1. WORLD BANK KNOWLEDGE PLATFORMS

2. Strengthen “Open Knowledge” agenda • Co-generation of knowledge outputs • External partnerships • Sustain or raise profile of topic globally • High technical quality of output • Vibrant communities of practice and effective knowledge management • Show impact on Bank operations • Connectivity and integration with operational teams • Additional KP-specific goals (at discretion of the KP) Knowledge Platform Program Objectives

3. Two rounds of competition • Each round • Received more than 20 proposals • Short list of 6 • 3 finally selected for multi-year funding ------------------ • An atypical example of selectivity in resource allocation at World Bank Knowledge Platform Program Process

4. Six Knowledge Platforms

5. The legitimacy, branding, and financing are critical • The Knowledge Platforms (KPs) are start-ups facing and surmounting unanticipated and underestimated challenges • There are 2 levels of innovation in process: • 1) innovative creation of a “living-lab” platform or space, • 2) innovative co-generation of knowledge through the platform • By applying similar and different approaches appropriate to each topic, each Platform is making solid progress on the “Open Knowledge” and “Raising the profile of topic globally” aspect of the objectives • All platforms need to concentrate further on achieving impact on operations • In addition to defined objectives, KPs are achieving unprecedented success in areas that have been long-standing barriers Lessons learned – 18 months in

6. Building skills in authentic “collaborative competency” - essential for co-generating knowledge in today’s global development community • Creating cross-sectoral and cross-department collaboration that: • Result in shared ownership of cross-cutting global topics • Heralded by clients as revolutionizing capacity building and directly responsible for saving lives during emergency crisis (Open Development Technology Alliance) • Buy-in around essential linkages between previously divided sectors and raises the bar for externals (Food Security and Nutrition) • Constructively challenging Bank systems that inadvertently impede openness because they are either under-resourced or have not been able to engage staff effectively • Creating state-of-the-art development of more democratic “User-driven” versus Bank-driven collaboration vehicles with externals that is imperative for continuing relevance in globalized world Transformational Impact

7. Improving relationships with externals and reaffirming the Bank as a partner on global issues (Urbanization) • Making a broad range of external partners and users optimistic about Bank’s sincerity around co-ownership by making shared-governance and sustainability beyond Bank financing a priority (Green Growth) • Sustaining and raising profile of platform topics globally by leveraging Bank brand, convening power, and growing ability to create more democratic vibrant partnerships • Co-generating knowledge: Developing global communication skills that result in Bank staff and global development partners becoming more knowledgeable, and thinking about topics differently (all 6). New Ways of Working