Manage4Results Email Newsletter Archives
Issue 21 • November 2008
Curriculum for Managing
for Development Results
MfDR offers an excellent incentive for best practice in development effectiveness.
The MfDR Curriculum at ADB targets different audiences. MfDR involves
rank and file staff who need to learn how to manage projects for results,
staff performing country programming--the centerpiece of ADB's MfDR action
plan and broader agenda--and directors and senior managers who will mainstream
MfDR and manage increasing workloads.
See Also:
> ADB's Results Orientation
Institutional effectiveness is the second pillar of the ADB Action Plan
on MfDR.To better assist its developing member countries fulfill their
development goals, ADB is strengthening its own capacity to manage for
development results.
> Learning Events for ADB Staff
In all its learning initiatives, ADB seeks to build on the experiences
of other development institutions by inviting their participation in
ADB events and, by advising staff about available MfDR tools and publications.
Good Practice Standards in
Country Strategy and Program Evaluations
The study, commissioned by the Evaluation Cooperation Group of which ADB
is a part, identifies good practice standards for country stategy and
program evaluations. The MDBs are encouraged to draw on the GPSs to improve
evaluation methodologies and comparability in their CSPEs as well as to
foster harmonization and partnership across MDBs. As suggested by the
study, a benchmarking exercise should be conducted in 2010. This will
provide sufficient time for the MDBs to report to their Boards on the
adoption of the GPSs and to update their CSPE guidelines where required.
Evaluation Study on the
Project Performance and the Project Cycle
ADB's Operations Evaluation Department conducted this study to better
understand why problems of project performance and project quality continue
to occur in ADB projects despite a general trend to higher numbers of
projects being rated successful or better over the past few years. This
evaluation was also a response to the recommendation in the 2006 Annual
Evaluation Review that OED identify factors that influence project success
and, ultimately, country outcomes.
Mongolia
Country Assistance Program Evaluation: From Transition to Takeoff
This update to the findings of the 2002 country assistance program evaluation
for Mongolia assesses the performance of ADB strategies and assistance
programs in the country during 1997–2007. It aims to identify key
lessons and recommendations to provide inputs to the preparation of a
new country partnership strategy for Mongolia.
Most Visited Sections of MfDR at ADB.org
Country Spotlight:
Bhutan
Ending its self-imposed isolation in the 1960s, Bhutan’s development
activities date back only about 20 years. Nonetheless, it has embarked
on a far-reaching development strategy based on the goal of boosting gross
national happiness—a holistic concept combining material well-being
with an individual’s spiritual, emotional, and cultural well-being.
ADB lending operations in Bhutan started in 1983. Bank assistance in
key sectors has contributed to steady achievements, particularly in transport,
power, and urban infrastructure, where it is the lead development partner.
The May 2005 Bhutan country assistance program evaluation notes that success
is greatest and sustained the longest when ADB maintains long-term sector
involvement combined with capacity-building programs and investment support.
Featured MfDR Tool:
Balanced Scorecard for State-Owned Enterprises
This book provides analytical guidance based on international best practices
in state-owned enterprise performance management and corporate governance.
In short, the book contains a road map for governments to use the balanced
scorecard to better manage their public sector organizations. Governments
around the world are fiduciary owners of billions of dollars of equity
capital. Often, especially in transition economies, governments hold majority
ownership of their country’s largest enterprises. However, the civil
service employees that are designated as caretakers of these government-controlled
corporations typically have little experience or training in portfolio
management, enterprise performance measurement, or strategic management.
>>See other
MfDR tools
About the newsletter:
Manage4Results is published by the Results Management Unit of the Asian
Development Bank. To subscribe/unsusbscribe or to give feedback about
this newsletter, please send an email to manage4results@adb.org.
Are you doing anything in MfDR that you would like featured in this newsletter?
Send an email to Josie Balane (jbalane@adb.org)
with more information about your work.
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