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Study of Information on Knowledge Management and Communication in CPSs, RRPs, and TA Reports: Final Report

dc.date.accessioned2015-01-24T13:11:25Z
dc.date.available2015-01-24T13:11:25Z
dc.date.issued2011-06-01
dc.identifier.urihttp://hdl.handle.net/11540/971
dc.description.abstractTo pursue ADB's vision and strategic agenda, Strategy 2020 emphasizes five drivers of change: (i) private sector development and private sector operations, (ii) good governance and capacity development, (iii) gender equity, (iv) knowledge solutions, and (v) partnerships. Each driver provides an opportunity for ADB to act more as an agent of change by stimulating growth and synergizing broader development assistance, and to be a more active and better development partner. The fourth driver of change, knowledge solutions, was the primary focus of the present study. Acknowledging the importance of both the generation and application of knowledge to development effectiveness and ADB's central role in providing high-quality knowledge to development partners, Strategy 2020 calls for continuous enrichment of ADB's knowledge through (i) internal learning from operational practice; and (ii) external learning from long-term strategic alliances with development partners. To make this vision come to fruition, an Action Plan on Knowledge Management, 2009-2011, comprising four pillars, was formulated to (i) sharpen the knowledge focus in ADB's operations, (ii) empower communities of practice, (iii) strengthen external knowledge partnerships, and (iv) enhance staff learning and skills development. This study was conceived to assess ADB's progress under the first pillar, which aims to strengthen ties between its operations and knowledge management. To sharpen the knowledge focus in ADB's operations, the action plan determined that ADB would (i) at the regional level, define a focused and coordinated approach to identifying and organizing regional studies; (ii) at the country level, incorporate knowledge management indicators, activities, and resources in the country partnership strategies (CPSs); and (iii) at the project level, encourage project teams to emphasize knowledge management-related considerations when developing loan and technical assistance proposals. To this end, a number of mutually supportive specific activity indicators were recorded in the knowledge management results framework prepared to assess and improve performance under the action plan and help identify problems and their solutions. Conducting this study, designed to ascertain that CPSs, Reports and recommendations of the President (RRPs), and TA Reports address knowledge management and communication considerations, was itself included in the action plan.
dc.languageEnglish
dc.publisherAsian Development Bank
dc.rightsCC BY 3.0 IGO
dc.rights.urihttp://creativecommons.org/licenses/by/3.0/igo
dc.titleStudy of Information on Knowledge Management and Communication in CPSs, RRPs, and TA Reports: Final Report
dc.typeReports
dc.subject.expertDevelopment
dc.subject.expertPrivate Sector
dc.subject.expertPrivate Sector Development
dc.subject.expertDevelopment Challenges
dc.subject.expertDevelopment Financing
dc.subject.expertInfrastructure Development
dc.subject.expertPrivate Sector Investments
dc.subject.adbDevelopment projects
dc.subject.adbInfrastructure projects
dc.subject.adbTransport projects
dc.subject.adbPrivate enterprises
dc.subject.adbInnovations
dc.subject.naturalInfrastructure
dc.subject.naturalCapital
dc.subject.naturalPartnership
dc.subject.naturalLimited partnership
dc.subject.naturalPolitical participation
dc.subject.naturalEconomic development projects
dc.subject.naturalEconomic forecasting
dc.contributor.imprintAsian Development Bank
oar.themeDevelopment
oar.themePrivate Sector
oar.dep.sourceRSDD
oar.identifierOAR-000452
oar.authorAsian Development Bank
oar.importtrue
oar.googlescholar.linkpresenttrue


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