Asian Development Bank From Wikipedia, the free encyclopedia Jump to: navigation, search "ASDB" redirects here

For the Ari!ona state agency, see Ari!ona State Schools for the Deaf and Blind Asian Development Bank

Motto Formation Type Legal status Purpose/focus Headquarters egion served Mem!ers"ip President Main organ #taff $e!site

ADB logo Fighting poverty in Asia and the "acific ## August $%&& 'egional organi!ation (reaty )rediting *andaluyong )ity, *etro *anila, "hilippines Asia+"acific &, countries (akehiko -akao Board of Directors.$/ 0,12$.#/ http:33444 ad5 org

Asian Development Bank mem5er states 6utside regions Asia+"acific region (he Asian Development Bank 7ADB8 is a regional development 5ank esta5lished on ## August $%&& to facilitate economic development of countries in Asia .0/ (he 5ank admits the mem5ers of the 9nited -ations :conomic and Social )ommission for Asia and the "acific 79-:S)A", formerly kno4n as the 9nited -ations :conomic )ommission for Asia and the Far :ast8 and non+regional developed countries .0/ From 0$ mem5ers at its esta5lishment, ADB no4 has &, mem5ers + of 4hich ;< are from 4ithin Asia and the

"acific and $% outside ADB 4as modeled closely on the World Bank, and has a similar 4eighted voting system 4here votes are distri5uted in proportion 4ith mem5er=s capital su5scriptions By the end of #1$#, 5oth the 9nited States and Japan hold the t4o largest proportions of shares each at $# ,<> )hina holds 2 ;2>, ?ndia holds 2 0&> .;/ %ontents

$ 6rgani!ation o $ $ @ist of "residents # Aistory o # $ $%&#+$%,# o # # $%,#+$%<& o # 0 Since $%<& 0 @ending ; -ota5le proBects and technical assistance 2 :ffectiveness & )riticism , 9nited -ations Development Business < Strategy #1#1 % *em5ers $1 See also $$ 'eferences $# :Cternal links

&rgani'ation

ADB AeadDuarters in *andaluyong )ity, "hilippines (he highest policy+making 5ody of the 5ank is the Board of Governors composed of one representative from each mem5er state (he Board of Eovernors, in turn, elect among themselves the $# mem5ers of the Board of Directors and their deputy :ight of the $#

mem5ers come from regional 7Asia+"acific8 mem5ers 4hile the others come from non+ regional mem5ers (he Board of Eovernors also elect the 5ank=s President 4ho is the chairperson of the Board of Directors and manages ADB (he president has a term of office lasting five years, and may 5e reelected (raditionally, and 5ecause Japan is one of the largest shareholders of the 5ank, the president has al4ays 5een Japanese (he most recent president 4as (akehiko -akao, 4ho succeeded Aaruhiko Furoda in #1$0 .2/ (he headDuarters of the 5ank is at & ADB Avenue, *andaluyong )ity, *etro *anila, "hilippines,.&/.,/ and it has representative offices around the 4orld (he 5ank employs 0,12$ people, of 4hich $,;&0 in the "hilippines .#/ List of Presidents (ame (akeshi Watana5e Shiro ?noue (roichi Hoshida *asao FuBioka Fimimasa (arumi!u *itsuo Sato (adao )hino Aaruhiko Furoda (akehiko -akao History )*+,-)*., ADB 4as originally conceived 5y some influential Japanese 4ho formulated a "private plan" for a regional development 5ank in $%&#, 4hich 4as later endorsed 5y the government (he Japanese felt that its interest in Asia 4as not served 5y the World Bank and 4anted to esta5lish a 5ank in 4hich Japan 4as institutionally advantaged .citation needed/ 6nce the ADB 4as founded in $%&&, Japan took a prominent position in the 5ankI it received the presidency and some other crucial "reserve positions" such as the director of the administration department By the end of $%,#, Japan contri5uted J$,0 , million 7## &> of the total8 to the ordinary capital resources and J$## & million 72% &> of the total8 to the special funds ?n contrast, the 9nited States contri5uted only J$ #2 million for the special fund .0/ (he ADB served Japan=s economic interests 5ecause its loans 4ent largely to ?ndonesia, (hailand, *alaysia, South Forea and the "hilippines, the countries 4ith 4hich Japan had Dates (ationality $%&&G$%,# Japan $%,#G$%,& Japan $%,&G$%<$ Japan $%<$G$%<% Japan $%<%G$%%0 Japan $%%0G$%%% Japan $%%%G#112 Japan #112G#1$0 Japan #1$0G Japan

crucial trading tiesI these nations accounted for ,< ;<> of the total ADB loans in $%&,+ ,# *oreover, Japan received tangi5le 5enefits, ;$ &,> of the total procurements in $%&,+,& Japan tied its special funds contri5utions to its preferred sectors and regions and procurements of its goods and services, as reflected in its J$11 million donation for the Agricultural Special Fund in April $%&< .0/ (akeshi Watana5e served as the first ADB president from $%&& to $%,# )*.,-)*/+ Japan=s share of cumulative contri5utions increased from 01 ; percent in $%,# to 02 2 percent in $%<$ and ;$ % percent in $%<& ?n addition, Japan 4as a crucial source of ADB 5orro4ing, #% ; percent 7out of J&,,#% $ million8 in $%,0+<&, compared to ;2 $ percent from :urope and $# % percent from the 9nited States Japanese presidents ?noue Shiro 7$%,#G,&8 and Hoshida (aroichi 7$%,&G<$8 took the spotlight FuBioka *asao, the fourth president 7$%<$G%18, adopted an assertive leadership style Ae announced an am5itious plan to eCpand the ADB into a high+impact development agency Ais plan and 5anking philosophy led to increasing friction 4ith the 9 S directors, 4ith open criticism from the Americans at the $%<2 annual meeting .0/ During this period there 4as a strong parallel institutional tie 5et4een the ADB and the Japanese *inistry of Finance, particularly the ?nternational Finance Bureau 7?FB8 #ince )*/+ ?ts share of cumulative contri5utions increased from ;$ % percent in $%<& to 21 1 per+ cent in $%%0 ?n addition, Japan has 5een a crucial lender to the ADB, 01 ; percent of the total in $%<,+%0, compared to 0% < percent from :urope and $$ , percent from the 9nited States Ao4ever, different from the previous period, Japan has 5ecome more assertive since the mid+$%<1s Japan=s plan 4as to use the ADB as a conduit for recycling its huge surplus capital and a "catalyst" for attracting private Japanese capital to the region After the $%<2 "la!a Accord, Japanese manufacturers 4ere pushed 5y high yen to move to Southeast Asia (he ADB played a role in channeling Japanese private capital to Asia 5y improving local infrastructure .0/ (he ADB also committed itself to increasing loans for social issues such as education, health and population, ur5an development and environment, to ;1 percent of its total loans from around 01 percent at the time .0/ Lending (he ADB offers "hard" loans from ordinary capital resources 76)'8 on commercial terms, and the Asian Development Fund 7ADF8 affiliated 4ith the ADB eCtends "soft" loans from special fund resources 4ith concessional conditions For 6)', mem5ers su5scri5e capital, including paid+in and calla5le elements, a 21 percent paid+in ratio for the initial su5scription, 2 percent for the (hird Eeneral )apital ?ncrease 7E)?8 in $%<0 and # percent for the Fourth Eeneral )apital ?ncrease in $%%; (he ADB 5orro4s from international capital markets 4ith its capital as guarantee .0/

?n #11%, ADB o5tained mem5er+contri5utions for its Fifth Eeneral )apital ?ncrease of #11>, in response to a call 5y E#1 leaders to increase resources of multilateral development 5anks so as to support gro4th in developing countries amid the glo5al financial crisis For #1$1 and #1$$, a #11> E)? allo4s lending of J$# 2+$0 1 5illion in #1$1 and a5out J$$ 1 5illion in #1$$ .</ With this increase, the 5ank=s capital 5ase has tripled from J22 5illion to J$&2 5illion .%/ (ota!le pro0ects and tec"nical assistance (his Source may contain improper references to self-pu!lis"ed sources "lease help improve it 5y removing references to unrelia5le sources, 4here they are used inappropriately (September 2010) Afghan Diaspora "roBect.citation needed/ Funding 9tah State 9niversity led proBects to 5ring la5or skills in (hailand.citation
needed/

:arthDuake and (sunami :mergency Support "roBect in ?ndonesia.citation needed/ Ereater *ekong Su5regional "rogram.$1/ '6) "ing Au 6ffshore 6il and Eas Development.citation needed/ Strategic "rivate Sector "artnerships for 9r5an "overty 'eduction in the "hilippines.citation needed/ (rans+Afghanistan Eas "ipeline Feasi5ility Assessment.citation needed/ @oan of J$ # 5illion to 5ail it out of an impending economic crisis in "akistan and ongoing funding for the countries gro4ing energy needs, specifically Aydro+ po4er proBects.$$/ *icro finance support for private enterprises, in conBunction 4ith governments, including "akistan and ?ndia .citation needed/ (he Hichang+Wan!hou 'ail4ay proBect in the mountainous area of 4estern Au5ei "rovince and north+eastern )hongDing *unicipality, )hina 7A 9S J211,111 loan, approved in #110 8.$#/ 9laan5aatar Airport and -ational Air -avigation Development "roBects: )hinggis Fhaan ?nternational Airport.$0/

1ffectiveness (his Source may contain improper references to self-pu!lis"ed sources "lease help improve it 5y removing references to unrelia5le sources, 4here they are used inappropriately (September 2010) Eiven ADB=s annual lending volume, the return on investment in lesson+learning for operational and developmental impact is likely to 5e highI maCimi!ing it is a legitimate concern All proBects funded 5y ADB are evaluated to find out 4hat results are 5eing achieved, 4hat improvements should 5e considered, and 4hat is 5eing learned (here are t4o types of evaluation: independent and self+evaluation Self+evaluation is conducted 5y the units responsi5le for designing and implementing country strategies, programs, proBects, or technical assistance activities ?t comprises several instruments,

including proBect3program performance reports, midterm revie4 reports, technical assistance or proBect3program completion reports, and country portfolio revie4s All proBects are self+evaluated 5y the relevant units in a proBect completion report ADBKs proBect completion reports are pu5licly disclosed on ADBKs ?nternet site )lient governments are reDuired to prepare their o4n proBect completion reports ?ndependent evaluation is a foundation 5lock of organi!ational learning: ?t is essential to transfer increased amounts of relevant and high+Duality kno4ledge from eCperience into the hands of policy makers, designers, and implementers ADBKs ?ndependent :valuation Department 7?:D8 .$;/ conducts systematic and impartial assessment of policies, strategies, country programs, and proBects, including their design, implementation, results, and associated 5usiness processes to determine their relevance, effectiveness, efficiency, and sustaina5ility follo4ing prescri5ed methods and guidelines .$2/ ?t also validates self+evaluations By this process of evaluation, ADB demonstrates three elements of good governance: accounta5ility, 5y assessing the effectiveness of ADB=s operationsI transparency, 5y independently revie4ing operations and pu5licly reporting findings and recommendationsI and improved performance, 5y helping ADB and its clients learn from eCperience to enhance ongoing and future operations 6perations evaluation has changed from the 5eginnings of evaluation in ADB in $%,< ?nitially, the focus 4as on assessing after completion the eCtent to 4hich proBects had achieved their eCpected economic and social 5enefits 6perations evaluation no4 shapes decision making throughout the proBect cycle and in ADB as a 4hole Since the esta5lishment of its independence in #11;, ?:D reports directly to ADBKs Board of Directors through the Board=s Development :ffectiveness )ommittee Behavioral autonomy, avoidance of conflicts of interest, insulation from eCternal influence, and organi!ational independence have made evaluation a dedicated toolLgoverned 5y the principles of usefulness, credi5ility, transparency, and independenceLfor greater accounta5ility and making development assistance 4ork 5etter Independent Evaluation at the sian Development Ban! presents a perspective of evaluation in ADB from the 5eginnings and looks to a future in 4hich kno4ledge management plays an increasingly important role .$&/ ?n recent years,."hen#/ there has 5een a maBor shift in the nature of ?:D=s 4ork program from a dominance of evaluations of individual proBects to one focusing on 5roader and more strategic studies (o select priority topics for evaluation studies, ?:D seeks input from the Development :ffectiveness )ommittee, ADB *anagement, and the heads of ADB departments and offices (he current thrusts are to improve the Duality of evaluations 5y using more ro5ust methodologiesI give priority to country3sector assistance program evaluationsI increase the num5er of Boint evaluationsI validate self+ evaluations to shorten the learning cycleI conduct more rigorous impact evaluationsI develop evaluation capacity, 5oth in ADB and in D*)sI promote portfolio performanceI evaluate 5usiness processesI and disseminate findings and recommendations and ensure their use ?:D=s 4ork program has also 5een reinterpreted to emphasi!e organi!ational learning in a more clearly defined results architecture and results frame4ork ?t entails conducting and disseminating strategic evaluations 7in consultation 4ith stakeholders8,.$,/

harmoni!ing performance indicators and evaluation methodologies, and developing capacity in evaluation and evaluative thinking .$</ All evaluation studies are pu5licly disclosed on ?:D=s 4e5site 7some evaluations of private sector operations are redacted to protect commercially confidential information8 .$%/ ?:D=s evaluation resources are displayed 5y resource type, topic, region and country, and date .#1/ @earnings are also gathered in an online :valuation ?nformation System offering a data5ase of lessons, recommendations, and ADB *anagement responses to these .#$/ Details of ongoing evaluations and updates on their progress are made pu5lic too .##/ Beginning #11&, acting 4ithin the kno4ledge management frame4ork of ADB, ?:D has applied kno4ledge management to lesson learning, using kno4ledge performance metrics $earnin% $essons in DB sets the strategic frame4ork for kno4ledge management in operations evaluation .#0/ ?mprovements have 5een made that hold promise not only in ?:D 5ut, more importantly, vis+M+vis its interfaces 4ith other departments and offices in ADB, developing mem5er countries, and the international evaluation community ?n the medium term, ?:D 4ill continue to improve the organi!ational culture, management system, 5usiness processes, information technology solutions, community of practice, and eCternal relations and net4orking for lesson learning Among the ne4 kno4ledge products and services developed, $earnin% &urves are handy, t4o+paged Duick references designed to feed findings and recommendations from evaluation to a 5roader range of clients.#;/ Evaluation 'e"s report on events in monitoring and evaluation Evaluation Presentations offer short photographic or "o4erpoint displays on evaluation topics uditin% the $essons rchitecture highlights the contri5ution that kno4ledge audits can make to organi!ational learning and organi!ational health .#2/ 6f the $,$1& ADB+funded proBects evaluated and rated so far 7as of Decem5er #11,8, &2> 4ere assessed as 5eing successful, #,> partly successful and <> as unsuccessful
.citation needed/

%riticism Since the ADB=s early days, critics have charged that the t4o maBor donors, Japan and the 9nited States, have had eCtensive influence over lending, policy and staffing decisions .#&/ 6Cfam Australia has critici!ed the Asian Development Bank of insensitivity to local communities "6perating at a glo5al and international level, these 5anks can undermine people=s human rights through proBects that have detrimental outcomes for poor and marginali!ed communities ".#,/ (he 5ank also received criticism from the 9nited -ations :nvironmental "rogram, stating in a report that "much of the gro4th has 5ypassed more than ,1 percent of its rural population, many of 4hom are directly dependent on natural resources for livelihoods and incomes ".#</ (here had 5een criticism that ADB=s large scale proBects cause social and environmental damage due to lack of oversight 6ne of the most controversial ADB+related proBects is

(hailand=s *ae *oh coal+fired po4er station :nvironmental and human rights activists say ADB=s environmental safeguards policy as 4ell as policies for indigenous peoples and involuntary resettlement, 4hile usually up to international standards on paper, are often ignored in practice, are too vague or 4eak to 5e effective, or are simply not enforced 5y 5ank officials .#%/.01/ (he 5ank has 5een critici!ed over its role and relevance in the food crisis (he ADB has 5een accused 5y civil society of ignoring 4arnings leading up the crisis and also contri5uting to it 5y pushing loan conditions that many say unfairly pressure governments to deregulate and privati!e agriculture, leading to pro5lems such as the rice supply shortage in Southeast Asia .0$/ (he 5ank has also 5een critici!ed 5y Nietnam War veterans for funding proBects in @aos, 5ecause of the 9nited States= $2> stake in the 5ank, under4ritten 5y taCes .0#/ @aos 5ecame a communist country after the 9 S 4ithdre4 from Nietnam, and the @aotian )ivil War 4as 4on 5y the "athet @ao, 4hich is 4idely understood to have 5een supported 5y the -orth Nietnamese Army ?n #11%, the 5ank endorsed a J# % 5illion funding strategy for proposed proBects in ?ndia (he proBects in this strategy 4ere only indicative and still needed to 5e further approved 5y the 5ank=s 5oard of directorsI ho4ever, "') Foreign *inistry spokesman Oin Eang claimed, "(he Asian Development Bank, regardless of the maBor concerns of )hina, approved the ?ndia )ountry "artnership strategy 4hich involves the territorial dispute 5et4een )hina and ?ndia )hina eCpresses its strong dissatisfaction over this (he 5ank=s move not only seriously tarnishes its o4n name, 5ut also undermines the interests of its mem5ers ".00/ 2nited (ations Development Business (he 9nited -ations launched Development Business in $%,< 4ith the support of the Asian Development Bank, the World Bank, and many other maBor development 5anks from around the 4orld (oday, Development Business is the primary pu5lication for all maBor multilateral development 5anks, 9nited -ations agencies, and several national governments, many of 4hom have made the pu5lication of their tenders and contracts in Development Business a mandatory reDuirement .0;/ #trategy ,3,3 Strategy #1#1 is (he @ong+(erm Strategic Frame4ork of the Asian Development and 4ide strategic frame4ork to guide all its operations to #1#1 .02/ ?t reaffirms 5oth ADB=s vision of an Asia and "acific free of poverty and its mission to help developing mem5er countries improve the living conditions and Duality of life of their people Strategy #1#1 identifies drivers of change that 4ill 5e stressed in all its operations + developing the private sector, encouraging good governance, supporting gender eDuity, helping developing countries gain kno4ledge, and eCpanding partnerships 4ith other development institutions, the private sector, and 4ith community+5ased organi!ations

Mem!ers

Asian Development Bank + Developing *em5er )ountries 7D*)8 graduation stages.0&/ 6utside regions Asia+"acific region developed mem5ers D*) graduated from assistance, Eroup+D 6rdinary )apital 'esources 76)'8 financing, Eroup+) 6)' and ADF 5lended financing, Eroup+B Asian Development Fund 7ADF8 financing, Eroup+A ADB has &, mem5ers 7as of # Fe5ruary #11,8 .;/ 'ames are as reco%ni(ed b) DB* (he year after a mem5er=s name indicates the year of mem5ership At the time a country ceases to 5e a mem5er, the Bank shall arrange for the repurchase of such country=s shares 5y the Bank as a part of the settlement of accounts 4ith such country in accordance 4ith the provisions of paragraphs 0 and ; of this Article .0,/ Date of Accession Asian and Pacific region: ;< mem5ers $%&& Afghanistan Australia $%&& )am5odia $%&& $%&& ?ndia ?ndonesia $%&& $%&& Japan Forea, 'epu5lic of $%&& @ao "eople=s Democratic $%&& 'epu5lic.0</ *alaysia $%&& $%&& -epal -e4 Pealand $%&& $%&& "akistan "hilippines $%&& Samoa $%&& Singapore $%&& Sri @anka $%&& %ountry Date of Accession &t"er regions: $% mem5ers $%&& Austria Belgium $%&& )anada $%&& $%&& Denmark Finland $%&& Eermany.;0/ $%&& ?taly $%&& -etherlands $%&& -or4ay $%&& S4eden $%&& 9nited $%&& Fingdom 9nited States $%&& $%&, S4it!erland $%,1 France Spain $%<& $%%$ (urkey %ountry

%ountry (aipei, )hina.0%/.;1/ (hailand Niet -am, Socialist 'epu5lic of.;$/ Aong Fong, )hina.;#/ FiBi "apua -e4 Euinea (onga Bangladesh Burma Solomon ?slands Firi5ati )ook ?slands *aldives Nanuatu Bhutan )hina, "eople=s 'epu5lic of *arshall ?slands *icronesia, Federated States of *ongolia -auru (uvalu Fa!akhstan Fyrgy! 'epu5lic 9!5ekistan (aBikistan A!er5aiBan (urkmenistan (imor+@este "alau Armenia Brunei Darussalam

Date of Accession $%&& $%&& $%&& $%&% $%,1 $%,$ $%,# $%,0 $%,0 $%,0 $%,; $%,& $%,< $%<$ $%<# $%<& $%%1 $%%1 $%%$ $%%$ $%%0 $%%; $%%; $%%2 $%%< $%%% #111 #11# #110 #112 #11&

%ountry "ortugal @uCem5ourg ?reland

Date of Accession #11# #110 #11&