The generation and application of knowledge underpin development effectiveness. ADB's developing member countries and partners recognize this and look to ADB to provide high-quality global, regional, and country-level knowledge.

Heeding this call, ADB has formulated the Knowledge Management Action Plan, 2009-2011 in July 2009 to ensure that ADB's knowledge continues to expand, is practical and usable, and remain of the highest quality. Four pillars support the plan of action:

• sharpening the knowledge focus in ADB's operations
• empowering the communities of practice
• strengthening external knowledge partnerships
• further enhancing staff learning and skills development

The four pillars are closely related: the set of actions/outputs that make up the first focuses on adding value to ADB's operations in its developing member countries; the other three sets deal with how that might be achieved.

In March 2010, ADB crafted a knowledge management results framework to propel implementation and monitoring of the action plan.  In quarterly intervals beginning July 2010, ADB tracked the progress of the 37 action points specified in the framework.

The Knowledge Management Action Plan 2009–2011 was completed on 31 July 2011.  Of the 37 action points, 70% had been fully adopted, 8% largely adopted, and 16% partially adopted by July 2011, the plan's termination date.
 

Pillars of the Action Plan

1. Sharpen the knowledge focus in ADB’s operations

ADB's edge in generating, disseminating, and applying knowledge stems from 3 comparative advantages:

• strategic position in identifying trends within and across the region
• capacity for interdisciplinary and integrated approaches
• ability to blend knowledge with large, concessional financing

To leverage these advantages, ADB promotes greater ties between its operations and knowledge management efforts. In particular, ADB undertakes the following:
 

	Regional Level Define a focused and coordinated approach to identifying and organizing regional studies. These studies support ADB's position as lead policy advisor on critical Asia-Pacific challenges.
	Country Level Incorporate knowledge management indicators, activities, and resources in the country partnership strategies to ensure that knowledge management processes are mobilized in policy dialogues, and program development and implementation.
	Project Level Encourage project teams to emphasize knowledge management-related considerations when developing loan and technical assistance proposals.

 
2. Empower communities of practice

Communities of practice (CoPs) keep knowledge of a specific subject alive by sharing what they know, building on that, and adapting the knowledge to specific sector and project applications.

Currently, ADB has 14 formal CoPs. To encourage more staff to participate and contribute actively to the CoPs and enable these to exchange knowledge and drive change, ADB undertakes the following:
 

	Incorporate CoPs in ADB's business processes This includes expanded roles for CoPs in the project design phase, supporting staff members' participation, and allowing CoP chairs sufficient time to perform their CoP functions.
	Increase budgets Focus is on measurable outcomes of improved knowledge management. Communities of practice that generate and share useful knowledge receive a bigger budget.
	Encourage communities of practice to engage in external partnerships CoPs can design and establish results-based partnerships, particularly with regional and non-regional knowledge hubs.
	Enhance the role of knowledge management coordinators Propose a community of practice on knowledge management to harness the coordinators' knowledge, skills, experience, and interest.

 
3. Strengthen external knowledge partnerships

Knowledge networks facilitate information exchange on a particular field and ADB intends to strengthen its ties with networks within and outside the region to harness this potential. ADB recognizes, however, that knowledge networks should be based on a clear understanding of the forms and functions of network and anchored on clear expected outputs and outcomes.

ADB has established several knowledge hubs under various technical assistance projects. Actions to these and future partnerships include the following:
 

	Develop criteria for selection of external knowledge networks The criteria can include the strategic directions of Strategy 2020, priority sector and thematic areas, and other research priorities previously established.
	Align expected outputs and outcomes with ADB and developing member countries' priorities Closer ties between the knowledge hubs, ADB's resident missions, and communities of practice are fostered and knowledge hubs held accountable for well-chosen performance targets.
	Disseminate information on network activities and products Proactive dissemination of its activities and products in ADB and DMCs become a basic activity of the network.
	Keep a lookout for potential knowledge partnerships The possibility of establishing knowledge partnerships is considered whenever ADB partners with institutions via memorandum of understanding, letter of intent, etc.

 
4. Further enhance staff learning and skills development

Engaging all ADB staff in knowledge management is crucial to generating and sharing knowledge. But mainstreaming knowledge management has a long list of requirements—from incorporating staff learning and development into their annual performance review to conducting myriad training programs to update their technical and professional skills. To fast track work on this area, ADB will undertake the following:
 

	Design and implement a needs-based learning program for staff This program will be jointly designed by ADB's human resources department and the CoPs and will cover all staff.
	Push staff to compete for learning and knowledge exchange opportunities One concrete step would be to introduce a merits-based and results-focused concept of "sabbatical."
	Open ADB's doors to senior and junior researchers ADB will invite researchers to undertake short-term assignments on forward-looking studies aligned to the priorities of Strategy 2020.
	Capture knowledge and experience of departing staff This can be done through exit debriefings and participation in induction programs.