Managing for Development Results at ADB

Approved: 12 December 2006

Impact:
Strengthened capacity for informed policy making and monitoring with a particular focus on poverty, transparency, and accountability

• Capacity of Central Statistics Office enhanced to collect, analyze, and manage data relating to the Afghanistan National Development Strategy and poverty reduction strategy papers

• National accountability and transparency strategy/action plan developed through a participatory process
• GACAP II compliance via risk management in key ADB sectors

• Improved national capacity to analyze scope and nature of poverty

1. National poverty line established
2. Poverty assessment completed
3. Availability of new data for key indicators for ANDS

1. Good practices mainstreamed in the risk management plan for transport and in NACS
2. Risk management plans developed for transport, energy, and customs
3. National anticorruption strategy as
   part of ANDS completed
4. Completed corruption-related diagnostic work (in close coordination with World Bank)

1. Technical Advisory Group representing key stakeholders established and
   operational
2. Development of assessment methodology to capture key elements of poverty/human deprivation
3. Field-level implementation and analysis of assessment data
4. Preparation and dissemination of assessment findings

Impact:
Improved accountability and enhanced performance in delivering development programs toward poverty reduction

Outcome:
Improved organizational capacity of the Implementation, Monitoring and Evaluation Division (IMED) and Foreign Aided Projects Audit Directorate (FAPAD) through qualitative changes in their structure, functions, reporting relationships, and monitoring, evaluation, and audit capacity based on the principles of RBM

1. An agreed-upon strategic plan for IMED containing a well- defined institutional development action package in relation to its functions, staffing, structure, appropriate locus, and reporting relationships

2. A capacity needs assessment and implementation of a capacity development and training plan that will support the implementation of the IMED strategic plan

3. Enhancement of the IMED MIS into a web-based on-line M&E system linked to line ministries and EAs for data entry and utilization of information, within the framework of the Government’s comprehensive e-governance strategy

4. Implement a plan for enhancing FAPAD’s audit management

5. Recommendations prepared for subsequent support (investment and/or TA as required) to IMED and FAPAD

Approved: 12 December 2007

1. Finalized performance audit theories and best practices (PATP) for approval
2. Core group of auditors able to conduct, and train others to conduct, performance audits
3. Performance audit training curriculum finalized for approval and implementation
4. Knowledge products on specific techniques and approaches of performance audit

Impact:
Improved portfolio performance of ADB-financed projects in the PRC and optimized recycling of value additions to PRC’s public sector development

Outcome:
Strengthened capacity of EAs/IAs to plan, design, implement, manage, monitor, and operate ADB-financed loan projects

1. Well-defined functions, roles, and responsibilities of all stakeholders, particularly of EAs and IAs, identified in the project cycle
2. Training programs and training materials developed, and training workshops in project design, planning, implementation, and management conducted
3. Workshops conducted for selectively showcasing best examples of transfer, dissemination, and take-up of knowledge, technology, best practices and/or reform initiatives achieved through successful implementation of ADB-financed projects
4. Training programs for trainers developed, and a pool of trainers established

TA No. 4581
Developing a Results-Based National Monitoring and Evaluation System for Key Projects
[ PDF: 190KB | 17 pages ]

Approved: 21 April 2005
Closed: 26 Feb 2008

Completion Report

1. Submodule on developmental result indicators in the resultbased M&E system for national key projects
2. Staff members of project executing agencies, project implementation enterprises, and KPIOs (at all levels) trained in the use of the resultbased M&E system, particularly with respect to developmental result indicators and data collection

Impact:
Improved financial performance and corporate governance practices in state-owned enterprises in the PRC.

Outcome:
Strengthened enterprise performance evaluation system methodology by incorporating international practices on operational and financial performance analysis, and assessment of corporate governance norms, and the formulateion of efficient methods to link evaluation outcomes with appropriate incentives to enhance productivity.

1. Improved enterprise performance evaluation system
2. Corporate governance rating system
3. Recommendations to design sound incentive structures

TA No. 4801
Development of Monitoring and Evaluation Systems at the Local Level
[ PDF: 95KB | 13 pages ]

Approved: 16 June 2006

1. Approved and operative resultsfocused M&E indicators, methodology, and a participatory framework integrated into the national M&E system
2. Established and operational oblast monitoring centers (OMCs)
3. Government officials and other key stakeholders familiar with MfDR and M&E approaches and their application in planning, management, and monitoring

TA No. 4954
Lao People’s Democratic Republic: Improved Public
Financial Management Systems
[ PDF: 146KB | 19 pages ]

Approved: 26 July 2007

Impact:
Improved public financial accountability and transparency in support of the Government’s development and poverty reduction policy objectives

• Improved quality of reporting and internal control
• Improved effective state audit oversight of public finances and expenditures

1. In consideration of the 2006 Budget Law and the GFS-compatible chart of accounts, the following are implemented nationwide in line ministries and government agencies, provinces, and pilot districts: (i) a revised set of accounting regulations and procedures, and (ii) a retooled GFIS.
2. Inspection Department (MOF) mandate broadened to include the internal audit function.
3. Capacity building in the form of increased staff skills, increased computer equipment capacity, and increased use of automated database systems

1. Revised 5-year strategic plan, audit work programs, and operating manuals. New manuals developed to aide in implementation of performance, procurement, and budget audits.
2. Audit Law implementing decrees finalized for implementation.
3. Capacity building in the form of increased staff skills, increased computer equipment capacity, and knowledge of computeraided audit procedures.

1. Identification of key NGPES/Country Strategy and Program-related indicators relevant to Government needs and acceptable to ADB
2. Methodology for collecting, processing, and analyzing results-based indicators
3. Preparation of guidelines on monitoring development results
4. Capacity-building of planning and statistical agencies at central and local levels

Impact:
Operationalization of the broad Northern Region Development Strategy (NRDS) recommendations within the National Growth and Poverty Eradication Strategy/Socio-Economic Development Plan (SEDP) framework.

Outcome:
Alignment of SEDP’s prospective provincial investment programs with the NRDS, focusing on the prioritization of public expenditure programs to meet the local provincial needs and the overall budget constraints

1. Defining and application of the MfDR framework
2. Identification of particular provincial dynamics, and reflecting them in implementation of the NRDS through formulation of SEDP’s priority investment programs.

Impact:
Poverty reduction in the Lao People’s
Democratic Republic

Outcome:
Strengthened monitoring and evaluation capacity of government agencies such as the National Statistics Centre (NSC) to contribute towards improved poverty formulation that helps achieve poverty reduction.

1. Participatory poverty assessment (PPA) completed Assessment of poverty monitoring completed
2. Strategy at provincial level for poverty monitoring developed
3. Quantitative assessment of impact of infrastructure development and trade on poverty incidence completed

Approved: 25 May 2005

Impact:
To contribute effectively to the achievement of the long term development goals of Vision 2020 and the 7th National Development Plan (NDP) for Maldives.

• reduction of vulnerability and poverty;
• improving access to opportunities and services through regional development;
• achieving sustainable and equitable economic and social development through greater participation of all sectors of the society; and
• strengthening family values and national unity through investing in social, cultural and religious harmony.

1. Background study of work done on medium-term macroeconomic framework.
2. Background study of existing processes used by the Government to prepare medium-term expenditure framework (MTEF) with coherent prioritization of development aid projects supported by appropriate budgetary allocations in close collaboration with the World Bank.
3. Background assessment of existing monitoring and evaluation systems in the public sector, including proposals on how to address existing gaps if found.
4. In collaboration with the core ministries, produce medium-term sectoral road maps (accompanied by realistic goals and targets, as well as indicators of monitoring progress toward expected sectoral outcomes) for the development of the core sectors. Involve all other ministries in the process so that these road maps will serve as good practice models for the preparation of other sectoral road maps by the other ministries.
5. Review of progress made and achievements under the 6th NDP.
6. Provision of advice, needed background reports and technical support to the Government on preparing a results-based national development plan and assisting the Government in synthesizing the various inputs received from consultants, stakeholders, and other sources into a coherent national plan.
7. Conducting regional, in-country workshops that would enable ADB and the Government to communicate with the country stakeholders (various ministries, private sector businesses, nongovernment organizations, and other stakeholders) the objectives and the goal of the process of preparation of the 7th NDP and receive input for its design and separate workshops with the line ministries to present the findings of gender assessment and the MTEF.
8. Initiating gender-sensitive and genderresponsive approaches in all sectors and all stages of planning, implementation and monitoring.
9. Mainstreaming key crosscutting issues in the context of mainstreaming MDGs in the 7th NDP.

TA No. 4957
Mainstreaming Managing for Development Results in Investment Planning and Public Funds Management [ PDF: 320KB | 18 pages ]

Approved: 31 July 2007

1. MfDR-based public investment planning systems are developed and operational at MOF and concerned line ministries/agencies.
2. Institutional arrangements are made and human capacity is developed in MOF and selected line ministries to use MfDR approaches in investment planning and monitoring.
3. Knowledge gaps are suitably filled and investment planning is supported by related advisory services and analytical work.
4. Results-based optimal portfolio management strategy is established for public/social funds, with strengthened capacities of staff and progress in bonds market development.

TA No. 4905
Supporting the Preparation of the 3-Year Interim Development Plan
[ PDF: 147KB | 14 pages ]

Approved: December 2006

Impact:
Enhanced socioeconomic development, reconstruction, and rehabilitation

• Three-year interim development plan
• Nepal Development Forum (NDF) and strategy for a vision document

1. Medium-term public investment plan
2. Strategy for public intervention, including in reconstruction and rehabilitation
3. Approach paper for facilitating the NDF
4. Preparatory work for a long-term development vision document
5. Stakeholder consensus on priorities

1. Institutionalization of MfDR
2. Development of sectorspecific results framework
3. Strengthening of M&E system

Approved: 16 December 2005

Impact:
Efficient utilization of the Private Sector Development Programme, through proper monitoring and implementation of the RBM of project performance

Outcome:
Assist the Government in streamlining monitoring and evaluation by incorporating RBM modules in the project monitoring and evaluation system (PMES) and operationalizing the PMES along with the RBM modules

1. Training need assessment for PMES operationalization
2. Implementation of training to speed up the process
3. Support for operationalization via strengthening of Projects Wing, Federal Planning and Development Division, Economic Affairs Division, and Electronic Government Directorate

1. Development and incorporation of appropriate RBM modules
2. RBM of select projects

1. Review of RBM modules and incorporation of appropriate changes
2. Expansion of RBM to cover PSDPs in key sectors

Impact:
Improved development effectiveness, reduced transaction costs leading to higher levels of public investments, and poverty reduction through improved processing and implementation of development programs

• Part A. Sustainable implementation of the Paris Declaration at the country level
• Part B. Improved and harmonized Government and development partners procedures and guidelines for procurement, financial management, and audit
• Part C. Strengthened performance-based budgeting and increased capacities of the Department of Budget and Managment to mainstream performance-based budgeting processes (OPIF) and to facilitate processes to strengthen the performance orientation of selected OPIF agencies
• Part D. Streamlined and improved project processing procedures enhancing quality at entry of projects, especially in the areas of environment, gender, and land acquisition and resettlement

1. Government’s achievements on harmonization, harmonization action plan, and monitoring framework

1. Report on the rollout of generic procurement manuals and the professionalization program for procurement practitioners
2. Assessment of the compliance of the new government accounting system with international accounting standards

1. Training manuals for agencies; workshops on effectiveness and efficiency review and OPIF; manual on output-focused MFOs

1. Report on identifying the gap in the Environmental Impact Assessment between the Government and development partner systems; capacity building to the Environmental Management Bureau
2. Workshops and training on gender and development (GAD) guidelines; standardized manual in applying GAD guidelines in project preparation and evaluation
3. Report on proposed amendments to RA 8974, with explanations; draft IRR; advocacy plan for the amendments to RA 8974

Impact:
Enhanced capacity of national and local governments to manage provincial and local planning, budgeting and investment programming, thus providing better service delivery, and facilitating provincial and local economic development and poverty reduction.

Outcome:
Help the Government strengthen provincial planning and expenditure management by establishing an efficient provincial/ local planning, budgeting, revenue generation and investment programming/project evaluation framework.

1. Advocacy activities to improve appreciation and understanding among national and local government officials of the importance of medium term planning and its impacts on provincial development;
2. A new set of guidelines on planning, budgeting, investment programming/project evaluation, and revenue generation;
3. Capability-building programs on use of the planning guidelines;
4. Proposals to improve institutional linkages, administrative arrangements, and financial resources of the provinces for plan preparation, budgeting and investment programming

Approved: 05 December 2006

1. Increased domestic capacity to produce statistics
2. Increased demand for public policy debate
3. Conduct of regular policy discussions

Approved: 30 October 2007

1. Assessment of the results management capacity of the central Government
2. A complete PRS results and monitoring framework is in place
3. The PRS results framework is applied and tested in the central Government
4. Assessment of the initial application of the framework and proposal of refinements is based on the assessment

Impact:
Improved planning and utilization of public resources in the country

Outcome:
Improved effectiveness, efficiency, transparency, and accountability of the budget execution processes

1. Government financial management information system developed and operational
2. Treasury banking operations streamlined and consolidated
3. A central accounting system created, using a chart of accounts built to reflect the revised budget classification in line with International Monetary Fund’s Government Finance Statistics Manual 2001 and International Public Sector Accounting Standards
4. Steps undertaken for refining the Budget System Law and Treasury Law
5. Application of the revised budget classification in the preparation and execution of the budget

Impact:
Strengthened Government’s Official Development Assistance absorptive capacity

Outcome:
Improved performance of ADB’s portfolio

1. Simplified and decentralized Government’s approval procedures
2. Reduced start-up delays
3. Further harmonized the Government’s and donors’ procedures and requirements
4. Strengthened capacity of the line
   ministries and provinces to assume new responsibilities and requirements under the decentralization policy
5. Made contribution to CG meetings
6. Mobilized social support for public

Impact:
Strengthened capacity of Dak Nong province in socioeconomic development planning to improve poverty reduction and growth performance

• Adoption of CPRGS elements (participatory and bottom-up process, results-based approach, social inclusion, etc.) in local planning practices
• Improvement in business environment and proactive inward investment promotion activities
• Strengthened institutional capabilities to undertake policy analysis, sector studies, and resultsbased socioeconomic development planning and management

1. Training workshops for provincial-level government officials
2. Training modules, seminar proceedings, and guidelines on results-based and strategic socioeconomic development planning and management
3. Sector studies/Reviews on selected sectors (e.g., agriculture crop diversification, livestock, community development, investment promotion, etc.) and poverty analysis using 2004 household data
4. Competitive index of Dak Nong
5. Guide/brochure on investment opportunities in Dak Nong
6. Trade and investment meetings
7. Review of legal system at provincial level
8. Support in formulating and issuing good regulations for investment, planning, poverty reduction

• Introduction of results-based approach in development planning and development result indicators
• Enhanced capacity of government institutions and officials to develop more systematic mechanisms for monitoring of poverty reduction and growth

1. Identification of gaps in results-based poverty monitoring and assessment
2. A set of results indicators at aggregate, sector, and local levels, and thematic areas by refining and extending those already existing and developing new ones of internationally accepted standards
3. Methodology for collecting, processing, and analyzing results indicators for sectors and selected thematic areas, and project levels
4. Training of government officials on the concept and application of managing for development results
5. Guidelines on monitoring development results

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