Managing for Development Results at ADB

Results Matter October 2007

MfDR Country Case: Bangladesh
By Hua Du, Country Director, Bangladesh Resident Mission

At a primary school in Dinajpur. As the lead development partner (DP), ADB is supporting the Government in implementing the second Primary Education Development Program (PEDP-II) under a sector-wide approach supported by 10 other DPs

The 2003 country assistance program evaluation (CAPE) concluded that the Asian Development Bank (ADB) assistance in Bangladesh has been generally relevant and has contributed to development in several areas. The CAPE recommended that ADB focus interventions on fewer sectors to have greater impact on poverty reduction and development effectiveness. This could be achieved by focusing more attention on champions and by reducing support in sectors where performance has been poor, where the potential for catalyzing development impact is limited, or where ADB has no comparative advantage. In selecting sectors, the CAPE recommends that government commitment to reforms to improve sector efficiency should be a key criterion.

Joint Country Strategy
The results-based country strategy and program (CSP) for Bangladesh for 2006–2010 was a landmark harmonizing initiative developed jointly with the Department for International Development (DFID), the Government of Japan, and World Bank that together provide about 80% of all development assistance to the country. The CSP is fully aligned with the vision, strategies, and priorities of Bangladesh National Strategy for Accelerated Poverty Reduction. To contribute effectively to development results, ADB will (i) scale up its assistance in priority sectors, (ii) involve the private sector and civil society, (iii) build local capacity to govern and manage sector development, and (iv) improve portfolio performance. Under the CSP, ADB will play a leading role in supporting policy and institutional reforms in energy, transport, education, and integrated urban infrastructure. In other sectors such as agriculture, irrigation, and finance, ADB will play a supporting role. Joint country strategy collaboration has enabled ADB to strengthen engagement in railways, water supply and sanitation, and power where reforms are difficult but critical for accelerating economic growth and poverty reduction.

Implementing the results-based CSP jointly with other development partners has enhanced coordination and the effectiveness of policy dialogue with the Government in key sectors. CSP monitoring is focused on results, including providing specialized assistance to the Government in adopting MfDR. ADB is strengthening capacity in MfDR for four government agencies under a regional technical assistance project. Each agency has undergone an institutional readiness assessment for results-based management and will receive capacity building, including training of trainers and strengthening information systems for monitoring and evaluation.

Consultation with Civil Society Organizations
It is a well-established practice to consult civil society organizations (CSOs), along with other stakeholders, in the formulation of new projects. CSOs and nongovernment organizations (NGOs) are regularly engaged by executing agencies to implement specific activities like promoting community participation in project activities, training and awareness-raising, delivering primary health care services, or extending microcredit. The Bangladesh Resident Mission also conducts quarterly consultations with leading NGOs to exchange views on current socioeconomic development priorities and ADB’s operational activities in the country.

ADB makes use of the Government’s public financial management systems (budgeting, financial reporting, and auditing) in the implementation of all its assistance programs. Furthermore, all project management and implementation units are established within the Government’s existing organizations.

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