World Bank GroupWorld Bank Group

E-LEARNING STRATEGIES

Samia Melhem, Learntec 2002,

Karlsruhe Germany, Feb 8, 2002

Our VisionOur Vision

… to become a Knowledge Bank that spurs the knowledge revolution in developing countries and acts as a catalyst for creating, sharing, and applying cutting edge knowledge necessary for poverty reduction and economic development

Why focus on Knowledge?Why focus on Knowledge?

The knowledge revolution offers an opportunity to redraw the global economy by: enhancing competitiveness offering new opportunities for economic

growth and jobs better access to basic services increasing returns on investments in

education and health: Focus on eLearning and eHealth

empowerment of local communities and poor people

The Four PillarsThe Four Pillars

I. Supporting an enabling environment

II. Expanding access

III. Building human capacity

IV. Supporting research, networking and communities of practice

How These Programs Fit TogetherHow These Programs Fit Together

Supporting an

enabling

environment

Expanding

Access

Global ICT Department InfoDev

World Bank and IFC lending for ICT infrastructure

How These Programs Fit Together (cont.)How These Programs Fit Together (cont.)

Building CapacityTool: eLearning

World Bank Institute(our institutional

university)

Supporting research, networking and communities of practice

Education portfolio African Virtual University Global Development

Learning Network World Links for

Development

Development Gateway Global Development

Network Knowledge Sharing

ICT and Development Is ICT relevant to poverty

alleviation? Access offers major economic

opportunities and potential for empowerment

ICT enhances the quality, efficiency, transparency of public service provision

Exclusion an economic and social burden

Growth of ICT impressive in LDCs but “digital divide” has emerged, building on existing societal disparities

ICT and Development

Is there a role for the Public Sector? Privatization, strong regulation, competitive markets could double No.

lines in poorer markets in Africa

Reforms require passing (and enforcing) enabling legislation, and

innovating in business landscape

Regulatory agencies need competence and credibility

The market, unassisted, will not provide a sufficient level of access today.

Past Performance and New Challenges

IT lending in over 80% of projects (average $1.5B a year) but need best practices, awareness of opportunities.

About 10 Global Special initiatives: infoDev, World Links for Development, Global Knowledge Partnership, etc.

Bridging Digital Divide: DOT Force (G8 Digital Opportunity Task Force)

Transportation

16%

12%

11%

11%8%

42%

Public Sector Mgmt.

Agriculture Education Popultn, Hlth & NutnOthers

WB Sectors withICT Components

Jan. 1995

Share of low and lower- middle income countries (LMICs)

Telephone main lines

Mobile subscribers

Estimated Internet Users

Jan. 2000

Source: ITU World Telecommunication Indicators Database

18% 28%

5%

1.1%

14%

7.6%

Defining the Digital Divide

Internet Divergence

30 47 83513 7 13 25

180

232

77

124

28%

21%

15%

9%6%

4%

1.6%1.0%0.5%0.3%0.1%0.1%

0

50

100

150

200

250

300

350

1995 1996 1997 1998 1999 2000

Pene-tration

Number of Internet users, millions

Source: ITU.

Developed

Developing

International Internet Bandwidth

Asia /Pacific

LatinAmerica

USA / Canada

Europe

Africa

56 Gbps

0.1 Gbps

0.5 Gbps

Note: Gbps= Gigabits (1’000 Mb) per second.Source: ITU adapted from TeleGeography.

18 Gbps

0.4 Gbps

3 G

bps

0.2 Gbps

1985 1988 1991 1994 1997 2000 2003

Missing Link(Maitland Report)

Global Information Infrastructure

Digital Divide

Infrastructure

Regulatory aspects

Applications

Content

Knowledge

Empowerment

Shedding different lights at a complex set of issues

Bridging Divides

AccessKnow-howContent

Strategic Directions

Broadening and Deepening Sector and Institutional Reforms

Developing Information Infrastructure Supporting ICT Applications Building ICT skills and Capacity

Broadening Sector Reform

Broadening focus across all ICT Components including new areas (Internet applications such as E-government, Ecommerce, ELearning), convergence and previously overlooked sectors (postal, creative industries)

Creating and enabling environment for e-commerce and e-government

Strengthening Regulatory institutions to ensure capacity and credibility to implement sector reform

Completing sector reform in countries that have not undergone basic market restructuring with new approached based on technological convergence

Developing Information Infrastructure

Extending Access beyond the market with WB support for innovative solutions such as public/private co-financing, universal access Funds; community centered development (Telecenters); innovative solutions

Exploiting synergies with other rural infrastructure projects across sectors.

Investment branch (IFC) will focus on new entrants rather than incumbent operators and will increase investments in content and applications, including Internet

infoDev “e-readiness” assessments of 40 countries

Supporting ICT Applications

Sectoral applications of ICT in areas such as eLearning, health, education, public sector management and social services

Strategic info. systems for finance, tax, education, health with a move towards use of the Internet

WB lending projects have, on average an ICT component of $8 Millions.

Focus on Change management, training and retooling client’s counterparts.

Building ICT skills and Capacity

New trend triggered by global shortage of technicians and IT specialists

Identifying needs for building ICT human capacity Advising governments and entrepreneurs on developing new

information industries such as software exports, Application development and hosting, remote network management, call centers.

Lending to Education in ICT in higher education projects: DL, eLearning, Infrastructure & Content

Investing in private ICT training institutes from developing nations: Content and Tools

Supporting public-private partnerships for technical skills education and skills transfer

Partnerships as shortcutsPartnerships as shortcuts

How much time left to ...How much time left to ... build infrastructure ? train people ? establish trust ? provide a proper legal &

regulatory environment?

FrameworkFramework

Building Capacity through the Education Portfolio:

Building the Knowledge Economy Higher Education in the New Economy Continuous and Lifelong Learning

Potential Benefits of Incorporating Potential Benefits of Incorporating ICTs in EducationICTs in Education

Increased access to learning opportunities Improved quality of education Strengthened education management

systems Shared knowledge

Skilled Labor Force that can Skilled Labor Force that can Create and Use KnowledgeCreate and Use Knowledge

Knowledge creates increasing returns, economic growth

Technological revolution puts a premium on skilled workers

Continuous learning becoming a necessity

Objectives and ApplicationsObjectives and Applications

Access to technology

Access to education

Improve system

Quality

Computers in classrooms, curriculum, networking skills (Turkey)

Distance learning, virtual schools (Brazil, Romania, Ghana)

MIS (Lebanon)

Classroom processes, teachers, curriculum revisions (India)

Remaining ChallengeRemaining Challenge

Technology to transform educationTechnology to transform education

World Bank Education WorkWorld Bank Education Work

Education portfolio (lending and analytical) supports building of human capital

76% of new education projects include technology component (=40% of new dollar lending)

Distance education greatest proportion: 57%

Technology in Education LendingTechnology in Education Lending

100

200

300

400

500

600

700

800

900

FY97 $644

FY99 $835

$millions

Technology in Education ProjectsTechnology in Education Projects(selected examples)(selected examples)

Turkey: Computers and connectivity

Brazil: Virtual teacher certification

Romania: Distance learning for continuing education

Ghana: Radio broadcasting

Jordan: IT infrastructure for higher education

IFC Invests in On-line EducationIFC Invests in On-line Education

egurucool.com

Escola@24horas.com

MessagesMessages

Knowledge Economy Distance Education Partnership

Next… Enabling the Environment with Special

Initiatives

African Virtual University

To bridge the digital

divide and knowledge gap

between Africa

and the rest of the world

by dramatically increasing

access to global educational

resources in Africa.

StudentsLocal LearnerSupport

AVU Site

ContentProvidersWorldwide

AVU Academic Model

Student interaction via phone and/or email

Lectures via satellite(live or taped)

Encourage research and use of ICT in

African institutions

Strengthen university libraries through AVU’s digital library

Foster shared use by students of AVU web-based resources

Facilitate communication and linkages among academics and students in various parts of Africa and globally

AVU Capacity Building Activities

Results of the Pilot Phase: 1997-1999

Over 14,000 students have taken full

semester courses in the sciences

3,500 seminar participants

Web site now receives over 80,000 hits a

day

10,000 AVU e-mail accounts are active

Digital library with 1,100 journals

AVU Transition

AVU legally established in Nairobi with elected Board

Financial backing from Dfid (U.K.), CIDA (Canada), Carnegie Foundation, World Bank

Linking the World Through Learning

To improve the development process by

using Distance Learning to connect

development decision makers to a global

knowledge exchange.

Global Development Learning Network

Global Development Learning Network

Global Dialogues

Computer-based Courses

VideoconferenceSeminars

Courses

Videoconferencesessions

complementedby electronic

learningand online

collaboration

via Distance Learning Centers (DLCs) …

The Technologies Satellite Communications Videoconferencing Broadcast TV Broadband Internet E-Mail Video CD-ROM Face-to-Face Print Telephone/Fax

Global Development Learning Network

Distance Learning CentersDistance Learning Centers

Global Network of Distance Learning Centers (DLCs)

• 8 Latin America• 9 Africa• 5 Asia• 6 Europe• 1 North America

Target AudiencesDecision makers in:

Government – local, regional, national Para-government Agencies NGOs Academia Civil Society – civic associations, teachers,

journalists, others Private Sector

Global Development Learning Network

• Reach wider audiences• Offer content from a wide range of

sources• Reach a critical mass of participants to

effect change• Extend the reach of existing knowledge

and learning institutions• Network of networks

GDLN Strategic Approach

Distance Learning Centers 32 + today 50 + by mid 2003

Program Partners -- 60 +

Project Partners – expanding the network

Learners -- from 40,000 to 150,000 by mid 2002

(330,000 participant days)

All connected via telecommunications networks

GDLN Today

GDLN Impacts So Far Increased knowledge sharing and improved

decision-making through interactive learning (HIV/AIDS, education, ICT training…)

Enhanced country-to-country exchanges among experts, peers, and practitioners

More cost-effective course delivery

But we have a lot to learn about distance

learning for development professionals.

Global Development Learning Network

• Provide programs that draw on development

knowledge and experience

• Support DLCs in their own program

development

• Set up distance learning centers

• Support GDLN Central Operations

Network of networks = tremendous outreach potential

Opportunities for Partnership

Global Development Learning Network

GDLN at Work

World Links for Developmentplus

Development Education Program

“Integrating Sustainable Development

and Technology into Your Classroom”An 8-week multimedia distance learning course

The Four Pillars

I. Supporting an enabling environment

II. Expanding access

III. Building human capacity

IV. Supporting research, networking and communities of practice

Knowledge Sharing Networks

Knowledge Networks in the World Bank

Global Development Gateway

Global Development Network

Network of Communities

 

through learning from the outside world…

through ESW research evaluation

with staff In the organization

through products and services…

with our clients, partners and outside world…

and learning from our successes and failures.

Sharing Knowledge

Creating Knowledge

Applying Knowledge

Knowledge Sharing Networks

Knowledge Networks in the Bank

knowledge communities, essentially networks of people with

similar interests     

culture shift from individualistic to team orientated and

based on knowledge sharing

knowledge management system, to capture, organize, and

disseminate knowledge relevant to the Bank’s business, using new technologies

Main Dimensions

Knowledge Sharing Networks

Business survival requires sharing knowledge

- speed: faster cycle times

- quality: better quality service

- innovation: new approaches to poverty reduction

Lending cannot achieve the mission of poverty reduction

- knowledge sharing brings new actors

- access to development know-how could change the equation

Business Case

Knowledge Networks in the Bank

-collections of good practice, know-how, statistics …

- dissemination to staff, partners, clients

- seminar, workshops, clinic, advice to Task Teams

(Technology enables sharing :E-Mail, Activity Rooms,

Intranet, Web, Video Conferences, Distance Learning)

Communities of practices

Knowledge Networks in the Bank

Annual personnel evaluation

- Awards for team work

- Expos/Fairs, Innovation Marketplace

- Stories underlying desired behavior

- Open to new ideas and continuous learning;

- Shares own knowledge, learns from others, and applies knowledge in daily work;

- Builds partnerships for learning and knowledge sharing.

Informalreward

recognition

Changing the culture

Community of practice

KS On-line

Help Desk

Directory of Expertise

Development Statistics

Engagement Information Dialogue

Space

External Access

Six Regions- country information- macro data

Six Networks- 16 sectors- 100+ thematic groups

KK Knowledge Networks in the Bank

Enabling Technology

Tax policy and administration thematic group Public expenditure review Mission Madagascar

Indonesia

field office

MNA Region

ECA Region

DEC

Retired

University of Toronto

Knowledge Networks in the Bank

KS Practice

Global Development Gateway

Value proposition

- Solve development problems by sharing high-quality information from local, national and global sources, tailored to users’ needs by topic and community, quickly and easily.

- A platform to facilitate the establishment of common standards for the exchange of information among the development community

- Expanded opportunities for building and sharing knowledge and experience in and among developing countries

where worlds of knowledge meetwhere worlds of knowledge meet

Global Development Gateway

- core of the Gateway business model

- public and private sector organizations, and civil society collaborators

- partner organizations are a key element in content development and quality assurance

- partners provide technology support (SAP)

Financial support

where worlds of knowledge meetwhere worlds of knowledge meet

Partnerships

Thank You!