A Knowledge Strategy

Information availability
Opportunities for the provision of information were identified in the following
areas:
• client and country information, especially risk, legal and political (the project
already having been initiated) offering the prospects of high returns;
• project payment administration, budget and disbursement information
available via a CRM application promising high returns;
• a NEPAD advocacy programme also offering high returns;
• regional project progress information offering moderate returns;
• funds mobilisation information; and
• client and project performance related to development impact indicators in
particular.
Information is not uppermost in determining the extent of knowledge.
Nonetheless, the simple need for relevant and accessible information in certain
areas is evident. It is suggested that this is readily deliverable by means of a wellstructured
intranet that integrates existing portals, transparency and an access to
information philosophy.
Peer assist
Numerous opportunities for peer assist were identified all of which offered good
prospects of return on the Bank’s investment:
• client appraisal and early review speeding up the borrower appraisal process;
• proposal preparation and appraisal processes;
• project design and technical assistance processes – internal education on the
Treasury;
• client monitoring process highlighting early warning signs and to be
incorporated into a larger processes (see COP’s);
• client risk rating reviews undertaken by the Risk Management Unit prior to
publication;
• private sector funding – preparation for initial engagement and early review
and initial ratification to identify new business development opportunities;
• project evaluation;
• developing risk management solutions (Risk Management Unit);
• before the private sector funding negotiation phase.
The peer assist process is a learning and risk mitigation tool for important decisions
and for areas of the business where technical skills are at a premium. Certain units
already realise the benefits of peer assistance. It is recommended that the peer-assist
process should be simple and transferable, as it has a high potential to build internal
capacity. The Bank’s ability to conduct peer assists should be developed to the point
where a strong internal cadre of process facilitators exists and the methodology is
entrenched as a way of helping and raising the standard of professionalism. Key in
achieving this is sticking to the peer assist ethos and making sure that participants
are fully recognised for their contribution.
30 Development Bank of Southern Africa