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Annual Report 2003

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Maximizing Institutional Effectiveness

ADB took several steps toward greater organizational effectiveness in 2003. A Board and Management retreat on the topic led ADB closer to adopting a results-based management system that will allow it to better gauge its development effectiveness.

There was a clearer focus on objectives and monitoring and on moving toward the targets of the Millennium Development Goals.

Further delegation of responsibilities to resident missions under the Resident Mission Policy and the reorganization and changes in business processes improved ADB's country focus and led to clearer lines of accountability. Progress was made on integrating performance considerations in operations and in updating country strategies and programs, including a stronger emphasis on benchmarking, measuring, monitoring, and reporting.

A new Vice-President was appointed to oversee knowledge management and sustainable development, bringing the total to four. In addition, a new position was created for a Managing Director General to coordinate the work of senior management. At the staff level, there was increased emphasis on merit, results, and productivity. Work began on a new human resource strategy to reflect these changes.

ADB also continued its partnerships for development by coordinating priorities with other multilateral development banks (MDBs) and by working more closely with civil society. The High-Level Forum on Harmonization held in Rome in 2003 set out principles to harmonize procedures and processes in environmental impact assessments, safeguards, procurement, financial and portfolio management, and public expenditure reviews. Finally, key milestones for enhancing organizational and business processes were identified: complete the independent assessment of the reorganization; finalize the agenda for organizational improvement and stability; and continue to refine, consolidate, and stabilize the processes throughout ADB.

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