Читать книгу Learning in Development - Olivier Serrat - Страница 8

Evaluation was neither part of the initial activities nor the structure of ADB when it was established in 1966—there was little to evaluate until operations got under way. A system was established in 1972 for measuring results against intentions. While the main focus of such evaluation was historical, the object was to improve the planning, appraisal, and implementation of ADB’s operations. The Economics Office, with the assistance of consultants, provided the internal evaluation capability, while academic institutions and nonprofit organizations were contracted to perform external evaluations. The role of ADB’s operations departments was to make background information available.

By 1977, a total of 17 evaluation studies had identified factors contributing to success or failure of projects. The main product was the project performance audit report. Importantly, 1977 also saw a review of evaluation policies and procedures to increase the impact of evaluations on ADB’s operations. The result was the creation in 1978 of a separate unit, the Postevaluation Office, reporting directly to the President. Evaluation activities were reviewed by the Audit Committee of the Board of Directors. The office was staffed with four professionals, plus the Chief. In 1979, it began to codify its work by developing standards and procedures for producing project performance audit reports, and it released its first summary of findings and recommendations from evaluation.¹

Broader evaluations were introduced in 1982. By 1986, performance evaluation had become important enough to merit a theme chapter in ADB’s Annual Report. In 1993, the establishment of the Task Force on Improving Project Quality signaled ADB’s determination to improve its standards of performance and to enhance the effectiveness of its operations. The Task Force identified the major themes underlying project quality to be (i) ADB responsiveness to its developing member countries (DMCs), (ii) DMC ownership and capacity, and (iii) accountability for project quality in ADB. In 1994, the Board of Directors endorsed the Report of the Task Force.² The action plan contained in the report drew on findings and recommendations from evaluation. In 2000, the scope of project performance audit reports was broadened to include achievement of benefits, measured against a logical framework. A brief account of independent evaluation at ADB since 1978 is appended.