1. Asia-Pacific Community of Practice on Managing for Development Results
November 2009
Kuala Lumpur, Malaysia

2. Content History Structure and Membership Objectives, Activities
Achievements and Lessons
Challenge and Next Steps
November 2005 – Approval of a Small Scale Technical Assistance (SSTA), on a grant basis, for the preparation and pilot of the CoP-MfDR. Activities of the pilot phase include: launch of the CoP-MfDR in the Asia-Pacific Region, establishment of an IT-supported virtual learning network which serves as a vehicle for online discussion among CoP members.
March 2006 – Launch of the Community of Practice on Managing for Development Results (CoP-MfDR). March – September 2006 was pilot period of the CoP
September 2006 – A review was conducted with participating CoP members in attendance and a commitment to sustain the CoP-MfDR was agreed on. A request for ADB to facilitate the CoP-MfDR and its activities for the next 3 years was granted.

3. History March—September 2006 Pilot phase
September 2006 Commitment to sustain the CoP
November 2005 – Approval of a Small Scale Technical Assistance (SSTA), on a grant basis, for the preparation and pilot of the CoP-MfDR. Activities of the pilot phase include: launch of the CoP-MfDR in the Asia-Pacific Region, establishment of an IT-supported virtual learning network which serves as a vehicle for online discussion among CoP members.
March 2006 – Launch of the Community of Practice on Managing for Development Results (CoP-MfDR). March – September 2006 was pilot period of the CoP
September 2006 – A review was conducted with participating CoP members in attendance and a commitment to sustain the CoP-MfDR was agreed on. A request for ADB to facilitate the CoP-MfDR and its activities for the next 3 years was granted.

4. Structure and Membership
Onlookers
Active Members
Coordinating
Committee
Development
Partners
ADB
(Secretariat)
Coordinating Committee (CC). The CC is represented by five countries in Asia and the Pacific. The mission of the CC is to activate the CoP-MfDR and virtual learning network by taking actions, making decisions, and providing technical expertise when needed. The CC focuses on promoting learning and knowledge exchange among public managers, organizations and practitioners in Asia and the Pacific on how to manage better for development results.
CoP-MfDR Members. The CoP-MfDR is open to results management practitioners in the Asia and Pacific. Members are government officials, policymakers, researchers, evaluators, development partners from bilateral and multilateral development organizations and from nongovernmental organizations and civil society organizations. The members communicate through and contribute to the CoP-MfDR virtual learning network, face-to-face events, and via .
Development Partners. ADB supports the CoP-MfDR secretariat and hosts the website or the virtual learning network of the CoP. Other partners include: World Bank, DFID, OECD-DAC, the Lee Kuan Yew School of Public Policy of the National University of Singapore, Civil Service College, and the Asia-Pacific Finance and Development Center in Shanghai. Partners cooperate with ADB to support the CoP-MfDR through regional expertise in capacity development for results management, and offer an expanded network of public policy experts, researchers and policymakers in the region.

5. Objectives Impact Improved implementation of MfDR in countries
Outcomes
Increased application of MfDR approaches by CoP members
Outputs
Better understanding, skills of CoP members
Increased demand for MfDR approaches by CoP members
More MfDR knowledge disseminated
MfDR country-based and other CoPs established
MfDR CoPs established – refers to regional, sub-regional, and country-based CoPs

6. Activities Virtual Learning Face to Face
The CoP-MfDR engages in these two types of activities that complement and build on each other.

7. Achievements 2006-2009 Virtual Learning
Topic-based on-line discussions
Mini sites for sub-communities
CoP library
newsletters
Online discussions
The CoP experimented with different types of online discussions, such as single-topic discussions on unrelated aspects of MfDR, each led by a different expert. We also created a general discussion area to allow members to introduce themselves and talk about anything. These were easy to set up, but they didn’t provide the necessary venue for an in-depth exchange of ideas between participants.
What we found to be more effective and meaningful is a discussion series focused on a particular theme. We did this in 2007 and focused on Results-Based M&E. Ray Rist, an M&E expert and trainer, was contracted by the CoP Secretariat to be facilitator. An online curriculum was developed focusing on four topics that built on each other: readiness assessment, system design, implementation, and challenges. When the participants came together for the 2007 annual meeting, they took part in a face-to-face training workshop with Ray, and this proved to be a satisfying conclusion to the discussion series. However, experts can be costly and the quality of the discussion is highly dependent on his or her quality and commitment. This can also result in online discussion fatigue, where members grow tired of taking part.
Rooms for sub-communities
Our website can host mini-sites for more targeted groups. They can have their own discussions, document libraries, and other content. We have created rooms for various groups and topics, such as MfDR Readiness Assessment in South Asia, Philippine Planning and Expenditure Management, and M&E in the Greater Mekong Region.
Rooms are an extremely cost-effective way to respond to demand from various groups needing websites or collaboration areas related to MfDR. This also gives the CoP-MfDR a larger member base, increased visibility, and additional content or knowledge.
However, because of the targeted nature, there is a low level of general interest in sub-communities. The target audience themselves may lack the incentive, technical skills, or resources to actively maintain the site. Finally, other potential subgroups (such as Mongolia and Afghanistan, who have both expressed interest) face language barriers.
CoP Library
The CoP Library holds documents and case studies related to MfDR. Each member country has a specific folder, and a section is devoted to sector-based MfDR. The library gives members a chance to showcase their country’s work in MfDR, while others can learn from their submissions. All papers and presentations gathered from annual meetings and training workshops are also placed here.
newsletters
The CoP secretariat prepares and disseminates announcements to CoP members about once a month to keep them abreast of activities, news, and reports or publications. This is a simple way of maintaining relationships with members, disseminating knowledge, and stimulating demand for MfDR. For example, CoP members have expressed interest in and been invited to training workshops because of newsletter announcements.

8. Achievements 2006-2009 Face to Face
7 training programs
3 annual meetings
Participation in international forums
Training Programs were centered around themes:
Performance Based Budgeting at National and Sectoral Level
MfDR in the education sector
In annual meetings, CoP members present their country’s progress in MfDR, discussed common issues, learned from the host countries (Singapore in 2006, China in 2007, Sri Lanka in 2008), and plan for the next year.
CoP members have also taken part in international MfDR meetings to give voice to developing member countries. Development partners have lauded the participation of DMCs in such events.
Third International Roundtable on MfDR (Hanoi, 2007)
Meetings of the OECD-DAC Joint Venture on MfDR and the MDB Working Group on MfDR, of which Rolly Tungpalan is co-chair
Third High-Level Forum on Aid Effectiveness

9. Lessons Practical and relevant topics Common understanding of MfDR
More expertise, hands-on support
Knowledge products valued
Virtual vs. face-to-face
Topics and activities must be relevant and practical to motivate members to participate.
Balance the tension between in-depth, country-specific knowledge, discussions, and activities that may not cater to common interests. However, countries that have progressed in MfDR may provide useful case studies and good practice for other practitioners.
Pay equal attention to members’ commitment to and capacity for MfDR. Without commitment (either from the member hi/herself or country leadership), knowledge and skills acquired are not applied. Conversely, members may be very passionate about the domain but unable to implement due to lack of skills.
The CoP-MfDR should bridge the gap between the focus on aid effectiveness, and the need to report on countries’ own efforts towards development results.
The virtual learning network has many advantages in knowledge capture and dissemination. However, face-to-face revents remain important for members to maintain mutual trust, deepen the network, and learn practical experiences on the ground. The CoP management should find a balance between these two kinds of activities while considering cost and budget implications.

10. Challenge and Next Steps
Outputs
Outcomes
MfDR
Institutionalized
in countries
The composition of the core group should be fluid and changeable, based on whether the member remains an MfDR practitioner, and also based on his or her contributions to the CoP. The target should not be to expand the core group but rather to strengthen relationships, deepen involvement, and continually build knowledge. There must also be a balance between government, civil society and research institutes. It might be helpful in the future to clarify the roles and responsibilities of core members, as well as the corresponding benefits they get from the CoP.
The role development partners in CoP. CoP-MfDR is envisioned to be demand driven and owned by the developing countries. Ideally, it should be self-organizing; however, at the regional level, this must be supplemented by contributions from development partners. They play a key roles in funding activities and creating an enabling environment for the CoP to thrive.
So far, achievements are at the outputs level. These include: a critical mass of the result management practitioners in the region; a series of the online discussions on mutually interested topics; a collection of good practices on the ground; and resource center online, source book and so on. Over time, the CoP should lead to the outcomes such as strengthened demand and capacity of MfDR on the ground and stronger voices from developing counties in international community... not very realistic to expect short-term outcomes. also important to set clear and more realistic objectives and outcomes instead of never ending type of objectives.
Improve and build on the existing knowledge management system in the virtual learning network to better capture or create, store, and disseminate relevant knowledge/best practices to those who need it and are looking for it. Dissemination must then be followed by application of good practices.
Study technologies that fit the technology resources and skills of users. Provide a platform that members can access and use with ease.
Activities