Knowledge Management at the Asian Development Bank: The Framework - Expected Outputs and Action Plans

Table of Contents

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I. Introduction

II. Knowledge and Development

III. Managing Knowledge at the Asian Development Bank

IV. Knowledge Management at the Asian Development Bank: The Framework

Goal and Objectives

Guiding Principles

Expected Outputs and Action Plans

Monitoring and Reporting Framework

V. Benefits, Organizational And Resource Implications

VI. Conclusion

Appendixes

Knowledge Management : IV. Knowledge Management at the Asian Development Bank: The Framework

C. Expected Outputs and Action Plans

31. The action plans are designed to achieve five distinct but complementary outcomes. Activities under these action plans are aimed at building up ADB’s capacity to propel the knowledge management agenda in the next few years. Action plans will be periodically reviewed and revised as necessary. Additional activities not specified in the KM framework may evolve over time. Specific indicators and targets for monitoring each action are shown in the monitoring framework in Appendix 2. The timeframe and organizational responsibilities are in Appendix 3. The work program of the proposed KM center (para. 55) for 2004 is in Appendix 4.

32. It is essential that the KM framework not be viewed and implemented in isolation from other concurrent initiatives in ADB.¹⁸ In fact, the KM framework’s successful implementation will depend on the progress made on these initiatives. The proposed KM center in coordination with the departments concerned will be responsible for harmonizing these activities.

1. Improved Organizational Culture for Knowledge Sharing

33. Integrate contribution to knowledge creation, sharing, storage, and dissemination in performance evaluation and review of staff at all levels. The new Human Resources Strategy will encourage competencies and behaviors valued by ADB, and an organizational culture of knowledge sharing. Knowledge management activities will be incorporated in work plans and business processes modified to encourage knowledge sharing. The KM center will work with Human Resources Division (BPHR) in identifying how staff can be encouraged to contribute to ADB-wide knowledge-related activities as part of their core responsibilities. The ISTS-II has also allocated resources to implement IT applications to support these initiatives.

34. Enable ADB staff to fully participate in implementing the KM framework. ADB will (i) disseminate the KM framework widely within ADB through briefings and mentoring, (ii) hold training seminars for staff at all levels and management in the headquarters and resident missions and representative offices to familiarize them with the changes being introduced as part of the KM framework implementation, and (iii) organize IT training to ensure the effective use of IT solutions for knowledge management.

2. Improved Management System

35. Integrate knowledge-related inputs and results in the managing for development results (MfDR) framework. Knowledge-related inputs and results and their indicators will be identified in the work plans of divisions, departments, and offices. These plans will be based on country and subregional strategies and programs, and interregional work plans. Achievements will be monitored and evaluated regularly as part of the MfDR framework, and reported in accomplishment reports.

36. Institutionalize planning and monitoring of ADB-wide KPS Work Program. To ensure efficient use of financial and human resources to deliver KPS programs and their alignment with ADB’s strategic agenda, individual KPS programs at country, subregional, and interregional levels will be consolidated into an ADB-wide 3-year KPS work program. It will provide a tool to assess ADB’s investments in KPS against the requirements for analytical support in sector and thematic areas identified by ADB and in support of specific requests from DMCs. Program implementation will be monitored by the Management Committee, and achievements reported in operations review meetings. ADBI’s work program will also be integrated into the 3-year KPS work program to improve the complementarity of ADBI and ADB work and programs.

37. Develop quality-at-entry criteria for KPS. To ensure delivery of well-designed KPS, quality-at-entry evaluation criteria will be developed by RSDD. The criteria will assist staff in designing better KPS, and provide a useful tool for highlighting issues during the development of a KPS project prior its approval.

38. Disband the Knowledge Management Committee. Its function as a decision-making body for interregional KPS programs and other knowledge-related initiatives will be handled by the Management Committee. The proposed KM center will support the Management Committee in relation to knowledge management-related initiatives.

39. Improve evaluation of KPS. This will enable ADB to capture lessons learned and incorporate them into new and ongoing KPS operations to enhance their effectiveness. A more systematic approach to, and consistent methodology for, evaluating KPS will be developed by OED.

3. Improved Business Processes and Information Technology Solutions for Knowledge Capture, Enrichment, Storage, and Retrieval¹⁹

40. Improve processes for capturing and enriching lessons learned and good practices from operational activities. ADB will move toward systematic capture and enrichment of knowledge gained and generated by staff and ADB consultants. In the first phase of knowledge management implementation, ADB will improve capture and retrieval of ADTA reports by preparing summaries and publishing them on the intranet. (Box 7 is an example of the People’s Republic of China Resident Mission’s practice of producing knowledge summaries.) These will be more than just executive summaries of studies and assessments undertaken, and will deal with the underlying issues, options, and solutions developed; and could be considered for application in other situations. The summaries will be gradually expanded to include other knowledge products. The current business processes will be modified to mainstream the preparation of knowledge summaries. Staff directly involved with an activity are best placed to efficiently summarize and capture the essence of this activity.

41. Clarify organizational and individual responsibilities. To promote proactive sharing of knowledge, each individual and organizational unit must have a clear understanding of responsibilities assigned for capturing and storing information. ADB’s business processes will be modified to ensure a coherent process to capture and store information systemically and cost-effectively. To enhance efficiency in storing information, ADB will design and implement a common template that will enable automatic pullout of key information from a range of documents produced by staff and consultants.

Box 7: People’s Republic of China Resident Mission Uses Information Products to
Promote Asian Development Bank’s Profile

The ADB’s People’s Republic of China Resident Mission (PRCM) uses information products to promote ADB’s profile through a regular update of sector write-ups and Observations & Suggestions, an occasional publication. A new report is being prepared summarizing policy suggestions from advisory technical assistance (ADTA) meant for key government decision makers. PRCM has prepared 11 sector write-ups covering major sectors of ADB’s People’s Republic of China (PRC) operations. These write-ups are posted on the PRCM Web site for public access and present the sector profile, key issues and constraints, ADB’s operations in the PRC, and major recommendations. The write-ups are routinely given to journalists, academics, and other donors.

Observations & Suggestions contains short policy notes on selected topics to bring the results of some of ADB's knowledge-based products to the attention of senior PRC leaders. Some Observations & Suggestions have reached the highest levels of government.

Many ADTAs result in lengthy reports that are not read by senior officials. PRCM is drafting a report, ADB’s Suggestions for Balanced and Sustainable Social and Economic Growth, which will include summaries of major policy recommendations developed under ADTAs. This report, which will be published in English and Chinese after internal and external consultations, is designed to disseminate policy-related recommendations to senior PRC officials.

42. Design a corporate taxonomy. Development and implementation of a common ADBwide taxonomy is a prerequisite for systematically capturing and classifying operationally relevant information. This will align ADB’s taxonomy with the practice of other development partners, to ensure easier access to information by DMCs and other stakeholders. (Box 8 describes the benefits of taxonomy.)

Box 8: Taxonomy

Taxonomy is a systematic classification of information. A document could be classified in multiple categories or taxonomies. A technical assistance (TA) document about an energy plant in Viet Nam, for example, could be classified by geographic location (Viet Nam), subject (energy sector), or document type (TA). Classification can also be made according to the nature of information available in a document. A document containing certain distinct information can also be categorized, for example, by its specific data such as statistical data, spatial data, type of lessons learned, consultants involved, etc. A classification system can also link information to the institutional disclosure policy and usage rights policy. Therefore, information can be classified as to who can see or use it, and any limitations on use of the information.

The key benefit of taxonomy is that it enables staff to find information quicker. When information is well organized and its consistency ensured across the organization, staff can reduce their search-and-browse efforts, enrich their research experience, and leverage their expertise.

43. Implement information technology solutions for effective knowledge storage and retrieval. ADB will introduce a content management system, which will electronically manage document storage. The system will be complemented by adoption of IT solutions to help harmonize information retrieval processes. The repositories in use by the Information and Services Unit will be taken into consideration.

44. Develop and manage an enterprise portal. To improve timely and structured access to accurate ADB operational and administrative data, ADB has established an enterprise portal (centralized information gateway). The portal will enable search for all documents in a database residing anywhere on the Internet or intranet (Web or Lotus Notes). (Box 9 describes the Pacific Department’s (PARD) portal and KMApp initiatives).

Box 9: Pacific Department’s Portal and Knowledge Management Application

The Pacific Department (PARD) covers 14 isolated island countries disbursed over a large geographic area and is supported by 5 resident missions. Easy access to projectand program-related files, policy papers, guidelines, handbooks, manuals and templates is essential particularly in those Pacific Island countries with no ADB resident missions. Carrying all those documents one might need while on mission for 3-4 weeks and to 2-3 countries is cumbersome, and often the information required is not at hand. To increase PARD's efficiency, an IT solution was needed to provide access to files and other information while away from the office. In other words, a "virtual office" was necessary. It was launched in April and comprises the portal and the knowledge management applications (KMApps). The departmental portal, tailor-made to suit the needs of PARD staff, provides links to ADB guidelines, policies, handbooks, internal data basis. The KMApps contain, among others, a library module that gives electronic access to project files, other project- and program-related information and correspondence; and a module on lessons learned that assists staff to enhance their advice while in country.

45. Expand and implement knowledge management applications (KMApps). The 11 modules for the KMApps contain data and information of six sector and thematic committees.²⁰ The KMApps will be extended to additional sector and thematic committees and networks as well as other departments. The KMApps will support the construction of virtual workplaces that can be accessed by all staff anytime, anywhere. These workplaces will be open to ADBI and resident missions and representative offices.

46. Develop a skills and knowledge database of staff and enhance consultant profiles. ADB staff often have wider skills than they employ in their current assignments. To improve skills use, ADB will compile, store, and update information on the skills of ADB staff, as well as enhance individual consultants and firms, in a form readily accessible to potential users. This database will be supported by a Web-based application that will have search capability. ADB staff and communities of practice will then be able to access staff who can contribute to a particular task. The skills inventory will also be part of the new Human Resources Strategy.

4. Well-Functioning “Communities of Practice”

47. Refine the structure and clarify roles and responsibilities of sector and thematic committees and networks. ADB will introduce revised guidelines for the sector and thematic committees and networks to strengthen their roles in knowledge sharing internally and externally. The last 2 years’ operational experience showed that greater financial support is needed, and the roles and responsibilities of the committees and networks should be clarified to strengthen the link between their activities and the operational work of ADB.

48. Prepare annual reports on sector and thematic areas. Sector and thematic committees will prepare annual reports. These will highlight the progress made in achieving the strategic objectives in a committee’s area of focus and the outlook for the medium term.

5. Expanded Knowledge Sharing, Learning, and Dissemination through External Relations and Networking

49. Promote strategic knowledge sharing and learning through external networks and partnerships. External networks and partnerships provide effective vehicles for ADB to capture new ideas, share and enrich its knowledge on development, and disseminate knowledge generated (para 21). To forge strategic partnerships with like-minded organizations and networks (including academic and research institutions), including those in DMCs, ADB will evaluate the list of external networks and partnerships based on their value added. The list will then be prioritized, and expanded or curtailed as warranted, and stored in a database.

50. Implement the new public communications policy. ADB’s draft public communications policy aims at promoting public understanding of ADB’s work through enhanced information access, dissemination, and feedback mechanisms. The progress in preparing the policy can be monitored on ADB’s Web site.²¹ Actions envisaged under the policy are expected to strengthen ADB’s capabilities to process information within ADB and disseminate it to an external audience. This will directly contribute to achievement of outcomes of the KM framework.

51. Establish the Center for Learning, Information, Communication, and Knowledge (CLICK) at ADB. Based on the business plan being developed through technical assistance, and on a future, more detailed feasibility study, ADB plans to establish CLICK, to be headquartered at ADB, with hubs at resident missions.

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Other ongoing ADB initiatives that have a bearing on KM include ISTS-II, formulation of follow-up actions to the review of the reorganization and New Business Process, the review of ADB’s poverty reduction strategy, MfDR, the new Human Resources Strategy, and the new public communications policy.
ISTS-II, once approved, will fund and guide the implementation of IT-related actions under this output.
The sector and thematic committees covered by the KMApps include water, urban development, governance and
capacity building, regional cooperation, private sector development, and nongovernment organizations.
Available in http://www.adb.org/Disclosure/default.asp

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