Enhancing Knowledge Management Under Strategy ...

Enhancing Knowledge Management Under Strategy 2020: Plan of Action for 2009–2011 —Final Report as of August 2012

Knowledge Sharing and Services Center Regional and Sustainable Development Department

ENHANCING KNOWLEDGE MANAGEMENT UNDER STRATEGY 2020: PLAN OF ACTION FOR 2009–2011 —FINAL PROGRESS REPORT OF 31 AUGUST 2012 Outcome

Target

Useful Result Indicator and Source of Verification

Result

First Pillar Statement: The Knowledge Focus in ADB's Operations is Sharpened At the regional level,  Baseline year: ADB is increasingly 2008 recognized as a lead  10% more policy advisor, notably every year through the knowledge agenda that its TA for research and development advances.

 Baseline year: 2008  10% more every year

1

2 3

 Number of staff assessing the commitment and maturity of ADB's knowledge management framework favorably. (Annual Knowledge Management Survey. RSDD-KM)

ADB has conducted Most Admired Knowledge Enterprises (MAKE) surveys since 2005. The findings of MAKE surveys are benchmarked against eight knowledge performance dimensions that measure ADB's ability to (i) create and sustain an enterprise knowledge-driven culture; (ii) develop knowledge workers through senior management leadership; (iii) develop and deliver knowledge-based projects and/or services; (iv) manage and maximize the value of an enterprise's intellectual capital; (v) create and sustain an enterprise-wide collaborative knowledge-sharing environment; (vi) create and sustain a learning organization; (vii) manage client knowledge to create value and enterprise intellectual capital; and (viii) transform knowledge to reduce poverty and improve clients' standard of living. Organizations implementing knowledge strategies generally go through five stages, according to the MAKE Knowledge Management Implementation Model: (i) pre-implementation (up to 1 year), (ii) implementation (1–3 years), (iii) reinvigoration (4–6 years), (iv) inculcation (7–9 years), and (v) holistic (10+ years). The process can take anywhere from 12–15 years for nonprofit, public sector organizations (such as ADB). Between 2005, when ADB first conducted a MAKE survey, and 2011 the increase in the number of respondents jumped a cumulative 1,132%, averaging 162% annually.1 Without a doubt, more and more ADB staff have become aware of the organization's efforts to improve its knowledge stocks and flows. The highest annual percentage increase, 155%, was recorded in 2009, the year the Action Plan for Knowledge Management, 2009–2011 was approved. The 2010 MAKE survey revealed that ADB has successfully transitioned from stage 2 (implementation) to stage 3 (reinvigoration) of the MAKE Knowledge Management Implementation Model. The 2011 MAKE survey confirmed even more progress in ADB's knowledge capabilities across all eight MAKE performance dimensions and its transition from stage 3 (reinvigoration) to stage 4 (inculcation). This view is supported by the fact that the average total score for all staff improved steadily since the 2008 MAKE survey. The 2011 Asian MAKE panel of experts confirmed this by recognizing ADB, for the first time, as a 2011 Asian MAKE Winner at the 12th World Knowledge Forum held in Seoul, Republic of Korea, in October 2011.2 To note, it only took 1 year for ADB to transition from stage 3 (reinvigoration), a stage reached in 2010, to stage 4 (inculcation) in 2011.3

 The number and outreach of ADB stand-alone flagship publications, facilitated by enhanced marketing and dissemination efforts. (DER)

The flagship publications considered were the ADB Annual Report, the Asian Development Outlook and its updates, the Key Indicators for Asia and the Pacific, and the stand-alone Asia 2050: Realizing the Asian Century. Statistics for 2011 are readily available but those for previous years are not due to the migration of www.adb.org under a new web content management system. On the basis of average daily page views (total page views over the number of days the document is published in www.adb.org), the ranking was:  Key Indicators for Asia and the Pacific 2011 – 223 views per day  Asian Development Outlook 2011 Update: Preparing for Demographic Transition – 137 views per day  Asian Development Outlook 2011: South-South Economic Links – 116 views per day

At the end of 2005, ADB had a staff of 2,456. (The total comprised 887 international staff and 1,569 national and administrative staff.) At the end of 2011, it had a staff of 2,958, that is, 6 members of Management and 1,055 international and 1,897 national and administrative staff. The annual number of ADB respondents to the surveys since they began are 66 (2005), 125 (2006), 132 (2007), 203 (2008), 518 (2009), 637 (2010), and 813 (2011). The chapter on delivering an effective organization in ADB's annual report for 2011 celebrated the award. ADB began its transition from stage 2 (implementation) to stage 3 (reinvigoration) in 2009. This coincides with the approval in July of that year of the Action Plan for Knowledge Management, 2009–2011. 2

Outcome

Target


Result  

2010 ADB Annual Report – 52 views per day Asia 2050: Realizing the Asian Century – 51 views per day

Statistics on total page views, pdf downloads, and days published on www.adb.org are in DER's Web Monitoring Report 2011.  Baseline year: 2008  5% more every year

 The number of references to ADB knowledge products in research, press, and policy reports. (DER)

An excerpt from DER's 2011 Media Monitoring & Analysis of the Asian Development Bank follows: "In 2011, ADB was quoted or referenced in more than 3,160 articles appearing in 29 target media.4 While a significant uptick from the 2,500 articles monitored in 2010, analysis indicates this is largely attributable to improved monitoring of ADB coverage in Chinese wire services and daily newspapers. ADB-focused coverage remained relatively constant. Amongst major print media, ADB was quoted and/or referenced 83 times in The Wall Street Journal, 64 times in the Financial Times, 29 times in the International Herald Tribune, and 20 times in The Economist. These numbers represent the cumulative effect of proactive media outreach, news release dissemination, social media, news conferences and events, participation in speaking engagements, responses to media inquiries, and media generated through publication launches."


 Views of web pages and downloads of PDF files from knowledge and operations departments. (DER)

The number of knowledge products generated by ADBI, ERD, OREI, and RSDD each year follows:5 2008 – 163; 2009 – 286; 2010 – 403; and 2011 – 397. To note, the website on knowledge management that RSDD-KM developed and maintained from 2008 to 2012 in support of the Action Plan for Knowledge Management, 2009–2011 now ranks at the top of the second page when searching for "knowledge management" with Google, that is, in 12th position. (The website that the Department of Knowledge Management and Sharing of the World Health Organization administers appears next on the sixth page.) It the premier website on knowledge management among bilateral and multilateral organizations.

At the country level, CPSs guide mediumterm operational programming with a focus on results and development effectiveness.

 1 more every year.  Baseline year: 2010.

No data and information can be compiled for this.  Number of instances on record when CPSs led to DMC studies that were used to support policy development and decision making. (Annual questionnaire to RMs. RSDD-KM)

At the project or TA level, key documents embody quality, knowledge, and innovation.

 Baseline year: 2009  More, every year

 Downloads of TA reports from internal and external users. (DER, ODs)

The number of TA reports uploaded to www.adb.org each year is: 2008 – 344; 2009 – 369; 2010 – 395; 2011 – 382; and 2012 – 82 (as of June). No data and information can be compiled for downloads of TA reports from internal and external users.


 The number of TA consultant reports

No data and information can be compiled for this.

4

5

posted on ADB.org. (DER, ODs)

Target media include Financial Times, Handelsblatt, International Herald Tribune, Le Monde, New York Times, The Wall Street Journal, Washington Post, BBC/BBC Online, Bloomberg TV, CNBC/CNBC.com, Business Week magazine, Newsweek, The Economist, Time, Agence France Presse, Associated Press, Bloomberg, Dow Jones Newswires, Nikkei, People's Daily, Thomson Reuters, South China Morning Post, Straits Times, Times of India, Xinhua News Agency, Yomiuri Shimbun, Business Times, and Economic Times. Details are in ADB's annual reports. 3

Outcome

Target


Result

from the reorganized www.adb.org, the breakdown of knowledge  Baseline year:  The number of books, reports, journals, Based on data and information 6 2009

 More, every year

briefs, working papers, training and instructive materials, and awareness raising and multimedia materials posted on ADB.org. (DER, ODs)

 Baseline year:  The number of landing pages on 

2009 More, every year

ADB.org for ADB projects and studies. (DER, ODs)

products posted per year is: 2008 – 239; 2009 – 430; 2010 – 480; 2011 – 543; and 2012 – 269 (as of June). To note, the migration of www.adb.org under the new web content management system entailed dropping several knowledge products from DER's publications database. Importantly, a few offices and departments have for some time managed external Scribd7 accounts that significantly enhance outreach beyond the means of www.adb.org. To note, accounts have been opened for ADB, ADBI, gender and development, independent evaluation, knowledge management, and water. A couple of event-based accounts exist including the ADB Clean Energy Forum of 2011, available at www.scribd.com/asiacleanenergyforum, and ongoing Asian Development Bank Events, available at www.scribd.com/adbconferences. As of 23 August 2012, ADB's Scribd account, opened in Q1 2010 and available at www.scribd.com/asiandevelopmentbank, computed some 486,600 cumulative reads from about 410 uploads. ADBI's account, opened in Q2 2010 and available at www.scribd.com/adbinstitute, had drawn some 71,600 reads from about 165 uploads. ADBGAD, opened in Q1 2011 and available at www.scribd.com/adbgad, had attracted some 38,500 reads from about 225 uploads. Independent Evaluation at ADB, opened in Q4 2011 and available at www.scribd.com/adbevaluation, indicated some 60,700 reads from about 550 uploads. ADB Knowledge Solutions, opened in Q1 2012 and available at www.scribd.com/knowledge_solutions, had amassed some 41,500 reads from about 240 uploads. ADB Water for All, opened in Q1 2011 and available at http://www.scribd.com/adbwaterforall, had garnered some 147,000 reads from about 1,040 uploads. A comparison of the respective outreach of these Scribd sites, meaning reads over uploads, is instructive, also in relation to the different staff complement of the unit, office, or department that manages each and the dates the accounts were opened. Several Facebook accounts also expand outreach, especially to the younger generation. To note further, articles in the Knowledge Solutions series, introduced in 2008 in support of the Action Plan for Knowledge Management, 2009– 2011, have been registering fast-growing citations in scholarly literature according to Google Scholar. Using Google Scholar, investigations of the outreach of ADB's flagship publications in scholarly literature can be made. Based on data and information from the reorganized www.adb.org, the breakdown is: 2008 – 366; 2009 – 409; 2010 – 425; 2011 – 416; and 2012 – 105 (as of June).

Second Pillar Statement: The Communities of Practice are Empowered CoPs become an integral part of ADB's business processes.

6 7

 Baseline year: 2009  Done: 2010– 2011

 CoPs are resourced with dedicated staff. (BPOD)

In 2010–2012, 13 additional staff positions were allocated to RSDD and OREI in support of CoPs. The pilot-test of ADB's Time Management System in April 2011 in CTL, ERD, RSDD, and OGC recognized the contributions of staff in advancing sector and thematic work through CoPs under Knowledge Collaboration and Management. Staff can log in specific activities and sub-activities under Development and Support of Internal Knowledge (e.g., provision of technical advice, undertaking methodological research, interdepartmental review of documents, web development, etc.), CoP Management (e.g., preparation of work programs and budgets, preparation of annual and triennial sector and thematic reports, monitoring of budget utilization, etc.), CoP Peer Review, and Other CoP Activities (e.g., generation of knowledge products, conducting sector presentations, participation in sector and thematic training programs, etc.).

Details are in ADB's annual reports. Scribd is the world's largest social reading and publishing site. 4

Outcome

Output-based financing recognizes CoPs that generate and share useful and usable knowledge.

Target


Result


 The number of work plans and PDPs in which participation in CoPs is mentioned. (BPHR)

From their 2010 work plans, the CoPs aimed to increase their presence by implementing more sector studies and projects, conducting more relevant knowledge sharing events, generating more significant knowledge products, participating in key international events, and utilizing appropriate tools to improve their knowledge products and services. Further, BPMSD has recognized the need to assess the performance of staff in support of CoPs since the 2010 Performance Development Plan Exercise. To quote, "Supervisors should also ensure that ADB-wide/interdepartmental activities included in a staff's accomplishments are assessed. These would include but not limited to: active participation in Communities of Practice; actions related to ADB's gender action program; participation in Bank working groups, task forces, Staff Council, Appeals Committee, and selection panels."


 The number of meetings and events organized by CoPs. (RSDD-KM, CoPs)

In 2009, ADB-hosted CoPs organized an estimated 175 events comprising sundry activities, brown bags, conferences and forums, peer reviews, as well as seminars and workshops. To note, ADB had no ready means with which to track such events until Q3 2010 when OIST introduced myADB and RSDD-KM developed a CoP tab in association with OIST. The CoP tab now offers the possibility to do so provided CoPs are rigorous about uploading related data and information. Over the period 2010– 2012, the number of events grew and showed increasing collaboration between and among CoPs such as Water-Energy CoP collaboration on improving the viability of water projects through energy efficiency; Water-Urban CoP collaboration on PRC's water tariff and surface water quality monitoring; Gender, Energy, and Transport CoP collaboration, together with BPDB, on a knowledge sharing event about gender mainstreaming in projects; and Gender and Transport CoP collaboration in producing a gender checklist on transportation. The CoPs also produced 64 sector and thematic knowledge products such as books, strategy and policy documents, working papers, awareness-raising materials, training and instructive materials, operational reports, online databases and portals, good practice notes, etc. Data from the CoP tab in my ADB indicates that from Q3–Q4 2010 to 23 August 2012, the total number of events has grown across all categories. To date, the only year for which complete data and information are available is 2011. Notwithstanding, comparing numbers for 2011 to those for 2012 as of 24 August, the breakdown is as follows: 26 (2011) and 15 (2012) activities; 31 (2011) and 44 (2012) brown bags; 89 (2011) and 72 (2012) conferences and forums; 13 (2011) and 47 (2012) peer reviews; and 45 (2011) and 32 (2012) seminars and workshops, respectively. Additional data and information are cited in the individual submissions of CoPs to IED's questionnaire to CoPs towards its special evaluation study on ADB's knowledge products and services.


 The number of early informal peer reviews by CoP members, to help staff conceptualize projects and TA. (Annual questionnaire to CoPs. RSDD-KM)

See the write-up for the third result under the third pillar statement above. To date, the only year for which complete data is available is 2011. Notwithstanding, comparing data for 2011 to that for 2012 as of 24 August, the number of peer reviews rose from 13 (2011) to 47 (2012). Data and information are cited in the individual submissions of CoPs to IED's questionnaire to CoPs towards its special evaluation study on ADB's knowledge products and services.

 Done: 2010

 The budgets of CoPs support

From 2010 onwards, budgets to strengthen CoPs and support their expanded activities have been provided based on budget submissions. In 2009, the total budget given to CoPs as a whole was $121,900. For 2010, 2011, and 2012 the budget amounts for the same were $1,068,000; $1,240,200; and $1,183,000, respectively. Budgets support CoP business travels, engagement of staff consultants (i.e., guest speakers, researchers, writers/editors, etc.), representation expenses, and other administrative expenses (i.e., book purchase, software license purchase, external printing requirements, etc.). Budgets have also been provided to support CoPs' learning events, retreats, and provision of rewards and recognition to members who demonstrated excellent contributions to CoP work.

expanding activities and are complemented through TAs. (BPBM, CoPs)

 80% in 2010, 100%

 Annual CoP work plans are based on triennial sector and thematic reports.

The breakdown of annual reports submitted follows: 2009 – 6 (Energy, Governance and Public Management, Health, Transport, Urban, Water); 2010 – 7 (Education, Energy, Environment,

5

Outcome

Target afterwards

The CoPs engage more purposefully in external knowledge partnerships.

Useful Result Indicator and Source of Verification (RSDD-KM)

 Baseline year:  The number of formal and informal 2010 knowledge partnerships with other organizations for knowledge generation  More, every and sharing. (Annual questionnaire to year CoPs. RSDD-KM)  Done: 2010

 Knowledge networking and collaboration is recognized by ADB with mention of this in PRs. (Offices and departments, BPHR)

The contributions of the knowledge management coordinators in ADB are enhanced.

 Done: 2010– 2011

 The activities of the knowledge management coordinators are reviewed, harmonized, and managed for efficiency and effectiveness. (RSDDKM)

Result Governance and Public Management, Transport, Urban, Water); 2011 – 1 (Water) and 12 (under the new template: Agriculture, Rural Development, and Food Security; Education; Energy; Environment; Financial Sector Development; Gender Equity; Governance and Public Management; Health; Social Development and Poverty; Transport, Urban, and Water). The breakdown of triennial reports submitted is: 2010 – 3 (Energy, Gender, Governance and Public Management). Data and information are cited in the individual submissions of CoPs to IED's questionnaire to CoPs towards its special evaluation study on ADB's knowledge products and services.

BPMSD has recognized the need to assess the performance of staff in support of CoPs since the 2010 Performance Development Plan Exercise. To quote, "Supervisors should also ensure that ADBwide/interdepartmental activities included in a staff's accomplishments are assessed. These would include but not limited to: active participation in Communities of Practice; actions related to ADB's gender action program; participation in Bank working groups, task forces, Staff Council, Appeals Committee, and selection panels." In Q4 2012, BPMSD will include a statement about the indicator in the memorandum to launch the annual PR exercise. The statement will be referred to in staff/supervisor/HOD PR exercise briefings. The draft statement to be inserted in the memorandum follows: "Supervisors should also ensure that ADB-wide/interdepartmental activities and knowledge networking and collaboration activities are included in staff's accomplishments are assessed and raters should consider these activities when determining the overall rating." In Q4 2010, RSDD-KM facilitated a revision of the roles and functions for knowledge management coordination to bring them in line with the Action Plan on Knowledge Management, 2009–2011 in the context also of Strategy 2020. The new terms of reference are reproduced at www.adb.org/publications/enriching-knowledge-management-coordination. It then issued a memorandum to heads of offices and departments in Q3 2010 to explain the revision and invite them to rationalize the duties of point persons for knowledge management, IT, web development, and publishing against it. In 2012, RSDD-KS plans to reactivate a Lead Knowledge Professionals Group as a channel for identifying and sharing good practices and case histories in RDs in knowledge creation, capture and sharing. ADBI and specialized knowledge departments focal points will be invited to join the Group. RD Knowledge focal points who are actively involved in assisting RMs and country teams to prepare knowledge components in CPSs will be able to share their experiences, processes and specific knowledge targets. In 2013, RSDD-KS will augment the capacity of RD knowledge focal points in preparing knowledge components in CPSs once it has strengthened its own capacity to do so and assist the Group to be a channel that promotes South-South knowledge exchange in DMCs.

Third Pillar Statement: External Knowledge Partnerships are Strengthened The design,  Done: 2010 implementation, and monitoring of external knowledge partnerships with global, regional, and national institutions is improved.

 The design, implementation, and monitoring of strategic partnerships in key sectors and themes is informed by the Guidelines for Designing Knowledge Partnerships to be finalized in 2010. (SPPI, RSDD-KM)

Q1 2011, RSDD-KM published the Guidelines for Knowledge Partnerships, available at www.adb.org/publications/guidelines-knowledge-partnerships. They have been circulated widely to staff and external stakeholders through various media. During the mid-term reviews of ADB's strategic partnerships with the United Nations Economic and Social Commission for Asia and the Pacific and the Agence Française de Développement, among others, RSDD-KM popularized the notions the guidelines promote.

6

Outcome

Target  Done: 2010


 A database of strategic partnerships affords greater transparency, and synergies are achieved where institutions are involved in more than one strategic partnership arrangement with ADB. (SPPI, OIST, RSDD-KM)

External knowledge partnerships generate and share knowledge proactively.

 Baseline year: 2006  10% more

 External stakeholders perceiving ADB as a source of knowledge on development issues. (ADB Stakeholder Perceptions Survey, 2009. DER)

Result Beginning Q4 2009, SPD and OIST held initial discussions to establish a database.8 Efforts were put on hold pending (i) clarification of what features of the database would require a revision of OM E3 on Cooperation Arrangements for Development Partnerships; and (ii) OIST's study on the global requirements of building the database, and availability of resources.

The results of the 2009 ADB Perceptions Survey: Multinational Survey of Stakeholders, available at www2.adb.org/documents/reports/adb-perceptions-survey/2009/, signify improving perceptions of ADB's performance in promoting knowledge sharing and ADB as a source of knowledge on development. Related excerpts follow: "46% say ADB's performance is good or excellent. Regionally, a majority in East Asia (55%), South Asia (53%), and Southeast Asia (51%) believes that ADB is doing an excellent or good job in promoting knowledge sharing. … The notion that ADB is promoting knowledge sharing is stronger among some stakeholder groups than others. The groups are divided between (i) those where a majority feels that ADB is doing an excellent or good job in this area, including government stakeholders in borrowing countries (62%), media (52%), and private sector (50%); and (ii) those where less than a majority thinks this way, including CSOs (31%), multi/bilateral (33%), and non-borrowing government (35%) stakeholders, and academics (39%)." What is more, "[… stakeholders …] are much more favorable about [ADB] being an excellent source of knowledge on development issue: more than eight in ten agree either strongly (29%) or somewhat (53%) with this statement. Views are consistently positive across all regions and stakeholders. … Clearly, most respondents believe that ADB is an excellent source of knowledge; the challenge is for ADB to promote knowledge sharing in its projects and operations in order to solve development challenges."

Fourth Pillar Statement: Staff Learning and Skills Development are Enhanced Further Staff skills in knowledge management and learning are developed and captured.

8


 Staff perceiving that ADB is becoming a See the write-up for the first result under the first pillar statement above.

 More, every year

 Staff participation in learning and

learning organization that generates and shares knowledge better. (Annual Knowledge Management Survey. RSDD-KM)

development activities for knowledge management and learning. (RSDD-KM, BPDB)

RSDD-KM introduced the Knowledge Management and Learning Series and Learning for Change Primers. The Knowledge Management and Learning Series comprised training programs designed to help strengthen staff skills in learning from experience, individually and collectively, and thereby sharpen ADB's focus on knowledge solutions as one driver of change under Strategy 2020. The training programs were 1–2 day courses on Learning in Teams, Reflective Practice, and Learning from Evaluation. The courses were interlinked to deliver a holistic response to the specific needs staff face in their understanding and application of knowledge management and learning. The three courses were delivered twice in Q2 and Q3 2010. The breakdown of participants was as follows: Learning in Teams – 47 (11 external participants and 1 RM staff); Reflective Practice – 29 (11 external participants); and Learning from Evaluation – 36 (17 external participants and 2 RM staff). A fourth course, Learning in Partnerships, was developed in Q2 2012 aiming to explore how ADB staff can best leverage learning from the wide range of partnerships in which ADB engages, ranging from official development finance partnerships to knowledge partnerships. Delivery of this training course is being discussed. The Learning for Change Primers were designed to raise in-house awareness of and

Early considerations were that the database would be searchable by institution name. It would list the types of agreements entered into, e.g., cofinancing agreement, grant agreement, joint declaration of intent, letter of intent, memorandum of understanding, and partnership framework agreement. 7

Outcome

Target


Result capacity in Understanding Knowledge Management and Learning Essentials, Communities of Practice—Passing the Fitness Test, Designing Knowledge Partnerships Better, Managing Knowledge at Work Leveraging Knowledge with ICT, and Building a Learning Organization. The primers were delivered through one-hour, face-to-face sessions starting Q4 2009 until Q3 2010. The breakdown of participants was as follows: Understanding Knowledge Management and Learning Essentials – 4; Communities of Practice—Passing the Fitness Test – 10; Designing Knowledge Partnerships Better – 3; Managing Knowledge at Work – 10; Leveraging Knowledge with ICT – 5; and Building a Learning Organization – 4. Conversion of the primers into online e-learning courses in ADB's Moodle platform myeLearn has been initiated.

Staff pursue external learning opportunities


 The number of staff who express

Research in priority areas of Strategy 2020 is boosted.


 The number of senior researchers


 Demand-driven studies are undertaken


 Knowledge departments produce

 All departing staff, from 2010

 ADB retains critical knowledge from

The tacit knowledge of departing staff is captured to drive organizational performance improvement.

interest in external learning opportunities and apply for competitive sabbatical leave increases. (BPDB)

invited under the Eminent Speakers' Forum, Distinguished Speakers Program, and Distinguished Speaker Seminar Series. (ADBI, ERD, RSDDKM)

External learning events cover seminars, training programs, workshops, and online courses. In 2008– 2012, the numbers of staff who actually participated in external learning events (both ADB and nonADB funded) were: 2008 – 35; 2009 – 28; 2010 – 93; 2011 – 141; and 2012 – 39 (as of July).

The breakdown of participation in the Eminent Speaker's Forum, details of which are at www.adbweb/knowledge-management/eminent-speakers.asp, follows: 2005 – 1; 2006 – 6; 2007 – 6; 2008 – 1; 2009 – None; 2010 – 1; 2011 - 4; and 2012 – 2 (as of August).

No data and information can be compiled for this.

by senior and junior researchers. (Knowledge Departments) Details are in ADB's annual reports, available at www.adb.org/documents/series/adb-annual-reports.

books, reports, journals, briefs, working papers, training and instructive materials, and awareness raising and multimedia materials. (RSDD, Knowledge Departments)

departing staff through exit interview summaries. (Offices and departments)

In Q4 2008, RSDD-KM drafted Knowledge Solutions on conducting exit interviews, available at www.adb.org/publications/conducting-exit-interviews, and shared related templates to meet demand. (In Q1 2011, OSEC requested assistance. In Q4 2011, BPHR did.) Since related initiatives are best conducted by individual offices and departments, RSDD-KM advised BPHR that it could do little more. Through ADB: Reflections and Beyond, available at www.adb.org/publications/adb-reflections-andbeyond, and the audio composition titled Beyond: Stories and Sounds from ADB's Region, available at

8

Outcome

Target


Result www2.adb.org/documents/multimedia/beyond-stories-sounds-from-adb/default.asp, RSDD-KM endeavored from Q1 2010 to emphasize the importance of capturing institutional memory. According to BPHR, ADB: Reflections and Beyond has been of particular value when BPHR briefs incoming staff about ADB's working environment. In Q2 2010, 3,000 additional copies of the publication were printed to meet demand. In Q2 2011, another 1,000 were printed for distribution at the 25th anniversary of the establishment of the Association of Former Employees of ADB held in ADB's headquarters. To further preserve institutional memory, both of present and former staff, RSDD-KM then constructed an interactive multimedia platform, titled ADB Sustainable Development Timeline, showcasing over 11.5 hours major sector and thematic landmarks in ADB's journey to promote sustainable development. Individual elements of the video are being uploaded on ADB Knowledge Solutions, available at www.facebook.com/adbknowledgesolutions.

9