Publications

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p. 11 of 13 BACK | NEXT I. Introduction II. ADB's Governance Policy III. Implementation of ADB's Governance Policy IV. Lessons Learned V. Medium-Term Governance Agenda and Action Plan 2000-2004 A. Objectives B. Approach C. Action Plan VI. Conclusions and Recommendations

Promoting Good Governance: ADB's Medium-Term Agenda and Action Plan (2000) : V. Medium-Term Governance Agenda and Action Plan 2000-2004

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B. Approach

85. A principal lesson learned from five years of designing and implementing governance reforms in the DMCs is the need for the commitment of the government or agency concerned if the improvements introduced are to be "owned" by them and sustained. Where commitment to improving governance is weak, ADB will aim to enhance it through dialogue, advocacy, promotion, and support to sympathetic stakeholders. If such commitment is lacking or poor, governance reforms will not succeed and poverty reduction will suffer as a consequence. Therefore, ADB will introduce a performance-based allocation system, with governance as a central criterion of the performance rating, so that scarce ADF funds can be directed to DMCs where they will have the greatest impact.

86. ADB will develop/reinforce strengths in selected key governance areas. The approach will be focused, selective, and strategic. The areas of specialization will be determined in relation to ADB's overarching goal of poverty reduction and the priorities of the DMC³⁷.

87. Other important elements of the proposed approach include:

1. consensually developing realistic and progressive long-term programs of governance reform for individual DMCs and reporting on progress;
2. focusing on governance issues that militate against effective and efficient service delivery in poverty reduction programs and projects, particularly in DMCs with weak governance;
3. addressing weak governance and institutional capacity concurrently;
4. promoting good governance on a regional basis and supporting champions of change to learn from one another and to promote the message to other DMCs;
5. using TA strategically to test a DMC's commitment to change and as an incentive for public sector reform; and
6. working with the ADB Institute to augment ADB's governance efforts with a focused program of seminars, workshops, and training courses.

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