Managing for Development Results at ADB

Action Plan on Managing for Development Results (2009-2011)

III. Managing for Development Results Action Plan (2009-2011)

5. The 2009-2011 action plan consists of three key results areas, as with the earlier action plan. These are (i) improved support for MfDR capacity in DMCs, (ii) increased ADB results orientation and institutional effectiveness, and (iii) effective partnerships in regional and global forums on MfDR. The following discusses the plan's intended outcomes, key outputs, and supporting actions. The plan's monitoring framework and performance indicators are in Appendix 1.

A. Improved Support for Developing Member Country Capacity on Managing for Development Results

1. ADB Support for Country Capacity Building on Managing for Development Results Better Targeted, Coordinated, and More Effectively Delivered (Outcome A1)

6. A more strategic and coordinated approach to capacity building in DMCs to mainstream the MfDR approach to development planning and implementation. While ADB has expanded support for capacity development in this area, [8] its approach has been fragmented. To increase impact, ADB will implement a more strategic approach to delivering support for MfDR capacity development. This approach will clarify ADB's focus areas (including pilot countries and country systems), tools for assessing capacity gaps, and instruments and modalities to help develop sustainable country capacity on MfDR. It will identify possible funding sources for these activities. Reviewing the effectiveness of the CoP-MfDR and the MfDR Cooperation Fund will be integral to this process. SPRU will coordinate this action.

B. Increased ADB Results Orientation in Managing Operations and Organization

1. Improved Results Orientation in Designing, Monitoring, and Evaluating Country Partnership Strategies and Country Programs (Outcome B1)

7. Improved approaches and tools for country results monitoring, evaluation, and management. ADB introduced results-based CPSs in 2006, but the results orientation of managing country operations varies across countries. Key reasons for this include (i) a lack of clear understanding about what should be captured in country results frameworks, who should monitor them, and when; (ii) insufficient incentives for country results monitoring; (iii) insufficient preparation and resources for results monitoring; (iv) the complexity of results monitoring tools and processes; and (v) weak country monitoring capacity. In response, ADB will improve and streamline business processes, institutional arrangements, and resource adequacy for monitoring and evaluating country results, [9] particularly by resident missions. SPRU will lead this exercise in collaboration with a working group on CPS business processes. This action may lead to revised CPS guidelines and project administration instructions for country portfolio review missions. Staff skills and coaching programs, including the learning and development program on CPS and country portfolio management and review, will be improved accordingly.

8. ADB corporate results framework integrated in country results monitoring. The ADB corporate results framework adopted in 2008 needs to be mainstreamed in operations to ensure that country results data are captured systematically ADB-wide and reported in the DEfR. SPRU will develop and help implement guidelines on integrating standard sector output indicators in the corporate results framework into country results monitoring systems. Country teams will select relevant standard sector output indicators for incorporation. These will complement other sector indicators that are agreed with governments.

9. Improved country development effectiveness briefs as a key accountability report on ADB's contribution to country development outcomes. The brief will complement DEfR, ADB's main tool for reporting corporate results, by explaining ADB's contribution to development in each DMC using results information in a balanced, credible, and reader-friendly manner. SPRU will coordinate the development and implementation of guidelines on preparing the brief based on experience from two pilot briefs to be completed in 2009.

2. Improved Results Focus in Project Design, Implementation, Monitoring, and Evaluation (Outcome B2)

10. Improved project quality assurance mechanisms within operations departments. While regional departments have adopted quality assurance systems, project quality needs further improvement. For example, while the quality of design and monitoring frameworks (DMFs) improved from 2006 to 2007, the overall satisfactory rating remains low largely for lack of adequate means of verifying data reported in the DMF. [10] The focal points in the working group on the project performance management system in operations departments and the Central Operations Services Office (COSO) will recommend good practices for departments to adopt. They will also develop a checklist on quality at entry for projects.

11. Guidelines on the alignment of project DMF with the ADB corporate results framework in coordination with the project performance management system working group. In collaboration with COSO and the project processing and portfolio management working team, SPRU will guide the integration of selected standard sector output indicators of the ADB results framework, reported in the DEfR, in project DMFs and the project performance report. This will ensure systematic capturing of standard project outputs at entry, during implementation, and at completion. Project teams will select relevant standard indicators for incorporation. These will complement other project-specific indicators incorporated in the DMF as agreed between ADB and DMCs. This will enable ADB to track aggregated standard sector outputs, both delivered and in progress, through its corporate results framework.

12. Increased number of ADB and DMC executing agency staff trained on project implementation planning. ADB will strengthen the implementation planning component of existing DMF training programs, consisting of project design, implementation planning, and change management tools. This will enable ADB staff and DMC executing agencies to use DMFs more effectively for designing and managing project implementation. The existing programs are complemented by such support services for participants as web pages, blogs, e-learning, and a resource center. COSO will continue to coordinate and conduct these training

3. Institutionalized Results-Based Management in ADB (Outcome B3)

13. Regular monitoring and evaluation of corporate results performance to improve decision-making. With the adoption of the corporate results framework and the DEfR, ADB's main challenge is to ensure that results information informs decision-making. Led by the managing director general in coordination with the vice-presidents, the heads of departments and offices will continue regularly reviewing progress on corporate results achievement, implement actions committed to in the DEfR, and agree on actions needed for improvement. ADB will develop a results dashboard to enable analysis of aggregate and disaggregated results data. This will help ADB management and department and office management teams to monitor trends and manage work at the corporate, department, office, and country level. DEfR findings will inform ADB's 3-year work program and budget framework process.

14. ADB's staff performance management aligned with its results framework. The Budget, Personnel, and Management Systems Department (BPMSD) will, in collaboration with SPRU, align performance metrics with the results framework and cascade it down to the department, division, unit, and staff level. Using the metrics, BPMSD and SPRU will help improve results orientation in work planning and management at the department, unit, and staff level.

15. The corporate results management system refined based on experience and good practices. ADB will continue reviewing the relevance of results indicators to determine the need for adjustment. ADB will improve its assessment of operational outcomes and impacts in the DEfR, building on the findings of the impact assessments launched by regional departments in 2009. The ADB Independent Evaluation Department (IED) will review ADB's results management system in 2011 to evaluate its relevance and use in achieving its MfDR agenda.

4. Improved Awareness and Increased Staff Skills on Managing for Development Results (Outcome B4)

16. Communication plan for ADB's work on MfDR designed and implemented. While staff knowledge about the results-based CPS and DMF has improved, the IED special evaluation study on the implementation of MfDR in ADB (footnote 5) suggests that staff understanding of ADB's approach to mainstreaming MfDR across operations is still weak. SPRU will, in collaboration with the ADB Department of External Relations, develop and implement communication plans on MfDR. The internal communication plan will focus on raising staff awareness about
    1. ADB's MfDR action plan, key initiatives, and partnerships;
    2. ADB's corporate results management system, grounded in the corporate results framework and DEfR;
    3. ADB's approach to managing its country operations for development results;
    4. linkages between ADB's corporate results framework and work and budget planning and management at the department, office, division, and staff level; and
    5. good practices on MfDR implementation at all levels of the organization and in country- and project-related operations.

    In addition, the external communication plan will emphasize disseminating widely ADB's contribution to development results through its operations. The plans will identify best communication tools-including intranet and internet sites, newsletters, and presentations-to reach out to the target audiences. ADB's MfDR focal point network will play a key role in implementing communication plans. ADB will identify results champions at different levels of the organization to lead communication initiatives. SPD will conduct a staff survey to assess the trend in perceptions about the implementation of the MfDR agenda. The results of the survey will be compared with those of past staff surveys conducted by SPRU and IED. [11]

17. MfDR curriculum updated and implemented. [12] ADB will update its MfDR curriculum based on this action plan, particularly for outcomes 2.1, 2.2, and 2.3 (paras. 7-15). SPRU will lead this exercise in collaboration with BPMSD.

C. Effective Partnerships in Global and Regional Forums on Managing for Development Results

1. Sustained ADB Collaboration with Development Partners for Managing for Development Results Knowledge Sharing (Outcome C1)

18. Participation in selected global and regional MfDR initiatives. Given the increasing focus on country MfDR systems after the Third High-Level Forum on Aid Effectiveness in Accra, ADB will coordinate actively with other development partners on its approaches to supporting country capacity development on MfDR. For this purpose, ADB will continue to support related initiatives of the Organisation for Economic Cooperation and Development-Development Assistance Committee working party on aid effectiveness and of the multilateral development bank working group on MfDR. Developing a more coordinated approach to developing countries' capacity in MfDR is a prerequisite to pursuing effective partnerships at the global, regional, and country level (para. 6). ADB will continue sharing information with other development partners on its corporate results management system and learning from their experiences.

19. The Asian CoP on MfDR and its representation at global forums supported. ADB will continue to support the implementation of the Asian CoP on MfDR to expand its network and collaboration with other regional CoPs on MfDR and global forums on MfDR. ADB will share MfDR information and good practices compiled through the CoP and other channels to raise understanding of MfDR in DMCs and improve their implementation of it.
    

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[8] These include (i) management's progress report on the MfDR action plan in 2007; (ii) a special evaluation study on MfDR by the Independent Evaluation Department; and (iii) assessments by ADB's MfDR focal points undertaken during the workshop in March 2009. See ADB. 2007. Managing for Development Results in ADB: Semi-Annual Progress Report to Development Effectiveness Committee. Manila (November); and ADB. 2008. Special Evaluation Study on Implementation of Managing for Development Results in the Asian Development Bank: A Preliminary Assessment. Manila.

[9] Including results of regional cooperation strategies.

[10] See ADB. 2008. Annual Report on 2007 Portfolio Performance. Manila (September). A staff task force report to management on the 2008 project and CPS quality at entry noted that 72% of the sample projects had a "satisfactory" score for the DMF process, lower than 85% of projects rated as satisfactory overall.

[11] Universalia. 2005 Independent Assessment of Managing for Development Results at ADB. Manila (November); and IED. 2007. Managing for Development Results in ADB: A Preliminary Assessment. Manila (December).

[12] ADB's MfDR curriculum consists of a colloquium for senior management, a workshop for directors, and training programs on CPS preparation, country portfolio review and management, and results-focused project design and management.