Our effort to become and be a learning organization has dramatically strengthened our base, and has eventually led to our organizational growth and an increase in the overall scope, quality and impact of CEF activities.

We are convinced that the model of a learning organization is beneficial for public institutions, too. Practicing the building blocks of a learning organization will empower public officials as confident and networked leaders of ideas, people and reforms; teams to achieve results based on institutional values and collaboration; and public institutions themselves to improve their overall results.

Our methodology of becoming and being a learning organization involves six building blocks:

• Governance and culture (1):
  Being a learning organization means synergy among the governance bodies and staff members.
• Resources (2):
  With well-planned resources, learning is an inseparable part of us.
• Partnerships (3):
  Through partnerships we improve learning and growth. In implementing our projects, we think in terms of partners rather than beneficiaries when we collaborate with ministries of finance, line ministries, tax administrations, central banks, and other institutions.
• Knowledge capturing, packaging, and sharing (4):
  This block is a meeting point between our internal learning and being knowledge provider for others. Here we look into whether an institution understands what knowledge it has and what knowledge it needs.
• Communication (5):
  We have the skills to tell stories about learning and changes that lead to reforms. We leverage both social and digital media to share these stories, and integrate them into our future learning initiatives.
• Monitoring and evaluation (6):
  It is always important to see if and how progress in the capacity development of an institution is achieved. The two models that can be used for monitoring and evaluation are the APQC’s Knowledge Management Measurement Implementation model and the Value Creations Stories Framework.