Strategy 2030 preparation process

Strategy 2030 has been approved.
Visit www.adb.org/strategy2030

This page highlights the strategy development and consultation process. Scroll down to learn more.

Why a new strategy for ADB?

Trends Affecting the Region ADB should..

Adapt fast to remain relevant

Respond to emerging needs of clients

Align with the Sustainable Development Goals, climate agreement

Leverage funds and build partnerships

Scale up and ensure quality of ADB financing

How we’re preparing the strategy

Indicative Timeline

Approval of Strategy 2030 by the ADB Board of Directors 26 July 2018
Draft strategy posted on the ADB website Apr 2018
Consultation with civil society on Strategy 2030 draft at the 2018 ADB Annual Meeting 2 May 2018
Governors' plenary on the Strategy 2030 draft at the 2018 ADB Annual Meeting 5 May 2018
Board consideration of the final strategy Q3–Q4 2018

Consultations with All Stakeholders

Internal consultations: ADB resident missions and other departments Oct–Dec 2015
External consultations: DMCs and other shareholders (including government, civil society, private sector, development partners) Feb–Dec 2016
External consultations: Civil society and youth organizations Nov–Dec 2016
Roundtable meetings with prominent development experts Mar–Jun 2017
Internal consultations: Board of Directors and ADB staff Aug 2017–Apr 2018

Background Studies

ADB undertook background work to help formulate the new strategy. Completed reports:

Facts and Figures

73
activities in different parts of the world

About

individual stakeholders consulted
countries represented by the stakeholders consulted



ADB should broaden its mission to tackle the region’s new development challenges and adapt better to the growing diversity of its clients.

- Australia and New Zealand stakeholders

ADB should recognize the unique challenges and circumstances of the Pacific, such as vulnerability to natural disasters, and lack of connectivity and infrastructure.

- Pacific stakeholders

ADB should capitalize on its role as a catalyst and mobilizer of private financing.

- Singapore, Brunei Darussalam, and Hong Kong, China stakeholders

While being selective, ADB should remain reasonably flexible and open to new ideas.

- North America stakeholders

ADB should expand private sector operations and promote high-level technologies while continuing to protect vulnerable groups.

- Japan stakeholders

There is huge potential in ADB’s vast knowledge store to promote innovation and best practice.

- India stakeholders

ADB’s expertise in regional cooperation and integration is unique and could be of indispensable value.

- People’s Republic of China stakeholders