Description

The Asian Development Bank Institute (ADBI) commenced operations in Tokyo, Japan, following an inaugural meeting on 10 December 1997, as a subsidiary body of the Asian Development Bank to contribute to the development of Asia and within the purview of ADB’s functions and directions. ADBI’s strategic vision is to become a “leader in creating and sharing knowledge on economic development in the Asia and Pacific region.” The objectives of ADBI are to (i) identify effective development strategies, and (ii) improve the capacity for sound development of the agencies and organizations in ADB's developing member countries (DMCs). ADBI has been conducting research and capacity building and training activities that “contribute to ADB's overarching objective of poverty reduction by looking ahead to the next 10-20 years and focusing on the region's medium- to long-term development issues of strategic importance.”

This special evaluation study examines the performance of ADBI thus far and draws strategic lessons for the future. The evaluation covered three key knowledge products and activities of ADBI - (i) research products; (ii) capacity building and training activities; and (iii) outreach and knowledge management program.

Overall Assessment

Taking into account ADBI's performance in the context of research, capacity building and training and outreach and knowledge management program - based on relevance, effectiveness and usefulness - the overall performance of ADBI is rated successful.

The evaluation of the research function showed that overall, ADBI's research function is relevant to the topics it researches, effective in providing quality information to the DMCs, and moderately useful in terms of utilization. In terms of the performance of the ADBI's capacity building and training activities, the program has been successful. Overall ratings for capacity building and training courses for both face-to-face and distance learning courses are relevant, effective, and moderately useful. The capacity building and training program was also found to be valuable in disseminating quality theoretical knowledge from well-qualified international speakers. In terms of outreach and knowledge management functions, it is assessed as highly relevant, effective, and useful. Outreach and knowledge management can be strengthened by increased interaction between the ADBI research and capacity building and training functions.

Lessons

• The deanship has been a crucial factor in the performance of ADBI and has also influenced ADBI's relationships with its advisory council, ADB headquarters, and external knowledge partners. Factors that should go into the selection of the dean can be carefully noted. In addition, the new and effective approaches developed in recent years can be institutionalized such that they can continue irrespective of who is at the helm.
• Periodic self-assessment is imperative. Many midcourse corrections could have been made to sharpen ADBI's knowledge products and services through self-assessment. A well-formulated vision and mission statement is an important foundation for defining the direction of ADBI. The vision and mission need to take into account the strategies and operations of ADB, the region's social and economic structure and institutions, the overall global environment, and the views of regional constituencies that eventually map out their policies and programs.
• Because of its location and geographic advantages, institutional partnering with Japan-based partners is stronger than with DMC-based partners. Most Japan-based organizations that are ADBI partners have clear and deep roots in relation to ADBI, and their collaboration with ADBI has been on a regular basis. ADBI's network could be strengthened by having more formal institutional links and networks based on a partnership framework.
• A clear, long-term, strategic approach of selecting training themes would increase the likelihood that capacity building and training courses will contribute in a sustainable manner to the capacity of DMC institutions.
• A more structured consultative process with top-level DMC officials could produce a capacity building and training plan that is more responsive and tailored to specific DMC development needs.
• As ADBI puts more importance on the policy dialogue seminar under the capacity building and training program, courses should be meant for senior-level and top-end of mid-level policy makers.

Recommendations

• Facilitate institutional changes with the involvement of ADB headquarters' knowledge and regional departments to improve the effectiveness of ADBI's knowledge products, further strengthen its links with ADB, and increase its impact on the development directions of the DMCs.
• Strengthen the quality of research products, including theoretical and conceptual underpinnings and rigorous evidence of research, to an extent that can guide DMC policy makers to formulate appropriate policies.
• Align the capacity building and training program with ADBI's strategic vision of knowledge dissemination to senior-level and top-end of middle-level policy makers, with particular focus on strategic regional issues, and consider a more programmatic approach of long-term strategic partnerships with a small number of selected DMC-based institutions.
• Take strategic steps to increase ADBI's visibility in the Asia and Pacific region, considering multidimensional improvements to reach a wider audience.

Contents

• Executive Summary
• Introduction
• Research: Organization, Process, and Products
• Capacity Building and Training
• Outreach and Knowledge Management
• Conclusions, Lessons, And Recommendations
• Appendixes
• Supplementary Appendixes