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Managing for Development Results at ADB

Home : Topics : Managing for Development Results at ADB : MfDR Action Plan : Implementation and Monitoring

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Action Plan on Managing for Development Results (2009-2011)

Appendix 1: Monitoring Framework

Key Results Areas and Outcomes Outcome Indicators Outputs Timeframe Responsibility (Support)
A. Improved Support for DMC Capacity on Managing for Development Results
A1. ADB support for country capacity building on MfDR better targeted, coordinated, and more effectively delivered

Indicator 11 of Paris Declaration (increase in the number of DMCs with monitorable results frameworks from 2006)

% of MfDR TA projects rated satisfactory in TCRs (at least 75%)

DMCs' applying the knowledge gained from CoP-MfDR (at least 80%)

A more strategic, coordinated approach to capacity building in DMCs designed and implemented, and adequate financial resources available to sustain ADB's MfDR capacity building program in DMCs

2009 (approach developed);

2010-2011 (approach implemented)

SPRU (RDs, OCO)
Asian CoP-MfDR operations reviewed and the recommendations implemented 2010 SPRU (RDs)
B. Increased ADB's Results Orientation in Managing Operations and Organization
B1. Improved results orientation in designing, monitoring, and evaluating CPSs and country programs Overall quality-at-entry (QAE) rating of CPS results framework and performance indicators (improvement from 2008 QAE rating) % of CPSs for which a results monitoring plan has been prepared during processing (100% of CPSs endorsed) % of CPRMs that report progress on country results (100% of CPRMs conducted) Number of new country briefs completed (increase from two prototypes) Improved approaches and tools for country result monitoring, evaluation, and management. Possible changes to CPS processes, formats, guidelines, and relevant project administration instructions. QI 2010 SPRU (RDs, COSO)
Selected output indicators in the ADB corporate results framework systematically integrated in country and sector results monitoring QIV 2009 (guidelines issued) SPRU (RDs, RSDD, COSO, sector committees)
Country development effectiveness briefs (country briefs) guidelines and prototypes completed QIV 2009 Working group on country briefs
Country briefs prepared for selected DMCs and disseminated Starting 2010 RDs (DER, SPRU)
Actions to improve staff incentives at field level for CPS M&E reviewed QIV 2009 SPRU (BPHR)
B2. Improved results focus in project design, implementation, monitoring and evaluation QAE rating of DMFs of projects and TA (improvement from 2008 QAE rating) % of PCRs and TCRs rated satisfactory (improvement from average level in 2006-2008) Improved project quality assurance mechanisms within operations departments. Good practices and a checklist on quality-at-entry of projects recommended by PPMS working group for adoption by departments. 2009
COSO (RDs)
Guidelines issued on the alignment of project DMF with the ADB corporate results framework (selected sector output indicators) QIV 2009
SPRU and COSO in coordination with P3M working group
Increased number of ADB and executing agency staff trained on project implementation planning. At least 85% of staff in RDs, PSOD, and resident missions trained to develop sound and monitorable DMFs and to monitor project implementation. 2009, 2010, 2011
COSO (RDs, PSOD)
P3M project becomes operational QIV 2009
P3M working group
B3. Institutionalized results-based management in ADB Staff perception ratings on leadership, change management, culture, systems and processes, and human resource practices (improvement from results of IED 2007 survey) DEfR findings used as inputs to Work Program and Budget Framework (WPBF) starting in 2009 (clear linkages based on qualitative assessment) ADB management and senior staff regularly monitor and evaluate results performance and decide on actions Continuous Management, SPD/SPRU, RDs, BPMSD
Results dashboard developed and accessible to management and staff, and maintained QIII 2009 (dashboard launched); Continuous (dashboard maintained)
SPRU (RDs, OIST)
DEfR findings and actions reflected in ADB WPBF Every year
BPMSD and SPD
Staff performance metrics aligned with the corporate results framework QIV 2009
BPHR and SPRU
ADB corporate results management system refined continuously, based on experience and good practices
Continuous

SPRU
The system and its effectiveness independently reviewed by IED 2011 IED
B4. Improved
awareness and
increased staff skills
on MfDR
Staff perception ratings on awareness on MfDR (improvement from results of IED 2007 survey)

Post-training feedback from BPHR
(satisfactory or better)

Communication plan for MfDR developed and implemented QIV 2009 (plan
developed);
2010-2011
(plan implemented)
SPRU (RDs, DER)

MfDR Curriculum updated

Continuous SPRU (BPHR)
C. Effective Partnerships in Global and Regional Forums on MfDR
C1. Sustained ADB
collaboration with
development
partners for MfDR
knowledge sharing
Contributions by ADB and the Asian
CoP-MfDR members consistently
reflected in global and regional
initiatives (based on qualitative
assessment)
ADB and Asian CoP-MfDR members participate in regional and global partnership initiatives Continuous SPRU (RDs, IED)
Contribution to OECD-DAC Cluster E on MfDR and MDB Working Group on MfDR, including contribution to COMPAS
Continuous SPRU (RDs, IED,
PSOD, COSO,
SPPI)
MfDR publications produced and/or posted on the web (at least 15 per year) Continuous SPRU (RDs, DER)

ADB = Asian Development Bank; BPHR = Human Resources Division; BPMSD = Budget, Personnel, and Management Systems Department; COMPAS = common performance assessment system; CoP-MfDR = Community of Practice on Managing for Development Results; COSO = Central Operations Services Office; CPRM = country portfolio review mission; CPS = country partnership strategy; DEfR = development effectiveness review; DER = Department of External Relations, DMC = developing member country; DMF = design and monitoring framework; IED = Independent Evaluation Department; M&E = monitoring and evaluation; MDB = multilateral development bank; MfDR = managing for development results; OCO = Office of Cofinancing Operations; OECD-DAC = Organisation for Economic Cooperation and Development-Development Assistance Committee; OIST = Office of Information Systems and Technology; P3M = project processing and portfolio management; PCR = project completion report; PPMS = project performance management system; Q = quarter; QAE = quality at entry; RD = regional department; SPD = Strategy and Policy Department; SPPI= SPD Strategy, Policy and Interagency Relations Division; SPRU = SPD Results Management Unit; TA = technical assistance; TCR = technical assistance completion report; WPBF = work plan and budget framework.

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