelevant technicalprofessions, asa cost-effectiveway to keep upwith emergingknowledge andbest practices


25/4018


stakeholders, including DMCs. Theseactions and investments should guide otherdecisions on the future work plan prioritiza-tion and resource allocation of the Officeof Administrative Services-InformationResources and Services Unit (OAFA-IR) and

the need for a Library Services SteeringCommittee Action Plan beyond 2013.

(iii) Support ADBs decentralization initia-tives by deploying new communica-tion platforms. Considering the natureof mobility and geographical diversity ofADBs stakeholders and workforce, plat-forms for accessing information anywhere,anytime are very important. Unifiedcommunications (voice, video, and text),mobile applications, and wireless networksare being proposed. This infrastructure

could allow users to participate remotely inevents conducted in headquarters and alsoallow ADB to conduct knowledge-sharingsessions electronically. These platforms areintended to aid knowledge and informa-tion flows.

Provide sustainable, quality ICT services. To achieve the above outcomes, ICT infrastruc-ture, back-up systems, systems monitoringtools, information security, and service deliveryprocesses must be strengthened. Investmentswill be made in this area.

OIST may consider developing ICT plat-forms to host subregional (e.g., CentralAsia Regional Economic Cooperation, GreaterMekong Subregion), and sector and thematicwebsites of ADB, in close collaboration with theoperational departments, CoPs, and RSDD/KSSC.

ADB may examine the potential benefitsof cloud-based ICT systems for improving

ADBs corporate-wide knowledge manage-ment and communications, and definerequisite changes to ADB policy and

resource allocation. Cloud-based computingand information storage offers ADB (andDMCs) potential cost savings on equipment,while improving accessibility to ADBs devel-opment knowledge over multiple geographiesand devices, and would thereby support moreaccessible and collaborative knowledge creation,dissemination and sharing, and use by ADBand DMCs.

ADB should designand apply new

ICT architectureto support

knowledgesolutions where

ADB staff areboth a contributor

to and user ofthe content and

services


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Creating a More Demandingand Favorable OrganizationalEnvironment for KnowledgeSolutions at ADB

The Action Plan provides a number of specificactions, which individually and collectivelyshould strengthen ADBs practices and systemsfor supporting better knowledge solutions andthereby raise ADBs development effectiveness.The preceding sections have discussed howADB will improve the organizations capabili-ties for creating, acquiring, sharing, adapting,and applying knowledge in its own operationsin DMCs, alone and in direct partnership withothers. However, other actions that relate tofostering and sustaining at ADB a strong ethoswhere knowledge solutions are esteemed andupheld should also be considered.

Perhaps the most important action is toraise ADBs expectationsbut also ADBsencouragement, opportunities, and incen-tivesof all parts of the organization tocontribute to the strategic resourcing,development, and implementation ofknowledge solutions. Starting in 2013, alloffices and departments should progressivelydefine a knowledge-related agenda/programin their unit-wide and relevant staff annualwork plans. While individual agendas/programswill differ among units and staff positions,they should consider and reflect appropriately

(i) a robust knowledge focus in the nature andconduct of their work; (ii) an open atmosphereof enquiry, peer review (including external peer

review of knowledge work performed by ADBstaff), and evidence-based analysis and judg-ment; (iii) innovation and pilot-testing; (iii)proactive participation in and across CoPs andapplication of their expertise to operations;(iv) development of knowledge partnershipsin DMCs and other regional members, and innon-regional members; (v) mobilization of moreand diversified resources for financing ADBsknowledge solutions; and (vi) communicationof the major accomplishments and resultsof ADBs knowledge work using multimediaformats, alongside judicious direct interactionswith peers and other development experts inAsia and the Pacific and internationally. 33

It follows that ADB should recognizeand reflect staff performance andaccomplishments on knowledge solutions,among others, through (i) annualperformance assessments and awards,(ii) staff rotation across operational andspecialized knowledge units at ADB,(iii) training and other professionaldevelopment, and (iv) any establishedtalent managementrelated humanresource development practices. Staffshould be encouragedbut also exercise theirown initiativeto seek various opportunitiesacross ADB to deepen knowledge and skillsthat could be regarded as better grounding

33 ADB has, for example, a number of staff in lead specialist, senior advisor/advisor, or practice leader cadres. Some areengaged as the chair or cochair of CoPs. They should be mandated but also empowered by their supervisors to makeeven stronger contributions to knowledge creation and sharing, and take on more responsibility to engage seniorofficials and other stakeholders in DMCs on the assessment, choice, and implementation of knowledge solutions.

Empowering and

Resourcing High-QualityKnowledge Solutions

6

Perhaps the mostimportant actionis to raise ADBsexpectationsbut also ADBsencouragement,opportunities, andincentivesofall parts of theorganization to

contribute tothe strategicresourcing,development, andimplementationof knowledgesolutions


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for taking on more advanced or more seniorresponsibilities, in addition to availing ofmanagerial and leadership training over time.Using a talent management approach, careerprogression at ADB need not be associated witha dilution of professional skills or knowledge,

especially if there are alternative or atypicalopportunities for a technical career path in theorganization. In this regard, ADB should exploreshort-term (e.g., 36 weeks) sabbaticals forsenior managers in the operations departments(including country directors at residentmissions) into the specialized knowledgeunits to acquire updating of professional skillsor recent advances in economic, sector, andthematic areas. Also, ADB should consider whatprofessional incentives (e.g., opportunities topublish, engage external peers, teach, mentorcolleagues) could be provided to staff with

highly specialized skills who may be relativelyless suited or perhaps not interested inadvancing into the administrative/managerialstream at ADB but remain strongly committedto advancing ADBs knowledge solutionsfurther. Moreover, ADB should use moreflexible employment models 34 that attract,retainbut also, when appropriate, let goofhigh-caliber researchers and sector andthematic specialists to work at ADB to advancedevelopment knowledge and its application,and that encourage regional and internationalcenters of excellence to partner with ADB.

Improving Resource Utilizationand Strengthening FinancialSupport for Knowledge Solutions

Expanding and raising the quality and effective-ness of ADBs knowledge solutions are not cost-free. ADB should pursue several approachesfor mobilizing the necessary resources andimproving internal resource allocation.

First, there is substantial scope toimprove the efficiency of ADBs knowl-edge solutions. ADB should absorb many ofthe additional costs for increasing the scaleand quality of knowledge solutions throughproposals set out in earlier sections of thisaction plan for greater prioritization and mini-

34 These include secondments, staff exchange under knowledge partnerships, and time-bound contracts with orwithout renewal options.

mized redundancy across all ADB knowledgesolutions; closer coordination and collabora-

knowledge management directions and action plan (2013-2015): supporting “finance ++” at the...

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