Publications

	Table of Contents
p. 39 of 53 BACK | NEXT Executive Summary Summary of Conclusions and Recommendations by ADF Donors ADF VIII: Requests for Midterm Policy Reviews and Reports I. Introduction II. The International Development Goals III. Poverty in Developing Asia IV. ADB and ADF: Vision and Role V. ADB’S Framework for Poverty Reduction VI. Development through Partnership VII. ADF Resources: Portfolio Management and Performance VIII. The Strategy for Implementing ADF VIII A. General Strategy and Partnership B. Implementing ADB’s Poverty Reduction Strategy C. Performance-Based Allocation System for ADF Resources D. Governance Action Plan E. Development of the Private Sector F. Infectious Diseases including HIV/AIDS G. Core Labor Standards H. Gender and Development I. Environment J. Cooperation Among DMCs K. Money Laundering L. Drug Trafficking M. Improving Evaluation and the Linkage to Planning Operations N. Redesign of Operational Business Processes and Portfolio Management O. Strengthening Resident Missions P. Strengthening ADB’s Institutional Capacity IX. Planned Lending in ADF VIII X. Financing Framework for ADF VIII XI. Issues for Policy Review XII. Midterm Review of ADF VIII

ADF VIII Donor's Report: Fighting Poverty in Asia : VIII. The Strategy for Implementing ADF VIII

---

O. Strengthening Resident Missions

105. Donors emphasized that by strengthening its resident missions (RMs) and delegating more authority to them, ADB could take greater advantage of opportunities for closer and more effective relationships with DMCs and with other donors operating in-country in ADF borrowers. In this context, Donors commended ADB’s approval of a Resident Mission policy in February 2000. They endorsed the policy’s principal objectives and key functions that focused on (i) improving the efficiency of ADB’s operations for poverty reduction; and (ii) creating and sustaining strong partnerships with government, civil society, and other aid agencies. Donors supported the RM policy’s key recommendations, including inter alia, (i) ensuring that RM functions are determined by country considerations and in full consultation with the DMC concerned; and (ii) that delegation of functions is subject to strong anticorruption, control and audit procedures, and that the normal procurement guidelines are strictly enforced. Donors concluded that the RM policy will have an impact on areas such as ADB’s operational business processes, allocation of work between units, staffing, and budget and information technology. Implementing these changes will require considerable coordination within ADB and consultations with DMCs. In that context, Donors recommended that ADB comply with the schedule for the planned implementation of the RM policy during the ADF VIII period (Appendix 9).

Back N. Redesign of Operational Business Processes and Portfolio Management	Next P. Strengthening ADB’s Institutional Capacity