Catalog

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p. 17 of 25 BACK | NEXT Introduction Background The need for change Practices of other multilateral development banks Policy framework Strategic reorientation and resident mission objectives Resident mission functions Scope and responsibility for functions Location of work: special cases Organizational and resource issues Recommendation

Resident Mission Policy : Policy framework

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Resident mission functions

To meet these objectives, the RM functions should be redefined. For analytical purposes, ADB’s operational functions that are relevant to RMs can be grouped into two broad categories: standard functions and specific functions.

Standard functions

Standard functions are the functions an RM must perform as ADB's principal representative in the field. They include

1. government, civil society, and private sector relations;
2. policy dialogue and support;
3. country reporting;
4. aid coordination; and
5. external relations and information dissemination.

Specific functions

Specific functions relate more directly to the delivery and implementation of ADB’s products. Typically more complex and resource intensive, they include

1. country programming,
2. project and TA processing,
3. portfolio management and project administration, and
4. economic and sector work and analytical work.

RM functions and country focus

This identification and categorization of functions provides the basis for analyzing and determining the responsibilities of individual RMs. The key concepts in determining each RM’s responsibilities/functions will be country focus and priorities, and flexibility. The extent of each RM’s involvement in each category of function will be determined by several country-specific considerations. It is useful to consider these as demand and supply considerations. Demand considerations include

1. the DMC’s views about the role of the RM;
2. qualitative issues: the development status of the DMC, complexity of development issues, the role that ADB can play in the DMCs’ development agenda, and length of relationship with ADB; and
3. quantitative issues: size of the country portfolio (number of loans/ TAs and their amount), portfolio performance status, and the pipeline.

Supply considerations include

1. availability of appropriate headquarters staff for the proposed functions;
2. availability of qualified local staff for the proposed RM functions; and
3. logistical issues: transport, language, communications, and other country-specific factors that impose practical constraints on RM functioning.

While such demand and supply considerations provide a basis for assessing the functions of the RM in any particular DMC, the actual assessment will clearly be a matter of judgment and consultation with the DMC, rather than a mechanical exercise. Specific assessments will be undertaken for both new and existing RMs. Functions of established RMs may have to be realigned. The outcome of the assessment will establish the levels and priorities of functions needed at each RM. For example, in some DMCs, ADB may pursue macro-economic policy dialogue at the central level, while in others, policy dialogue may be most effective at the local or sector levels. Transfer of project administration can be more extensive where qualified local staff are available, but may not be cost effective where they are not, as headquarters staff would need to be sent out to administer projects.

Structure and staffing of RMs will be based on the principle that form follows function. Because the functions of RMs will be decided on a flexible and country-specific basis, no prior classification of RMs is proposed.

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