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Special Evaluation Study on ADB’s Knowledge Products and Services

| country: | region: Regional

1. Recent efforts to strengthen knowledge orientation have given impetus to the knowledge management (KM) agenda. There are signs, across many areas of ADB, and especially in 2012, of efforts and initiatives to improve the organization’s knowledge orientation. This is manifest through a variety of forms, including interdepartmental realignment within the Vice President (Knowledge Management and Sustainable Development) group, realignment within the Regional and Sustainable Development Department to create the Knowledge Sharing and Services Center, greater focus on knowledge in some regional departments, revision and updating of policies and guidelines in some knowledge areas (such as publications), and efforts to better monitor and gauge knowledge issues among staff and stakeholders through ongoing surveys. However, what is lacking is systematic self-evaluation of what has worked and what has not, and the incorporation of feedback from clients?the primary audience of knowledge products and services.

2. Work program and budget frameworks (WPBFs) need to more clearly show budget allocations to knowledge activities. Recent corporate-level WPBFs show an insufficient relationship between them and the strategic priorities of Strategy 2020. In particular, the WPBFs have not demonstrated the envisaged proportions of budget allocation against the drivers of change presented in Strategy 2020, including knowledge solutions. Consequently, it is not possible to judge the effects of the magnitude of effort and investment on the knowledge management agenda. Moreover, the absence of a budget line for knowledge-related work and a fully rolled-out time recording system makes it difficult to assess progress and the level of effort made at the project, country, and regional levels. This highlights the need for the WPBF to more clearly show budget allocations to knowledge-related activities.

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