WLW Day 4: R Fukui

8/3/2019 WLW Day 4: R Fukui

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-Time Surve Wra -u 1Priorities in the votes:

‘ ’ . .

Ownership’ as success factor, most typically inriver health; ‘Use of local knowledge/network’ is

r r;

2. Why know ledge sharing. ‘Improve’ ,objective for knowledge sharing and or thru. ‘Learn from good practices’ is a big drive;

3. HOW to design KS. ‘Engagement of clients andstakeholders’ is a dominant concern; ‘Local

’ ‘ -

term partnership’ in river health 1



-Time Surve Wra -u 24. How to leverage KS. ‘Model case’ approach is most

wanted

5. (additional Question on disaster) ‘Education’ is mostwanted to strengthen local capacities; Use of massTV and other media is aid ttention.

Minor concerns in the votes:

1. ‘Capacity gaps analysis’ is least concerned as project

success ac or.

2. ‘Client ownership’ is not an objective for KS.

‘ - ’

. designing KS.

4. ‘Distance learning’ and ‘E-learning’ are not paid much ‘

excellence’ and ‘how-to publication) 2



-Time Surve Wra -u 3Implications and Suggestions:

1. Expectations to knowledge sharing look to be big in order to

2. Very sound understanding is in place on critical elements insuccessful knowledge sharing – engagement of clients;application of acquired knowledge into the local context; andmo e case approac .

3. Yet, there is much more room to utilize potential power of

knowledge sharing:✔ Dia nosin ‘ca acit a s’ is ke to identif what cases

are effective to be learnt✔ Ownership strengthening can even be an objective✔ Result-oriented approach will screen effectiveknowled e sharin from too faz ones ✔ Long-term partnerships should increase sustainability of KS activities✔ Right mix of distance learning will substantiallycontribute to scalin u reachin ri ht tar ets enhancin

quality of learning, and make learning sustainable

3



Water Learning Week

‘ ’

onnec ng, na ng, an everag ng

11 November 2011

Advisor and Head, ‘Knowledge Sharing Program’,RSDD ADB

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Contents1. Rationale

2. Corporate Frameworks andssues n

‘Program’ launch

5



Rationale : Why ‘Know ledge Sharing’?

‘Big Push’ by sizable investments (by ‘70s)

Policy Reforms thru. Conditionality by ‘Structural Adjustment’ lending (from ‘80s)

Governance, Institutions, Capacities, Information (from ‘90s)

and ‘Knowled e Mana ement’ from mid ‘90s

World Bank launched a concept of ‘Knowledge Bank’ in late 90s

Sout -Sout Cooperation concept was reinvigoratein late 90sG20 : ‘Knowled e Sharin ’ as its 9th Pillar

6

– ‘Knowledge Sharing becomes a crucial tool to foster

development’



Rationale: Why ‘Know ledge Sharing’?

… .

‘ASSETS’ (physical investments)

-Infrastructure-Education-Environment

Lending programs

etc.

ADB

Capacities in

‘ASSET MANAGEMENT ’

- n v ua s-Organizations-Institutions

7

Can be much better

by Know ledge Sharing





Manamgement Direction and Corporate

Strategy 2020: ‘Know ledge Solutions’ asc ange r ver as we as capac tydevelopment ’ and ‘partnerships’

‘Community of Practice (CoP) : 14 CoPs

Capacity Development Framework and Action P lans (revised in 2010) – mainstream CD;

strengthen networks/partnerships and

Know ledge Management Action Plan

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Notable Projects/ Partnerships w ith New

‘Tw inning arrangement ’: e.g. Cambodia-Vietnam

‘Phnom Penh Plan ’ for Development Management

CAREC Institute

Asia-Pacific COP on Managing for DevelopmentResults (MfDR)

‘Know ledge Hub ’ arrangements: e.g. Asia-Pacific

Water Forum

Know ledge partnerships: e.g. Singapore,

Korea, PRC, IDB, ‘SLoCat’

10



Major Issues for Next Steps in ADB

a nstream ng apac ty eve opment s yet

underway – More dialogue-based identification of

knowled e demand in Countr Partnershi s Strate is re uired

Capacity Development by TA projects is to bemore result-oriented – They are largely ‘input-output’

based. ‘Project-based scope’ limits continuity ‘after TA’

Know ledge Works stil l tend to be regarded ‘ ’ -

needed; Incentive systems are to be improved

Information Infrastructure for Know ledge

Sharing is to developed

Know ledge Partnerships are to be moreorgan ze an synerg ze

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‘ ’ Goal

Mainstream and scale upKnow ledge Sharing (KS) as

ADB’s distinct business line toaddress capacity gaps in

(DMCs), thereby enhance

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ADB ‘Know ledge Sharing Program’ Key Strategies

Strategy Value Impact

1. Visib le Bus iness Packaging and •Wide engagement of DMCs and

Line Brokering (Honest

Broker)

s a e o ers•

Recognition to ADB as Knowledgeintensive organization•Donor supports

2. Result-orientedCD

Stronger Linkagew ith TA and loans

•Design and monitoring improvement inCD•

Development Effectiveness•. -

Partnerships

Engagement of External Expertise

experiences where demanded in DMCs•Constant improvement in supply quality

4. Cost-effective Increased value •Enhanced motivation in learnin

high qualitylearning

for money tosupport CD

•Scaling up of outreach•Continuity in CD

5. Focus on local Provision of •Thrust to be ‘change agent’

application of

knowledge

knowledge

options applicableto DMCs

•Recognition to ADB as RegionalKnowledge Bank

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Strategy 1. Visible Business Line - Know ledge Sharing

for Ca acit Develo ment as Services

DMC

South –

South

Learning

LendingProgram Technical

KnowledgePartnerships

ADB

Assistance



North– South

Learning

IntraIntra‐‐

Regional

Regional

Development Agencies

MultilateralDevelopmen

t Banks


Other Developed

Knowledge Knowledge

SharingSharing



To be a good ‘honest broker’… ..

‘ ’ Listen Carefully

Diagnose

Offer What CanWillingness for

Relationship

Int roduce Experts

Be Done

Want to be

relieved, orreorientedMonitor Progress

and Effects

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Home-Doctor-like ‘Honest Know ledge Broker’

Listen Carefully Diagnose

•Know DMC and the •Analyze Gaps•Specify what level of

Monitor Progress

and Effects

•Absorb KnowledgeDemand from DMCs•Interpret Potential

knowledge is in

demand•Refer to UsableKnow ledge Database

• ompare w erCases•Scope Out How to

Resolve

Introduce

Experts As Needed

Done•Find and IntroduceRelevant Experiences

• Available 1st classExperts (organs)•Broker and Foster Long-

•

Offer existing ADB’sKPS•RecommendApplication in the

DMCs•Keep Measuring Effectsand Impact on DMC

Relationship w ith

DMCs

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Local Context of DMC



Strategy 2. Result-Oriented Capacity

Result orientedlogic model

Linkage of Know ledge-Capacity Development-

Development goal

CD program objective Knowledge

nves men s

Learning outcomes

SharingServicesfor CD

CD program outputs (Knowledgeproducts/services)

Next generationloan products for

programsfor CD

CD program activities

CD program inputs

Investments

17(Source: World Bank Institute, 2010)



Strategy 3. Long-Term Know ledgePartnership: Leveraging Know ledge

Intermediation

LeveragedKnowledge

Servicesto DMCs

Networks

In-country, regional, orglobal networks of

oNetworks

External

Knowledge High education sector;Private sector Develo ment

knowledge partners

ADB CoreKnowled e on sectors

agencies; CSOs, etc.

Experience

countries, & region;Understanding on DMCsknowledge demand

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Strategy 4. Cost Effective High Quality

Leading Concept: ‘Blended Learning’

i.e. use of a mix of distance learning technologies tobring about optimal learning outcomes

One Place, SameTime

Multiple Places, Same Time and DifferentTime

Anywhere, Anytime

• Face-to-faceClassroomTeaching

• Distance Learning

• Blended Learnin

• Pure e-Learning

19(Source: Maguire and Zhang, 2007)



Blended Learning: An ExampleClimate and Disaster Resilience Initiative (CDRI)

-

A unique program to make cities around the world more resilient

to hydro-meteorological and climate related disasters (i.e. cyclones, floods, heat waves, droughts, etc.)

A capacity-building program that targets localgovernments and city government officials to:

current and future potential risks of climate-related disasters

Initiate the development and implementation of the Climate ActionPlan (CAP) in their own local context in order to build resilience of

e r ur an sys ems an commun es Partnership project by Kyoto University (contents), CITYNET

(engagement of cities), World Bank (methodology), UNISD

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Physical

Hue Vietnam(example)

Social

Natural

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Climate and Disaster Resilience Capacity-

Action-oriented, blended-learning program, and worksho w ith artici ator a roach inc.

STAGE 2

community participation)

• Pre-study by blendedlearning consisting

• Training and Action Workshop ,

to prepare self-

• Development of

the CAPof onl ine- and VC-based

• Completion of CDRIquestionnaire by

and to initiatethe Climate

Action Plan (CAP)

and monitoringprocess

c es

STAGE 1

The program ran for 3 months by 3 stages plus

follow-ups 22



Strategy 5. Focus on Application of

Support DMC to learn from others as well

Application of Know ledgeinto Local Contexts

Know ledge Disseminationfrom Local Ex er iences



ADB ‘Know ledge Sharing Program’

Focus in 2011-12

Capture Core Capacity Gap

. Framework Development

(for demand-driven KS)

Knowledge Demand

. Usa e now e ge

base (repository systems)

External Partnership3. Window function to

know ledge partnersDissemination an Learning

Impact on Capacity4. Cost-effective high quality

dissemination/learning

Sustainability

Application to other DMCs

5. Dialogue w ith donors tosupport model cases w ith

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mpac an sus a na y anSouth-South learning



Focus in 2011-12 1. Develop and Offer Model Framework for Demand-Driven

• Has it been identified by dialogue w ith DMC?

• Has Ca aci t Develo ment been mainstreamed in CPS?Capture Core Capacity Gap

– , , ,

(Tentative) Model Checklist

• Has it been derived from Capacity Development Plan in DM C?• Has it been captured w ith details and diagnosed?Knowledge Demand

•

• Has KP S been developed by incorporating lessons leaned?er a c ng now e ge

• Is partnership incentivized by core institutional mandates?

• Is partner’s expertise relevant to DMC’s demand?External Partnership

• Is it reaching crit ical mass in the target beneficiaries?

• Is it cost-effective without undermining quality in learning?Dissemination and Learning

• Has Know ledge Sharing been designed to change key agents?

• -Impact on Capacity

• Can Know ledge Sharing be continued for sufficient time?

• Are local capacity developed to apply know ledge learnt?Sustainability

• Are experience and lessons known by other DMCs? App ication to ot er DMCs

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Focus in 2011-12 2. Develop Model Know ledge Base

(Platform) Usable to KS Service

ADB’s project experiences include enormousresearc outputs, now e ge wor s, essonslearned -- which should be organized in way

Development of repository systems by which

relevant cases to knowledge demand in DMCs

‘offering matching knowledge’

collaboration with CoPs 26



Focus in 2011-12 3. ‘Window ’ functions to External Know ledge

Partners & Donors

Connect knowledge partners to DMCs thru.eg ona ept.s o s

Introduce knowledge demand in DMCs thru.Regional Dept.s/CoPs to partners

Encourage quality improvement in knowledge ‘supply’ by long-term relations

Connect fundin o ortunities to su ort

continuous CD thru knowledge sharing

Model window function develo ment KoreaKSP, etc.)

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Focus in 2011-12

-.

Support convert research outcomes to beeve ope as programs y nstruct on

designing

Propose and assist develop an appropriate ‘blended learning’ format to scale up learning

Advise means to develop local teaching

capac es o sus a n e e or s n earn ng

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Focus in 2011-12 5. Extend dialogues w ith donors to support KS

cases w ith impact and sustainability

Propose donors a framework to capturempact o on capac ty eve opment

Develop model cases that have measurableimpact and strategy for sustainability of capacity development

Propose pilot funding from existing fundingfacilities to support those cases

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Thank ou for listenin !We strive for:

Connecting Connecting People

Enabling Enabling Knowledge

everag ng everag ng or

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Please rovide our viewsand suggestions to:

Ryu Fukui, Advisor and Head: [email protected]

Dongx iang Li, Advisor:

[email protected] Victor You, Principal KS and CD

S ecialist: vl [email protected]

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Documents

WLW Day 4: R Fukui