Managing for Development Results at ADB

1. Four subregional workshops that will allow DMCs to provide to the HLF-3 an Asia and Pacific region perspective and input
2. A website for posting comments and proposals regarding aid effectiveness as run-up to the HLF-3
3. A single document consolidating all inputs from subregional workshops and website to provide a regional perspective to be tabled and facilitate discussions at the HLF- 3
4. Participation of DMCs at the HLF-3, including the roundtable meetings, ministerial-level sessions, and marketplace

TA No. 6436
Results-Based Project Management for Pacific Developing Member Countries
[ PDF: 83 KB | 16 pages ]

Approved:
7 January 2008

Impact:
Attainment of development results at sector level

Outcome:
MfDR-based project management for ADB-funded Projects

1. Pacific developing member countries and ADB have an understanding of country readiness and capacities, and binding constraints for mainstreaming MfDR approaches throughout the planning cycle.
2. Selected Pacific developing member countries upgrade national procurement procedures to international, ADB standard.
3. Project management units mainstream MfDR processes Senior Pacific developing member country officials are knowledgeable of project preparation procedures and opportunities to ensure project contributes to national objectives.
4. Efficient ADB project implementation, with support of user-friendly and practical guides and project management tools

TA. No. 6414
Support for Results-Based Management in the Pacific
[ PDF: 123KB | 13 pages ]

Approved:
7 November 2007

Impact:
Improved management for development results in selected PDMCs

Outcome:
Economic and social planning and policy
decisions informed by statistical information

Subproject 1

1. Stocktaking of capabilities in PDMCs to generate economic & social statistics
2. Strategy for upgrading statistical information databases in the region
3. Strategy for strengthening the preparation of economic & social statistical information

Subproject 2

1. Completed HIES in selected PDMCs
2. Completed DHS in selected PDMCs

Subproject 3

1. Assistance to PDMCs in implementing national statistics
   plans
2. Promotion of linkages between relevant statistics and planning
   organizations.
3. Promotion of the use of economic & social statistics in national planning and policy development.
4. Capacity for the use of economic & social statistics in managing for development results built at the ministry CEO and ministerial levels.

Impact:
Higher efficiency and effectiveness in public sector service provision, leading to poverty reduction

Outcome:
Improved ranges of skills, resources, systems, and attitudes for performance--in the evaluation agencies targeted--of results-based M&E of country partnership strategies, sector strategies, policies, programs, and projects in GMS developing member countries (DMCs)

1. Proficiency in monitoring and evaluation will be raised.
2. Research and special studies on valuation capacity development will be conducted.
3. Knowledge sharing and learning for monitoring and evaluation will be boosted.

Impact:
Government agencies of DMCs deliver programs and services more effectively

1. Selected EAs familiar with RBM approaches and systems and their application in project design and management.
2. Pools of local facilitators in selected DMCs are available to support results-based approaches and systems in EAs for project design and monitoring.
3. Innovative training tools in results-focused project design, management, and monitoring are developed and disseminated.

See above

See above, and

Results-focused, client-led organizational development approach to capacity building of EAs has been successfully piloted and is ready for replication.

Approved:
20 December 2006

Impact:
A broader and more rigorous implementation of the results agenda in
developing countries in the Asia and Pacific region

• Improved demand and capacity for MfDR in DMCs
• Increased MfDR knowledge captured and disseminated
• Established results-based M&E system in DMCs for ADB’s country partnership strategy to align with
• Demonstration effect of the CoP-MfDR as an innovative approach to the international development community

1. Sustained and broadened CoP-MfDR
2. Established country based CoP-MfDR
3. CoP publications on MfDR in the Asia and Pacific region context and CoP contribution to the MfDR
   Sourcebook
4. Regional training hub in results-based M&E system

See:
http://cop-mfdr.adb.org

Impact:
Enhanced demand and capacities in results management among DMCs

Outcome:
Improved understanding and implementation of results management at the DMC level

A network of results management practitioners among DMCs

See:
http://cop-mfdr.adb.org

TA No. 6326
Small-scale Technical Assistance for the Third International Roundtable on MfDR

Approved:
17 July 2006

Impact:
Enhanced effectiveness of development financing in ADB's DMCs

Outcome:
Development of DMCs' capacity to manage for outcomes

1. Participation of selected DMC representatives at the Roundtable
2. Capacity assessment tool (to be developed in conjunction with other partner agencies)
3. Papers on emerging good practices in DMCs (in addition to the cases included in the MfDR Sourcebook*)
4. Discussion on funding issues relating to capacity development
5. Roundtable proceedings including MfDR progress report

Impact:
Holistic poverty reduction occurs in the DMCs

Outcome:
DMCs adopt MfDR as a public
sector management practice

• DMC governments
  notification and guidelines
  MfDR to all line ministries.
• Budget preparation
  ministry initiatives
  performance

1. MfDR readiness assessment and mapping of existing systems and activities.
2. MfDR strategy and implementation plans
3. MfDR mainstreamed under ADBfinanced pilot

Supplementary Funding for TA No. 6306
Mainstreaming Managing for Development Results in Support of Poverty Reduction in South Asia

Approved:
15 December 2006

1. A formal and quantitative impact evaluation and monitoring framework for the GMS Program established
2. Work programs of GMS Program institutional structures focused on a clear and manageable set of priorities.
3. GMS Program capacity for rapid assessment and timely response to emerging and unforeseeable subregional developments and issues strengthened
4. Sectors projects with greatest potential for private sector investment identified and major constraints to such investment identified and approaches to addressing them proposed
5. Initiatives of development partners to support the GMS Program mobilized and coordinated effectively
6. Coordination capacity of the GMS national secretariats enhanced
7. Information dissemination services system improved and well managed

• Greater decentralization and performance focus in sector road maps and local government strategic and financing plans. Use of such plans reflected in sector and local government budget planning and implementation by December 2006
• Increased ability of social sector and local government agencies to cooperate and learn from each other (both within and across the three countries) by October 2006

1. MfDR and decentralization assessment instruments are developed by mid-2005 and applied by December 2005.
2. Decentralization assessments, stakeholder analysis, and case studies completed in the three countries by February 2006 and implemented by June 2006.
3. Action plan for dissemination of materials developed by July 2006 and implemented by October 2006

See:

• Capacity Development for Results Based Management

Impact:
Increased transparency of qualitative and quantitative aspects of private sector development (PSD) / development impacts in projects

Outcome:
PSD/development identification and impact assessment tools applied in ADB-financed projects in DMCs

1. PSD criteria, checklists, scorecards, and performance indicators and benchmarks
2. Application manual, including guidelines for setting performance targets
3. Capacity building program Implementation plan for
4. Web content, training CD-ROM and publication

Impact:
Selected sector organizations adopt sectorwide approaches fully incorporating RBM methodology Performance measurement using RBM adopted by ADB

• Increased understanding and practice of the sectorwide approach using RBM methodology, within selected sector divisions, RMs, and DMCs
• A monitoring and reporting system tested and in place that facilitates the specification and tracking of results chain achievements and their reporting by RMs, sector divisions, and sector committees

1. Sector roadmaps designed by each sector agency in the pilot DMCs developed
2. Workshops completed on RBM and the sector approach for mission leaders of each sector division
3. Guidelines and indicators for sector results chain selected by ADB pilot sector committees

See:

• Results-Based Management in the Education Sector
• Results Based Management: Supporting a Sector Approach

1. 2 RBM in-country workshops
2. RBM case studies/RBM Roadmaps in Education Sector
3. RBM information booklets and websites

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