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11/10/2011
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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
12 (Source: World Bank Institute, 2010)
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
14 (Source: Maguire and Zhang, 2007)
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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: [email protected]
Dongxiang Li, Advisor: [email protected]
Victor You, Principal KS and CD Specialist: [email protected]
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