ASIAN DEVELOPMENT BANK PERFORMANCE ASSESSMENT SYSTEM
The paper considers the content and features of the efficiency assessment system of the Asian Development Bank. The article presents the basic requirements for the creation of reliable systems for assessing the activities of development banks, based on foreign experience. The author gives a brief de...
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| Formato: | article |
| Lenguaje: | RU |
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Publishing House of the State University of Management
2021
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| Materias: | |
| Acceso en línea: | https://doaj.org/article/eac61d3882f642049fbca9ec4b182e35 |
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| Sumario: | The paper considers the content and features of the efficiency assessment system of the Asian Development Bank. The article presents the basic requirements for the creation of reliable systems for assessing the activities of development banks, based on foreign experience. The author gives a brief description of Asian Development Bank’s activities, emphasizes the importance of Asian Development Bank’s Independent Evaluation Department. The author’s analysis of the Asian Development Bank performance assessment system showed that the bank uses both classical financial indicators and specialized generalized economic indicators that are quantitatively measurable. The entire system of economic indicators is divided into 4 levels, which makes it possible to separately assess both the development in the Asian Pacific Region, the contribution of Asian Development Bank to this development, and the quality of management in the Asian Development Bank itself; for each level of assessment the author used its own set of indicators (indicators). Asian Development Bank’s corporate performance cascade system ensures that all staff are engaged in achieving set goals. It is important that Asian Development Bank uses the transition from quantitative data to qualitative characteristics, which solves the problem of inaccurate data: clusters of indicators are formed. Asian Development Bank’s performance assessment system is not linked to the use of a single performance criterion. |
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