- About ADB
- News & Events
- Data & Research
- Publications
-
Focus Areas
-
Sectors
- Agriculture
- Education
- Energy
- Finance
- Health
- Industry and Trade
- Information and Communication Technology
- Public Sector Management
- Social Protection
- Transport
- Water
-
- Projects
-
Countries
-
Subregional Programs
- Brunei Darussalam-Indonesia-Malaysia-Philippines East ASEAN Growth Area (BIMP-EAGA)
- Central Asia Regional Economic Cooperation (CAREC)
- Greater Mekong Subregion (GMS)
- Indonesia-Malaysia-Thailand Growth Triangle (IMT-GT)
- South Asia Subregional Economic Cooperation (SASEC)
-
Other Offices
- European Representative Office
- Japanese Representative Office
- North American Representative Office
- Pacific Liaison and Coordination Office
- Pacific Subregional Office
-
Countries with Operations
- Afghanistan
- Armenia
- Azerbaijan
- Bangladesh
- Bhutan
- Cambodia
- China, People's Republic of
- Cook Islands
- Fiji
- Georgia
- India
- Indonesia
- Kazakhstan
- Kiribati
-
A Review of the Japan Representative Office
| Date: | August 1999 |
| Type: | Statutory Reports and Official Records |
| Subject: | ADB administration and governance |
Description
The Japanese Representative Office (JRO) was officially inaugurated in November 1996 in Tokyo. As was agreed by the Board of Directors,1 this information paper reviews JRO’s activities, relative to its approved terms of reference (TOR), during its first two years of operations.
The information paper is based on the findings of (i) a working group2 that studied JRO’s operations and interviewed staff from concerned Bank departments and offices under the guidance of Vice President (Finance and Administration), and (ii) the Working Group Mission that visited Japan from 12 to 20 April 1999 to meet with JRO staff and a cross-section of JRO’s constituency.
The paper first provides background information on JRO operations, then assesses the operations. The assessment starts with a review of JRO’s cooperation with the Japanese Government, multilateral finance institutions (MFIs) and United Nations (UN) agencies, and nongovernment organizations (NGOs), following the structure of JRO’s TOR. The assessment also focuses on JRO’s (i) utility and operational effectiveness for the Bank, and (ii) usefulness from the perspective of the major interest groups in Japan. The paper’s fourth section briefly analyzes JRO’s benefits and costs. The last section discusses the future direction of JRO’s operations, with a view to improving JRO’s utility and operational effectiveness.
Contents
- Introduction
- Background
- Operational Assessment
- Benefits and Costs
- Future Operations
- Conclusions
- Appendixes