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The evaluation is meant to deepen the understanding of the results-based approach and management requirements. Managing for results depends not only on technical methodology, but also on the way the development cooperation programme is organised and managed.
English, , 886kb
The Asian Development Fund Operations: A Decade of Supporting Poverty Reduction in the Asia and Pacific Region
ADB established the Asian Development Fund (ADF) for concessionary lending to poorer developing member countries. The ADF's purpose is to promote economic and social development in those developing member countries.
English, , 1,689kb
Given that Managing for Development Results (MfDR) mainstreaming activities are still ongoing, the primary evaluative focus of the study is on the process and institutional changes within ADB, rather than on actual results on the ground, which would largely be premature at this stage.
English, , 540kb
Performance of the Asian Development Bank Institute: Research, Capacity Building and Training, and Outreach and Knowledge Management
The Asian Development Bank Institute (ADBI) commenced operations in Tokyo, Japan, following an inaugural meeting December 1997, as a subsidiary body of the Asian Development Bank to contribute to the development of Asia and within the purview of ADB’s functions and directions.
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While the research was appreciated by country authorities and the research community, its relevance was often hampered by lack of early consultation with country authorities on research themes and by lack of sufficient country and institutional context.
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IFC’s interventions are designed to contribute to growth, although it has been challenging for the Corporation to integrate distributional aspects in projects. Fewer than half the projects reviewed included evidence of poverty and distributional aspects in project design.
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The proposition driving this evaluation is that a nexus of issues closely link poverty alleviation and environmental protection and sustainability.
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A synthesis report of recently completed evaluations of the Australian aid program’s efforts to improve the delivery of basic services for the poor.
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The Meghnaghat Power Project has demonstrated how to plan, prepare, and implement a successful power plant privately owned and operated by an independent power producer in Bangladesh.
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In reviewing the three major sectors of support, namely rural development, health, and education, our assessment is that impacts have been scattered and for the most part not sustainable. Lao PDR is a difficult country in which to carry out traditional large, Government agency implemented projec