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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

Appendix 1: Results Framework for the Revised Action Plan (2006-2008)

Progress will be reported to Management Committee and Development Effectiveness Committee

Table A1.1: Pillar 1—Support DMC Capacity to Manage for Development Results

Outcomes Performance Indicators Key Initiatives Contributing to Outcomes Responsibility
1.1 Increased understanding and use of results management in DMCs
  • Number of DMCs receiving ADB technical assistance to strengthen MfDR capacities and systems

Baseline 2005: 6 DMCs (PRC, MLD, VIE, LAO, PHI, PAK)
2008 target: 15 DMCs

Initiation of country-level dialogue on MfDR capacities and systems in conjunction with RB-CPS processes

RDs, with SPRU assistance

Processing and administration of MfDR-focused capacity development TAs, including capacity development under the Statistical Capacity Building initiative RDs, ERD
Administration of the MfDR Cooperation Fund and reporting on lessons learned RDs (SPRU as secretary)
  • Number of results management practitioners actively participating in the Community of Practice on MfDR

Baseline 2006: 25
2008 target: 50 (double)

Facilitation and management of the Community of Practice on MfDR

SPRU, with RDs/RMs

Engagement of DMC officials in results management learning events and workshops, including RETA to support results-based project design and management, and ADB/ADBI course on resultsbased management; by December 2007, at least 250 executing agencies (about 80% of all executing agencies) have participated in an induction workshop on results-focused performance management).
COSO, ADBI, SPRU, BPHR

Table A1.2: Pillar 2—Enhance ADB’s Results Orientation and Institutional Effectiveness

Outcomes Performance Indicators Key Inititatives Contributing to Outcomes Responsibilt
2.1 Improved quality of RBCPSs
  • Number of DMCs with formulated RB-CPS

Baseline 2005: 5 DMCs (NEP, UZB, PHI, BAN, BHU) 2008 target: All DMCs for which CPSs are programmed

Revision of RB-CPS business processes by end 2006, including stocktaking of RB-CSP process, retrospective assessment of quality, and preparation of staff guidelines SPRU/SPMS/ RSDD
Piloting in 2006, and eventually mainstreaming, of CPS completion reports by 2007 RDs, with SPRU assistance
Strengthening of linkage of CPRMs with CPS preparation and monitoring RDs, with COSO/ SPRU assistance
Development of CPS quality assurance mechanisms SPD, RDs, RSDD
2.2 Improved results-focus at project level
  • Percentage of project Design and Monitoring Frameworks (DMFs) summary outcome statement rated satisfactory or better by OED

Baseline 2006 (for 2005 projects and TAs): 79% for projects, 60% for ADTAs
2008 target (for 2007 projects and TAs): 85% for projects, 75% for ADTAs

Strengthening of quality assurance mechanisms developed at the departmental level RDs, COSO, with guidance from Management
  • Percentage of public sector loan projects “at risk”

Baseline 2005: 18% for program loans, 14% for project loans
2008 target: 11% for program loans, 8% for project loans

Implementation of the Action Plan to Improve Loan and TA Performance RDs, with guidance from Management
2.3 Institutionalized results reporting in ADB corporate management systems
  • Number of progress reports on MfDR submitted and accepted by the Management Committee

Baseline 2005: 1 2006–2008 target: regular semi-annual reports

  • Number of meetings development effectiveness chaired by vice presidents discuss ADB’s results agenda and development effectiveness issues

2006–2008 target: semiannual meetings

Regular reporting on the implementation/ management of Poverty Reduction Strategy, MTS II, Work Program and Budget Framework (WPBF), Reform Agenda, and Innovation and Efficiency Initiative (IEI)

SPD, BPMSD, MD, RSDD, RDs
Introduction of ADF monitoring and reporting for the ADF IX midterm review in 2006 SPD
Review of corporate planning and budgeting processes by end-2006, including corporate-level performance management system SPRU/SPMS/ BPBM, with selected departments
Continued implementation and improvement of Performance and Development Plan (PDP) BPMSD/BPHR
Evaluation of MfDR by OED, including effectiveness of mainstreaming of MfDR (2007); effectiveness of project operations, quality control systems and processes (2007); interim evaluation of the results of the IEI (2008) OED
2.4 Increased staff knowledge of MfDR
  • Improved quality of results-orientation of CPSs (according to OED MfDR evaluation in 2007)
  • Improved results orientation of DMF (according to OED evaluation)
Introduction of results management modules in BPHR management training programs for director level and above in 2006; all concerned DGs, directors, and CDs have gone through MfDR learning programs by 2007 BPHR, with assistance of SPRU
Development of learning initiatives in CPS formulation and implementation monitoring in 2006; by 2007, all CPS team leaders will have gone through RB-CPS learning program; by 2007, all project team leaders and RM staff will have gone through MfDR learning program BPHR, with assistance of SPRU
Development of learning initiatives in project design and management, through implementation of the Project Performance Management System (PPMS) and other relevant initiatives: by 2007, all project staff will have gone through PPMS learning program BPHR, with assistance of COSO
Continued improvement of the learning components of the PDP BPHR
Improved internal communication on the results agenda, through publication of newsletters and good practices sourcebook, Web site maintenance, and other means SPRU/DER
Conduct of RM policy review, which will start in 2006 and address the increasing role of RMs in adoption of MfDR techniques BPMSD/SPD

Table A1.3: Pillar 3—Maintain Effective Results Partnerships

Outcomes Peformance Indicators Key Initiatives Contributing to Outcomes Responsibility
3.1 Increased contribution of ADB to support MfDR knowledge sharing and harmonization efforts, particularly through collective reporting initiatives
  • Number of ADB’s MfDR publications produced annually and posted on the ADB Web site

Baseline 2005: 13 publications (including newsletters, RB-CSP practice note and interim guidelines, independent assessment of MfDR at ADB, PPMS guide )

2006–2008 target: 15 publications annually (bimonthly newsletter, annual COMPAS reports, annual MfDR-CF progress reports, others).

Contributions to the Global Monitoring Report, the MfDR Sourcebook and other joint publications, including the MDBs’ Common Performance Assessment System (COMPAS) SPD/SPRU, with RDs
Continued participation in the MDB Working Group on Results and the OECD-DAC Joint Venture on MfDR SPD/SPRU
ADB participation in international MfDR roundtables, conferences, senior MDB staff meetings, and other events President, VPs, SPD, selected senior staff

 

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