This publication focuses on the Tbilisi-Rustavi highway modernization project in Georgia as one of the Office of the Special Project Facilitator's Lessons Learned series of case studies on ADB's complaint management experience. It presents the issues, challenges, and solutions that Office of the Special Project Facilitator's (OSPF)identified from its experience responding to the concerns of affected households and people in the course of the project's implementation. The OSPF case study series aims to support ADB operations departments, government and private sector partners, and other stakeholders by documenting grievance redress management experiences and identifying important lessons and good practices on problem-solving that are useful for future projects.

This publication details the rapid assessment of the urban sector in Georgia to understand key urbanization trends and patterns of growth and to analyze challenges and opportunities. It gives a snapshot of the state of urban affairs at the national level with an urbanization profile, governance and urban management profile, capacity needs assessment, urban finance matrix, and a “3E” assessment covering economic, environmental, and social equity profiles. This document is not a strategy but the basis for developing a national urban strategy and road map for integrated investments to maximize development impact.

This year's Annual Report of the Accountability Mechanism (AM) has the theme "Strengthening Partnerships" with good reason: Cooperation is the heart and soul of the mechanism. Without close collaboration among the AM, governments, aff ected people, nongovernment organizations, and civil society organizations, the AM cannot work. Collaboration between the AM and Asian Development Bank (ADB) staff is essential. We are constantly learning from stakeholders in ADB projects and from project staff , and we also learn from our interactions in the field during outreach missions. In this publication, the O ffice of the Special Project Facilitator, the O ffice of the Compliance Review Panel, and the Compliance Review Panel itself present their activities in 2014 and some of the challenges for 2015.

The Development Effectiveness Review is the annual corporate performance report of the Asian Development Bank (ADB). It assesses progress in implementing ADB's long-term strategic framework 2008-2020 (Strategy 2020) using the performance indicators, baselines, and targets in the ADB results framework. It analyzes performance trends, identifies strengths and weaknesses, and defines corrective actions needed.

The Asian Development Bank (ADB) prepared the Public–Private Partnership Operational Plan 2012–2020 to provide a consistent, analytical, and operational framework for scaling up public–private partnerships (PPPs) in support of Strategy 2020. ADB's PPP operations will be based on four pillars: (i) advocacy and capacity development, (ii) enabling environment, (iii) project development, and (iv) project financing. This study aims to (i) update the 1998–2008 PPP database for program/project, and technical assistance approvals with PPP content for 2009–2010; and (ii) classify ADB assistance for PPPs from 1998 to 2010 based on the four pillars of the plan.

The 2012 Development Effectiveness Review (DEfR) is the sixth annual corporate performance report of the Asian Development Bank (ADB). The review found that the development effectiveness review process introduced in 2008 has successfully propagated a results culture across ADB. This has led to improved performance in most areas of the results framework measuring ADB’s operational and organizational effectiveness. As a result, ADB has been able to meet an increasing proportion of its targets. It has also expanded ADB’s contributions to development outcomes in the region. Compared with 2008, the report's findings include: ADB operations are more focused on Strategy 2020 priorities, including gender mainstreaming; the quality at entry (QAE) of country partnership strategies and sovereign operations is consistently high and the QAE of nonsovereign operations has improved significantly; project start-up is more efficient; cofinancing has increased considerably; ADB coordinates more closely with other development partners and shares knowledge more effectively; ADB has more staff to support operations, and almost half of them work in resident missions to increase responsiveness to clients; resident missions are more empowered; ADB staff are more engaged and motivated; and the gender balance at ADB has improved significantly. The DEfR also highlighted areas requiring further improvement. Actions to strengthen project readiness and implementation supervision need reinforcing to raise project success and outcome achievement rates—two of the areas where performance improved but targets were not reached.

The Development Effectiveness Review is the annual corporate performance report of the Asian Development Bank (ADB). It assesses progress in implementing Strategy 2020, ADB's long-term strategic framework, using the performance indicators, baselines, and targets in the ADB results framework. It analyzes performance trends, identifies strengths and weaknesses, and defines corrective actions.