Why a new strategy?

ADB should…Global trends

Adapt quickly to remain relevant

Region’s fast-changing development landscape

Offer differentiated responsesGrowing diversity and aspirations of DMCs

Align with SDGs, COP21, and Sendai Framework for Disaster Risk Reduction

Expanded global development agendas

Leverage funds and build partnerships

Alternative financing sources/ decline in share of ODA

Strategy preparation process

Background assessments

• Assessment of current strategy, Strategy 2020, by management and Independent Evaluation Department

• Reports on key topics (graduation, ICT, private sector)

• External views: McKinsey & Co’s

Extensive consultations

• Internal consultations with resident missions and other departments – 2015

• Consultations with external stakeholders (including CSOs) in DMCs and other member countries – 2016

• Roundtable meetings with development experts, consultations with Board of Directors and ADB staff – 2017 to 2018

• April 6, 2018 – Draft Strategy 2030 posted on ADB website

Timeline to completion (2018)

May Annual Meeting: Consultation with CSOs, Board of Governors

May–JulyFinalization of Strategy 2030

3rd QuarterBoard consideration of Strategy 2030

3rd–4th QuarterOperationalization of Strategy 2030

Key issues raised by CSOs

Strategic• Strengthen focus on poverty reduction and

inclusiveness

• Expand support for SMEs, social sectors, youth, climate change, regional trade

• Support SDGs through effective partnerships

• Strengthen DMCs’ governance and CSO partnership

• Adopt responsive, country-specific strategies

Operational• Strengthen engagement with CSOs and

simplify business processes

• Contribute to raising standards and build DMC systems

ADB’s vision

STRATEGY 2020 VISION

An Asia and Pacific region

free of poverty

Expanded vision

Differentiated approaches

SIDS and FCAS

• Address fragility and conflict

• Provide concessional finance

• Build capacity

• Strengthen field presence

LICs and LMICs

• Support structural reforms

• Provide infrastructure and social services

• Promote private sector development, domestic resource mobilization

UMICs

• Strengthen institutions

• Expand private sector operations and PPPs

• Support financial sector reforms

• Pilot projects

Targeted approaches to pockets of poverty and fragility at subnational level

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Operational priorities

Poverty and Inequality

• Human development and social inclusion• Quality jobs• Education and training• Better health for all• Social protection for those in need

Gender

• Twin-track approach• Women’s economic empowerment• Gender equality in human development• Gender equality in decision-making, leadership• Reduced time poverty of women• Women’s resilience to external shocks

Climate, Environment, and DRM

• Comprehensive approach to building climate and disaster resilience, and environmental sustainability

• Increased support for inclusive, green, sustainable, and resilient infrastructure

• Water-food-energy nexus

Livable Cities

• Integrated solutions• Increased funding for cities• Inclusive and participatory urban planning• Climate resilience and disaster management

Rural Development and Food Security

• Market connectivity and value chain linkages• Agricultural productivity and food security• Food safety

Governance and Institutional Capacity

• Public management reforms• Strengthened service delivery• Institutional strengthening / capacity building

Regional Cooperation and Integration

• Enhanced connectivity and competitiveness• Regional public goods• Cooperation in the financial sector• Strengthened subregional initiatives

Expanding private sector operations

• Pursue dual mandate of development impact and profitability

• Ensure additionality

• Expand sectors, geographical coverage

• Use private equity funds to extend reach

• Scale up support for PPPs

• Increase field presence

Catalyzing and mobilizing resources

Mobilize more resources for development through:

• Project cofinancing from public and private sources

• PPP transaction advisory services

• Improved and expanded credit enhancement products

• Improved business environment in DMCs

• Enhanced domestic resource mobilization

Strengthening knowledge services

• Identify DMCs’ needs

• Promote knowledge, innovation and technology transfer in ADB projects

• Engage proactively in research

• Strengthen DMCs’ institutional capacity

• Promote knowledge exchange across countries and regions

• Expand knowledge partnerships

• Promote knowledge generation, management and dissemination across ADB

Stronger, better, faster ADB

• Ensure robust resource base

• Enhance human resources

• Strengthen country presence

• Improve products and instruments

• Modernize business processes and systems

• Promote digital transformation

• Increase use of country systems

• Strengthen collaboration with CSOs

What’s new in Strategy 2030

Expanded vision statement1Greater flexibility at the corporate level (no more core and non-core areas of operations)2

Differentiated approaches across country groups3

Country focused-approach4

Integrated solutions 5

Innovative technology 6More emphasis on private sector operations, catalyzation and mobilization, and knowledge solutions 7

Delivering through One ADB

Public sector operationsPrivate sector operations

SectorsThemes

KnowledgeOperational expertise

Headquarters Regional offices/Resident missions

ONE

Operationalization of Strategy 2030

Updating operational plans across 7 operational priorities

Strengthening the country partnership strategy process

Resourcing of Strategy 2030 (work plan and budget framework)

New corporate results framework

www.adb.org/roadto2030