Asian Development BankFrom Wikipedia, the free encyclopediaJump to: navigation, search"ASDB" redirects here. For the Arizona state agency, see Arizona State Schools for the Deaf and Blind.

Asian Development Bank

ADB logo

Motto Fighting poverty in Asia and thePacific

Formation 22 August 1966Type Regional organizationLegal status TreatyPurpose Crediting

Headquarters Mandaluyong City, Metro Manila,Philippines

Regionserved

Asia­Pacific

Membership 67 countries

President Takehiko Nakao

Main organ Board of Directors[1]

Staff 3,051[2]

Website http://www.adb.org

Asian Development Bank member states Outside regions

Asia­Pacific region

The Asian Development Bank (ADB) is a regional development bank established on 22 August 1966which is headquartered in Metro Manila, Philippines, to facilitate economic development in Asia.[3] Thebank admits the members of the United Nations Economic and Social Commission for Asia and thePacific (UNESCAP, formerly the Economic Commission for Asia and the Far East or ECAFE) and non­regional developed countries.[3] From 31 members at its establishment, ADB now has 67 members, ofwhich 48 are from within Asia and the Pacific and 19 outside. The ADB was modeled closely on theWorld Bank, and has a similar weighted voting system where votes are distributed in proportion withmembers' capital subscriptions. Since 2014, ADB releases annual report of Creative Productivity Indexand comparatively includes Finland and United States for the list of Asia­Pacific members. [4][5]

At the end of 2013, Japan holds the largest proportion of shares at 15.67%. The United States holds15.56%, China holds 6.47%, India holds 6.36%, and Australia holds 5.81%.[6]

Contents

[hide]

1 Organization1.1 List of presidents

2 History2.1 1962–19722.2 1972–19862.3 Since 1986

3 Lending4 Notable projects and technical assistance5 Effectiveness6 Criticism7 United Nations Development Business8 Strategy 20209 List of 20 Largest Countries and Regions by Subscribed Capital and Voting Power10 Members11 See also12 References13 External links

Organization[edit]

ADB Headquarters in Mandaluyong City,Philippines

The highest policy­making body of the bank is the Board of Governors, composed of one representativefrom each member state. The Board of Governors, in turn, elect among themselves the twelve membersof the Board and their deputy. Eight of the twelve members come from regional (Asia­Pacific) memberswhile the others come from non­regional members.

The Board of Governors also elect the bank's president, who is the chairperson of the Board of Directorsand manages ADB. The president has a term of office lasting five years, and may be reelected.Traditionally, and because Japan is one of the largest shareholders of the bank, the president has alwaysbeen Japanese.

The most recent president was Takehiko Nakao, who succeeded Haruhiko Kuroda in 2013.[7]

The headquarters of the bank is at 6 ADB Avenue, Mandaluyong City, Metro Manila, Philippines,[8][9]and it has representative offices around the world. The bank employs 3,051 people, of which 1,463(48%) are from the Philippines.[2]

List of presidents[edit]

Name Dates NationalityTakeshi Watanabe 1966–1972 JapanShiro Inoue 1972–1976 JapanTaroichi Yoshida 1976–1981 JapanMasao Fujioka 1981–1989 JapanKimimasa Tarumizu 1989–1993 JapanMitsuo Sato 1993–1999 JapanTadao Chino 1999–2005 Japan

Haruhiko Kuroda 2005–2013 JapanTakehiko Nakao 2013– Japan

History[edit]

1962–1972[edit]

The concept of a regional bank was formally mooted at a trade conference organized by the EconomicCommission for Asia and the Far East (ECAFE) in 1963 by a young Thai banker, Paul Sithi­Amnuai, fordeveloping intra­regional trade. (ESCAP, United Nations Publication March 2007, "The first parliamentof Asia" pp.65) Once the ADB was founded in 1966, Japan took a prominent position in the bank; itreceived the presidency and some other crucial "reserve positions" such as the director of theadministration department. By the end of 1972, Japan contributed $173.7 million (22.6% of the total) tothe ordinary capital resources and $122.6 million (59.6% of the total) to the special funds. In contrast, theUnited States contributed only $1.25 million for the special fund.[3]

The ADB served Japan's economic interests because its loans went largely to Indonesia, Thailand,Malaysia, South Korea and the Philippines, the countries with which Japan had crucial trading ties; thesenations accounted for 78.48% of the total ADB loans between 1967 and 1972. Moreover, Japan receivedtangible benefits, 41.67% of the total procurements between 1967 and 1976. Japan tied its special fundscontributions to its preferred sectors and regions and procurements of its goods and services, as reflectedin its $100 million donation for the Agricultural Special Fund in April 1968.[3]

Takeshi Watanabe served as the first ADB president from 1966 to 1972.

1972–1986[edit]

Japan's share of cumulative contributions increased from 30.4% in 1972 to 35.5% in 1981 and 41.9% in1986. In addition, Japan was a crucial source of ADB borrowing, 29.4% (out of $6,729.1 million) in1973–86, compared to 45.1% from Europe and 12.9% from the United States. Japanese presidents InoueShiro (1972–76) and Yoshida Taroichi (1976–81) took the spotlight. Fujioka Masao, the fourth president(1981–90), adopted an assertive leadership style. He announced an ambitious plan to expand the ADBinto a high­impact development agency. His plan and banking philosophy led to increasing friction withthe U.S. directors, with open criticism from the Americans at the 1985 annual meeting.[3]

During this period there was a strong parallel institutional tie between the ADB and the JapaneseMinistry of Finance, particularly the International Finance Bureau (IFB).

Since 1986[edit]

Japan's share of cumulative contributions increased from 41.9% in 1986 to 50.0% in 1993. In addition,Japan has been a crucial lender to the ADB, 30.4% of the total in 1987–93, compared to 39.8% fromEurope and 11.7% from the United States. However, different from the previous period, Japan hasbecome more assertive since the mid­1980s. Japan's plan was to use the ADB as a conduit for recyclingits huge surplus capital and a "catalyst" for attracting private Japanese capital to the region. After the1985 Plaza Accord, Japanese manufacturers were pushed by high yen to move to Southeast Asia. TheADB played a role in channeling Japanese private capital to Asia by improving local infrastructure.[3]The ADB also committed itself to increasing loans for social issues such as education, health andpopulation, urban development and environment, to 40% of its total loans from around 30% at the time.[3]

Lending[edit]The ADB offers "hard" loans from ordinary capital resources (OCR) on commercial terms, and the AsianDevelopment Fund (ADF) affiliated with the ADB extends "soft" loans from special fund resources withconcessional conditions. For OCR, members subscribe capital, including paid­in and callable elements, a50% paid­in ratio for the initial subscription, 5% for the Third General Capital Increase (GCI) in 1983and 2% for the Fourth General Capital Increase in 1994. The ADB borrows from international capitalmarkets with its capital as guarantee.[3]

In 2009, ADB obtained member­contributions for its Fifth General Capital Increase of 200%, in responseto a call by G20 leaders to increase resources of multilateral development banks so as to support growth

in developing countries amid the global financial crisis. For 2010 and 2011, a 200% GCI allows lendingof $12.5 billion to 13 billion in 2010 and about $11 billion in 2011.[10] With this increase, the bank'scapital base tripled from $55 billion to $165 billion.[11]

Notable projects and technical assistance[edit]

This Source may contain improper references to self­published sources. Please helpimprove it by removing references to unreliable sources, where they are used inappropriately.(September 2010)

Afghan Diaspora Project[citation needed]

Funding Utah State University led projects to bring labor skills in Thailand[citation needed]

Earthquake and Tsunami Emergency Support Project in Indonesia[citation needed]

Greater Mekong Subregional Program[12]

ROC Ping Hu Offshore Oil and Gas Development[citation needed]

Strategic Private Sector Partnerships for Urban Poverty Reduction in the Philippines[citation needed]

Trans­Afghanistan Gas Pipeline Feasibility Assessment[citation needed]Loan of $1.2 billion to bail it out of an impending economic crisis in Pakistan and ongoing fundingfor the countries growing energy needs, specifically Hydro­power projectsMicro finance support for private enterprises, in conjunction with governments, including Pakistanand India.[citation needed]The Yichang­Wanzhou Railway project in the mountainous area of western Hubei Province andnorth­eastern Chongqing Municipality, China. (A US $500 million loan, approved in 2003.)[13]Ulaanbaatar Airport and National Air Navigation Development Projects: Chinggis KhaanInternational Airport[14]

Colombo Harbour Expansion Project[15]Asia Climate Partners, a joint venture between ADB, ORIX Corporation, and Robeco InstitutionalAsset Management, that funds green­energy projects.[16]

Effectiveness[edit]

This Source may contain improper references to self­published sources. Please helpimprove it by removing references to unreliable sources, where they are used inappropriately.(September 2010)

Given ADB's annual lending volume, the return on investment in lesson­learning for operational anddevelopmental impact is high, and maximizing it is a legitimate concern. All projects funded by ADB areevaluated to find out what results are being achieved, what improvements should be considered, and whatis being learned.

There are two types of evaluation: independent and self­evaluation. Self­evaluation is conducted by theunits responsible for designing and implementing country strategies, programs, projects, or technicalassistance activities. It comprises several instruments, including project/program performance reports,midterm review reports, technical assistance or project/program completion reports, and country portfolioreviews. All projects are self­evaluated by the relevant units in a project completion report. ADB’sproject completion reports are publicly disclosed on ADB’s website. Client governments are required toprepare their own project completion reports.

Independent evaluation is a foundation block of organizational learning: It is essential to transferincreased amounts of relevant and high­quality knowledge from experience into the hands of policymakers, designers, and implementers. ADB’s Independent Evaluation Department (IED)[17] conductssystematic and impartial assessment of policies, strategies, country programs, and projects, includingtheir design, implementation, results, and associated business processes to determine their relevance,effectiveness, efficiency, and sustainability following prescribed methods and guidelines.[18] It alsovalidates self­evaluations. By this process of evaluation, ADB demonstrates three elements of goodgovernance: accountability, by assessing the effectiveness of ADB's operations; transparency, byindependently reviewing operations and publicly reporting findings and recommendations; and improvedperformance, by helping ADB and its clients learn from experience to enhance ongoing and futureoperations.

Operations evaluation has changed from the beginnings of evaluation in ADB in 1978. Initially, the focuswas on assessing after completion the extent to which projects had achieved their expected economic andsocial benefits. Operations evaluation now shapes decision making throughout the project cycle and inADB as a whole. Since the establishment of its independence in 2004, IED reports directly to ADB’sBoard of Directors through the Board's Development Effectiveness Committee. Behavioral autonomy,avoidance of conflicts of interest, insulation from external influence, and organizational independencehave made evaluation a dedicated tool—governed by the principles of usefulness, credibility,transparency, and independence—for greater accountability and making development assistance workbetter. Independent Evaluation at the Asian Development Bank presents a perspective of evaluation inADB from the beginnings and looks to a future in which knowledge management plays an increasinglyimportant role.[19]

In recent years,[when?] there has been a major shift in the nature of IED's work program from adominance of evaluations of individual projects to one focusing on broader and more strategic studies.To select priority topics for evaluation studies, IED seeks input from the Development EffectivenessCommittee, ADB Management, and the heads of ADB departments and offices. The current thrusts are toimprove the quality of evaluations by using more robust methodologies; give priority to country/sectorassistance program evaluations; increase the number of joint evaluations; validate self­evaluations toshorten the learning cycle; conduct more rigorous impact evaluations; develop evaluation capacity, bothin ADB and in DMCs; promote portfolio performance; evaluate business processes; and disseminatefindings and recommendations and ensure their use. IED's work program has also been reinterpreted toemphasize organizational learning in a more clearly defined results architecture and results framework. Itentails conducting and disseminating strategic evaluations (in consultation with stakeholders),[20]harmonizing performance indicators and evaluation methodologies, and developing capacity inevaluation and evaluative thinking.[21] All evaluation studies are publicly disclosed on IED's website(some evaluations of private­sector operations are redacted to protect commercially confidentialinformation).[22] IED's evaluation resources are displayed by resource type, topic, region and country,and date.[23] Learnings are also gathered in an online Evaluation Information System offering a databaseof lessons, recommendations, and ADB Management responses to these.[24] Details of ongoingevaluations and updates on their progress are made public too.[25]

Beginning 2006, acting within the knowledge management framework of ADB, IED has appliedknowledge management to lesson learning, using knowledge performance metrics.

Learning Lessons in ADB sets the strategic framework for knowledge management in operationsevaluation.[26] Improvements have been made that hold promise not only in IED but, more importantly,vis­à­vis its interfaces with other departments and offices in ADB, developing member countries, and theinternational evaluation community. In the medium term, IED will continue to improve theorganizational culture, management system, business processes, information technology solutions,community of practice, and external relations and networking for lesson learning. Among the newknowledge products and services developed, Learning Curves are brief references designed to feedfindings and recommendations from evaluation to a broader range of clients[27] Evaluation News reporton events in monitoring and evaluation. Evaluation Presentations offer short photographic or PowerPointdisplays on evaluation topics. Auditing the Lessons Architecture highlights the contribution thatknowledge audits can make to organizational learning and health.[28]

Of the 1,106 ADB­funded projects evaluated and rated as of December 2007, 65% were assessed assuccessful, 27% partly successful, and 8% as unsuccessful.[citation needed]

Criticism[edit]

Since the ADB's early days, critics have charged that the two major donors, Japan and the United States,have had extensive influence over lending, policy and staffing decisions.[29]

Oxfam Australia has criticized the Asian Development Bank of insensitivity to local communities."Operating at a global and international level, these banks can undermine people's human rights throughprojects that have detrimental outcomes for poor and marginalized communities."[30] The bank alsoreceived criticism from the United Nations Environmental Program, stating in a report that "much of thegrowth has bypassed more than 70 percent of its rural population, many of whom are directly dependenton natural resources for livelihoods and incomes."[31]

There had been criticism that ADB's large scale projects cause social and environmental damage due to

lack of oversight. One of the most controversial ADB­related projects is Thailand's Mae Moh coal­firedpower station. Environmental and human rights activists say ADB's environmental safeguards policy aswell as policies for indigenous peoples and involuntary resettlement, while usually up to internationalstandards on paper, are often ignored in practice, are too vague or weak to be effective, or are simply notenforced by bank officials.[32][33]

The bank has been criticized over its role and relevance in the food crisis.The ADB has been accused bycivil society of ignoring warnings leading up the crisis and also contributing to it by pushing loanconditions that many say unfairly pressure governments to deregulate and privatize agriculture, leadingto problems such as the rice supply shortage in Southeast Asia.[34]

The bank has also been criticized by Vietnam War veterans for funding projects in Laos, because of theUnited States' 15% stake in the bank, underwritten by taxes.[35] Laos became a communist country afterthe U.S. withdrew from Vietnam, and the Laotian Civil War was won by the Pathet Lao, which is widelyunderstood to have been supported by the North Vietnamese Army.

In 2009, the bank endorsed a $2.9 billion funding strategy for proposed projects in India. The projects inthis strategy were only indicative and still needed to be further approved by the bank's board of directors;however, PRC Foreign Ministry spokesman Qin Gang claimed, "The Asian Development Bank,regardless of the major concerns of China, approved the India Country Partnership strategy whichinvolves the territorial dispute between China and India. China expresses its strong dissatisfaction overthis.... The bank's move not only seriously tarnishes its own name, but also undermines the interests of itsmembers."[36]

United Nations Development Business[edit]

The United Nations launched Development Business in 1978 with the support of the Asian DevelopmentBank, the World Bank, and many other major development banks from around the world. Today,Development Business is the primary publication for all major multilateral development banks, UnitedNations agencies, and several national governments, many of whom have made the publication of theirtenders and contracts in Development Business a mandatory requirement.[37]

Strategy 2020[edit]

Strategy 2020 is The Long­Term Strategic Framework of the Asian Development and wide strategicframework to guide all its operations to 2020.

List of 20 Largest Countries and Regions by Subscribed Capitaland Voting Power[edit]The following table are amounts for 20 largest countries by subscribed capital and voting power at theAsian Development Bank as of December 2013[6]

The 20 Largest Countries by Subscribed Capital and Voting Power at the Asian Development Bank

Rank Country Subscribed Capital(% of Total) Rank Country Voting Power

(% of Total)World 100.000 World 100.000

1 Japan 15.670 European Union 15.7182 United States 15.560 1 Japan 12.835

EuropeanUnion 14.427 2 United States 12.747

3 China 6.470 3 China 5.4744 India 6.357 4 India 5.3845 Australia 5.810 5 Australia 4.9466 Canada 5.252 6 Canada 4.5007 Indonesia 5.173 7 Indonesia 4.437

8 South Korea 5.058 8 South Korea 4.3459 Germany 4.344 9 Germany 3.77310 Malaysia 2.734 10 Malaysia 2.486

10 Malaysia 2.734 10 Malaysia 2.48611 Philippines 2.392 11 Philippines 2.21212 France 2.337 12 France 2.16813 Pakistan 2.187 13 Pakistan 2.048

14 UnitedKingdom 2.051 14 United Kingdom 1.939

15 Italy 1.815 15 Italy 1.75016 New Zealand 1.542 16 New Zealand 1.53217 Thailand 1.367 17 Thailand 1.39218 Taipei,China 1.094 18 Taipei,China 1.17319 Netherlands 1.030 19 Netherlands 1.12220 Bangladesh 1.025 20 Bangladesh 1.119

Members[edit]

Asian Development Bank ­ DevelopingMember Countries (DMC) graduationstages[38] Outside regions

Asia­Pacific region developed members

DMC graduated from assistance, Group­D Ordinary Capital Resources (OCR)

financing, Group­C OCR and ADF blended financing, Group­

B Asian Development Fund (ADF)

financing, Group­A

ADB has 67 members (as of 2 February 2007): 48 members from the Asian and Pacific Region, 19members from Other Regions.[6] Notable non­members are Bahrain, Iran, Iraq, Jordan, Kuwait, Lebanon,North Korea, Oman, Qatar, Saudi Arabia, the United Arab Emirates, and Yemen. Names are asrecognized by ADB.The year after a member's name indicates the year of membership. At the time a country ceases to be amember, the Bank shall arrange for the repurchase of such country's shares by the Bank as a part of thesettlement of accounts with such country in accordance with the provisions of paragraphs 3 and 4 ofArticle 43.[39]

Country Date ofAccession

Afghanistan 1966 Australia 1966 Cambodia 1966 India 1966 Indonesia 1966 Japan 1966 Korea, Republic of 1966 Lao People's Democratic

1966

Country Date ofAccession

Austria 1966 Belgium 1966 Canada 1966 Denmark 1966 Finland 1966 Germany[45] 1966 Italy 1966 Netherlands 1966

Republic[40]

Malaysia 1966

Nepal 1966 New Zealand 1966 Pakistan 1966 Philippines 1966 Samoa 1966 Singapore 1966 Sri Lanka 1966 Taipei,China[41][42] 1966 Thailand 1966

Viet Nam, Socialist Republic of[43] 1966

Hong Kong, China[44] 1969 Fiji 1970 Papua New Guinea 1971 Tonga 1972 Bangladesh 1973 Burma 1973 Solomon Islands 1973 Kiribati 1974 Cook Islands 1976 Maldives 1978 Vanuatu 1981 Bhutan 1982 China, People's Republic of 1986 Marshall Islands 1990 Micronesia, Federated States of 1990 Mongolia 1991 Nauru 1991 Tuvalu 1993 Kazakhstan 1994 Kyrgyz Republic 1994 Uzbekistan 1995 Tajikistan 1998 Azerbaijan 1999 Turkmenistan 2000 Timor­Leste 2002 Palau 2003 Armenia 2005 Brunei Darussalam 2006 Georgia 2007

Norway 1966 Sweden 1966 United

Kingdom 1966

United States 1966 Switzerland 1967 France 1970 Spain 1986 Turkey 1991 Portugal 2002 Luxembourg 2003 Ireland 2006

See also[edit]

Asian Infrastructure Investment Bank (AIIB)Asian Development Bank Institute (ADBI)African Development BankAsia Cooperation DialogueAsian Clearing UnionInternational Monetary FundWorld BankSouth Asia Subregional Economic Cooperation

References[edit]

1. About: Management, adb.org.2. ADB Annual Report 2013 ­ Management and Staff Representation3. Ming, Wan (Winter 1995–1996). "Japan and the Asian Development Bank". Pacific Affairs

(University of British Columbia) 68 (4): 509–528. doi:10.2307/2761274. JSTOR 2761274.4. http://www.adb.org/publications/creative­productivity­index­analysing­creativity­and­innovation­

asia5. http://www.adb.org/sites/default/files/publication/59586/creative­productivity­index_0.pdf6. Members, Capital Stock, and Voting Power (December 2013)7. New ADB President Takehiko Nakao Assumes Office8. "Contacts." (Archive) Asian Development Bank. Retrieved on April 21, 2015. "6 ADB Avenue,

Mandaluyong City 1550, Philippines"9. "Contacts: How to Visit ADB." (Archive) Asian Development Bank. Retrieved on April 21, 2015.10. "The Fifth General Capital Increase of the Asian Development Bank". ADB Policy Papers (ADB).

March 2009. Retrieved 2010­09­16.11. "General Capital Increase V". ADB Infocus (ADB). April 2010. Retrieved 2010­09­16.12. "Greater Mekong Subregion". Asian Development Bank. 19 November 2007. Retrieved 2007­12­

1013. LOAN: PRC 35339­01. China, People's Rep. of; Yichang­Wanzhou Railway Project (ADB site)14. Ulaanbaatar airport projects documents, adb.org.15. Asian Development Bank (ADB) (5 August 2013). "Newly Expanded Colombo Port To Make Sri

Lanka Into Competitive Shipping Hub". ADB. Retrieved 18 October 2013.16. "Private equity fund JV set up by ADB to support low carbon projects". Asia Bulletin. Retrieved 4

August 2014.17. Evaluation, adb.org.18. Methods and Guidelines ­ ADB.org19. Independent Evaluation at the Asian Development Bank ­ ADB.org20. Resources ­ Independent Evaluation at the Asian Development Bank21. Evaluation Capacity Development in ADB's Developing Member Countries22. Independent Evaluation at the Asian Development Bank ­ ADB.org23. Evaluation Reports ­ ADB.org24. ADB Evaluation Information System25. Ongoing Evaluations of ADB Policies & Operation in Asia & the Pacific ­ ADB.org26. Learning Lessons in ADB: Strategic Framework, 2007­2009 ­ ADB.org27. Learning Curves ­ ADB.org28. Auditing the Lessons Architecture ­ ADB.org29. Kilby, Christopher (2002). "Donor Influence in MDBs: The Case of the Asian Development Bank"

(PDF). The Review of International Organizations 68 (4): 509–528. Retrieved 2010­09­16.30. Oxfam Australia. "The Mekong and Asian Development Bank31. IPS. "UNEP faults Asian development project."32. " LOCAL CONCERNS IGNORED Large­scale ADB projects draw criticism"33. NGO criticises ADB and questions its ability to reduce poverty34. "ADB to meet amid food crisis, growing poverty"35. Walsh, Denny (2008­04­23). "Laos plot case back in federal court". Sacramento Bee. Retrieved

2008­04­23.[dead link]36. "China slams ADB over India funding". SINA English. 2009­06­19. Retrieved 2009­06­24.37. United Nations Development Business' website38. ADB Graduation policy39. Agreement Establishing the Asian Development Bank. Asian Development Bank. Retrieved 2007­

12­1040. Joined as Kingdom of Laos, succeeded by Lao PDR in 197541. Taipei,China's Fact Sheet on the ADB website42. Joined as China, Republic of representing not only Taiwan Area, but also nominally Mainland

China until 1986. However, its share of Bank capital was based on the size of Taiwan's capital,unlike the World Bank and IMF where the government in Taiwan had had a share. Therepresentation was succeeded by People's Republic of China in 1986. However, the ROC wasallowed to retain its membership, but under the name of Taipei,China (space deliberately omittedafter the comma) — a name it protests. Uniquely, this allows both sides of the Taiwan Straits to berepresented at the institution.

43. Formerly Viet Nam, Republic of until 197544. Joined as "Hong Kong", not "Hong Kong, China"45. Founding member; joined as West Germany.

External links[edit]

Wikimedia Commons has media related to Asian Development Bank.

Bank Information CenterThe ADB websiteADB Institute"Inequality Worsens across Asia", Dollars & Sense magazine, November/December 2007. Articlediscussing recent reports from the ADB."The right business environment" Youth unemployment in Asia. An interview with Jesus Felipe,advisor in the Economics and Research Department of ADB.

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