Knowledge Management from an ADB Regional Department Perspective Richard Bolt 15 March 2012

Outline Why manage knowledge better What do we know, need to know Where to access data, information, knowledge How do we to communicate knowledge solutions

Why Manage Knowledge Better? Demand side: Respond to beneficiary and client development needs Supply side: Provide relevant, timely, information and knowledge solutions from SERD’s core business its lending and related non-lending operations Add value through knowledge solutions for results: build on the vast existing knowledge that exists in the region Production side: Efficiently and effectively organize the creation, capture and communication of knowledge …without adding to admin burdens: mainstream

What do we Know, Need to Know? What worked: results to date, what worked, did not work, why, lessons learned… …analyze to identify ‘best practice’ for on-going and future development solutions, operations What are current problems: past and present country, sector, thematic analysis… …to update our understanding of current problems, priorities, solutions and response What are emerging problems: identify upcoming, major strategic issues… …need to anticipate, develop and plan for future relevant development solutions

What and the Components of Knowledge?

Where do we Access Data, Information, Knowledge? Internal sources Staff, experts, Communities of Practice, ETSW, ADO, economic databases, CPS-CRs, PCRs, TCRs, baseline data, PPR/P3M, evaluations, online & library resources, storage and retrieval systems SERD Intranet and Knowledge repository Intranet webpage on where to go for data, information, internal and external knowledge External sources Member countries, development partners, regional organizations, on-line resources… and most important the beneficiaries

When do we Need to Know? Timely generation of data, information, knowledge is key to knowledge being useful, meeting demand Align KM with the ADB operations cycle Align the ADB operations cycle with the client’s planning, budget and implementation cycle

Managing Development Knowledge through the Operations Cycle

Communicating Development Knowledge “a process that builds consensus and facilitates the sharing of knowledge to achieve positive change in development initiatives. Not only about effective dissemination of knowledge but about using facts, research, two way communication and dialogue among stakeholders. Also a key management tool that helps assess sociopolitical risks and opportunities. By using communication to bridge differences and take action towards change, development communication can lead to sustainable results” WB Dev Comm

WB Dev Comms and the Project Cycle

SERD: Knowledge and Communications Plans Include a Knowledge and Communications Plan in TAs and loans Describe as part of implementation arrangements Specify KPS in the Design and Monitoring Framework and add the KCP under Activities and Milestones e.g. prepare a knowledge dissemination plan to include reports, website posting and other knowledge and information sharing opportunities Specify KPS to be produced in ToRs Budget KPS preparation and communication in TAs

Knowledge and Communication Plan Sample KPS Author, Facilitator Target Audience Delivery Date Publication, training manual Workshop, Seminar, training event Beneficiary meeting

Good Practice Development Communications Incorporate in the planning stage the socio-political context of the project Define the scope of what stakeholders want to know and discuss Actively listen to stakeholders and engage in an ongoing dialogue Manage expectations, build consensus Promote local ownership Make use of communication specialists

Conclusion Knowledge, and finance, needs to add value: relevant, responsive, results oriented Useful knowledge products and services are: Demanded and used by DMCs and sector ops Timely and easy to access Cost effective, efficient re time, budgets Contribute to a program or project outcome and impact Knowledge first and investments follow