Corporate and Thematic Evaluation

ONGOING EVALUATION. The Independent Evaluation Department (IED) assesses the performance of ADF operations every 4 years and provides lessons and recommendations for improving its development effectiveness and informing the next replenishment. The previous evaluation focused on ADF XI and 12 operations (2013–2018) and support for Strategy 2020. 

Procurement plays a big part in development effectiveness, and the quality of public procurement practices is a major determinant of effective public spending. The Asian Development Bank (ADB) generates around $9.5 billion a year for the procurement of goods and services though loans and grants to its client countries. Before 2017, ADB’s procurement processes largely followed a rule-based system with an emphasis on compliance.

ONGOING EVALUATION. ADB’s Independent Evaluation Department (IED) will undertake an examination of ADB's investment and credit risk management of NSO covering the period 2009–2021. The evaluation will seek to assess the relevance and effectiveness of ADB’s investment and credit risk management policies, processes, tools, systems, and organization.

ONGOING EVALUATION. This evaluation will assess the performance and results of Asian Development Bank (ADB) support for the Central Asia Regional Economic Cooperation (CAREC) Program during 2011–2022. The evaluation will assess both ADB support for the functioning of the CAREC Program, mainly the role of the CAREC Secretariat, and ADB financing of CAREC operations.

 The evaluation analyzed the additionality of ADB’s nonsovereign operations (NSO) and reviewed ADB’s strategies, programs of assistance and their outcomes. The Independent Evaluation Department (IED) examined ADB's additionality in NSO covering the period 2008–2020. 

Strategy 2030 explicitly defined in 2018 the One ADB approach, committing to reinforce the uneven but increasing efforts to promote collaboration under implementation since at least 2010. ADB is now undertaking further initiatives on RMs’ role, cultural transformation, and integration of sovereign and nonsovereign operations, complementing past reforms of knowledge operations and departments.

The evaluation assessed the performance and results of ADB support for the Greater Mekong Subregion (GMS) Program during 2012–2020.

The last decade has been profound for climate impacts in the Asia and Pacific region and globally, bringing home the reality of the climate crisis. For many of the Asian Development Bank (ADB) developing member countries (DMCs), and the Pacific and atoll nations in particular, the climate crisis poses an existential threat.

With increased urbanization, an acceleration in the pace of economic change, and increased demands on government budgets, growing infrastructure deficits have emerged in many of Asian Development Bank (ADB) developing member countries (DMCs). Due to both historical underinvestment and poor maintenance of existing infrastructure assets, new solutions are being sought as countries seek to attract the private sector to address this infrastructure investment gap.

In 1966, the Asian Development Bank (ADB) was created to foster economic growth and cooperation in Asia and the Pacific. The past five decades have seen remarkable progress in this endeavor, with economic growth leading to a precipitous drop in poverty in Asia and the Pacific. Most developing member countries have now left low-income status.