Catalog

	Table of Contents
p. 15 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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I. Office of External Relations

79. ADB faces a changing external environment, more competition for funding resources, aggressive scrutiny by NGOs and civil society, and pressure to be more transparent and accountable. The LTSF makes an explicit commitment to a more proactive external relations and media strategy for ADB. Recognizing this, ADB’s external relations efforts must become more substantive and meaningful, focusing on proactively projecting ADB’s policies, programs and projects to gain broader support and understanding for its development agenda. In the age of instant information, ADB cannot afford to be merely reactive. It is also essential for ADB to disseminate knowledge in a more organized and pro-active manner.

80. As part of the group of knowledge departments, OER will report directly to the President. The key external relations figure at ADB and its chief spokesperson is the President. OER must give direct support where it is most needed. By directly reporting to the President, OER can best support him/her in (i) developing effective external relations policies and programs; (ii) advising on external events and developments that directly affect ADB; (iii) advising on appropriate responses to comments in the media; (iv) enhancing internal communications at ADB, and (v) preparing and presenting the President’s position and key messages through media interviews, speeches, briefings. A direct reporting line from OER to the President will also match the current situation in several other international organizations.

81. External relations cannot be the sole responsibility of OER alone. OER will lead all external relations activities of ADB. In this, it will work closely with the five regional departments and SPD in developing programs and activities to make country strategies and lending programs more widely known and understood. With each regional department, OER will have a major role to play in publicizing projects, programs and initiatives; providing information materials and briefings; and media training.

Back H. Upgrading the Private Sector Group to a Private Sector Operations Department	Next J. Economics and Research Department