Catalog

	Table of Contents
p. 13 of 26 BACK | NEXT I. Introduction II. Changes in Development Environment and Agenda III. Themes for Organizational Effectiveness IV. Objective and Principles of Organizational Change V. Analysis of Options VI. Main Features of Organizational Change A. New Geographic Regions B. Enhancing Country Focus: New Regional Departments C. Function and Structure of Regional Departments D. Establishment of a new Regional and Sustainable Development Department E. Role and Responsibilities of Vice Presidents F. Establishment of a Management Committee G. Strategy and Policy Department H. Upgrading the Private Sector Group to a Private Sector Operations Department I. Office of External Relations J. Economics and Research Department K. Office of the Secretary / Office of the General Counsel L. Knowledge Management M. Project Administration and Portfolio Management N. Risk Management O. Checks and Balances VII. Complementary Changes VIII. Challenges and Responses IX. Budget Implications and Implementation Plan X. Conclusions XI. Recommendations

Reorganization of the Asian Development Bank : VI. Main Features of Organizational Change

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G. Strategy and Policy Department

72. SPD will continue to be responsible for core strategic, policy, coordination and management support activities of ADB. The poverty and governance units of SPD will be transferred to RSDD. SPD will consist of two divisions with the following principal activities:

1. A strategic planning, policy and interagency relations division responsible for policy preparation, maintenance and monitoring; resource mobilization through ADF; interagency coordination with multilateral and bilateral development institutions and donors. Since thematic and sector policies will now be done by RSDD, SPD will concentrate on ADB-wide policies such as the medium-term strategy, review of lending modalities, TA operations and so on. SPD will also coordinate the prioritization of policy work across ADB to avoid duplication. Coordination with other development institutions is becoming an increasingly important area of activity for SPD, and more resources will be devoted to this activity.

2. A management support division responsible for ADB-wide operations coordination and monitoring. With five regional departments, it will be essential to ensure that there is a coherent and consistent ADB-wide operating framework in terms of objectives, targets, resource allocation and portfolio monitoring. SPD will maintain real time management information on operational matters, and provide support for management review mechanisms such as the quarterly ORMs. This division will also be responsible for process change. With reorganization, improving business practices will be even more important in order to derive the maximum efficiency gains.

73. The Representative Offices (ROs) can be a very valuable resource to develop ADB’s relations with all stakeholders (including governments, media, financial communities, development agencies and civil society groups) in developed countries. It is important that they become much more proactive in both acquiring information from and disseminating it to these stakeholders, on

1. ADB’s ongoing and forward program of operations,

2. ADB’s strategies, policies and operational practices starting with the LTSF, and going on to lending policies and procurement procedures,

3. the development issues and constraints faced by DMCs and how ADB is helping address these, and

4. the resource requirements of ADB.

ROs must build excellent relationships with these stakeholders and act as ADB’s liaison with them. In this context, the question of how best they should be supervised has been carefully considered. OER and SPD were both considered as possible supervisory departments. Since SPD has the broadest overview of ADB’s strategies, policies, operations and inter-agency relationships, it is best placed to guide the ROs in the broad range of activities mentioned earlier. Accordingly, ROs will henceforth report to SPD.

74. The terms of reference of SPD are in Appendix 4.

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