Development Effectiveness and Results
ADB focuses on results management in its operations, improving the capacities of its developing member countries, and contributing to the global agenda on development effectiveness.
ADB will implement its new corporate results framework for 2025 to 2030 to track progress on key transformational initiatives and drive the institution towards achieving its corporate objectives outlined in Strategy 2030 and its midterm review.
The framework builds on previous results frameworks and is designed to drive impactful outcomes by rationalizing and streamlining indicators, strengthening methodologies for enhanced credibility, and emphasizing outcome-oriented metrics directly linked to the Sustainable Development Goals (SDGs) and harmonized with other multilateral development banks (MDBs).
ADB focuses its contributions to the region’s development outcomes by ensuring that all operations align with its broader organizational vision of solving challenges together, connecting the region, and empowering people for a dynamic economies and a healthy planet. This commitment aims to achieve a prosperous, inclusive, resilient, and sustainable Asia and the Pacific.
Strategy 2030 Development Results
ADB reports on outcome-oriented indicators aligned with the SDGs and the objectives set in Strategy 2030 and its midterm review, providing quantitative insights on progress.
| Sub-area | Results indicators |
|---|---|
| People |
Ensuring the well-being and empowerment of individuals 1. People in poverty and vulnerable situations with improved standards of living (number, achievement rate) |
| Planet |
Safeguarding the health of the planet 5. Net annual greenhouse gas emissions (tCO2e/year, achievement rate) |
| Prosperity |
Driving prosperity and development of economies 10. Jobs generated (number, achievement rate) |
Quality of Completed Operations
ADB tracks the quality of its completed operations to gain insights, learn from experience, improve project design and execution, and deliver high-impact knowledge solutions that meet the needs of its diverse stakeholders.
| Sub-area | Results indicators | Tracking indicators |
|---|---|---|
| Success ratings of completed operations | 13. Completed operations rated successful (% of #) (sovereign) | 1. Completed operations rated successful (% of #) (sovereign) a. projects, b. policy-based lending, c. FCAS, d. SIDS, e. ADF-recipient countries 2. Completed operations rated successful (% of #) (sovereign) a. relevance, b. efficiency, c. effectiveness, d. sustainability |
| 14. Completed operations rated successful (% of #) (nonsovereign) | 3. Completed operations rated successful (% of #) (nonsovereign) a. development results, b. ADB’s additionality, c. ADB’s investment profitability, d. ADB’s work quality 4. Completed operations rated successful (% of #) (nonsovereign) a. infrastructure, b. finance, c. equity |
|
| Gender equality results | 15. Completed operations delivering intended gender equality results (% of #) (sovereign and nonsovereign) | |
| Knowledge benefits | 16. Clients satisfied with the use of ADB knowledge products (%) |
ADB is aligning its operations with the five strategic focus areas outlined in Strategy 2030 midterm review.
| Sub-area | Results indicators | Tracking indicators |
|---|---|---|
| Climate action | 1. Financing for climate action (% of $) (sovereign and nonsovereign) | 1. Financing for climate action (,ドル cumulative) (sovereign and nonsovereign) a1. Mitigation, a2. adaptation, a3. mitigation and adaptation b1. ADB-only, b2. Cofinancing, b3. external private financing directly mobilized |
| 2. Committed operations supporting disaster risk management, and environment and nature (% of #) (sovereign and nonsovereign) | 2. Committed operations supporting disaster risk management, and environment and nature (% of #) (sovereign and nonsovereign) a. disaster risk management only, b. environment and nature only, c. both |
|
| Private Sector Development | 3. Financing for private investment ($ billion) (nonsovereign) 4. Cofinancing ratio (%) (nonsovereign) of which, direct private capital mobilization |
3. Cofinancing ratio (%) (nonsovereign) 4. Advisory transactions reaching commercial closure (number and $ mobilized) a. Number of transactions, b. $ mobilized 5. Committed nonsovereign operations (nonsovereign) |
| 6. Sovereign cofinancing ($) (sovereign) | ||
| 5. Committed operations contributing to private sector development (% of #) (sovereign) | ||
| 6. Committed operations in frontier economies (% of #) (nonsovereign) | 7. Committed operations or transactions supporting inclusive business approaches (number) (nonsovereign) | |
| Regional cooperation and public goods | 7. Committed operations supporting regional cooperation and integration (% of #) (sovereign and nonsovereign) | 8. RCI resources allocated for regional public goods ($ billion) (sovereign and nonsovereign) |
| Digital transformation | 8. Committed operations supporting digital transformation (% of #) (sovereign and nonsovereign) | |
| Resiliency and Empowerment | 9. Committed operations supporting poverty reduction and inclusiveness (% of #) (sovereign and nonsovereign) | 9. Disability-inclusive operations (% of #) (sovereign and nonsovereign) 10. Commitments aligned with the SDGs (% of #, % of $) (sovereign and nonsovereign) a. % of operations by goals, b. % of financing by goals |
| 10. Financing for FCAS and SIDS (% of $) (sovereign and nonsovereign) | 11. Commitments in concessional assistance countries (group A + group B) (% of $) (sovereign and nonsovereign) | |
| 11. Committed operations promoting gender equality (% of #) (sovereign and nonsovereign) | 12. Committed operations promoting gender equality (% of #) (sovereign and nonsovereign) a1.GEN (SOV), a2. GEN (NSO), b1.EGM (SOV), b2. EGM (NSO), c1.SGE (SOV), c2. SGE (NSO), d1.IGB (SOV), d2. IGB (NSO) 13. Financing for gender equality (% of $) (sovereign and nonsovereign) |
ADB is strengthening the quality project design and implementation, ensuring that projects are well-prepared at entry and effectively managed throughout its project life cycle.
| Sub-area | Results indicators | Tracking indicators |
|---|---|---|
| Sovereign operations | 1. Operations that are implementation-ready before approval (% of #) (sovereign) 2. Operations under implementation at risk for four reporting periods or more (% of #) (sovereign) |
1. Operations that are implementation-ready before approval (% of #) (sovereign) a. design ready, b. financial management ready, c. institutional ready, d. procurement ready, e. safeguards ready 2. Performance of operations at implementation rated satisfactory (% of #) (sovereign) a. overall, b. output, c. contract award, d. disbursement, e. financial management, f. safeguards 3. Time from concept approval to first disbursement (months) (sovereign) a. from concept clearance to loan fact-finding, b. from loan fact-finding to approval, c. from approval to commitment, d. from commitment to first disbursement |
| Nonsovereign operations | 3. Operations at risk of not achieving development results (% of #) (nonsovereign) | 4. Operations at risk of not achieving development results (% of #) (nonsovereign) a. timely submission of monitoring reports, b. achievement of performance indicators 5. Time from concept approval to first disbursement (months) (nonsovereign) a. from concept clearance to project approval, b. from approval to signing, c. from signing to first disbursement |
ADB ensures that it has the right people, systems, and processes in place to support efficient operations and promote organizational practices that enhance productivity and effectiveness.
| Sub-area | Results indicators | Tracking indicators |
|---|---|---|
| People and Capacity | 1. Representation of women in the international staff category (%) | 1. Representation of women international staff in senior management (%) |
| 2. Internationally and locally hired technical staff in field offices (number) | 2. Internationally and locally hired technical staff in FCAS and SIDS field offices (number) | |
| Processes | 3. Cost-to-income ratio (%) | 3. Administrative cost-to-disbursement ratio (%) 4. Unutilized budget rate (%) |
| 5. Capital utilization ratio (%) 6. Nonperforming loan ratio (%) |
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| 7. Client satisfaction (%) a. ADB’s value proposition, b. effectiveness and utility of ADB’s support for climate action, c. ADB’s responsiveness 8. Client satisfaction with ADB’s collaboration with development partners (%) 9. Team leaders in the field for processing and implementation (% of #) 10. Co-team leadership for committed operations from multiple sectors, themes, OMDP, and PSOD (% of #) |
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| Systems | 4. ADB’s capacity in knowledge management (rating 1–5) | |
| 5. Corporate GHG emissions (tCO2e/year) | ||
| 6. Digital capability development (%) |
ADB's Corporate Results Framework (2019–2024) and its midterm review measures the first half of ADB Strategy 2030 implementation. Like its predecessors, it assesses overall development progress in Asia and the Pacific and ADB’s effectiveness in delivering development results.
The Strategy 2030-aligned results framework tracks regional development progress aligned with the SDGs.
CRF 2019-2024 contains 60 results framework indicators arranged in a two-section, four level structure.
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About ADB
ADB is a leading multilateral development bank supporting sustainable, inclusive, and resilient growth across Asia and the Pacific. Working with its members and partners to solve complex challenges together, ADB harnesses innovative financial tools and strategic partnerships to transform lives, build quality infrastructure, and safeguard our planet.
Founded in 1966, ADB is owned by 69 members—50 from the region.
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