Catalog

	Table of Contents
p. 9 of 13 BACK | NEXT I. Development Challenges for the Asia and Pacific Region II. ADB’S Medium-Term Strategy (2001-2005) A. Differentiating Between Countries B. Operations in a Subregional Context C. Applying the Operating Principles III. Aligning the Organization with the Strategy A. Align the Organizational Structure and Business Processes B. Develop a Learning Organization C. Make Assistance Modalities More Flexible D. Improve Integrated Resource Management IV. The Strategy and the Planning, Programming, and Budget Process

Medium-Term Strategy : II. ADB’S Medium-Term Strategy (2001-2005)

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A. Align the Organizational Structure and Business Processes

35. ADB is in the process of aligning its organization, business processes, and products in support of the LTSF. This effort began in February 2001 and will result in a new structure and revised business processes being introduced in January 2002.²⁰ The new organization structure and business processes respond to the challenges and principles given in the LTSF and further elucidated in the MTS.

36. ADB must become more client-focused. In a highly dynamic development environment, ADB must respond to the varying needs of its clients with greater flexibility in its structure, processes, and products. The new organizational structure will result in country-focused, subregional departments responsible for the delivery of the full range of ADB services to the DMCs. ADB needs to introduce greater accountability within its structure and processes for more efficient and effective service to the DMCs. The DMCs receive sensitive and significant policy and institutional reform support from ADB. ADB must have clear internal accountability for such support. The reorganized structure will ensure that a single department head is accountable for all of its services to a DMC. Enhanced accountability will ensure more efficient and effective service delivery to the DMCs.

37. The MTS underscores the importance ADB must give to knowledge products in addition to the traditional functions of resource transfer and development financing. The new structure and processes will promote the development and dissemination of knowledge products by focusing and concentrating responsibility for knowledge products in two or three key departments, and the ADB Institute. Regional cooperation provides a major opportunity for sharing knowledge and experience among the DMCs. ADB can play a pivotal role in this process and the new structure will greatly facilitate this function and role. The new country-focused subregional departments allow for clearer accountability and provide an opportunity to promote subregional cooperation between various geographical groupings of countries.

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