Managing for Development Results: Relevance, Responsiveness, and Results Orientation
In the early 2000s, ADB adopted a management for development results (MfDR) agenda to align its values, culture, policies, strategies, and practices behind sets of well-designed and defined results that describe its performance. This was done in response to the development community's identification of several problems afflicting traditional development work, particularly the perceived overemphasis on funding development activities, which lost sight of broader results or outcomes.
To help guide the evolution of MfDR, the Independent Evaluation Department completed an evaluation of ADB's achievements in MfDR mainstreaming. As a corporate evaluation and given that MfDR mainstreaming is still ongoing, this publication focuses more on the process and institutional changes stemming from MfDR, rather than evaluating results on the ground.
The evaluation finds that some work is still needed to develop MfDR skills and systems in countries and to foster commitment to apply these. Corporate-layer sector and thematic plans can also be improved and made more consistent, especially with respect to their results orientation. The initial mainstreaming of MfDR has shown that attention is needed all along the results chain, especially to measuring outcomes and impacts visà-vis measuring outputs and activities.
- Executive Summary
- Management Response
- Chair's Summary: Development Effectiveness Committee
- ADB's Managing for Development Results Agenda
- Results Orientation
- Overall Assessment
- Findings, Lessons, Issues, and Recommendations