RAP
(See
Regional Assistance Plan.)
Records and Archives Program
(See Archival Program; and Records Management)
Records Management
The Records and Archives Section is responsible for the overall establishment, development, management, and inspection of ADB’s records system, procedures, and practices, including their periodic review and update. The section operates and manages 15 departmental file stations that service the documentary requirements of certain departments and offices. It also maintains the photo library containing photos, negatives, slides, videos, and CD ROMs of ADB projects and activities. It is also responsible for setting up divisional and delegated file stations for departments and offices including the offices of the Board of Directors, and training staff responsible for the files. The section maintains two databases, which serve as indexes to the active files. These are the Central Files Catalog, an inventory of files maintained by the 15 departmental file stations, and the reports of technical assistance consultants, a listing and description of technical assistance consultants reports deposited with the Records Analysis Group. Copies of documents may be requested and are sent to requestors electronically.
The Records Center maintains the files and records of all the departments, which are not required for day-to-day use. A vital records protection program is integrated within the Records Center, which implements microfilming of vital ADB records and a dispersal program through off-site storage to ensure that ADB operations will continue during emergencies or calamities. The Records Center is likewise responsible for the review of records for purposes of retirement, eventual disposal, or transfer to the ADB Archives for permanent retention.
Recruitment
Professional staff are recruited by ADB based on their international work experience and technical competence. ADB advertises vacancies in international and national newspapers and journals and on the web. Assistance of various international recruitment contacts visited during recruitment missions abroad is also sought in identifying potential candidates. Recently, the role of resident missions in recruiting professional staff has also been enhanced.
ADB needs staff who are able to design holistic development strategies for its developing member countries. It employs economists (macro, micro, and research), private sector development specialists, financial management specialists, project management specialists, poverty reduction specialists, governance and capacity building specialists, agriculture specialists, environment specialists, evaluation specialists, social development specialists, and capital markets specialists, and other professional staff for administrative functions.
Although no formal quota system exists, ADB seeks to balance the representation of staff from each member, using the country’s subscription of ADB capital as a guideline. Gender balance is likewise an important goal in ADB’s recruitment efforts.
More information on employment opportunities is available on ADB’s web site
http://www.adb.org.
(See also Budget, Personnel and Management Systems Department; and Young Professionals)
Regional Assistance Plan
The regional assistance plan (RAP) synthesizes the individual country assistance plans (CAPs) by region. Its organization reflects the four medium-term operating objectives (policy support; capacity building for development management; creating and strengthening productive capacity, infrastructure, and services; and regional cooperation). After synthesizing the CAPs’ themes, the RAP describes the modalities of implementation, namely public sector lending, private sector operations, cofinancing, technical assistance, and economic and sector work. The third section in the RAP summarizes key performance indicators in the project portfolio, identifies key implementation constraints, and describes the salient features of the project administration action plans. A summary of the staff and budgetary requirements to implement the program follows thereafter. The Offices of the Directors of the Programs Departments prepare the RAPs for regions East and West.
(See also Country Assistance Plans)
Regional Cooperation
ADB supports regional and subregional cooperation as one of the three central themes (together with promotion of the private sector and of environmental sustainability) crosscutting its developmental interventions. Its role in fostering regional cooperation is to intensify the synergy between groups of countries at different stages of development. This is effected by
strengthening trade and investment complementarities, particularly by forming growth zones in subregions within the context of global integration;
catalyzing the development of capital markets and tapping those markets to raise resources;
providing institutional strengthening and infrastructure building; and
facilitating the dissemination and distillation of development experiences to ADB’s developing member countries (DMCs).
In addressing ADB’s agenda on regional cooperation, a phased approach is followed. In the first phase, the emphasis is on increasing DMCs’ understanding and awareness of the potential and importance of regional cooperation. This is done by taking stock of research useful to identify areas for promoting regional cooperation and providing regional technical assistance for in-depth research aimed at quantifying the potential benefits of improved regional cooperation—or the real cost of its absence.
The second phase identifies potential projects and programs that have regional and subregional implications.
The third phase includes financing selected pilot projects with strong economic rationales, highlighting areas of regional and subregional importance. Particularly notable is ADB support for regional cooperation initiatives in the Greater Mekong Subregion, and the Central Asian republics.
ADB is also assisting other regional cooperation initiatives such as the Brunei Darussalam-Indonesia-Malaysia-Philippines East Association of Southeast Asian Nations Growth Area; Indonesia-Malaysia-Thailand Growth Triangle; Asia-Pacific Economic Cooperation; and South Asian Growth Quadrangle, including Bangladesh, Bhutan, India, and Nepal.
(See Brunei Darussalam-Indonesia-Malaysia-Philippines East ASEAN Growth Area; Central Asian Republics; Growth Area; Growth Triangles; Indonesia-Malaysia-Thailand Growth Triangle; LTSF; Pacific Strategy; Priorities; Regional Assistance Plan; Strategy Agenda; and Strategic Planning)
Regional Economic Monitoring Unit
(See
Departments and Offices.)
Regional Mission
(See Office of Pacific Operations; and South Pacific Regional Mission)
Regional Studies and Surveys
Regional projects involve close collaboration among members. Positive results for regional projects can be expected only when the initiative comes from the countries themselves. Major surveys undertaken by ADB were primarily in response to requests made by developing member countries. The projects that have resulted from some of these surveys justify ADB involvement in such studies.
(See also Technical Assistance; and Publications)
REMU
(See
Regional Economic Monitoring Unit.)
Representative Offices
European Representative Office
Japanese Representative Office
North American Representative Office
Resettlement
(See Involuntary Resettlement Policy; Broad-Based Development Institution; Country Operational Strategy Study; and Thematic Priorities)
Resident Mission Policy
ADB’s Resident Mission Policy, approved in 2000, outlines the framework and strategic orientation of the resident missions. To enable the resident missions to contribute more effectively to ADB’s support to its developing member countries (DMCs), the policy advocates closer interaction with DMC stakeholders and intensified in-country interaction.
The resident missions provide the primary operational interface between ADB and the host DMC. They help implement ADB’s goal of reducing poverty and related strategic objectives in DMCs and enhanced policy dialogue with DMCs. They are the recognized intellectual resource and knowledge base on development issues in DMCs. They create strong partnerships with DMC development stakeholders, including governments, the private sector, and civil society; enhance ADB’s responsiveness to local needs and issues; take the lead in aid coordination where possible; and promote subregional cooperation.
The work of the resident missions was grouped into two broad categories: standard and specific functions. Standard functions are those that the resident missions perform as ADB’s principal representatives in the field: promoting relationships with government, civil society, and the private sector; engaging in policy dialogue and support; reporting on country activities; coordinating aid; and assisting in external relations and information dissemination.
The specific functions carried out by the missions relate to delivering and implementing ADB projects. More complex and resource intensive, these functions include country programming, project and technical assistance processing, portfolio management and project administration, and economic and sector work and analyses.
Resident Missions
Bangladesh Resident Mission
Cambodia Resident Mission
People's Republic of China Resident Mission
India Resident Mission
Indonesia Resident Mission
Kazakhstan Resident Mission
Kyrgyz Resident Mission
Lao PDR Resident Mission
Mongolia Resident Mission
Nepal Resident Mission
Pakistan Resident Mission
Sri Lanka Resident Mission
Uzbekistan Resident Mission
Viet Nam Resident Mission
(See also Resident Mission Policy)
Resource Transfers
The net transfer of resources refers to gross loan disbursements minus principal repayments and prepayments, payments of interests and other charges, plus net equity investments from the Bank to its DMCs.
Risk Management
The Risk Management Unit of the Treasurer’s Department was established in 1998. It is responsible for formulating and implementing the guidelines, procedures, and systems strategy necessary for treasury risk management. The division identifies, quantifies, and monitors market and credit risk exposure relating to treasury activities. In addition, it is responsible for reviewing the effectiveness of risk measurement techniques and introducing enhancements where appropriate. The division undertakes performance measurement and monitoring relative to benchmarks and oversees the selection and monitoring of external asset managers under both the External Asset Management Program and the Staff Retirement Plan.
Within ADB’s Private Sector Group, a Risk Management Unit was created, comprising two teams: a Credit Review Team responsible for the independent review of credit quality, risk, and implementation process of approved projects; and a Work Out Team responsible for managing impaired assets.
(See also Treasury Department; Exchange Risk Management; Financial Risk Management; and Risk Management Committee)
Risk Management Committee
ADB has established a Risk Management Committee (RMC) to oversee commercial and market risk management within the Treasurer’s Department. The RMC discusses and resolves issues arising from new policies and guidelines relating to risk management within the Treasurer’s Department. It reviews all new products, counterparties, and operations from a risk management perspective and resolves any issues relating to systems and procedures. The RMC reviews total risk exposure and establishes appropriate measures for managing this exposure. Finally, it provides a forum for discussing and assessing the external risk climate.
(See also Lending; Policy Agenda; Program Lending; Sector Development Program; and Sector Lending)
RMI
Marshall Islands, Republic of
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