Transcript Knowledge Management (KM): Directions and Action Plan”

Presentation to the Development and Cooperation
EuropeAid
Christopher W. MacCormac
Senior Advisor (Knowledge Enterprise)
Asian Development Bank
4 October 2013
Scope and Structure of the Presentation
Part 1
 Background and Rationale for New KM Directions and
Action Plan
 New KM Goals and Directions
 Implementing New KM Goals and Directions
 Summary
Part 2
 Operational Implications for ADB’s Knowledge Solutions
2
Background & Rationale for
New KM Directions and Action Plan (Development)
● New, larger, and more complex development challenges
in Asia require more regional and global knowledge.
● Asia aspires to become a “knowledge economy/society”
in a more integrated and connected regional and
globalized world.
● Asia’s development experience and own knowledge can
contribute significantly to global economic, social and
environmental progress.
3
Background & Rationale for
New KM Directions and Action Plan (Organization)
 “Knowledge Solutions” − a driver of change in Strategy 2020.
 “Finance++”. Knowledge and investment operations are
inseparable, and must be leveraged for development
effectiveness.
 The organization structure for strengthening KM across the
Asian Development Bank is in place – recent IED results
provide guidance to improve incentives and systems for more
effective KM.
4
Goals for New KM Directions and Action Plan
(Development)
“Development Effectiveness” is the ultimate Goal. Thus, the new KM
Directions and Actions must ensure ADB’s knowledge solutions
achieve these specific development goals:
1) Support the DMCs - Always respond to the priority needs of the
DMCs and involve them in planning , implementation, and
evaluation.
2) Produce and deliver usable knowledge to the DMCs.
3) Contribute toward their actual application and use in DMCs.
4) Strengthen DMCs’ capacities to perform similar knowledge
operations going forward.
5
Goals for New KM Directions and Action Plan
(Organization)
1) Strengthen ADB-wide prioritization and effective
implementation of knowledge operations.
2) Enrich the quality of ADB’s and DMCs knowledge capabilities
in relation to Strategy 2020’s areas of operations and drivers
of change.
3) Modernize and make more effective use of ADB’s knowledge
assets, and information and communication systems to
support KM.
4) A more favorable and demanding organization
environment for knowledge solutions at ADB.
6
Goals and Directions (1)
Goal:
ADB-wide prioritization, implementation of knowledge operations.
Directions:
◊ Management/HoDs/CoP Forum for KM progress and planning
knowledge solutions. Create ADB “signature knowledge” areas.
◊ ADB’s operations cycle as the principal context for planning and
implementing knowledge solutions, including RETAs. Greater RM
responsibility for decision-making on choice and implementation of
knowledge solutions. RDs develop more KM plans in individual DMCs.
◊ Plan multi-year programmatic assistance for knowledge solutions.
◊ Strengthen coherence across ADB/ADBI work plan.
7
Goals and Directions (2a)
Goal:
Enrich the quality of ADB’s and DMCs knowledge capabilities in
relation to Strategy 2020’s areas of operations and drivers of
change.
Directions:
◊ Strengthen the roles and contributions of ADB’s
sector/thematic Communities of Practice (CoPs).
◊ Create more knowledge solutions through partnerships with
“Centers of Excellence”/”Knowledge Hubs” – mobilize regional
and global knowledge.
8
Goals and Directions (2b)
Directions (cont’d):
◊ Expand operations including innovation and pilot-testing.
◊ Increase collaboration with ADBI for implementing ADB’s
knowledge solutions in DMCs.
◊ More systematic/structured ADB-wide knowledge sharing
and support services through the Knowledge Sharing and
Services Center (KSSC).
◊ More robust, more formal reporting of the results of ADB’s
knowledge solutions. Develop a unified ADB-ADBI results
framework for knowledge operations.
9
Goals and Directions (3)
Goal:
Modernize and make more effective use of ADB’s knowledge assets, and
information and communication systems to support KM.
Actions:
 Upgrade, rationalize and integrate ADB’s databases on the economic and
social development of DMCs/region, and ADB operations.
 Under ISTS-3 upgrade/expand ADB’s ICT architecture (including cloud-
based systems) to support KM processes, knowledge solutions, and unified
communications with greater mobility across the region.
 Use more ‘open’ ICT platforms for collaboration on knowledge solutions
and sharing more data and information.
10
Goals and Directions (4a)
Goal:
A more favorable and demanding organization environment for
knowledge solutions at ADB.
Directions:
 Formalize/document expectations and the performance achieved
of all units and staff contributing to knowledge solutions, in
annual work plans and performance assessments including
specialized knowledge units, operations units, and administrative
units.
 Examine options for: more systematic staff rotation across
operations and specialized knowledge units; internal ‘minisabbaticals’ to upgrade sector/thematic expertise; time-bound
recruitment/deployment at ADB for highly specialized knowledge
areas; more systematic mentoring of staff in specialized
knowledge areas.
11
Goals and Directions (4b)
Directions (cont’d):
 Develop a more robust resource base for knowledge operations:
e.g., longer-term and programmatic external resource
mobilization; cooperation with corporate-social responsibility
(CSR) and philanthropy programs of the private sector, and
with global funds.
 Improve the cost-effectiveness of knowledge operations
through implementation of other “new directions’ (e.g.,
improved planning and prioritization, partnerships with
“centers of excellence” and “knowledge hubs”).
12
Implementation of New Goals and Directions
‘Actions’ are underway on a number of the ‘Directions’:
 Revised Terms of Reference for the Communities of Practice
 “Knowledge” indicators included in the revised DEfR. Initiating
design of the unified results framework for ADB/ADBI
knowledge operations.
 Alignment of ISTS-3 to support ICT-based knowledge platforms
and improve ADB databases.
 Preparation of guidelines/practices for systematic engagement
with private sector CSR and philanthropy for knowledge
operations.
 Preparation of KM Plans in some individual DMCs.
13
Summary
The New Directions and Action Plan for KM will enable ADB to achieve
and demonstrate greater development impact from knowledge
operations under the framework of Strategy 2020.
●
ADB-wide coherence in prioritization and implementation of all
knowledge-related operations.
●
Development of ‘signature knowledge’ areas of excellence.
●
A superior capability to successfully combine/relate ‘knowledge’ to
investment operations.
●
Improved ICT-architecture to support knowledge management
across ADB and with partners.
●
A new results framework for knowledge operations.
●
Stronger organization support and recognition for KM.
14
Operational Implications for
ADB’s Knowledge Solutions
15
Money and Knowledge are Essential for
Development Effectiveness
16
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Finance
+ Leverage
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Innovation
Inclusion
Integration
+ Knowledge
Observable Practice:
Observable Practice:
Observable Practice:
Designing and implementing
projects that embody improved
approaches
Using innovative ways to tap into other
investors
Piloting and scaling up and replicating
from other successful experience
Example:
•
PHI: E-Trike
•
IND: Bangalore Metro
•
THA: Solar Projects
Example:
•
LTSF 2020 target 1:1, Current 1 0.37
•
Climate Funds GCF, GEF, CIF
•
PPP Projects
Example:
•
REG: Solar Energy Initiative
•
REG: Inland Waterways Workshop
•
BHU: E-Governance/ E-Health
Observable Practice:
Observable Practice:
Observable Practice:
Projects benefit and engage with
targeted communities on jobs,
services, social protection
Engagement of private sector/
community as finance partner
Tapping regional and global
knowledge strengthening DMCs
ownerships, or scaling up outreach in
local beneficiaries
Example:
•
PHI: Philippines CCT Program
•
REG: Rural Electrification Projects
Example:
•
BAN: Grameen phone
•
AFG: Roshan Telecom
•
REG: Energy for All
Example:
•
REG: Energy For All
•
REG: Small Piped Water
Initiatives
Observable Practice:
Observable Practice:
Observable Practice:
Financing sub regional and regional
projects
Cross boundary financing
Sharing knowledge across
boundaries
Example:
•
REG: CAREC Improvement of
Regional Border Services Project
•
LAO: Thein Hinboun Hydropower
Example:
•
ASEAN Infrastructure Fund
•
LAO: Nam Theun 2 Hydropower
•
AFG/ UZB: Transmission
Interconnection
Example:
•
REG: Asian Bonds Online
•
SPI Index
•
REG: GMS Infrastructure
Planning
•
REG: Study of Knowledge Based
Economies
17
Planning Priority Knowledge Solutions
● Office of VPKM&SD is taking an multi-sector and ‘integrated
knowledge’ approach to identifying priority Knowledge
Solutions.
● Approach will draw on a range of knowledge and experience
from across several units at ADB and ADBI.
18
Identify New Focus Areas (1)

Cities
 Focus on secondary cities. Why?
~
~
600 urban centers account for 60% of global GDP, of which ….
Secondary cities will be account for around 50% of global GDP until
2025
 Integrated multisector approach to city planning

Sustainable transport systems
 Develop low-carbon transports systems
 Intermodal transport systems
19
Identify New Focus Areas (2)

Climate Change Adaptation
 ADB made significant progress in mitigation
 KS to support more investments in climate change
adaptation

Water
 Urban water supply
 Sanitation
 Water-food-energy nexus
20
Identify New Focus Areas (3)
 Disaster risk financing
 Education and skills development
 Application of ICT solutions for education
 Approaches to developing centers of excellence in DMCs
 Governance
 Modernizing governments through ICT solutions (e-
government)
21
Identify New Focus Areas (4)
 Developing a strategy on how to transform Asia into a
knowledge–based economy
 Provide guidance to DMCs on how they could move
forward on being knowledge-based economies
22
Enhance Flagship Publications
●
Better coordination among KM Departments on the contents
and timing of flagship publications
●
2-year rolling research plan for ERD to improve quality of
publications
●
OREI to focus on (i) global rebalaning; (ii) South Asia-East Asia
cooperation; and (iii) regional financial stability
23
Strengthen COPs
●
Make COPs strong and relevant
●
COPs as a source of knowledge within ADB
●
Best practice documents to support operations
●
Better quality of technical (peer) reviews
●
More active participation of COPs in project processing (e.g.,
MRMs and SRMs, mission participation)
●
Access to cutting edge knowledge through external centers of
excellence and knowledge hubs
24
Improve Knowledge Sharing and
Use by Clients
● Integrating databases and establishing a knowledge platform

ICT solutions for improving internal and external
knowledge sharing
 ISTS III to be aligned with KPS strategy
 Extranet or information hub platform
 Linking various information and knowledge assets in
ADB
25
Improve Operational Relevance and
Knowledge (1)
● At least 30% of research work of KM&SD
Departments to support operations
● KM&SD Departments as source of relevant
knowledge and technology for operations
 primary resource of expertise for operations
departments
26
Improve Operational Relevance and
Knowledge (2)

Operational knowledge to be increased through
 rotation of specialists SD Departments, RDs and PSOD
 Target experienced experts for recruitment
 Improved knowledge sharing mechanisms

Mainstream country diagnostic studies

Strengthen scenario building capacity to support management
and operations (ERD and OREI)
27
Thank you!