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Designing Knowledge Partnerships Better (For Print)

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    Organization, People, Knowledge, and Technology for Learning

    OLIVIER SERRATPrincipal Knowledge Management Specialist

    Knowledge Management Center

    Regional and Sustainable Development DepartmentAsian Development Bank

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    1Organization, People, Knowledge, and Technology for Learning

    Strategy 2020 identies Knowledge Solutions and Partnerships as twoo ve drivers o change.

    Knowledge Management in ADB moves ADB to improve itsorganizational culture, management systems, business processesand inormation technology solutions, communities o practice,and learning and development mechanisms.

    Enhancing Knowledge Management under Strategy 2020: ActionPlan (2009-2011) delivers knowledge solutions and knowledgeservices rom our strategic thrusts.

    ADB INITIATIVESON KNOWLEDGE

    PARTNERSHIPS

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    2Organization, People, Knowledge, and Technology for Learning

    ENHANCINGKNOWLEDGE

    MANAGEMENTUNDER STRATEGY

    2020: PLAN OFACTION (2009-2011)

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    3Organization, People, Knowledge, and Technology for Learning

    STRENGTHENINGEXTERNAL

    KNOWLEDGEPARTNERSHIPS

    KEY ACTIONS

    1. Develop criteria or the selection o knowledge partnerships including non-regional institutions.2. Ascertain that expected outputs and outcomes are alignedto ADB and DMC priorities.3. Ensure that knowledge partnershipsare considered when ADB enters into agreements

    such as letters o intent and memorandums o understanding with other institutions.4. Make sure that knowledge partnership agreements spell out the need to conduct proactive

    dissemination activities in ADB and DMCs.

    Some Challenges The purpose and selection of knowledge partnerships need clarity. Monitoring and evaluation systems are insufcient. Performance vis--vis work plans is poor.

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    4Organization, People, Knowledge, and Technology for Learning

    KNOWLEDGEPARTNERSHIPS

    Knowledge Partnerships Are associations and networks of individuals or organizationsthat share a purpose or goal.

    Comprise of members who contribute knowledge, experience,resources, and connections, and participate in two-waycommunications.

    Thrive when there is a strategic, structural, and cultural t,and when members embrace a collaborative process,behave as a coherent entity, and engage in joint decision makingand action.

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    5Organization, People, Knowledge, and Technology for Learning

    KNOWLEDGEPARTNERSHIPS AND

    ORGANIZATIONS

    FUNDAMENTALS

    OF KNOWLEDGEPARTNERSHIPS

    SOME COMMON ATTRIBUTES Groups of individuals or organizations... With a shared, understood, and consistent purpose or goal... Who voluntarily contribute knowledge, experience, resources,

    and connections toward joint decision making and action and sharelearning to achieve the shared purpose or goal

    Who rely on the partnership to reach the shared purpose or goal

    WHY KNOWLEDGE PARTNERSHIPS ARE NOT ORGANIZATIONS A knowledge partnership has a less formal structure than

    an organization and is more fuid.

    Participation is largely voluntary and as needed, not full-time. Participants have a high degree of freedom to make choices. The nature of decision making is distributive.

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    6Organization, People, Knowledge, and Technology for Learning

    RELATIONSHIPSIN KNOWLEDGE

    PARTNERSHIPS

    What Flows Through Knowledge Partnerships Knowledge Experience Resources Connections

    What Makes Knowledge Partnerships Work Trust Reciprocity Diversity Complementarity

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    7Organization, People, Knowledge, and Technology for Learning

    FUNCTIONS OFKNOWLEDGE

    PARTNERSHIPS

    FILTERINGOrganizing and managing inormation that is worth paying attention to.

    AMPLIFYINGTaking new, little-known, or little-understood ideas, giving themweight, and making them more widely understood.

    INVESTING AND PROVIDINGOering a means to give members the resources they need to carryout their main activities.

    CONVENINGBringing together dierent, distinct people or groups o people.

    COMMUNITY-BUILDINGPromoting and sustaining the values and standards o individualsor organizations.

    LEARNING AND FACILITATINGHelping members carry out their activities more ecientlyand eectively.

    Time and again, a subtle rationale behindstrategic alliances is obscured by their explicitstrategic motives. That rationale is the intentto learnespecially knowledge that is tacit,

    collective, and imbedded: and it is probably ailurein this arena that explains shortcomings.

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    8Organization, People, Knowledge, and Technology for Learning

    BENEFITS FROMKNOWLEDGE

    PARTNERSHIPS

    Increased access to knowledge, experience, resources,and connections Shared learning Shared good practices Fostered creativity and innovation Increased business process efciencies Increased visibility of concerns and issues Strengthened capacity to advocate and inuence policy More effective responses to complex realities and scaled-up impact Reduced isolation and increased credibility Mitigated risks

    What Knowledge Partnerships Ought to Be Good at Efcient search for data, information, and knowledge Rapid dissemination Efcient small-world reach to collect and connect with others

    and resources Building adaptive and exible capacity Resilience to shock or change

    A ool can learn romhis own experience, the wise learn

    rom the experience o others.- Democritus

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    9Organization, People, Knowledge, and Technology for Learning

    COMMON FORMSOF KNOWLEDGE

    PARTNERSHIPS

    Networking

    Partnership

    Informal

    Partnership

    Partnership

    withsome

    Formal

    Elements

    Institutional

    Partnership

    Inter-

    Organizational

    Partnership

    Attributes Web ofrelationships,or loose tieso inormationtranser andreciprocity,uelled by trust

    Sel-governingand sel-regulating

    Membersarticulate waysto leverage somearrangements

    Highly dependenton inormalleadership toachieve purposeor goal

    Partnership witha common nameand collectiveidentity

    Guiding principlesand norms ordecision-makingand emerging orwell-establishedgovernancestructures

    Small secretariatacilitatesunctioning othe partnershipand is primarilyaccountableto partnershipmembers

    Legallyrecognizedentities withinstitutionallegitimacy; canattract largeproject undingrom the state,private sectordonors

    Structuresand systemsto manageand accountor complexunded projectsand to rapidlydisseminateinormationand promote

    creativity andinnovation

    Contractualrelationships,agreements, andaccountabilities,where undedprojects anddelivering onresults are themain drivers othe partnership

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    10Organization, People, Knowledge, and Technology for Learning

    COMMON FORMSOF KNOWLEDGE

    PARTNERSHIPS

    Networking

    Partnership

    Informal

    Partnership

    Partnership

    withsome

    Formal

    Elements

    Institutional

    Partnership

    Inter-

    Organizational

    Partnership

    TypicalBenets

    Connectionsandrelationships

    Access toknowledge,experience,resources, andconnections

    Space in which toshare inormation,develop goodpractices, andmobilize as apartnership orchange

    Collective identity,combinedwith internaland externallegitimacy

    Capability tosynthesizelearning, to doresearch, tomove thingsorward betweenmeetings, tomobilize thepartnershipor joint actionand to managerelationships

    Capacity to scaleup and to takeon complex,internally andexternally undedprojects, as apartnership withgreater impact

    Capacity toaddress complexlocal, national,regional, global,institutional orpolicy issuesor integratedservice deliveryrequiringcollaborationamong dierentstakeholdergroups

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    11Organization, People, Knowledge, and Technology for Learning

    COMMON FORMSOF KNOWLEDGE

    PARTNERSHIPS

    Networking

    Partnership

    Informal

    Partnership

    Partnership

    withsome

    Formal

    Elements

    Institutional

    Partnership

    Inter-

    Organizational

    Partnership

    TypicalLimits andChallenges

    Benetsaccrue mostlyto individualmembers, withlimited impacton the partnerorganizations

    Limited internaland externallegitimacy

    Risk of dissentionaround thepurpose or goal

    Due to limitson availableresources andthe challengeso organizationalcomplexity, thereare risks thatthe secretariatcan begin tosubstitute or thepartnership ordoes not havethe capacityto meet theexpectations othe partnershipsmembers

    The secretariatcan becomedriven by undingimperatives andcontracts

    Competitionor access toresources canarise in thepartnership andlead to loss otrust and reducedwillingness toshare inormation

    Formalizing canreduce the fowo inormationand limitcreativity and

    innovation

    Fostering andpreservingtrust, jointownership,and collaboration

    Possiblecompetition orconfict over whoholds powerand accessesresources canlead todisengagemento actors, or losso capabilitiesand legitimacy

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    12Organization, People, Knowledge, and Technology for Learning

    COMPLEXITY INKNOWLEDGE

    PARTNERSHIPS

    Aligns individuals ororganizations to develop acollective value proposition

    and common identity

    Individuals come to share aset o ideas, language, and

    standards

    Connects individuals ororganizations to allow

    easy fow o and access toknowledge, experience,

    resources, and connections

    Fosters joint decisionmaking and action or

    agreed upon, specializedoutcomes by aligned

    individuals or organizations

    Mobilization Advocacy Learning and sharing Delivering knowledge

    products and services etc.

    On Organicity

    Initiation and start-up Status quo or growth Renewal or decline Long-term sustainability

    CONNECTIVITYInformation

    LEVEL OFCOMPLEXITY

    INCREASES

    PRODUCTIONInitiative

    ALIGNMENTIdentity

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    13Organization, People, Knowledge, and Technology for Learning

    DESIGNING AKNOWLEDGEPARTNERSHIP

    1. What kind of partnership do you wish to build?2. What is the value proposition that will attract participants?3. What is the (initial) membership?4. How will the partnership be governed?5. What will the partnerships structure be?6. What are the partnerships operating principles?7. Who will build the partnership?

    Partnerships are sel-regulating systems:i they have no value proposition

    individuals or organizations will exit them.

    If more than two of the above statements hold,the collaborative task requires special arrangements.

    How Complicated is the Collaborative Task?

    The task is not likely to be accomplished using only the skillsin the organization.

    The task must be addressed by a new arrangement designedspecically or the purpose or goal. The task requires collective inputs from specialized individuals. The task requires collective inputs from more than 10 individuals. The members of the collaborative arrangement are in more than

    two geographical locations. The success of the task depends on understanding the preferences

    or needs o individuals outside the organization. The task must be accomplished under time pressure.

    The outcome of the task will be inuenced by uncertain,emerging events.

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    14Organization, People, Knowledge, and Technology for Learning

    DESIGNING AKNOWLEDGEPARTNERSHIP

    1. What Kind o Partnership? Choose carefully and wisely. Are you wiling to be partnersand is your partner? Is this an important and valuable partner?

    Partnerships should be designed to serve the partnershipsunction.

    Take time to clarify what the purpose or goal of the partnership is. Differentiate between the partnership design and partnership

    launch phases.

    2. What is the Partnerships Value Proposition? Sharing knowledge Building trust

    Sharing experience Building reciprocity Sharing resources Building diversity Sharing connections Building complementarity

    3. What is the Partnerships Membership? Partnerships can be open or closed. Membership should be aligned to the purpose or goal

    and required capacities. There can be different categories of members, e.g., core group,

    inner circle, outer circle.

    4. How Will the Partnership be Governed?

    Who decides? Core group All members Other arrangements

    How are decisions reached? By consensus By democratic vote By action (emergence) By outsiders

    What is decided? Purpose or goal Values and beliefs Membership criteria Member responsibilities Plans and strategies Outputs Distribution of resources

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    DESIGNING AKNOWLEDGEPARTNERSHIP

    5. What Will the Partnerships Structure Be?

    6. What Are the Partnerships Operating Principles? Make the partnership do the work and minimize delegation

    opportunities. Let connections ow to value. Let variation create (unplanned) opportunities. Keep plans and strategies exible. Encourage strategic learning from emergent strengths,

    weaknesses, opportunities, and threats.

    7. Who Will Build the Partnership?

    Sample Roles for Partnership Builders

    Organizer Establishes the partnerships purpose or goal and itsvalue proposition, links the frst nodes, and attracts initialresources.

    Funder Provides initial resources.

    Weaver Increases links among nodes and connects to new nodes.

    Coordinator Helps establish the partnerships shared value proposition,negotiates action plans or production, and coordinatesproduction.

    Coach Advises organizers, unders, weavers, and coordinators.

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    16Organization, People, Knowledge, and Technology for Learning

    DESIGN CHECKLIST Purpose or GoalWhat is the value proposition?What will the partnership produce?What values and principles willguide it?

    MembershipWho will the members be?What are the membershipcriteria?Will there be different classes

    of members?What will be the obligationsand benets of members?

    GovernanceWhat decisions will needto be made?Who will make decisions?How will decisions be made?

    StructureWhat will the structure look like?What will the development pathlook like?

    MeasuresWhat is success? What are itsspecics?How will the partners know whensuccess is achieved?How will success be rewarded?

    FormationWho will build the partnership?Will an outside facilitatorbe used to acilitate alignmentand production plans?Who will operate the partnership?

    ProductionWhat hypotheses will you test?How will you design jointundertakings?

    How will you evaluate results?What will give you condenceto scale them up?

    CommunicationsAre open communicationsand inormation a visible indicatorof the level of trust?Is the power of technologyharnessed in support?

    ResourcesWhat resources will fuelthe partnership?What contributions will membersmake?What are all the possible sourcesof funding?Who will manage the cash?

    Evaluation

    What factors do you wantto assess?Who will do the evaluation?How will you design evaluationat the front end?

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    GROUND RULESIN SETTING UP

    KNOWLEDGEPARTNERSHIPS

    MANAGINGKNOWLEDGE

    PARTNERSHIPS

    Describe clearly the purpose or goal. Clarify the roles and responsibilities of each party. Develop mechanisms to resolve potential conicts of interests

    or partner disputes. Generate means to share information with other stakeholders. Agree on principles of consultation:

    Engaging diverse stakeholders Instituting reliable operating structure and process management Practicing transparency Using eective communication channels Fostering focus on interests, not positions or personalities

    Allowing or independent verication Being responsible to all concerned Making use o existing networks Incorporating capacity building Allowing or process adjustments

    Partnership Management Tasks Weaving connections within the partnership and between

    the partnership and associated players. Facilitating alignment that leads to production agreements. Coordinating the actual work of production and partnership

    development. Operating the partnership and handling management issues. Monitoring and evaluating partnership development

    and perormance.

    Planning must, eventually, degenerate into work.

    ASSIGNING RESPONSIBILITIES Work plans lie at the core of a partnerships

    value proposition. In the voluntary, collaborative structure of a

    partnership, responsibilities still need to bemade very clear.

    It helps to have an outsider negotiateand structure the partnerships relationships.

    MANAGEMENT ISSUES THAT REQUIREATTENTION Balancing between the needs of the parts

    and those of the whole.

    Balancing autonomy with collective control,and stability with change.

    Ensuring effective communications.Policing the partnership

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    18Organization, People, Knowledge, and Technology for Learning

    SUCCESS CRITERIAFOR KNOWLEDGE

    PARTNERSHIPS

    INFORMAL LEADERSHIP Coordinators are active and committed, give space to others,act as leaders o the cause the partnerships stands or,make connections, acilitate relationships, and make good useo resources.

    The partnership relies on a core group of coordinators withcomplementary skills and usually includes a governing committee,secretariat, and working groups.

    ALIGNMENT AND IDENTITY The partnership connects individuals across functions, locations,

    and organizations and creates a third space or learning, creativity,innovation, and development o joint practice.

    In the partnership, legitimacy is earned, not declared. The partnership fosters the emergence of collective identity

    among members.

    TECHNICAL EXPERTISE AND RESOURCES Cooperation increases when the roles of individuals members

    are sharply dened. The partnership is able to tap the technical expertise

    and proessionalism o members and connect them to the higherpurpose or goal that motivates them. The partnership offers possibilities for individuals to use their

    knowledge outside o their organizations to create new knowledgeand spark energy or change that, potentially, can be used by others.

    The partnership is looked to and recognized by key stakeholders(e.g., policy makers) as a place to visit or consult for deep expertise.

    Resources come in various forms: in-kind; grants; member funding; etc.Sweat equity is the key to most successful partnerships.

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    19Organization, People, Knowledge, and Technology for Learning

    COORDINATION Coordinators are both task- and relationship-oriented. Coordinators focus rst on serving partnership members.

    They earn and maintain the commitment of members by ensuringthat the partnership responds to explicit (not constructed) needs.

    Coordinators create a gift culture by coaching and mentoring.They encourage activity and interaction among memberso the partnership and build networks to oster a sense o community.

    Coordinators provide technical advice and scan the environmentor opportunities to advance the partnerships purpose or goaland benet its members.

    COMMUNICATION SYSTEMS The partnership has signicant capability to use information

    and communications technology to acilitate rapid and broad-basedinteraction among members.

    The partnership strengthens and supplements online communicationswith ace-to-ace interactions.

    ADAPTIVE CAPACITY Coordinators have strong analytical and adaptive capabilities

    and eectively anticipate and respond to changing circumstances. The partnership invests in information and communicationstechnology, relies on inormation exchanges to gather intelligencerom a range o sources, and establishes spaces or processingand sharing data, inormation, and knowledge.

    The partnership reinvents its working forms as needed.

    SUCCESS CRITERIAFOR KNOWLEDGE

    PARTNERSHIPS

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    20Organization, People, Knowledge, and Technology for Learning

    MAKINGKNOWLEDGE

    PARTNERSHIPSWORK BETTER

    EVALUATINGKNOWLEDGE

    PARTNERSHIPS

    From To

    Defning the right businessarrangements

    Developing the right workingrelationship

    Creating ends metrics Creating means metrics

    Eliminating dierences Embracing dierences

    Establishing ormal managementsystems and structures

    Enabling collaborative behavior

    Managing the externalrelationship with partners

    Managing ones internalstakeholders

    The DAC Principles for Evaluation of Development AssistanceThe OECD-Development Assistance Committee sets ve criteriaor evaluating development programs and projects:1. Relevance2. Eciency3. Eectiveness4. Sustainability5. Impact

    The OECD-DAC criteria should beconsidered when evaluating knowledge

    partnerships but also during their

    design and or monitoring purposes.

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    21Organization, People, Knowledge, and Technology for Learning

    EVALUATINGKNOWLEDGE

    PARTNERSHIPS

    RELEVANCERelates to whether or not the purpose or goal of the partnershipis suited to the priorities and policies o the partners and thosethat the partners wish to infuence, and is aligned with broaderdevelopment priorities.

    1. Does the partnership have a clear, shared purpose or goalthat meets dened needs?

    2. Will the partnership help each organization to achieve morethan it could on its own?

    3. Will the partnership help each partner to dene its own areas

    of inuence more clearly?

    EFFICIENCYMeasures the qualitative and quantitative outputs in relation to theinputs. Attention should be given to alternative approaches to achievethe same outputs, and the extent to which the partnerships madeoptimal use o all available resources.

    1. Have you explored dierent delivery options, including whethera partnership is the best approach?

    2. Are the necessary resources available, properly allocated,and well-matched for planned activities?

    3. Is there scope for adjustment of processes, activities, and resourcesduring the lifespan of the partnership?

    4. Is there clarity on management of the assets (funds, intellectualproperty, and brand) of the partnership?

    EFFECTIVENESSRefers to the extent to which the knowledge partnerships attains

    its purpose or goal.

    1. Does the partnership have a clear outcome identied?2. Are there processes, inrastructure, and resources with sucient

    fexibility in place or Quality exchange of knowledge and experience? Regular communication and meetings? Communicating beyond the partnership?

    3. Have you mutually agreed upon a ramework or monitoring workover time?

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    EVALUATINGKNOWLEDGE

    PARTNERSHIPS

    SUSTAINABILITYGauges the likelihood that the achievements of the partnershipand the partnership itsel can be sustained, that last concern restingon our dimensions:

    Relevance whether the purpose or goal of the partnershipis still relevant

    Relationships whether the partners are still active Resources whether resources are still available Time whether continuation of the partnership is necessary

    1. How can the outcome of the partnership work be sustained?

    2. Should the partnership itself be sustained and, if so, how?3. Do you know what motivates the partners to want to continue

    to participate?4. Are there mechanisms in place to jointly refect, learn, and adapt

    over an extended life span of the partnership?

    IMPACTRefers to the positive and negative changes produced by thepartnership activities, directly or indirectly, intended or unintended.The impact should be examined at two levels:

    The contribution that the partnership as a wholemakes to the attainment o development priorities; and

    The improvement of each partners institutional capacityto have impact.

    1. How will you ascertain whether the outcome led to impact?2. How will you ascertain whether people outside o the partnership

    are aware of the knowledge generated and use it?3. How will you ascertain whether the partners capacities increased

    as a result of the partnership?

    4. Does the partnership have exibility for the unexpected to emerge?

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    23Organization, People, Knowledge, and Technology for Learning

    QUALITIESCHECKLIST

    FOR EFFECTIVEPARTNERSHIPS

    FURTHER READING

    1. The partnership has a solid base ofjoint commitmentand understanding.2. There is a clear and appropriately detailed plan or achieving

    the purpose or goal o the partnership.3. Each partner clearly benefts rom the partnerships.4. Sucient and appropriate resources are committed rom all

    partners or achieving the purpose or goal o the partnerships.5. The partnership has an appropriate level o ormality.6. The partnership has good leadership.7. The partnership has clear and eective lines o accountability.8. Partners communicate in a productive and supportive way.

    9. There is trust in the unction o the partnership.10. Accurate and appropriate indicators are used to evaluate

    and improve the success and progress o the partnership.

    ADB.2008.Building Communities of Practice.Available: http://www.adb.org/documents/inormation/knowledge-solutions/building-communities-practice.pd

    ADB. 2009.Building Networks of Practice.Available: http://www.adb.org/documents/inormation/

    knowledge-solutions/building-networks-o-practice.pd ADB. 2008.Creating and Running Partnerships.Available: http://www.adb.org/documents/inormation/knowledge-solutions/creating-running-partnerships.pd

    ADB. 2009.Enhancing Knowledge Management Strategies.Available: http://www.adb.org/documents/inormation/knowledge-solutions/enhancing-knowledge-management-strategies.pd

    ADB. 2009.Learning in Strategic Alliances.Available: http://www.adb.org/documents/inormation/knowledge-solutions/learning-in-strategic-alliances.pd

    ADB. 2009.Strengthening Communities of Practice in ADB.

    Available: http://www.adb.org/documents/reports/consultant/strengthening-communities-o-practice.pd

    ADB. 2011.Guidelines for Knowledge Partnerships. Manila.Available: http://beta.adb.org/publications/guidelines-knowledge-partnerships

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    ADBs vision is an Asia and Pacic region ree o poverty.Its mission is to help its developing member countries reduce povertyand improve the quality o lie o their people. Despite the regionsmany successes, it remains home to two-thirds o the worlds poor:1.8 billion people who live on less than $2 a day, with 903 millionstruggling on less than $1.25 a day. ADB is committed to reducingpoverty through inclusive economic growth, environmentallysustainable growth, and regional integration.

    Based in Manila, ADB is owned by 67 members, including 48from the region. Its main instruments for helping its developingmember countries are policy dialogue, loans, equity investments,guarantees, grants, and technical assistance.

    For more information, contactKnowledge Management CenterAsian Development Bank

    6 ADB Avenue, Mandaluyong City1550 Metro Manila, PhilippinesTel +63 2 632 6710Fax +63 2 632 [email protected]/knowledge-management/

    ABOUT THE ASIAN DEVELOPMENT BANK

    March 2012 2012 by Asian Development Bank. All rights reserved.

    Knowledge Primers serve as quick introductions to knowledgemanagement and learning applications in development work.

    In an attractive package, they are suitable for interactive presentationsand self-learning for action. They are offered as resources

    to ADB staff. They may also appeal to the development communityand people having interest in knowledge and learning.


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