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8/3/2019 WLW Day 4: R Fukui
http://slidepdf.com/reader/full/wlw-day-4-r-fukui 1/31
-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
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-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
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-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
8/3/2019 WLW Day 4: R Fukui
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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
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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
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– ‘Knowledge Sharing becomes a crucial tool to foster
development’
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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
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Can be much better
by Know ledge Sharing
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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’
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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
KnowledgePartnerships
KnowledgePartnerships
North– South
Learning
IntraIntra‐‐
Regional
Regional
Development Agencies
MultilateralDevelopmen
t Banks
KnowledgePartnerships
Other Developed
Knowledge Knowledge
SharingSharing
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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
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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)
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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)
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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
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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
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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
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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
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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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