The Asian Development Bank (ADB) defines Managing for Development Results (MfDR) as “an approach focused on development of outcomes throughout the management cycle”. It enables informed decision making by integrating a results focus across the four mutually-reinforcing core management functions:

• defining outcomes and outputs with measurable indicators and time-bound targets, and agreeing on associated activities,
• allocating resources to agreed activities,
• implementing agreed activities and monitoring progress and targets, and
• evaluating performance against targets.

Integral to effective MfDR is regular reporting to key stakeholders to increase accountability and promote learning. ADB built its MfDR agenda on three pillars or key result areas: (i) development results at DMC level focusing on MfDR capacity in countries, (ii) results orientation at institutional level emphasizing institutional effectiveness and strengthening its own capacity to manage for development results, and (iii) contributions to MfDR as part of an effective global partnership.

This study follows from the recommendation of the IED’s first (2007) MfDR assessment, which provided early feedback to help guide the evolution of MfDR within ADB. It intends to make the findings available in advance of the Asian Development Fund Annual Consultation Meeting scheduled for December 2011, and to provide inputs into the comprehensive review of the corporate results framework that ADB management has planned for 2012.