Managing for Development Results at ADB

Action Plan on Managing for Development Results

IV. The Revised Action Plan

A. Pillar 1: Support DMC Capacity to Manage for Development Results[15]

1. Intended Outcome: Increased Understanding and Use of Results Management in DMCs

(i) Continue to Use the CPS as the Primary Entry Point for MfDR Capacity Development

30. As an essential part of the RB-CPS process, regional departments, particularly through resident missions, will assess the MfDR capacity of the concerned DMC in conjunction with governance and public sector management assessments. 16 Each RB-CPS will analyze the findings of this assessment, indicate how the DMC will manage country priorities for development results, and explain the steps to be taken by the DMC, ADB, and any other stakeholders to rectify any shortcomings in the ability of the DMC to help manage the program for development results.

(ii) Integrate MfDR Capacity Development Innovations with Operations

31. On the basis of long-term perspectives17 and ADB's policies on capacity development, the regional department concerned will specify the assistance, if any, to be provided to the DMC, in coordination with other development partners, to support sector governance and results-based national development planning. This is in line with the Paris Declaration. Regional departments will lead these MfDR capacity-development efforts in DMCs in coordination with related initiatives, including ADB's capacity development task force (Regional and Sustainable Development Department) and capacity development for DMFs (COSO), and ADB's new approach to statistical capacity building initiated by Economics and Research Department (ERD). They will provide capacity-development technical assistance, including technical assistance financed by the MfDR Cooperation Fund and linked to ADB operations, in close coordination with other development partners, for results-based management and improvements in statistical capacity and in the measurement, monitoring, and reporting of results.

(iii) Strengthen DMCs’ Capacity through CoP-MfDR

32. SPRU is facilitating the pilot CoP-MfDR for results management practitioners in the Asia Pacific Region, which was launched in March 2006. The CoP-MfDR is a self-help vehicle to strengthen the MfDR capacity of DMC practitioners. Subject to a successful pilot phase, the CoP-MfDR will be managed by ADB over 3 years in a phased manner, building on the experience of the pilot test and value added from each preceding phase, to facilitate practical learning among selected MfDR practitioners from DMCs. It will be designed and managed to assist the DMCs and to double the number of DMC participants by 2008 as the value of the community is demonstrated. Figure 2 depicts the CoP-MfDR expanding over time.
    
    

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