Evaluation

	Table of Contents
p. 3 of 9 BACK | NEXT Preface Introduction Knowledge Management in ADB Learning Lessons Facilitating Lesson Learning Options for Lesson Learning Auditing the Lessons Architecture Business Planning Putting it all together: The Strategic Framework

Knowledge Management in ADB

Transfer of knowledge has always been an essential, catalyzing element of ADB's mandate.^1,2 Recognizing the growing role that knowledge plays in the advancement of DMCs, the Long-Term Strategic Framework, 2001–2015 committed ADB to become a learning institution and a primary source of development knowledge in Asia and the Pacific.³ The Medium-Term Strategy, 2001–2005 provided shorter range guidance.⁴ The Medium-Term Strategy II, 2006–2008 identified important issues for which implementation of the Medium-Term Strategy, 2001–2005 agenda remained incomplete and urged greater efforts to improve knowledge products and services.⁵

In June 2004, ADB prepared a knowledge management framework to guide the transition to a knowledge-based organization.⁶ The framework promotes ADB's Public Communications Policy,⁷ which directs external relations and access to information about ADB's operations to enhance ADB's development effectiveness. The framework defines knowledge as understanding the why, what, how, who, when, and where relative to taking action. It reviews practices with reference to formal knowledge products and services and significant but often unrecognized knowledge byproducts. It highlights initiatives to enhance capacity to process knowledge and analyzes challenges and opportunities. It specifies the goal and objectives of knowledge management, guiding principles, expected outputs, associated action plans, and resource implications. Box 1 lists the knowledge products and services that it recognizes. The outputs to monitor are given in Appendix 4.


As regards operations evaluation, the single output to be accomplished according to the knowledge management framework of 2004 is improved evaluation of knowledge products and services. This would enable ADB to capture lessons, incorporate them into new and ongoing products, and enhance effectiveness. This would entail development of a more systematic approach to, and consistent methodology for, evaluating knowledge products and services, building on earlier work. However, the scope for applying notions of knowledge management to learn lessons is much greater.

____________________
¹ ADB. 2006. Knowledge Management in ADB. Available http://www.adb.org/knowledge-management/default.asp.
² The Asian Development Bank Institute offers knowledge products and services. It was established in 1997 to identify effective development strategies and to improve the capacity for sound development management of the agencies and organizations in DMCs engaged in development work.
³ ADB. 2001. Moving the Poverty Reduction Agenda Forward in Asia and the Pacific: The Long-Term Strategic Framework of the ADB, 2001–2015. Manila. On page 39, the framework states that "ADB must become a knowledge-based learning institution, drawing upon resources, skills and expertise both inside and outside the organization. It must develop the capacity to learn quickly from its own experiences and those of other development partners, and to disseminate such experience in the form of best practices among DMCs, staff of ADB, and the development partners."
⁴ ADB. 2001. Medium-Term Strategy, 2001–2005. Manila. On page 19, the strategy states that "To enhance its effectiveness, ADB must become a more efficient learning organization, drawing upon its own internal expertise, past experiences and practices, and on the experiences of others, particularly the experience of its diverse DMCs." On the same page, the strategy adds that "Internalizing knowledge and becoming a learning organization is essential for development support."
⁵ ADB. 2006. Medium-Term Strategy II, 2006–2008. Manila. On page 20, the strategy observes that, through the delivery of its products and services, including knowledge products, ADB contributes to portfolio performance, development effectiveness, and results. It states that "Enhancing ADB's contribution to country outcomes requires a shift in corporate priorities from an institutional culture that prioritizes loan approval and lending volumes, to a culture where portfolio performance and contribution to country outcomes become predominant."
⁶ ADB. 2004. Knowledge Management in ADB. Manila.
⁷ ADB. 2005. The Public Communications Policy of the Asian Development Bank. Manila.

Back Introduction	Next Learning Lessons