Advancing Roles and Functions for Knowledge Management Coordination

OlivierSerrat
2010

The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology.

Enhancing Knowledge Management under Strategy 2020: Plan of Action (2009-2011)

Sharpening the Knowledge Focus in ADB's Operations (Add value at regional, country, and project levels)

Empowering the Communities of Practice (Collaborate for knowledge generation and sharing)

Strengthening External Knowledge Partnerships (Align and leverage external knowledge)

Further Enhancing Staff Learning and Skills Development (Enhance opportunities for staff to learn)

Sharpening the Knowledge Focus in ADBs Operations

Challenges Operations may still not fully benefit from knowledge work conducted in ADB, or be enriched from other sources Knowledge work has not always effectively supported the objectives of ADBs operations in DMCs

KNOWLEDGE

ADB Operations: CPSs, loans, grants, and TA projects

Key Actions
1. At the regional level, the Technical Assistance Strategic Forum will coordinate the medium-term research and sector work among the knowledge and operations departments.

2.
3.

At the country level, the Country Partnership Strategies will explicitly reflect knowledge management as part of CPS formulation and implementation. At the project level, project teams will be encouraged to answer the following questions: Is a project relevant and responsive to the specific problem being considered? Does the design integrate the knowledge, lessons, and insights of similar situations? Does the project utilize and enrich skills in ADB and its DMCs and encourage knowledge sharing and learning? What innovative features characterize the project design and implementation? What knowledge products might the project generate? How can the project be designed to support rigorous impact evaluation, forge knowledge partnerships, harness sector and thematic know-how, and encourage learning and knowledge sharing?

Empowering the Communities of Practice

Challenges Limited outreach to staff members, including those in RMs and ROs Because of their limited budget, some CoPs may not yet be able to deliver their functions fully The mandates and work of the CoPs should be better synchronized with the priorities of Strategy 2020

CoPs Galvanize
social capital, knowledge sharing, learning, and change

Agriculture, Rural Development, & Food Security

Financial Sector Development Gender Equity Governance Health Regional Cooperation & Integration

Social Development & Poverty Transport Urban Water

Education
Energy Environment

Proposed Actions 1. 2. 3. 4. Ensure that CoPs and networks of practice become an integral part of ADB's business processes Increase the budget of CoPs to an appropriate level, based on a clear set of objectives and measurable outcomes of improved knowledge management Require the CoPs to engage in external partnerships including regional and nonregional knowledge hubs Review the role of knowledge management coordinators and identify ways to harness their knowledge, skills, and experiences to empower CoPs

Strengthening External Knowledge Partnerships

Some Challenges

The purpose and selection of knowledge partnerships need clarity. Monitoring and evaluation systems are insufficient. Performance vis--vis work plans is poor.

Promote learning, creativity, and innovation for the benefit of DMCs.

KNOWLEDGE PARTNERSHIPS

Key Actions
1. 2. 3. 4. Develop criteria for the selection of knowledge partnerships including non-regional institutions. Ascertain that expected outputs and outcomes are aligned to ADB and DMC priorities. Ensure that knowledge partnerships are considered when ADB enters into agreements such as letters of intent and memorandums of understanding with other institutions. Make sure that knowledge partnership agreements spell out the need to conduct proactive dissemination activities in ADB and DMCs.

Further Enhancing Staff Learning and Skills Development

Challenges Insufficient understanding of knowledge management Low awareness of the concept of the learning organization Knowledge Solutions Knowledge Showcase
Knowledge Sharing & Learning

Storytelling

Learning for Change in ADB

Learning & Development

Key Actions
1. Design and implement a focused (and needs-based) knowledge management and learning training program for all staff members, including those in RMs and ROs. This program would be jointly developed by RSDD-KM and BPMSD Introduce the concept of a "sabbatical" in the current "Special Leave Without Pay" arrangement to encourage staff members to seize learning and knowledge sharing opportunities Invite a selected number of Senior and Junior Researchers to ADB for short-term assignments in forward-looking research aligned to the priorities of Strategy 2020 Increase the budget for external training for administration by the VPs Capture the knowledge and experience of departing staff and retiring members through exit debriefings and participation in the induction program

2. 3. 4. 5.

Enhancing Knowledge Management under Strategy 2020: Results Framework

Purpose Showcase the expected outcomes, useful results indicators, specific activity indicators, targets, and sources of verification Assess and improve performance Help identify problems and their solutions Serve as basis for reporting Promote a stronger culture of results and performance for knowledge management in ADB

Enhancing Knowledge Management under Strategy 2020: Results Framework

First Pillar: The Knowledge Focus in ADBs Operations is Sharpened.
Regional Level: ADB is increasingly recognized as a lead policy advisor, notably through the knowledge agenda that its TA for research and development advances. Country Level: CPSs guide medium-term operational programming with a focus on results and development effectiveness. Project or TA Level: Key documents embody quality, knowledge, and innovation.

Second Pillar: The Communities of Practice are Empowered.

CoPs become an integral part of ADBs business processes. Output-based financing recognizes CoPs that generate and share useful and usable knowledge. The CoPs engage more purposefully in external knowledge partnerships. The contributions of the knowledge coordinators in ADB are enhanced.

Enhancing Knowledge Management under Strategy 2020: Results Framework

Third Pillar: External Knowledge Partnerships are Strengthened.
The design, implementation, and monitoring of external knowledge partnerships with global, regional, and national institutions is improved. External knowledge partnerships generate and share knowledge proactively.

Fourth Pillar: Staff Learning and Skills Development are Enhanced Further.
Staff skills in knowledge management and learning are developed and captured. Staff pursue external learning opportunities. Research in priority areas of Strategy 2020 is boosted. The tacit knowledge of departing staff is captured to drive organizational performance improvement.

Enhancing Knowledge Management under Strategy 2020: Plan of Action (2009-2011)Progress Reports*
Outcome Target Specific Activity Indicator Rating of Progress in Adoption RSDD Validation

*By end-July 2010 and 2011.

Roles and Functions for Knowledge Management Coordination

Sharpening the Knowledge Focus in ADBs Operations
Develop a Knowledge Management Work Plan for the office or department, aligned with ADB's plan of action for 20092011, and advise its head of progress. Recognize good practice approaches, methods, and tools to enhance the identification, creation, storage, sharing, and use of knowledge from the operations cycle in ways consistent with the needs and systems of the office or department and DMCs directly supported. Promote the use of knowledge management principles in preparing CPSs, RRPs, and TA reports. Distinguish opportunities for the generation and sharing of knowledge from both lending and nonlending products and services throughout the project cycle and encourage related actions.

Help boost research and analytical work relevant to the role of the office or department in priority areas of Strategy 2020 and the needs of unit clients, with attention to aligning with stages of the project cycle.

Roles and Functions for Knowledge Management Coordination

Empowering Communities of Practice
Enhance interactions between the office or department and CoPs to identify, create, store, share, and use knowledge and extend related products and services. Promote awareness, understanding, and use of sector and thematic work and research between CoPs and the office or department. Facilitate feedback to CoPs on the perceived relevance and effectiveness of their activities in the office or department's sector divisions and RMs.

Identify opportunities for knowledge generation and sharing at CoP events.

Roles and Functions for Knowledge Management Coordination

Strengthening External Knowledge Partnerships
Identify and share good practices from ADB lending and nonlending products and services (including those sourced from outside ADB) to promote uptake. Explore opportunities to generate and share knowledge solutions with decision makers in DMCs before, during, and after interventions. Integrate knowledge components in external partnerships.

Further Enhancing Staff Learning and Skills

Raise awareness of learning and development opportunities in knowledge management and learning in the office or department and provide feedback to learning program providers on their effectiveness. Help capture the tacit knowledge of departing staff to drive organizational performance improvement.

Roles and Functions for Knowledge Management Coordination

Promoting Knowledge Management and Learning
Take part in, or keep aware of, the development and implementation of IT solutions that facilitate knowledge generation and sharing in the office and department and DMCs directly supported. Link with OAS-IR to optimize use of the Library's information resources and the library and records resources in the office or department and facilitate access in RMs and ROs. Launch or support knowledge transfer initiatives through web development, storytelling, e-marketing, media promotion, and multilingual outreach.

Advancing Roles and Functions for Knowledge Management Coordination

The new roles and functions for the Knowledge Management Coordinators will
Gather the functions of point persons for knowledge management, IT, web development, and publishing, most of which are related and frequently overlap. Validate the need for full-time work on knowledge management and learning.

Enhance the visibility of knowledge management functions in ADB.

Provide a common language enabling Structured activities, inputs, outputs, and outcomes; Interdepartmental complementarity and partnerships; Cross-referencing of ADB-wide initiatives; Mutual learning; Critical mass; and

Wider outreach and impact.

Inspire other staff to engage in knowledge management and learning. Drive the KM Action Plan and the Results Framework.

Building a Knowledge-Centric Organization

Extending and Sustaining Knowledge Management and Learning

Full Implementation

Pilots and Measures

Change Management

Information and Communication Technologies

Organizational Design, Culture, and Learning

Communities and Networks of Practice

Awareness

Strategy

Target Areas

Knowledge Taxonomy

Benchmarking

Knowledge Management Center

Olivier Serrat
Principal Knowledge Management Specialist Knowledge Management Center Regional and Sustainable Development Department Asian Development Bank
knowledge@adb.org www.adb.org/knowledge-management www.facebook.com/adbknowledgesolutions www.scribd.com/knowledge_solutions www.twitter.com/adbknowledge