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Objective Proposed Actions Monitoring Parameters Work program and budget framework (WPBF) Target Date Responsible Depts/Offices Regional departments; Strategy and Policy Department (SPD) to coordinate Status
A. Asian Development Fund (ADF) X Strategic Priorities 1. ADF X program aligned with its priorities 1.1 ADF X program emphasizes operations' contribution to the strategic agenda of Strategy 2020: inclusive growth, environmental sustainability, and regional cooperation. Third Quarter (Q3) every year Based on the most recent WPBF, 2011– 2013 shows 22% of planned ADF projects in 2011–2012 have a regional component, compared with 16% in 2007–2009. Environmental and climate change concerns will be mainstreamed in 53% of projects, a substantial increase from 14% in 2007–2009. To contribute to inclusive economic growth, 11% of ADF operations in 2011–2012 will focus on education, 63% will address gender issues, and 18% will promote private sector development. Of the ADF planned program for 2011–2012, 69% supports infrastructure. The ADF program for education accounts for 11%. To increase operations in education, an operational plan was approved in 2010, and a results delivery scheme was introduced.
To raise impact on the strategic agenda, ADF X program focuses its activities on infrastructure and education sectors through the annual rolling country operations business plans exercise ADF X program promotes regional cooperation and integration in line with the regional cooperation and integration strategy.
WPBF Country partnership strategies (CPSs) and their midterm progress review papers Country operations business plans 2007 Development Effectiveness Review (DEfR) DEfRs for 2008 and beyond
Q3 every year
Continuous Continuous Q3 2008
Regional departments; SPD to coordinate Regional departments Regional departments Regional departments; Managing Director General's office; and Office of Regional Economic Integration to coordinate
Q2 2009 and beyond ADF X MTR 2010
ADF X midterm review (MTR) report
Facilitated by the increased ADF X earmark for subregional projects, 26% of ADF projects approved in 2009–2010 supported regional cooperation and integration. As per the 2010 DEfR, increases in regional cooperation and integration projects in 2010 enabled the Asian Development Bank (ADB) average for 2008–2010 to surpass the ADF target of 15% by 4 percentage points. A paper on regional cooperation and integration was prepared for the ADF X a MTR
Monitoring Parameters DEfRs and progress reports on the Gender Plan of Action (2008– 2010)
Responsible Depts/Offices Regional departments; Regional and Sustainable Development Department (RSDD) Poverty Reduction, Gender, and Social Development Division to coordinate
ADF X program promotes gender equality in line with the gender policy and its plans of action
Q1 every year
For the second consecutive yearIn 2010, ADB achieved its annual2012 gender mainstreaming target of 50% in ADF operations with a significant increase to 67% 53% from 53%43% in 2009 2011. This brings the 3-year average to 45% 54% exceeding for the first time the 3-year rolling average target of 50%. , showing an upward trend for the past 3 years. The steady progress follows (i) the adoption of the Guidelines for Gender Mainstreaming b Categories of ADB Projects approved in 2010, which clarified requirements in gender mainstreaming; (ii) the appointment of gender focal points in each division; and (iii) a knowledge sharing seminar series to develop staff capacity. To increase operations in gender, a results delivery scheme has been introduced. The steady increase in performance can be attributed to (i) strengthened staff capacity to design gender inclusive projects, (ii) closer oversight by gender anchors of regional departments, and (iii) enhanced collaboration between gender and sector colleagues.
ADF X program promotes good governance and anticorruption in line with the second Governance and Anticorruption action Plan (GACAP II)
GACAP II semiannual c progress report
Q2 and Q4 every year
Regional departments; RSDD Public Management, Governance, and Participation Division to
In 2009–2010, 29% of ADF projects focused on governance. ADB has completed country-level risk assessments for 17 ADF countries and 38 sector-level risk assessments in 15 ADF countries. Project-level risk assessments have been completed for 28 projects in 11
Responsible Depts/Offices coordinate ADF countries.
Guidance notes for sector risk assessments have been completed for electricity, urban water supply, education, and road transport. Resident missions in Bangladesh, Mongolia, and Nepal have recruited long-term national governance consultants. The country performance assessment (CPA) indicator on governance and public sector management improved from 3.2 in 2005 to 3.5 in 2010. 1.6 ADF X program integrates climate change considerations across projects and programs. Climate change strategic priorities paper WPBF MTR report Q1 2010 Regional departments; RSDD Climate Change Program Coordination Unit to coordinate Management approved a corporate-level priorities paper on ADB's climate change program—Addressing Climate Change in d Asia and the Pacific: Priorities for Action —in April 2010. The action plan identifies five priorities for ADB’s support. A report on climate change was prepared for the ADF X MTR. Each CPS for ADF countries prepared since 2009 has addressed climate change considerations. This represents substantive follow through on the 2008–2009 exercise to identify priority actions for each of ADB's subregions, contained in the Climate Change Implementation Plan. Internal capacity continues to be strengthened through staff training and related activities, and recruitment of staff with climate change skills. 1.7 ADF X program pays special WPBF Q3 every year Regional A paper on ADB engagement in fragile and
Q3 every year ADF X MTR 2010
Target Date ADF X MTR 2010
Responsible Depts/Offices departments; WPC focal point (Pacific Department) to coordinate
Status conflicted-affected situations (FCAS) was prepared for the ADF X MTR. Total approved assistance to FCAS in 2010 was $492 million, of which $377 million was in the form of grants. The largest grant recipients were Afghanistan and Solomon Islands. In 2010, country initiatives included (i) a peace-building advisor at the Nepal resident mission to implement the peace filter; (ii) a governance and political economy study to support implementation of the CPS for Papua New Guinea; and (iii) a development coordinator in Vanuatu to support implementation of the CPS. In addition, an in-house network and resource center have been established. An independent evaluation in 2010 of ADB’s approach to FCAS concluded that the 2007 approach was needed and has been f relevant.
attention to weakly performing countries (WPC) in line with MTR report the approach to weakly performing countries adopted in 2007.
2. Performancebased allocation (PBA) system modified and implemented
Modify the PBA policy in line with revisions agreed with donors Implement the revised PBA policy successfully
Board consideration of the policy paper Annual report on CPA
The Board approved a revised policy in g November 2008. The revised policy guided the determination of the 2009–2010 and the 2011–2012 ADF allocations, based on the most recent CPA ratings. The annual CPA report is released in May every year.
Q2 every year
Regional departments; SPD to coordinate
B. Technical Assistance Special Fund (TASF) 3. More 3.1 Develop guidelines for Approved guidelines January 2009 SPD Guidelines on use of TA resources, including
Objective transparent use of TASF resources for ADF countries
Proposed Actions allocating TASF resources, covering the purposes of allocating TASF resources to ADF countries, criteria for the use of TASF resources, and the process for providing TASF resources to technical assistance (TA) programs in ADF countries. 3.2 Undertake a comprehensive review of TASF operation, including the origin of the TASF, the sources of financing, and effectiveness in utilizing TASF resources. Build capacity for the debt sustainability analysis (DSA) by improving staff skills mix and institutional arrangement
Monitoring Parameters and criteria on allocating TASF resources to TA programs in ADF countries
Status TASF, were issued in December 2008.
Comprehensive review of TASF operations at MTR
ADF X MTR 2010
A paper entitled Review of Technical Assistance Special Fund Operations – Measures for Improving Effectiveness was prepared for the ADF X MTR.
C. Debt Sustainability 4. ADF grant eligibility linked exclusively to debt-distress status 4.1 Full DSA team in place Q3 2008 SPD Full DSA team is in place. Four technical training workshops in collaboration with the IMF and World Bank were held for ADB economists (March 2009 and June 2010), and for developing member country (DMC) officials (October 2009 and November 2010). Annual information paper to the Board on country allocations Q4 every year SPD ADB undertook 9 missions in 2009 and 6 missions in 2010 to collaborate with the IMF and World Bank on DSAs. Information on debt distress classification for ADF-only DMCs was provided to the Board in December 2010. D. ADB’s Institutional Effectiveness 5. Managing for development results 5.1 Continue implementing the MfDR Action Plan (2006– 2008), based on the last 2007 DEfR MTR report Q3 2008 ADF X MTR All; SPD to coordinate ADB completed the implementation of the MfDR Action Plan (2006–2008), achieving most of its objectives.
Participate in DSA with the International Monetary Fund (IMF) and the World Bank
Objective (MfDR) mainstreamed across ADB 5.2
Proposed Actions progress report discussed by the Development Effectiveness Committee (December 2007). Inaugurate ADB’s DEfR to assess and report on ADB’s performance—including ADF X—using the results framework as part of ADB's corporate-level performance management system
Target Date 2010
Status ADB developed a new action plan (see 5.4).
2007 DEfR DEfRs for 2008 and beyond
Q3 2008 Q2 2009 and beyond
RSDD and SPD to coordinate under managing director general's guidance
Four DEfRs have been issued. The 2010 DEfR improved the assessment process by using ADB’s refined results framework approved by the Board in January 2011, and applying an improved scorecard rating methodology. A seminar on the 2010 DEfR is being organized for the 2011 Annual Meeting. Heads of departments have been meeting quarterly to assess results performance and progress on DEfR actions.
Improve country development effectiveness briefs by linking more closely with ADB’s results framework and more systematically reporting on the contribution of project outputs to development outcomes in individual countries Review MfDR Action Plan to define next steps on ADB’s MfDR agenda beyond 2008
Country development effectiveness briefs
Regional departments; SPD to coordinate
Eleven country briefs were completed in 2010. At least 8 more will be prepared in 2011.
Final report of the review of the MfDR Action Plan to Management with recommendations on next steps Management’s decisions on next steps on MfDR
ADB continued to implement its MfDR Action Plan for 2009–2011. In 2011, ADB cascaded the Strategy 2020 priorities to department, division, and staff work plans to align performance with corporate results and strengthen staff accountability.
6. ADB responds to
Complete the ongoing ―review of resident mission
Final report of the review
The review was completed in September 2008 and a Board information paper was
Objective clients faster and better
Proposed Actions operations‖ and develop options for next steps
Status prepared. Needed improvements are continually being implemented. In 2010, BPMSD introduced new institutional strengthening and human resources policies for enhancing the role of resident missions and their staff. Additional staff positions were allocated in 2010–2011 including a deputy country director for large resident missions. In 2010, ADB reached its 2012 target of locating 48% of regional department staff in resident missions. The share is expected to reach 52% by 2012.
Implement streamlined project preparation TA processes proposed under the TA management reform initiative
Operations Manual for the new business processes for TA
All; SPD to coordinate
The 2009 Board paper on Better and Faster Loan Delivery as part of the streamlined business processes simplifies the processing of project preparatory TA by integrating it into the project concept clearance for an ensuing i loan or grant. The results of streamlined business processes will be assessed in 2011. The streamlined business processes for loan delivery and country partnership strategy preparation became effective on 1 January 2010. The 2009 business processes review recommended taking stock of ADB’s lending instruments to further enhance client responsiveness. A review of additional j financing was completed by December 2010. Two working papers proposing the establishment of a project design facility and enhancing policy-based lending have been k discussed by the Board.
Review the implementation of streamlined business processes introduced since 2006 and identify options for further streamlining
Final report to Management with recommendations
Implement streamlined consultant selection and
The consultant management system, which streamlines TA consultant selection and
Proposed Actions recruitment processes for loan and TA projects
Monitoring Parameters DEfRs for 2008 and beyond
Target Date Q2 2009 and beyond
Responsible Depts/Offices Central Operations Services Office (COSO) to coordinate
Status recruitment, was launched in October 2010 and compulsory use of the system for all ADB TAs took effect in January 2011. As of 29 March 2011, 119 TA projects have used or are using the system to recruit consultants. COSO set up a loan consulting services unit in Q2 2010, which helps regional departments and borrowers to improve efficiency in recruiting consultants for loan projects. The unit became fully operational in Q1 2011. COSO has developed new project administration instructions on consulting services to support the implementation of the consultant management system and the loan consulting services unit. The President approved the new instructions in October 2010.
7. ADB as a learning organization
Prioritize ADB’s research agenda with its priorities under Strategy 2020
WPBF Knowledge Management Action Plan (2009–2011)
Q3 every year
All; RSDD to coordinate
Since 2008, TA Strategic Forums ensure that ADB's research and development TA resources are well targeted. The Strategic Forum 2010 reaffirmed the five strategic priorities endorsed in the first Strategic Forum in 2008. The research program of ADB’s Economics and Research Department over the period 2010–2012 was developed around the three main strategic themes of Strategy 2020 and ADF X. About half of the action points in the knowledge management results framework have been completed. The rest are continuing activities or at various stages of
Responsible Depts/Offices completion.
New sector peer review procedures harnessing the expertise of ADB-hosted communities of practice (CoPs) have been incorporated into ADB’s business processes for CPSs and lending products, optimizing the use of staff’s operations-related knowledge, particularly on Strategy 2020 priorities. To strengthen internal knowledge flows, ADB has started and continues to empower CoPs. 8. Effective and independent operations evaluation function at ADB 8.1 Conduct a review of the Operations Evaluation Department to ensure its independence and improve its operations, in consultation with the Board in defining the terms of reference and assessing the status of the review Continue to implement the Paris Declaration on Aid Effectiveness, including the Accra Action Agenda to be adopted at the Third High Level Forum Final terms of reference for the review Terms of reference finalized in April 2008 Q4 2008 Q4 2008 Q2 2008 All; SPD to coordinate OECD-DAC's 2008 monitoring survey results showed that ADB made strong improvements since 2005. ADB monitors its progress towards achieving Paris Declaration annually. Its latest survey (2010) found that ADB as a whole continued to meet the targets on five of the nine relevant Paris Declaration indicators: aligning aid with national priorities, coordinating TA, using country public financial management systems, reducing parallel project implementation units, and increasing joint m missions. It also made significant progress in joint country analytical work. The survey Board– Management ad hoc working group (SPD as secretariat) An independent review was completed in September 2008. The Board approved the revised policy paper in December 2008 and l changes became effective in January 2009. The Operations Evaluation Department was renamed to the Independent Evaluation Department in January 2009.
Final report of the review Board consideration of recommendations Development Assistance Committee of the Organization for Economic Co-operation and Development (OECD-DAC) monitoring surveys 2007 DEfR DEfRs for 2008 and beyond
9. ADB partners with other development partners more effectively
Q3 2008 Q2 2009 and beyond
Status also highlighted areas where more efforts are required, e.g., use of country procurement systems, use of program-based approaches, and aid predictability.
Deepen partnerships with other partners at the country level to leverage impact of ADF operations and ensure well-coordinated assistance for sectors where ADB engagement remains limited (such as health, and agriculture and natural resources)
CPSs and their midterm progress review papers Country operations business plans
This is being implemented. Collaboration at the country level among ADB and other partners is worked out through the CPS. All CPSs are accompanied by a development partner coordination matrix. ADB also conducts periodic discussions and consultations with its bilateral and multilateral partners—including Agence Française de Développement, Australian Agency for International Development, Japan International Cooperation Agency, United Nations Children's Fund, and the World Bank—to discuss and agree on complementary work at the country level in order to enhance aid effectiveness and prevent any duplication of interventions.
Prepare a report on the possibility of amending the legal provisions to enable universal procurement
Report on universal procurement
ADF X MTR 2010
Office of the General Counsel, Central Operations Services Office
A report reviewing member country procurement eligibility restrictions was prepared for the ADF X MTR. The paper was also circulated to the Board of Directors as an information paper on 5 November 2010, and a related informal Board seminar was conducted by OGC and COSO on 4 February 2011. Discussions continue with individual Board members.
10. ADB operates transparently
10.1 Sustain high compliance on disclosure requirements under the Public Communications Policy (2005)
Annual Public Communications Policy progress report
Q1 every year
Department of Public Communications Policy is being External reviewed (including an assessment of its Relations implementation since 2005). (DER) ADB disclosed 96% of project summaries or public information documents on its website
Responsible Depts/Offices in 2010.
DER’s Public Information and Disclosure Unit responded to requests in an average of 4 days (1,027 requests received through the unit in 2010). 10.2 Implement the 2007 Translation Framework to make more information available to affected people in a language they understand 10.3 Conduct perceptions survey of ADB every 23 years, following the 2006 survey 11. ADB manages its human resources better Annual Public Communications Policy progress report Q1 every year DER The volume of translations in 2010 increased by 45 %. The number of languages translated increased to 24 from 22. A review of the Translation Framework will be initiated in 2011 following the completion of the Public Communications Policy review. The final report of the 2009 survey was disseminated in May 2010. Preparations for the 2012 survey will begin by Q4 of 2011. ADB has implemented a flexible recruitment practice that includes the use of special fixed-term contracts to secure skills needed for specific areas of ADB’s activities. To recruit staff on a timely basis, the following strategies and approaches have been implemented: simultaneous consideration of internal and external applicants, automated and online application system, recruitment and outreach missions, networking or referral system, increased use of executive search firm for hard-to-fill positions, partnering with other development websites as part of the recruitment campaign and increased use of information technology and communication resources for human resource actions, including video interviews. This is continuing. Managerial line positions at levels 9 and 10 are advertised simultaneously internally and
Perceptions survey reports
Next survey in 2012 Guidelines issued in April 2008 Continuous implementation
11.1 Implement flexible recruitment Guidelines on flexible practices, with flexibility recruitment applied to nationality, staff position level, salary level, fixed-term contract other than 3 years, etc.
Budget, Personnel, and Management Systems Department (BPMSD)
11.2 Implement a more transparent appointment process for senior staff (levels 9 and 10), including
External advertisements of senior staff vacancies
Proposed Actions simultaneous internal and external advertisement, and interviews as required for short-listed internal and external candidates 11.3 Undertake a comprehensive review of the human resources strategy in consultation with the Board and with the assistance of external experts
Responsible Depts/Offices externally.
Start of the review Report on the review to the Board Revised action plan implemented 2007 DEfR DEfRs for 2008 and beyond
Q2 2008 Q4 2008
The review has been completed. ADB's paper on the review was circulated to the Board in December 2008 and discussed by n the Board on 20 January 2009. The President approved the Human Resources Action Plan in March 2009 for implementation (11.3a).
From 1Q 2009 Q3 2008 Q2 2009 and beyond Timeframe and/or frequency are specified in the action plan for the various actions Starting in 2009 and ongoing implementation Working group on effective management of human resources (BPMSD as secretariat)
11.3a Implementation of the various actions contained in the Human Resources Action Plan towards more effective management of human resources. It is recognized that the action plan is intended to be a "living document"; the content and timelines will be updated, as may be necessary, in consultation with Management and the Board through regular reports. Highlights of the Human Resources Action Plan include: Development of a people strategy and human resources function strategy Improve workforce planning to ensure skills mix
Outcomes and/or indicators are specified in the action plan for the various actions.
Various actions in the Human Resources Action Plan are ongoing and/or completed (see below). The updated action plan was incorporated into the Human Resources Function Strategic Framework and Action Plan that superseded the earlier Human Resources Action Plan.
Our People Strategy was launched by the President on 2 February 2010. The President approved the Human Resources Function Strategic Framework on 15 April 2010. Improved workforce planning was implemented in the WPBF, 2010–2012 and
Proposed Actions alignment to Strategy 2020 Build capacity of managers to effectively support the implementation of human resources programs and manage staff Enhance existing human resources programs to increase employee engagement Strengthen the role of the human resources function in supporting the user departments and/or managers and delivering efficient and effective service to its clients
Status continued in the WPBF, 2011–2013. A number of measures were undertaken to increase the capacity of managers including managers learning lunches; publication of the Managers and Supervisors Guidebook on Position Assignment, Recruitment and Career Progression; and assessment and development centers to develop managerial talent. The comprehensive review of compensation was completed in Q4 2010 and the benefits review is expected to be completed by mid 2011. The updated competency framework (based on the competencies shown in Our People Strategy) was approved and published in Q4, 2010. Rollout activities are occurring in Q1– Q2 2011. Work–life balance provisions have been enhanced.
11.4 Conduct staff engagement surveys every 2–3 years
Staff engagement survey reports
Next survey 2012
Survey was conducted in May 2010 and summary results were communicated in July 2010. Departmental and divisional results and follow-up activities started in August, and proposed department and ADB-specific actions were submitted to BPMSD by Q4 2010. Each department head prioritizes their top three proposed department-specific actions to be reflected in their 2011 work program
Status during Q1 2011 and implementation to continue throughout the year.
a b c d e
f g h i j k l m n
Papers prepared for the ADF X midterm review can be found at http://www.adb.org/ADF/ADF-X/midterm-review.asp?p=adfreps ADB. 2010. Guidelines for Gender Mainstreaming Categories of ADB. Manila. Based on GACAP II Progress Report for April-September 2010. ADB. 2010. Addressing Climate Change in Asia and the Pacific: Priorities for Action. Manila. The FCAS steering committee, chaired by the director general of the Strategy and Policy Department and composed of ADB's heads of departments, agreed in June 2008 to replace the term ―weakly performing countries‖ by ―fragile and conflict-affected situations,‖ in line with usage at the Organisation for Economic Co-operation and Development and the World Bank and in line with the multilateral development bank (MDB) working group's 2007 recommendation endorsed during a meeting of the heads of MDBs. ADB. 2010. Special Evaluation Study: Asian Development Bank's Support to Fragile and Conflict-Affected Situations. Manila. ADB. 2008. Refining the Performance-Based Allocation of Asian Development Fund Resources. Manila. ADB. 2008. Increasing the Impact of the Asian Development Bank’s Technical Assistance Program–Implementation Arrangements. Manila. ADB. 2009. Better and Faster Loan Delivery. Manila. ADB. 2010. Additional Financing: Enhancing Development Effectiveness. Manila. ADB. 2010. Establishing the Project Design Facility. Manila; ADB. 2010. Review of ADB’s Policy-Based Lending. Manila. ADB. 2008. Review of the Independence and Effectiveness of the Operations Evaluation Department. Manila. ADB. 2010. Asian Development Bank’s Progress on Aid Effectiveness: 2010 Update. Manila. ADB. 2008. Comprehensive Review of the Human Resources Strategy (2005-2007). Manila.