Reform Agenda

Managing for Development Results

No organization can effectively change without strong leadership. ADB Management adopted the managing for development results (MfDR) initiative in 2004 and has since introduced numerous measures to mainstream MfDR concepts into all operations.

In 2004, ADB introduced a results framework into the design and implementation of country partnership strategies (CPSs) [ PDF ], formerly known as country strategies and programs.

In the 14 results-based CPSs that have been developed, ADB interventions—loan, technical assistance, policy dialogue, knowledge transfer, capacity and institution building, etc.—are linked to the outcomes of the national development strategy, delineating ADB's role in the development partnership. This enables ADB to assess its development impact more accurately.

Since 2005, Management has assessed ADB's overall development effectiveness based on a results-based annual poverty reduction report [ PDF ]. The report reviews ADB's progress in supporting poverty reduction and achieving the Millennium Development Goals, providing a solid basis for determining the actions needed to improve performance. Management also has begun overseeing the implementation of the work program and budget framework [ PDF ] on a results basis, using performance indicators.

In 2006, ADB conducted results-based country performance review missions in Bangladesh, Kyrgyz Republic, and Nepal. Similar review missions were also carried out for India and Sri Lanka in 2007. These review missions have been used to monitor and assess not only portfolio performance but also progress on development results in relation to country and sector results frameworks of the CPS.

Throughout the institution, results-based departmental work plans are in place. These are monitored regularly to ensure timely decisions on issues. All regional departments now have dedicated MfDR staff and teams, and have strengthened results orientation in various ways.

These departments have

• adopted performance management tools to support the management information system in tracking operations and the budget
• introduced early warning alerts for lagging projects through more frequent portfolio performance meetings to enable timely decision making
• reinforced a project performance management system and portfolio management action plans

The sharper results orientation has increased attention to operational quality at entry. All operations departments have reinforced their quality assurance mechanisms. Project concept papers, which had been separated from country strategy documents since 2006, have become a vital entry point for quality in all departments. In 2006, ADB completed an assessment of the quality at entry of CPSs and projects, and adopted criteria to judge their quality at entry and enable more systematic tracking of quality.

While improving ADB's performance is important, it is equally essential that the developing member countries (DMCs) focus on results. To help DMCs improve their ability to implement MfDR, ADB has

• sponsored 19 MfDR technical assistance projects in 15 DMCs to support results-based development planning
• trained almost 500 executing agency staff from 22 DMCs and about 140 facilitators on results techniques at the project level
• established a community of practice on MfDR, comprising more than 80 active members from 18 DMC governments, development partners, private sector, and civil society organizations to build sustainable partnerships and networks in participating DMCs

ADB continued to be a lead member of the emerging global partnership on MfDR, in particular by cochairing the MfDR Joint Venture of the Organisation for Economic Co-operation and Development–Development Assistance Committee Working Party on Development Effectiveness; contributing to the annual editions of the Common Performance Assessment System of multilateral development banks; cosponsoring the Third International Roundtable on MfDR (Ha Noi, Viet Nam, February 2007); and actively sharing knowledge of and experience in MfDR with other multilateral development banks.

The preliminary assessment of MfDR by the Operations Evaluation Department concluded that, while further progress is needed to achieve full implementation, ADB is progressing at a rate comparable to other multilateral development banks.

View more initiatives under Mainstreamed Managing for Development Results.

See also:

Websites

• Managing for Development Results at ADB
• Aid Effectiveness

Reports

• Asian Development Fund - Results Reporting and Management (ADF Donor's Meeting, Madrid, 1-2 May 2008) [ PDF: 257kb | 30 pages ]
• Development Effectiveness of ADF and ADB's Results Framework (ADF Donors' Meeting, Manila, 13-14 March 2008) [ PDF: 127kb | 21 pages ]
• Evaluation on Managing for Development Results in the Asian Development Bank: A Preliminary Assessment
• Managing for Development Results in ADB: Semi-Annual Progress Report to DEC, 22 November 2007 [ PDF: 295kb | 27 pages ]