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Implement the 
Knowledge 
Exchange
impLEmENT THE 
KNOWLEDGE 
EXCHANGE
There are plenty of issues to address at the implementation phase, and 
usually the planning for this phase starts well before the initiative is 
ready for implementation. A great deal depends on the delivery modes 
that have been selected, but mostly implementation involves project 
management and logistics or fine-tuning of the activities and agenda.
This section is still under development. Contact World Bank Institute’s 
Knowledge Exchange team for more information. 
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46
Report the 
Results
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Report the 
Results
REpORT THE 
REsuLTs 
The documentation of capacity outcomes and results, coupled with the 
detailed description of project activities, lets you, your clients, donors 
and others know what interventions have been effective and under what 
conditions. This information can be used to ensure better planning in 
the future.  
This section is still under development. Contact World Bank Institute’s 
Knowledge Exchange team for more information. 
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ANNEX i: 
KNOWLEDGE 
EXCHANGE 
iNsTRumENTs
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A community of practice is a group of people who inter-
act regularly on a shared topic with the goal of learning 
from one another. A CoP can be formal, with a detailed 
mission, structure, funding, etc., or informal—driven by 
peer exchange of knowledge and information.
For a given KE initiative, consider developing a CoP if the 
group sees a need for ongoing, participant-driven knowl-
edge exchange over the medium to long term.
Although a CoP requires planning at the inception, its on-
going success depends on the participants’ commitment 
for mutual learning and on a dedicated person(s) to man-
age/encourage group interaction. A key strength of CoPs 
is the peer networks that are formed (and grown) through 
the sharing of knowledge, experiences, and expertise. It 
is important that members recognize the benefit of their 
participation, and that the interaction continues to sup-
port members’ learning needs.
•  There is a need for ongoing, participant-driven 
knowledge exchange over the medium to long term
•  Participants are committed to mutual learning
•  Participants recognize the benefits of their 
participation
•  Participants have an opportunity to meet (physically or 
virtually) at the beginning
•  In-depth face-to-face or virtual exchanges (both 
synchronous and asynchronous) among peers.
•  Adaptable in terms of delivery platforms and 
organization (formal, informal).
•  Continuous learning.
•  Network building and expansion.
•  Relationship building.
•  Allows mobilization of new ideas.
•  Increases visibility for issues of common concern.
WHEN 
SHOULD I USE 
A COMMUNITY 
OF PRACTICE?
WHAT IS A 
COMMUNITY 
OF PRACTICE?
WHY SHOULD 
I USE A 
COMMUNITY 
OF PRACTICE?
COMMUNITY  
OF PRACTICE  
FACTSHEET
THINgS TO 
CONSIDER
How will you ensure that the participants are committed 
to the ongoing interaction necessary for a vibrant CoP?
Have you set aside resources to hire a community manager 
to manage/encourage group interactions?
Is the CoP component an integral part of your overall pro-
gram design?
KNowlEdgE 
ExCHANgE 
INSTRUMENT
How do you plan to involve the participants in planning 
sessions before the launch of the CoP? (Please consider the 
exchange’s capacity-development objective and ICos as 
you plan its activities.)
The following questions may help you fine-tune your plan-
ning of KE activities under a CoP: 
•  what types of communication technologies and 
delivery tools will you use for the activities (before, 
during, and after)? 
•  will the CoP include both face-to-face and virtual 
interaction?
•  will there be a need for translation services either 
during a face-to-face activity or online?
•  How you plan to monitor and assess the learning 
outcomes of KE activities throughout the duration 
of the CoP and after (please include quantifiable 
indicators whenever possible)? 
•  Is there a beginning and an end to the CoP? 
•  Is the CoP working toward a time-sensitive deliverable/
output? 
•  How will you assess the results of the CoP?
How do you plan to capture the tacit knowledge that is 
exchanged in the CoP?
what opportunities will there be to adjust the CoP design, 
if the desired outcomes are not being achieved?
Monitoring Methods:
•  Participant questionnaire.
•  online discussions/Q&A.
•  Participation rates as measured by overall 
membership, daily visits, length of stay, click-thru rates, 
site activity, etc.
THINgS TO 
CONSIDER
•  Internet access needed for electronic knowledge 
exchanges.
•  Cost (depending on structure of CoP implemented).
•  Time-intensive. 
•  Commitment (depending on the goals of the CoP, 
commitment may need to be at multiple levels: 
individual, institutional, national, etc.).
•  There is a risk of lack of participation.
OTHER 
FACTORS TO 
CONSIDER
KNowlEdgE 
ExCHANgE 
INSTRUMENT
Conferences* are an opportunity for key stakeholders to en-
gage in knowledge exchange activities that further locally 
driven institutional change and meet broader development 
agendas. Conferences provide a high level of interaction 
among stakeholders around specific topics. The reasons 
for hosting large events may include launching a global 
initiative, or communicating program impact or changes in 
strategy. Depending on their structure, conferences may in-
clude one or more Knowledge Exchange activities: plenary 
sessions, dialogues, parallel workshops and sessions, world 
cafés, and field visits.
Conferences require in-depth planning, in terms not only 
of the selected venue and logistics, but also of the engage-
ment with partners before and during the conference.  For 
a successful conference, a participatory approach should be 
considered during the planning of the event, with adequate 
lead-time; this will ensure that all activities and logistical ar-
rangements get the necessary support for timely completion
•  There is a need for global high visibility and impact of 
the selected topic(s).
•  Outreach to large or high-level audiences is needed 
for awareness and consultation purposes.
•  There is a need for in-depth interaction among 
participants.
•  In-depth, face-to-face exchanges. 
•  Immersion in select topics.
•  Network-building.
•  High potential for media attraction.
•  Broad dissemination of ideas and knowledge.
•  Builds commitment of key stakeholder groups.
When Should 
I uSe a 
ConferenCe?
What are 
ConferenCeS?
Why Should 
I uSe a 
ConferenCe?
ConferenCeS 
and larGe 
or hIGh-leVel 
eVentS 
thInGS to 
ConSIder 
When 
PlannInG and 
MonItorInG
How do you plan to involve internal and external 
partners in the planning sessions before the 
conference? Consider the following:
•  Keep in mind the capacity development goal as you 
plan the various KE activities.
•  Keep in mind the ICOs being supported by the KE 
activities.
•  Do you need private investors (sponsors), and 
would that create an institutional conflict?
KNOwlEDgE 
ExCHaNgE 
INSTRUMENT
*Conference is broadly defined here to include any form of large and/or high-level event such as 
forum, symposium, summit, or congress
How will you operationalize the various KE activities for the 
conferences instrument? Consider the following:
•  what type of audience are you seeking?
•  Host country:  know the country protocol, professional 
level of your contact in government, your local partner 
institutions, etc. 
•  Type of venue, room capacity for various activities/types 
of participants (plenary, break-out or workshop rooms, 
secretariat, media/interview room, high tech room, etc.).
•  Conference capacity—total number of participants 
(including staff); needed for logistics and budgeting.
•  Resource mobilization: who pays for what? 
•  Session format: plenary, presentation, facilitated dialogue, 
panel discussion, talk show, working sessions, networking 
sessions, etc.
•  High tech needs: audiovisual setup, videoconferencing, 
video recording, interviews, Internet, special delivery tools.
•  will you need simultaneous interpretation during the 
event? How many languages?
•  will you need to arrange for any on-site protocol with the 
presence of high-level officials? 
•  what human resources are available in your unit to work 
on content preparation and logistics?
How do you plan to gauge the learning that occurs during the 
various conference activities and document experiences?
How will you monitor progress in achieving the targeted 
ICO(s)?
what opportunities will there be to adjust the program design 
if the desired outcomes are not being achieved?
How will you assess/evaluate the results of the conference?
thInGS to 
ConSIder 
When 
PlannInG and 
MonItorInG
•  High financial costs; resources must be available 
BEFORE the preparation stage.
•  Need for human resources to support content 
preparation and logistics coordination.
•  Timeline-sensitive.
•  Host country/institutional constraints (infrastructure, 
policies/ protocol, including procurement, visa issuance.
•  Can you attract/retain high-level participants/speakers?
•  are there competing conferences on the same issue(s), 
the same year, same region?
•  Risk of the host country protocol/host institution policies 
limiting participation of participants from certain 
nationalities or organizations.
What other 
faCtorS do 
I need to 
ConSIder 
When 
aSSeMblInG a 
dIaloGue?
KNOwlEDgE 
ExCHaNgE 
INSTRUMENT
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