Road to 2030

ADB is preparing a new strategy to respond to the changes brought about by a rapidly evolving Asia and the Pacific. The new strategy will:

  • build on the 2014 midterm review of ADB’s long-term strategic framework — Strategy 2020
  • outline a vision and key directions for ADB’s engagement with developing member countries until 2030
  • describe how ADB aligns with the Sustainable Development Goals and the Paris Agreement on climate change
  • identify institutional and organizational reforms necessary to sharpen ADB's efficiency and effectiveness
Review the draft frameworkupdated 25 January 2017

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


ADB is consulting with stakeholders in developing member countries and selected donor capitals on the new strategy.


February to August 2016

Consultations with government officials, civil society, development partners, and other stakeholders in ADB developing member countries

September to December 2016

Consultations with ADB donor countries and graduated member countries

March to June 2017

Roundtable meetings with experts

Background Studies

Facts and Figures

activities in different parts of the world

More than

individual stakeholders consulted
countries represented by the stakeholders consulted
of countries represented by stakeholders are in Asia and the Pacific

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