2009 Annual Report on Acting on Recommendations | Asian Development Bank

2009 Annual Report on Acting on Recommendations

Evaluation Document | 1 March 2010

This report takes stock of the recommendations from 2008-2009, the corresponding Management response, the status of action plans and the progress of their implementation, and IED validation of the implementation status of the action plans.

The Independent Evaluation Department (IED) of the Asian Development Bank (ADB) has been tracking and reporting on the implementation of its recommendations since 1982. The objective is to increase the use of evaluation findings in decision making. Tracking IED's evaluation recommendations contributes to accountability for and learning from IED evaluations.

With the shift toward a greater proportion of higher-level evaluations (sectoral, thematic, and country specific) in 2008–2009, IED recommendations have also become higher level instead of project specific. Higher-level recommendations increased from 49% of all IED recommendations with Management response in 2006–2007 to 88% in 2008–2009. Higher level evaluations tend to produce recommendations which require Management actions, compared to project/program performance evaluation reports or technical assistance performance evaluation reports in which recommendations mostly require follow-up actions to be addressed by ADB's developing member countries (DMCs) which are coordinated through relevant operations departments/divisions. Recommendations addressed to ADB Management increased from 74% of all IED recommendations (with management responses) in 2006–2007 to 97% in 2008–2009.

Management agreed to 83% of IED recommendations in 2008, and 96% in 2009—or on average 89% of the 186 IED recommendations referred to Management in the past 2 years. The increase in agreement may be due partly to the efforts of IED, from the latter part of 2008, to produce recommendations that are more strategic and prioritized.

In 2008−2009, recommendations pertaining to sector/thematic contributions have the highest rate of Management agreement (93%) followed by those recommendations relating to strategy and policy (87%) and operational effectiveness (86%). Recommendations pertaining to organizational effectiveness (human resources and staff issues with budgetary implications) have the lowest rate of agreement (71%).


  • Executive Summary
  • Background
  • Review of Recommendations and Management Actions
  • Challenges, Lessons, and Opportunities for Improvement
  • Conclusions and Suggestions
  • Appendixes
  • DEC Chair's Summary