Development Effectiveness Review 2009 Report

Date: April 2010
Type: Statutory Reports and Official Records
ADB funds and products; ADB administration and governance
Series: Development Effectiveness Review
ISBN: 978-971-561-894-6 (print)


ADB's third annual performance report by Management finds that ADB made good progress toward many of its Strategy 2020 targets, and notes that its reform measures are yielding results. It also highlights areas where ADB needs to improve its performance and what corrective measures it is implementing. The review analyzes performance at the four levels of ADB's results framework: Level 1: The development progress Asia and the Pacific is making, Level 2: ADB's own contribution to regional development Level 3: How well ADB is managing its operations, and Level 4: How effective ADB is as an organization. The review assesses ADB's performance in managing its entire operations, as well as its operations funded by its Asian Development Fund (ADF), its concessional financing window. Summary At Level 1, the review assessed only development outcomes preceding the 2008 global economic crisis, as there is insufficient current data on poverty to properly analyze the impact of the crisis in 2009. While there was some progress in reducing income poverty, there was too little improvement in the performance of most of the non-income poverty indicators. This suggests it is unlikely that the non-income Millennium Development Goal targets will be met in 2015. Outcome indicators for growth, regional cooperation and integration, basic infrastructure, and governance showed satisfactory progress. ADB continued to make progress toward achieving many of its targets for Levels 2 and 3, but progress toward achieving Level 4 indicators deteriorated. The review also revealed a downward trend in project quality indicators (the success rates of completed investment and technical assistance operations). This underscores the need to pay more attention to operational quality and to ensure that adequate staff resources are allocated to support these efforts. During 2009, Management responded to performance issues identified in earlier reviews, including the need for expanding its operations that support gender mainstreaming, boosting staff resources and administrative budget, and streamlining business processes. In the light of the findings of the 2009 review, Management is introducing additional measures to improve performance. The DEfR process has generated valuable assessments that increasingly drive decision-making at ADB. To improve results management at ADB, Management will recommend further refinements to the results framework in 2010.